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Effective interpersonal communication in organizations(unit 3)

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S
Sumit Kumar

Interpersonal communication is fundamental to success in organizations. It is used for tasks like interviewing, learning job duties, collaborating with colleagues, and managing others. Organizational communication differs from personal communication in that organizations are goal-oriented and require coordination among employees to accomplish shared objectives. Interpersonal communication can be understood through compositional, situational, and developmental frameworks and involves skills like active listening and adapting to different situations. How people communicate impacts their leadership and effectiveness.

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Effective interpersonal communication in organizations Interpersonal communication is the process of transacting meaning between individuals – interpersonal communication is fundamental to obtaining employment, succeeding on the job, and being an effective colleague, subordinate or manager. Interpersonal communication is a vital part of innovation. We will use K when we i. Interview for a job ii. Learn about specific duties. iii. Operate on a day to day basis. iv. Lead and manage others. v. Go to company sponsored special events. vi. Participate in the mentoring. vii. Sell. viii. Take part in numerous specialized issues and events. ix. Eat our meals, or enjoy social events with colleagues.
Task Orientation Though K in organization is similar to our everyday friendships, but two task-oriented characteristics differentiate it. i. Organizations are goal-oriented, with their chief concern being output. In other words, we are hired to accomplish something and assist in achieving specific and general goals. Organizations are purposeful and the expectations are that employees will work toward common goal. ii. Organization require a co-orientation behavior, which involves the elicitation of behavioral coordination among communications for the accomplishment of commonly recognized goals.
K can be explained through a componential, situational and developmental definition. a) Componential: - It consists of several components like 1. A process involving. 2. Both purposive and expressive messages. 3. Composed of multiunit and 4. Multilevel signals. 5. Depend on the context for their meanings. 6. Interpreted by the interactants. b) Situational: - The interdependence created by a dyad is the most obvious characteristics of K. Organizations establish these interpenetrative and interlocking relationships to coordinate work. c) Developmental: - Many relationships evolve work related interdependence to genuine friendships. This developmental perspective focuses on interpersonal communications in organizations as it progress from first introductions on to the numerous paths and dyad may travel.
Differences in Perspectives: - Types of information: - Information theory. Information technology. Human information processing. How Human process Information: - Rational Models. Limited capacity models Expert Models. Cybernetic Model. Interpersonal Communication Effectiveness: -  Requires a repertoire of skills with which we perform the appropriate acts in response to the situation.  To be effective, the performance we present must be consistent with the image desired in the interpersonal encounter.  Convey willingness to learn as well as the ability to contribute.  Learn to understand and adapt to the demands of the situation will make us more effective. Two models –  The interactive Management Model.  The Humanistic Model.
The interactive Management Model  Confidence  Immediacy  Interaction Management  Expressiveness  Other – Orientation The Humanistic Model  Openness  Empathy  Supportiveness  Positiveness  Equality
