The document discusses interpersonal relationships and communication. It defines interpersonal relationships as social connections between two or more people that can range from brief to enduring. Good communication skills, competence, self-awareness and other factors are described as important for relationship success. The document also discusses communication climates, confirming and disconfirming responses, types of conflict, and strategies for resolving conflict such as negotiating solutions. It addresses formal and informal communication channels in organizations.

1. IMPROVING
INTERPERSONAL
RELATIONSHIPS

2. What is Interpersonal
Relationship (IR)?

3. Interpersonal Relationships
social associations
connections
affiliations
between two or more people

4. Interpersonal relationship
An interpersonal relationship is a strong, deep,
or close association or acquaintance between
two or more people that may range in duration
from brief to enduring. This association may be
based on inference, love, solidarity, regular
business interactions, or some other type of
social commitment.

5.  Interpersonal Relationships vary in
differing levels of intimacy and sharing,
implying the discovery or establishment
of common ground, and may be
centered around something(s) shared in
common.

6.  We define types of interpersonal
relationships in terms of relational
contexts of interaction and the types of
expectations that communicators have
of one another to participate in positive,
caring, and respectful relationships.

7. Six success elements in
Relationships
 It takes a combination of
1. Self-awareness,
2. Self confidence,
3. Positive personal impact,
4. Outstanding performance,
5. Communication skills and
6. Interpersonal competence
 to succeed in your career and life.

8.  Good interpersonal skills
 Interpersonal competence

9. Five dimensions of interpersonal
competence
 1. Initiating relationships.
2. Self-disclosure.
3. Providing emotional support.
4. Asserting displeasure with others'
actions.*
5. Managing interpersonal conflicts.*

10. Communication Climate
 The emotional feelings that are present when
people interact with one another
 Communication climates are metaphors for
the feelings we have when interacting with
others

11. How is communication climate
determined?
 By how communicators speak and act toward
one another
 By how much communicators feel that they
are valued by the other person
 The way another person treats us is often an
indicator for how they feel toward us
 We interpret other’s behaviors in order to
determine how important we are to them

12. Confirming responses
 Messages that tell you that you are
valued by the other person
Examples of confirming messages:
“you matter to me”
“you are special”
 Confirming messages may be displayed
verbally or nonverbally

13. Disconfirming responses
 Messages that deny the values of
another person
 May take the form of disagreeing with or
ignoring another person’s message

14. CONFLICT
 “Expressed struggle between at least
two interdependent parties who
perceive incompatible goals, scarce
rewards, and interference from the
other parties in achieving their goals.”

15. Expressed struggle…
 Showing unhappiness or
disappointment about a situation
verbally or nonverbally
 Both parties must be aware that a
conflict exists in order to be in conflict

16. Perceived incompatible
goals…
 Conflicts usually appear to be win-lose.
 Those in conflict often assume that only
one person can win ( so he or she fights
to be the winner)
 Although conflicts may appear to be
win-lose there is often a win-win
solution available

17. Perceived scarce rewards…
 Conflicts usually come about because
partners believe there isn’t enough of
something to go around. (i.e. money,
food, love, jobs, time, etc.)

18. Interdependence
 In one way or another those in conflict
are dependent upon each other for
something
 If both parties did not need one another
they would not be motivated to pursue
the conflict

19. Three types of conflict
 WIN-LOSE- one person wins the battle and
one person looses (one party leaves
satisfied, while the other leaves dissatisfied)
 LOSE-LOSE- both parties lose (both parties
leave with a feeling of dissatisfaction)
 Compromise- a type of lose-lose conflict,
both parties give in and leave dissatisfied
 WIN-WIN-both parties win (both parties
leave with a feeling of satisfaction)

20. NEGOTIATE A SOLUTION
1. Identify and define conflict
2. Generate a number of possible
solutions together
3. Evaluate the alternative solutions
together
4. Decide on the best solutions together

21. Conflict Resolution
 Conflict resolution involves identifying
areas of agreement and areas of
compromise so that a solution to the
disagreement or conflict occurs.

