[ELTWeekly Volume 6, Issue 15 | June 9, 2014 | ISSN 0975-3036]
This article is written and submitted by Meenakshi Raman, Head, Department of Humanities and Management BITS Pilani, K K Birla Goa Campus.
Abstract
It is not an exaggeration to say that communication is the life line of an organization. Communication is as much a matter of human relationships as it is about transmitting messages. This fact is most appropriate to business environment because an organization earns its reputation not because of its buildings or other material possessions but because of its people. The organizational workforce is continuously facing challenges from pressure of workload working with groups, teams, stakeholders and changing workplace environment. Individuals with excellent interpersonal skills rise to the top in their personal effectiveness and organizational growth. Bonding among the various levels of employees needs to be strong and it is possible if the interpersonal communication in the organization is effective. Managers are far more than transmitters of information and instruction. They communicate with their subordinates and superiors on a day-to-day basis through interpersonal communication channels. In fact, today’s employers look for quality skills in interpersonal communication, critical thinking, and problem-solving, not just the ability to complete job duties. Just as intrapersonal communication motivates an individual, interpersonal communication leads to everlasting relationships among the employees of an organization.
Introduction
The meeting of two personalities is like the contact of two chemical substances ; if there is any reaction both are transformed—Carl Jung
The role of interpersonal communication in an organization can never be ignored. In fact, organizations with effective and efficient interpersonal communication among their employees have an edge over the other organizations because such a communication paves way for developing strong relationships within and outside the organization. Communication is as much a matter of human relationships as it is about transmitting messages. This fact is most appropriate to business environment because an organization earns its reputation not because of its buildings or other material possessions but because of its people. The organizational workforce is continuously facing challenges from pressure of workload working with groups, teams, stakeholders and changing workplace environment. Individuals with excellent interpersonal skills rise to the top in their personal effectiveness and organizational growth. Bonding among the various levels of employees needs to be strong and it is possible if the interpersonal communication in the organization is effective. Managers are far more than transmitters of information and instruction. They communicate with their subordinates and superiors on a day-to-day basis through interpersonal communication channels. In fact, today’s employers look for quality skills in interpersonal communication, critical thinking, and problem-solving, not just the ability to complete job duties. Just as intrapersonal communication motivates an individual, interpersonal communication leads to everlasting relationships among the employees of an organization. This paper attempts to discuss the need and the strategies for developing interpersonal communication so that a strong and sustainable bond is created within and outside the organizations.
Interpersonal communication
Interpersonal communication generally refers to spoken communication between two or more individuals on a personal, face-to –face level to send and receive information. It can also stand for written and nonverbal forms of communication that involves two or more people. It is called dyadic (dyad=two) communication if there are two participants and small group communication if there are few more participants. Conversations, meetings, project discussions, sales visits, interviews, etc., are some forms which the interpersonal communication assumes in an organization. It differs from other forms of communication in that there are fewer participants involved; they are in close physical proximity to each other; many sensory channels are used; and feedback is immediate. We can’t deny the fact that managers and employees use various forms of electronic media, namely, email, instant messaging, telephone, discussion forums, etc., for developing relationships through interpersonal communication.
Communication can be classified into three major categories : intrapersonal, intrapersonal and mass. While intrapersonal communication refers to the communication within a person, interpersonal communication involves at least two persons. Though mass communication also is interpersonal in nature, it is between one on one side and many on the other side and hence interaction will be nil or meager. Mass communication needs a print , electronic or digital channel to communicate. As far as interpersonal communication is concerned, face-to-face is the best channel and the best form is oral. Meetings, group discussions, interviews, sales visits, etc., are forms of organizational interpersonal communication. However, the pervasive impact of technology has opened up several other forms such as emails, cell phones, discussion forums, video conferencing, etc., for interpersonal communication.
Interpersonal communication differs from other forms in that there are fewer participants involved; they are in close physical proximity to each other; many sensory channels are used; and feedback is immediate. We can’t deny the fact that managers and employees use various forms of electronic media, namely, email, instant messaging, telephone, discussion forums, etc., for developing relationships through interpersonal communication. At times, using such media can enhance the quantity and quality of interpersonal communication if the senders and receivers are not effective oral communicators. Lack of immediacy in the online communication makes it easier to build close relationships.
Interpersonal communication competence includes a set of skills, knowledge about communication and self evaluation.1
Essential skills
Both verbal ( using words) and nonverbal skills are important for successful interpersonal communication. For instance, when the managers wish to influence their subordinates, they need to use persuasive and motivating words / phrases such as amazing, impressive, superb, can do , sure, potential, empower, interesting!, Wow!, etc. Similarly, when they wish to express their concern, they can use words / phrases such as, I understand, I feel bad, sorry, can’t believe, let me understand, etc.
