Managing Interpersonal Communication

-Context Boss
Presented by:
Group Number 4
Anand Sharma (22/2013)
Richa Pancholy (23/2013)
Pallavi Sharma (24/2013)
Gaurav Tikiya (25/2013)
Ashim Nijhawan (26/2013)
Ashutosh Dubey (27/2013)
Pratik Bansal (28/2013)
Objective

To study the pre requisites of effective interpersonal
communication in an organization and the supervisory
relationships between employees and their bosses in order
to consistently maintain the very basics of management.

Flow of The Presentation
What is Interpersonal Communication
Functions of Interpersonal Communication
Components of Interpersonal Communication
Superior-Subordinate Communication
Barriers to effective Superior-Subordinate
Communication
Approaches to improve Superior-Subordinate
Communication
Cases
Conclusions and Recommendations
What is Interpersonal Communication?

It is the exchange of information between two or
more people.
Related skills are learned and can be improved.
senders and the receivers should understand the
message

Functions of Interpersonal
Communication

Gaining Information
Building a Context of Understanding
Establishing Identity
Interpersonal Needs

Components of Interpersonal
Communication

People
Message
Channel
Noise
Context
Feedback
Effect

Superior-Subordinate Communication

Those exchanges of information and influence between
organizational members at least one of whom has formal
(as defined by official organizational sources) authority to
direct and evaluate the activities of other organizational
members

Barriers to Effective
Superior-Subordinate Communication
Semantic- Information Distance
Gap in information and understanding that exists between superior and
subordinate on specified issues
Perceptual Incongruence
Stunts growth of relationship and hinders organizational effectiveness
Causes
Over-reporting by Supervisors (more positive)
Inaccurate view of satisfaction
Supervisors reporting that subordinates are actually less satisfied than
they actually are
Subordinate participation
Communication openness
Performance feedback
Effects
Individual (satisfaction, conflict)
Relational (development)
Organizational (climate, communication)

Cont..
Upward Distortion (subordinates)
The hesitancy of subordinates to communicate negative news up the chain of command
the their tendency to distort such news to place it in a more positive light .
Explanations for Upward Distortion
Kill the messenger?! (blame subordinates)
Interpreted as criticism of supervisor
Moderating variables
Subordinates desire for promotion
Need for security
Level of trust in the supervisor
Level of motivation
Strategic Ambiguity (supervisors)
A situation in which contextual tools are purposefully omitted from communication
to allow for multiple interpretations on the part of the receiver.
Can be used to promote identification and the sense of a shared vision
Outcomes
Allows for meaning projection
Leads to restricted code
Allows people to regulate what and how much they want to share.


Approach to improve Superior-Subordinate
Communication

Understand Your Boss
Goals and objectives: organizational and personal
Goals and objectives: organizational and personal
Pressures: from his own boss and others at the same level
Strengths and weaknesses
Preferred working styles
Sensitive to work styles of a new boss.
Approach to improve Superior-Subordinate
Communication

Understand Yourself
Effective working relationship: know your own strengths, weaknesses
and personal style.
Not change the basic personality structure of you or your boss.
Take actions to make effective relationships.
Gain self awareness and act based on past experience.
Subordinates more dependent on the boss: frustrations.

Approach to improve Superior-Subordinate
Communication
Communication Activities: Subordinate to Supervisor
Dependent on FREQUENCY, TYPE, and PERSONAL NATURE
of Communication.
Upward Influence
Goes beyond subordinates comfort and skill level
Three Potential Strategies
Open persuasion (overt)
Strategic persuasion (partial disclosure)
Manipulation (disguised influence attempt)
Pelz Effect
Subordinates would initiate more upward messages if they believe their
superiors had upward influence.


Approach to improve Superior-Subordinate
Communication

Communication of Women Leaders
Minimizing POWER Differences
Value Congruence (similarity in values)
Non-routine Problem-Solving (creativity)
Insider Makers (group membership and jokes)
Support (social and professional)
Coaching (help in mastering skills and concepts)
Maximizing POWER Differences
Performance Monitoring (check work and progress)
Face-threatening Acts (criticism and rebuke)
Competitive Conflict (interruptions and nonsupport)
Power Games (arguing for sake of arguing)


Cases
Case 1
If you are extremely busy, I am extremely stubborn

Issues Involved
Extremely busy boss
Over-occupied with managing numerous tasks
Indirect negligence of boss towards employees.

Core Problem
Due to ineffective interpersonal communication between the boss and
employees, the deliverables are getting affected/delayed.

Cont..
Solutions
High on spontaneity.
Check on bosss schedule.
Be prepared in advance and to the point.
Keep the meetings focused and quick.
Cases
Case 2
Force it up on him

Issues Involved
Bosss unwillingness in giving concrete response.
Not serious about giving exact deadlines about assignments.
Confusion amongst team members.

Core Issue
Lack of clear directions from the boss towards the team
members.

Cont..
Solutions
Mold yourself according to the manner in which your boss
is behaving.
Be insistent and firm in your approach.
Seek clarifications at regular intervals.
Conclusion and Recommendation
Understand your Boss.
Strengths and Weakness.
Preferred working style.

Develop and maintain a relationship that:
Fits both your needs and styles
Is characterized by mutual expectations
Keeps your boss informed
Is based on dependability and honesty
Selectively uses your bosss time and resources


Good use of time and resources
Boss has limited time, energy and resources: be wise to draw on these
resources selectively
Recognize that managing relationship with the boss takes time and
energy
Effective managers understand that this part of their work is legitimate
Flow of information
How much information the boss needs depends on the bosss style,
situation and confidence with the subordinates
Cont..

For Employee:
T = Think before you speak
A = Apologize quickly when you blunder
C = Converse, dont compete
T = Time your comments
F = Focus on behavior not personality
U = Uncover hidden feeling
L = Listen to feedback

Cont..

For Boss:
Open door policy.
Identify the positive quality of workers and try to win their
confidence.
Fruitful group activities.
Create a healthy working environment, have informal get-together.
Boss must try to get clues about his style of functioning through
regular interactions with employees in a tactful manner.