Specific applications: - You will be judged competent as a communicator if your behaviors are appropriate, which is demonstrated by doing the right thing at the right time. Research indicates that how communicate impacts on our leadership and interpersonal effectiveness. • Social Styles: - It is defines as patterns of behavior that others can observe and respond to. It reflects the pervasive communication patterns we have become comfortable with and use habitually. Certain styles are perceived as being more favorable than others in certain situations. Social styles training is based on the values of accepting the differences in others and willingness to adapt them. There are 3 basic issues underlying the social styles concept.  Assertiveness  Responsiveness  Appropriateness Assertiveness – is our willingness to ask or tell and influenced or be influenced by others. Responsiveness – is how much we emote or control our feelings.
These two behaviors interact to forms 4 styles. They are  1. Driver – Drivers prefer to take charge, complete tasks and solve problems  These individuals are high in assertiveness and low in responsiveness.  Communication styles tend toward moving quickly, speaking faster, using direct eye contact and trying to control others.  Positive attributes include being practical, independent, decisive and efficient.  When overused drivers become pushy, dominating, hard and tough. 2. Analytic –  Are non-assertive and nonresponsive.  They are thinkers and technical specialists.  Communication styles tend towards slower speaking, fewer statements and the use of facts and data.  Habitually, analytics are cautious and make a maximum effort to organize.  Positive attributes include being industrious, orderly and exacting. When over used analytics can be critical, picky, moralistic and indecisive
3. Expressive –  Are assertive and responsive  Are intuitive and social recognition specialists.  Communication styles tends toward faster speaking more statements and feeling, and animated with direct eye contact.  They are expressive, try to involve everyone, worry about the future and are impulsive.  Positive attributes include being ambitious, enthusiastic, dramatic and friendly.  When over used, can become manipulative, undisciplined, reactive and egotistical. 4. Amiables –  Are nonassertive and responsive.  Are relationship specialists.  Communication tends toward slower speaking, focus on people, fewer statements, and use of stories and opinions.  They tend to be unhurried and relate to others and search for cooperation.  Positive attributes include being supportive, respectable, dependable and willing.  When overused can become conforming, pliable, dependent and uasure.
Conflict Management Whenever two individuals opine is different ways, a conflict arises. IT is nothing but a fight either between two individuals or amount group members. No two individuals can think alike and there are definitely differences in their thought process as well as their understanding. Disagreement among individuals leads to conflicts and fights. Conflict arises whenever individuals have different values, opinions, needs, interests and are unable to find a middle way. Whenever organization is concerned, management of conflict is vital. In an organization conflict is occurred on various forms, like a) Substantive or realistic, conflicts – It occurs over the allocation of resources, job assignments, work processes, change or the distribution of rewards. These conflicts occur over disagreements about tasks (what), processes (how), allocation of resources (with what), goals (why), or power (who). b) Functional or constructive conflicts – Are vital to an organization. The task related confrontations help organizations become more creative. Conflicts bring hidden problems to the surface and allow individuals and group members to focus on the important issues.
Types of conflict   Intrapersonal  Interpersonal  Intragroup  Intergroup/ Department  Intra-organizational  Iner-organizational Conflict Management styles Competitive Compromise Accommodating Avoiding Collaboration

