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Submitted By-Neha Verma
Submitted To-Neha Ma’am
Communication in Organization
Interpersonal communication in Formal
Relationship
Definition of Interpersonal Comm.
 Interpersonal communication involves interchanging
ideas with others using an assortment of methods,
such as words, gestures, voice tone, facial expression
and body posture.
 Interpersonal skills are the lifeblood of organizations
because effective communication dictates operational
efficiency and facilitates teamwork.
 It can be future said as exchange of information,
feelings, and meaning through verbal and non-verbal
messages sent through tone of voice, facial
expressions.
Sende
r
Receiver
Message
Feedback
Barriers
The common elements of
interpersonal elements
Interpersonal Communication in
Formal Relationship
Interpersonal communication is one of the most
important life
skills business professionals can have. In
companies and
organizations of all types, effective communication
determines
whether a team can operate effectively and
accomplish core
business goals. “It underlies the efficiency of key
business functions such as managing, training,
selling and
resolving conflicts within an organization,”
Elements of Interpersonal Com.
Interpersonal communication can also be divided into
sub skills. Effective communication in the workplace
relies on each of the following elements:
 Problem solving and decision making: One of the
best ways to maintain professional relationships is
through effective problem solving and decision making.
Both of these skills align team members toward a
common goal. If leaders are unable to take the steps
necessary to solve problems and make the right decision
for the team, a business can’t function successfully.
 Listening: Strong listening skills are invaluable for
business professionals. They help individuals understand
sent messages
and act accordingly. If a manager provides instructions
but team members are unable to listen and synthesize
the information, roadblocks will arise that can derail
projects and cause negative consequences.
 Assertiveness: A commonly undervalued element of
interpersonal communication is assertiveness. The ability
to influence others helps leaders drive the team towards
a common goal. Being willing to take charge and effect
change is one of the hallmarks of a business leader.
Negotiation: This skill is a key element in conflict
resolution. Finding common ground and identifying
shared goals can help business professionals work
HOW TO IMPROVE INTERPERSONAL
COMMUNICATION IN THE ORGANIZATION
Here are some of the ways business professionals can
improve interpersonal communication in the
organization.
 Research and plan: Gather facts and relevant data to
plan for important conversations. This helps ensure
clarity and accuracy.
 Determine your audience: Consider coworkers’
personality and mindset before approaching a
conversation. Find the right communication style for
your specific situation. Some conversations lend
themselves to face-to-face meetings, while others can
be best accomplished through email.
 Self-evaluation: Understand your own
strengths and weaknesses when it comes to
communication. Ask for honest feedback from
co workers and managers as a learning
opportunity to better inform future
interactions.
 Monitor expectations: Keep assumptions and
expectations to a minimum before engaging
with a coworker. You never know for sure how
someone will react, so be ready to adapt as the
situation demands.
The Environment and
Communication in Formal Relation
 The above components of communication promote shared meaning when they
operate together to deliver a message effectively. The work environment in which
those components take place also affects the communication and whether the
communication is received.
 In a work environment that stresses open communication, employee involvement, and
common goals, communication more frequent and more effective. But, the expectation
for significant communication sets the bar higher in these best workplaces. So, even
in high morale, employee-focused work environments, employees complain that they
don’t know what is going on.
 Because of all of the components and the overall environment of an individual
workplace, communication remains challenging. The age-old questions about who
needs to know what and when do they need to know it is never fully answered to just
about anyone’s satisfaction.
 Employee complaints about too much information, not enough information, and even,
information overload, will continue to resonate in workplaces. You will never cure the
problem of communication but, with commitment and thoughtfulness, you can
increase the effectiveness of both your interpersonal communication and
your workplace communication.
 O2 keeps calm when the deal falls through
 From : Internal Comms Conference, June 2016
 Theme: After the European Commission unexpectedly blocked
Hutchinson’s takeover of O2, the team had to quickly
communicate an update to staff. To do this, the CEO recorded a
video to talk about how this would impact employees. Holding
messages and signposts to information were displayed on the
intranet, leaders met with employees face to face and a text alert
service was set up directing people to check their inbox.
 Faced with an unexpected last minute issue and a period of
uncertainty, the O2 team activated swiftly to ensure the news and
questions likely to be asked were answered and guidance was
given. They used a variety of channels to ensure all employees
were communicated to throughout the day, with promises made
to ensure continual updates as things progressed.
 Unilever uses collective intelligence to take action
 Where we heard about it: BOC Internal Communications
Conference, March 2016.
 Theme: Unilever’s biennial survey of 170,000 global employees
would follow the steps: data cleansing, translation,
implementation and review. But making changes from feedback
was taking eight months.Unilever shifted its focus to collective
intelligence, simplifying the survey and creating a platform for
colleagues to share comments, ideas, solutions and opinions
alongside survey data. Employees are encouraged to combine
their knowledge and insight and visualisation was used to present
the data.