Let us reflect for a moment. What sort of oral or nonverbal greeting do we receive from complete strangers? Do they greet orally or give some form of recognition? Do they make eye contact? As our intimacy with another person increases, the kinds of verbal exchanges also change. We speak about weather, family, news, movies; we nod, use “hello”, smile ; Only after sharing of pleasantries do both of us begin to open up and make public our views. 2
When it comes to nonverbal skills, it is important to use appropriate facial expressions, postures, and gestures during the communication process. Eye contact, personal appearance and personal space are also vital for effective interpersonal communication. In addition, voice that conveys our determination, enthusiasm, confidence, concerns and excitement, etc., should be used with utmost effectiveness.
Besides verbal and nonverbal skills, emotional intelligence also comes in handy in making organizational interpersonal communication more successful and enduring. Understanding our and others’ emotions is certainly an essential skill in empathizing with others during interpersonal communication. The same idea has been expressed by Henry Ford when he says:
If there is any great secret of success in life, it lies in the ability to put yourself in the other person’s place and to see things from his point of view –as well as your own.
Above all, listening skills are extremely important. Only when we listen to others, we can react meaningfully to communication situations. Understanding, paraphrasing, asking questions, sending nonverbal responses, reflecting implications, eliciting further information, etc., are key skills of listening. “When being criticized you should listen , paraphrase and clarify what is said; if you agree apologize or explain what you will do differently”.3
Demands of today’s workplaces
Gone are the days when the organizations used to give importance mostly to the technical skills. Today’s workplaces differ from their counterparts of yesteryears in terms of magnitude, work-environment, functioning, etc. Most of the organizational assignments are carried out through teams that have become more prominent than ever. Engaging in conversations, networking, making phone contacts and organizing ad hoc meetings are some of the routine forms of interpersonal communication.4 Seldom does an employee work in absolute isolation; instead, workers interact with consumers, peers, and management on a daily basis; there is a greater need to develop effective relationships among the team members, between the leaders and the members, between the leaders and managers, etc.5 All these demands make interpersonal communication an essential skill for today’s employees. Consequently in the absence of effective communication, organizational goals will succumb to individualistic and personal goals. Though individual goals are important, they are less important than the team goals just as the team goals are less important than the organizational goals. In fact in order to accomplish its vision, every organization has to attain its goals irrespective of whatever the individual goals may be. Effective interpersonal communication skills are essential to social interaction, and to the building and maintenance of all relationships. Poor communication skills can cause irrevocable damage to relationships; affecting productivity, satisfaction, performance, morale, trust, respect, self confidence, and even physical health. In any organization, the success of achieving its goals depends largely on the manager’s communication ability and skills. In an era of apparent constant change and “erosion of corporate loyalty” interpersonal communication skills in managers are vital to promoting employee attachment to the organization. However, researchers have paid little attention to the interpersonal communication skills that managers need to enhance their subordinates’ commitment to the organization.6 Such enhancement can be effected only if the bonding between them gets strengthened through interpersonal communication.
Stages towards organizational bonding
The act of developing bonding through interpersonal communication is carried out through various stages:
Stage 1: Initiating
This is the beginning of interpersonal communication through which the senders initiate or start a conversation or chat with their audience. Conversation openers such as How do you do?, How is everything? Nice to meet you, Shall we begin? etc., can be used. Initiating relationships through conversations can be particularly difficult for people who have inhibitions. In such cases, making contact via internet can be helpful.
Stage 2: Experimenting
This stage is used to get acquainted with the receiver through small talk: Where are you from? What is your role in the Sales Force? Do you know anybody else in the department? I guess Mr. John also comes from the same town as yours. Even topics such as news, weather, family, television programs, etc., can also serve as the topics for the small talk.
Though this kind of small talk doesn’t add anything meaningful to the communication, it is necessary to open up the communication further and to develop familiarity among the participants. The relationship during this stage is generally pleasant and uncritical and the commitments are minimal.
Stage 3: Strengthening
Here, the parties further develop their communication and try to understand each other’s views. The sender needs to be an active listener and try to understand others’ perspectives on the topic of discussion or conversation. Similarly the receiver should also try to comprehend the sender’s message, the intentions behind conveying the message, and his objectives clearly. It is this stage during which the parties seek clarifications on various points in order to understand each other’s views.
Stage 4: Integrating
At this fourth stage of interpersonal communication, mutual decisions are made on the various issues related to the topic in discussion. This is the stage of intense friendships, close business partnerships, etc.
Stage 5: Bonding
The final stage, bonding is meant for confirming the relationships formally through contracts, MoUs, agreements, and so on. Public announcements may also be made to the stake holders through company website and other means of internal and external communication.
All interpersonal communication need not necessarily end in bonding. If the senders and receivers do not agree on the issues because of differences of opinion, then right from the initiating stage, the communication may turn out to be unpleasant as it may focus more on differences rather than on similarities. Hence there are minimum chances that the communication intensifies. Participants may not discuss much and the communication may reach stagnation point where the participants express mutual disgust at each others’ views. Such interpersonal communication fails ultimately if the parties do not go for damage control.