22. How do I
handle/prevent/reduce
conflicts?

23. There are five methods to handle
conflict:
Running away
Being obliging to the other party
Defeating the other party
Winning a little/ losing a little
Co-operating

24. Resolving conflict is an art
of communication
Use interpersonal communication
skills

25. IN CONCLUSION
 WE CAN ALL BE BETTER AT
DEALING WITH CONFLICT WITH A
LITTLE KNOWLEDGE AND A LOT OF
PRACTICE

26. Formal and Informal Channels
of Communication

27. Communication

28. The Role of Communication in
Organizations
key purposes:
 direct action: to get others to behave in
desired fashion
 achieve coordinated action
 systematic sharing of information
+ interpersonal side with the focus
on interpersonal relations between
people

29. Communication
 “the social glue … that continues to
keep the organization tied together”
 “the essence of organization”
 a key process underlying all aspects of
organizational operations
 properly managing communication
processes is central to organizational
functioning

30. Organizational Structure:
Directing the Flow of
Messages
Organizational structure:
 the formally prescribed pattern of
interrelationships existing between the
various units of an organization
 dictating who may and may not
communicate with whom
 abstract construction
 depicted in Organizational Charts

31. Organizational Charts

32. Formal Communication
 the process of sharing official
information with others who need to
know it,
 according to the prescribed patterns
depicted in an organization chart

33. Formal Communication
President
Vice
President
Vice
President
Manager Manager Manager Manager
Efforts at coordination
Information
Instructionsanddirectives

34. Formal Communication
 downward communication:
 instructions, directions, orders
 feedback
 upward communication:
 data required to complete projects
 status reports
 suggestions for improvement, new ideas
 horizontal communication:
 coordination of cooperation

35. Centralized Networks
 One central person
 Unequal access to information
 Central person is at the “crossroads” of
the information flow

36. Communication Structures
Centralized
Y

37. Communication Structures
Centralized
Wheel

38. Communication Structures
Centralized
Chain

39. Decentralized Networks
 Information can flow freely
 No central person
 All members play an equal role in the
transmittal of information

40. Communication Structures
Decentralized
Circle

41. Communication Structures
Decentralized
Comcon

42. Informal Communication
Structures
 Deviation from the planned
communication structure
 Direction of the flow of information
 Leaving out people in the communication
line
 Integrating people into the communication
line

43. Informal Networks
Y
D
C
B
A
Chain
A
JB
D H I
K
F
G
E
C
Gossip
A
F B D
J
H
C
E
K
G I
X
Probability
A
C
D
F
J
IB
Cluster

44. “Grapevine“
 a secret means of spreading or
receiving information
 the informal transmission of (unofficial)
information, gossip or rumor from
person-to-person -> "to hear about s.th.
through the grapevine"
 a rumor: unfounded report; hearsay

45. Grapevine Characteristics
 oral  mostly undocumented
 open to change
 fast (hours instead of days)
 crossing organizational boundaries

46. Formal Media
 Company newsletters
 Employee handbooks
 Company magazines
 Formal meetings

47. Formal Media
 Letters
 Flyers and bulletins
 Memos
 Faxes
 All-employees mailings

48. Informal Media
 Face-to-face discussions
 Telephone
 Voice messaging (voice mail)
 E-mail
 Instant messaging (chat)

49. Identifying barriers
Communication is about overcoming
barriers.
State all the barriers
that you can think of
that impact on your
day-to-day
communication.

50. Common barriers to communication:
Apparent ‘cause’ Practical Example
Physiological Message in an internal report not received due to blindness.
Psychological Message from external stakeholder ignored due to ‘groupthink’
Cultural Message from organisation misinterpreted by members of a
particular group
Political Message from internal stakeholder not sent because individual
is marginalised
Economic Message not available to a public sector organisation due to
lack of resources
Technological Message not delivered due to technical failure
Physical Message cannot be heard and visual aids cannot be seen by
some members of the audience

51. Physiological Barriers
 Physiological barriers to communication are those that
result from the performance characteristics and
limitations of the human body and the human
mind.

52. Social, cultural and ethical
barriers
 Social barriers to communication include the social
psychological phenomenon of conformity; a process in which
the norms, values and behaviours of an individual begin to
follow those of the wider group.
 Cultural barriers to communication, which often arise where
individuals in one social group have developed different
norms, values, or behaviours to individuals associated with
another group.
 Ethical barriers to communication; these occur when
individuals working in an organisation find it difficult to voice
dissent, even though their organisation is acting in ways they
consider to be unethical.

53. Overcoming the barriers
 Taking the receiver more seriously
 Thinking more clearly about the
message
 Delivering messages skilfully
 Focusing on the receiver
 Using multiple channels
and encoding
 Securing appropriate
feedback

54. Controlling
 It is a process of monitoring
performance and taking action to
ensure desired results.
 It sees to it that the right things happen,
in the right ways and at the right time.

56. Features
 Universal process
 Continuous
 Forward looking
 Involves measurement
 Goal oriented

57. Elements of control
 Planning
 Information feedback
 Delegation
 Remedial action

58. Control process

59. Types

60. Essentials of an effective
control
•Focus on objectives and needs
•Forward looking
•Prompt
•Flexibility
•Objectivity
•Economical
•Motivating
•Suggestive