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Effective interpersonal communication in organizations(unit 3)

  • 1. Effective interpersonal communication in organizations Interpersonal communication is the process of transacting meaning between individuals – interpersonal communication is fundamental to obtaining employment, succeeding on the job, and being an effective colleague, subordinate or manager. Interpersonal communication is a vital part of innovation. We will use K when we i. Interview for a job ii. Learn about specific duties. iii. Operate on a day to day basis. iv. Lead and manage others. v. Go to company sponsored special events. vi. Participate in the mentoring. vii. Sell. viii. Take part in numerous specialized issues and events. ix. Eat our meals, or enjoy social events with colleagues.
  • 2. Task Orientation Though K in organization is similar to our everyday friendships, but two task-oriented characteristics differentiate it. i. Organizations are goal-oriented, with their chief concern being output. In other words, we are hired to accomplish something and assist in achieving specific and general goals. Organizations are purposeful and the expectations are that employees will work toward common goal. ii. Organization require a co-orientation behavior, which involves the elicitation of behavioral coordination among communications for the accomplishment of commonly recognized goals.
  • 3. K can be explained through a componential, situational and developmental definition. a) Componential: - It consists of several components like 1. A process involving. 2. Both purposive and expressive messages. 3. Composed of multiunit and 4. Multilevel signals. 5. Depend on the context for their meanings. 6. Interpreted by the interactants. b) Situational: - The interdependence created by a dyad is the most obvious characteristics of K. Organizations establish these interpenetrative and interlocking relationships to coordinate work. c) Developmental: - Many relationships evolve work related interdependence to genuine friendships. This developmental perspective focuses on interpersonal communications in organizations as it progress from first introductions on to the numerous paths and dyad may travel.
  • 4. Differences in Perspectives: - Types of information: - Information theory. Information technology. Human information processing. How Human process Information: - Rational Models. Limited capacity models Expert Models. Cybernetic Model. Interpersonal Communication Effectiveness: -  Requires a repertoire of skills with which we perform the appropriate acts in response to the situation.  To be effective, the performance we present must be consistent with the image desired in the interpersonal encounter.  Convey willingness to learn as well as the ability to contribute.  Learn to understand and adapt to the demands of the situation will make us more effective. Two models –  The interactive Management Model.  The Humanistic Model.
  • 5. The interactive Management Model  Confidence  Immediacy  Interaction Management  Expressiveness  Other – Orientation The Humanistic Model  Openness  Empathy  Supportiveness  Positiveness  Equality
  • 6. Specific applications: - You will be judged competent as a communicator if your behaviors are appropriate, which is demonstrated by doing the right thing at the right time. Research indicates that how communicate impacts on our leadership and interpersonal effectiveness. • Social Styles: - It is defines as patterns of behavior that others can observe and respond to. It reflects the pervasive communication patterns we have become comfortable with and use habitually. Certain styles are perceived as being more favorable than others in certain situations. Social styles training is based on the values of accepting the differences in others and willingness to adapt them. There are 3 basic issues underlying the social styles concept.  Assertiveness  Responsiveness  Appropriateness Assertiveness – is our willingness to ask or tell and influenced or be influenced by others. Responsiveness – is how much we emote or control our feelings.
  • 7. These two behaviors interact to forms 4 styles. They are  1. Driver – Drivers prefer to take charge, complete tasks and solve problems  These individuals are high in assertiveness and low in responsiveness.  Communication styles tend toward moving quickly, speaking faster, using direct eye contact and trying to control others.  Positive attributes include being practical, independent, decisive and efficient.  When overused drivers become pushy, dominating, hard and tough. 2. Analytic –  Are non-assertive and nonresponsive.  They are thinkers and technical specialists.  Communication styles tend towards slower speaking, fewer statements and the use of facts and data.  Habitually, analytics are cautious and make a maximum effort to organize.  Positive attributes include being industrious, orderly and exacting. When over used analytics can be critical, picky, moralistic and indecisive
  • 8. 3. Expressive –  Are assertive and responsive  Are intuitive and social recognition specialists.  Communication styles tends toward faster speaking more statements and feeling, and animated with direct eye contact.  They are expressive, try to involve everyone, worry about the future and are impulsive.  Positive attributes include being ambitious, enthusiastic, dramatic and friendly.  When over used, can become manipulative, undisciplined, reactive and egotistical. 4. Amiables –  Are nonassertive and responsive.  Are relationship specialists.  Communication tends toward slower speaking, focus on people, fewer statements, and use of stories and opinions.  They tend to be unhurried and relate to others and search for cooperation.  Positive attributes include being supportive, respectable, dependable and willing.  When overused can become conforming, pliable, dependent and uasure.
  • 9. Conflict Management Whenever two individuals opine is different ways, a conflict arises. IT is nothing but a fight either between two individuals or amount group members. No two individuals can think alike and there are definitely differences in their thought process as well as their understanding. Disagreement among individuals leads to conflicts and fights. Conflict arises whenever individuals have different values, opinions, needs, interests and are unable to find a middle way. Whenever organization is concerned, management of conflict is vital. In an organization conflict is occurred on various forms, like a) Substantive or realistic, conflicts – It occurs over the allocation of resources, job assignments, work processes, change or the distribution of rewards. These conflicts occur over disagreements about tasks (what), processes (how), allocation of resources (with what), goals (why), or power (who). b) Functional or constructive conflicts – Are vital to an organization. The task related confrontations help organizations become more creative. Conflicts bring hidden problems to the surface and allow individuals and group members to focus on the important issues.
  • 10. Types of conflict   Intrapersonal  Interpersonal  Intragroup  Intergroup/ Department  Intra-organizational  Iner-organizational Conflict Management styles Competitive Compromise Accommodating Avoiding Collaboration