Styles of interpersonal communication
Parties involved in interpersonal communication adopt different kinds of styles7 for transmitting and interchanging their communication messages:
Controlling Style:Here,the senders keep the control with them and leave little or no room for the receivers to provide feedback or reply. Managers who work in organizations with closed communication climate may follow this style. Seniors in workplace hierarchy also may use it to communicate with their subordinates who generally do not like such one-way communication. Although this style might prove to be an efficient form of communication during crisis situations, it can intimidate the receivers and can actually create a communication gap.
Democratic Style: As against the controlling style, this style facilitates a healthy two-way communication wherein information is shared mutually. By encouraging participants to express their ideas freely, this style of interpersonal communication creates a co-operative and healthy atmosphere.
Structured Style : Here, the senders plan and structure their messages in such a way that they are well understood by their audience. For instance, a project manager who wants to communicate the specific goals of the project to his team members can follow this style. He can explain the objectives first and then gradually take his audience through his detailed plans. The structuring style of interpersonal communication is generally used to communicate specific goals and bring co-ordination in an organization. To avoid making this a one-way conversation it is always better for the senders to modify this style and keep it more open to responses from the receivers.
Dynamic Style :This style allows senders to use motivation to influence the receivers. It is a high-energy approach involving the use of motivating words and phrases to encourage the audience to get inspired and achieve a certain goal. A sales manager can use motivating words and phrases such as awesome, revitalize, spectacular, nice, solely, special, enjoyable, unmatched, amazing results, a fantastic new product, absolutely stunning, see for yourself, turn wishes to dollars, top notch, gear up, ground breaker, etc., in his interpersonal communication with his team to motivate. However, this style cannot be effective if the receiver does not have enough knowledge about the intended outcome.
Quitting Style : When the senders know that the receivers are also equally interested in achieving the objectives through interpersonal communication, they can adopt this style. For instance, if the Senior HR manager wants to hold a conversation with her junior managers on adopting a new incentive scheme and she knows that the juniors are also interested in this policy, she can leave the communicator’s role to them. Also known as relinquishing style, this type of interpersonal communication is highly open for ideas to the extent that it can transfer the responsibility of the communication to the receiver. In fact, such an interpersonal communication paves way for enhanced commitment as well. 8
Tips for effective interpersonal communication
- Adapt your message to your listeners. In other words, consider their background before you present your message.
- Refer to your audience by name in order to make them feel that you are specifically addressing them to communicate your point
- Avoid being dogmatic if you are the senior most among the participants. Remember that interpersonal communication is mainly aimed at developing and sustaining human relationships. Your audience will be receptive to even difficult tasks if they are communicated in a friendly manner.
- Remember to include all necessary details in your message so that there is no ambiguity and your audience can understand completely.
- As far as possible avoid using “I” “me” frequently during interpersonal communication with your subordinates, peers or superiors.
- Try to understand the feelings hidden behind your audience’s words. Similarly learn to express your feelings of sincerity, enthusiasm, etc., while communicating.
Conclusions
The preceding discussion has clearly showcased the importance of creating a bonding among the various levels of employees in an organization through interpersonal communication. It has not only thrown some light on the four stages that would enable the or5ganizations to effectuate such bonding. In addition, it has been made clear that organizations do resort to different styles of interpersonal communication according to their organizational culture. As interpersonal communication is an essential ingredient in the organizational bonding, it may be carried out with more effectiveness by following certain guidelines.
References
1. Robinson, Maisah (2006) How to improve your interpersonal communication skills [Online]
Available: http//:www.AssociatedContent.com
2. Murphy Herta A, et.al. (2008) Effective business communication , Seventh edition. New Delhi: TataMcGraw Hill, p. 452
3. Guffey Mary Allen (2004) Essentials of business communication, 6th edition, USA: Thomson, p.314
4. Stevenson Susan and Steve Whitmore ( 2002) Strategies for engineering communication, Singapore : John Wiley & Sons, Inc. p. 132
5. Matin Hassan Zarei, et. al. (2010) Relationship between interpersonal communication skills and organizational commitment. European Journal of social sciences, Volume 13, Number 3
6. Bambacas Mary and Patrickson Margaret ( 2008) Interpersonal communication skills that enhance organizational commitment, Journal of communications management, vol. 12, no.1., pp 51-72
7. Sethi Deepa and Manisha Seth (2009) Interpersonal Communication : Lifeblood of an organization. IUP Journal of soft skills, Vol III, Nos. 3&4, pp.37-39
8. Tansky, J.W .and Cohen, D.J. (2001), The relationship between organizations; support, employee development, and organizational commitment :an empirical study, Human Resource Development Quarterly, Vol .12 No .3, pp .285-300.