 Why we love it: Canvassing the opinions of 170,000 people was
always going to be a tough challenge, but Unilever’s new platform
showed the company's commitment to taking action from
feedback. Analysis can now be turned around in just four weeks.
Interpersonal Communication

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Interpersonal Communication

  • 1. Submitted By-Neha Verma Submitted To-Neha Ma’am Communication in Organization Interpersonal communication in Formal Relationship
  • 2. Definition of Interpersonal Comm.  Interpersonal communication involves interchanging ideas with others using an assortment of methods, such as words, gestures, voice tone, facial expression and body posture.  Interpersonal skills are the lifeblood of organizations because effective communication dictates operational efficiency and facilitates teamwork.  It can be future said as exchange of information, feelings, and meaning through verbal and non-verbal messages sent through tone of voice, facial expressions.
  • 4. Interpersonal Communication in Formal Relationship Interpersonal communication is one of the most important life skills business professionals can have. In companies and organizations of all types, effective communication determines whether a team can operate effectively and accomplish core business goals. “It underlies the efficiency of key business functions such as managing, training, selling and resolving conflicts within an organization,”
  • 5. Elements of Interpersonal Com. Interpersonal communication can also be divided into sub skills. Effective communication in the workplace relies on each of the following elements:  Problem solving and decision making: One of the best ways to maintain professional relationships is through effective problem solving and decision making. Both of these skills align team members toward a common goal. If leaders are unable to take the steps necessary to solve problems and make the right decision for the team, a business can’t function successfully.
  • 6.  Listening: Strong listening skills are invaluable for business professionals. They help individuals understand sent messages and act accordingly. If a manager provides instructions but team members are unable to listen and synthesize the information, roadblocks will arise that can derail projects and cause negative consequences.  Assertiveness: A commonly undervalued element of interpersonal communication is assertiveness. The ability to influence others helps leaders drive the team towards a common goal. Being willing to take charge and effect change is one of the hallmarks of a business leader. Negotiation: This skill is a key element in conflict resolution. Finding common ground and identifying shared goals can help business professionals work
  • 7. HOW TO IMPROVE INTERPERSONAL COMMUNICATION IN THE ORGANIZATION Here are some of the ways business professionals can improve interpersonal communication in the organization.  Research and plan: Gather facts and relevant data to plan for important conversations. This helps ensure clarity and accuracy.  Determine your audience: Consider coworkers’ personality and mindset before approaching a conversation. Find the right communication style for your specific situation. Some conversations lend themselves to face-to-face meetings, while others can be best accomplished through email.
  • 8.  Self-evaluation: Understand your own strengths and weaknesses when it comes to communication. Ask for honest feedback from co workers and managers as a learning opportunity to better inform future interactions.  Monitor expectations: Keep assumptions and expectations to a minimum before engaging with a coworker. You never know for sure how someone will react, so be ready to adapt as the situation demands.
  • 9. The Environment and Communication in Formal Relation  The above components of communication promote shared meaning when they operate together to deliver a message effectively. The work environment in which those components take place also affects the communication and whether the communication is received.  In a work environment that stresses open communication, employee involvement, and common goals, communication more frequent and more effective. But, the expectation for significant communication sets the bar higher in these best workplaces. So, even in high morale, employee-focused work environments, employees complain that they don’t know what is going on.  Because of all of the components and the overall environment of an individual workplace, communication remains challenging. The age-old questions about who needs to know what and when do they need to know it is never fully answered to just about anyone’s satisfaction.  Employee complaints about too much information, not enough information, and even, information overload, will continue to resonate in workplaces. You will never cure the problem of communication but, with commitment and thoughtfulness, you can increase the effectiveness of both your interpersonal communication and your workplace communication.
  • 10.  O2 keeps calm when the deal falls through  From : Internal Comms Conference, June 2016  Theme: After the European Commission unexpectedly blocked Hutchinson’s takeover of O2, the team had to quickly communicate an update to staff. To do this, the CEO recorded a video to talk about how this would impact employees. Holding messages and signposts to information were displayed on the intranet, leaders met with employees face to face and a text alert service was set up directing people to check their inbox.  Faced with an unexpected last minute issue and a period of uncertainty, the O2 team activated swiftly to ensure the news and questions likely to be asked were answered and guidance was given. They used a variety of channels to ensure all employees were communicated to throughout the day, with promises made to ensure continual updates as things progressed.
  • 11.  Unilever uses collective intelligence to take action  Where we heard about it: BOC Internal Communications Conference, March 2016.  Theme: Unilever’s biennial survey of 170,000 global employees would follow the steps: data cleansing, translation, implementation and review. But making changes from feedback was taking eight months.Unilever shifted its focus to collective intelligence, simplifying the survey and creating a platform for colleagues to share comments, ideas, solutions and opinions alongside survey data. Employees are encouraged to combine their knowledge and insight and visualisation was used to present the data.  Why we love it: Canvassing the opinions of 170,000 people was always going to be a tough challenge, but Unilever’s new platform showed the company's commitment to taking action from feedback. Analysis can now be turned around in just four weeks.