Managing Interpersonal Communication (Context Boss)

Managing Interpersonal Communication -Context BossPresented 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)

ObjectiveTo 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 PresentationWhat is Interpersonal CommunicationFunctions of Interpersonal CommunicationComponents of Interpersonal CommunicationSuperior-Subordinate CommunicationBarriers to effective Superior-Subordinate CommunicationApproaches to improve Superior-Subordinate CommunicationCasesConclusions and RecommendationsWhat is Interpersonal Communication?Itis 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 CommunicationGaining InformationBuilding a Context of UnderstandingEstablishing IdentityInterpersonal Needs

Components of Interpersonal CommunicationPeopleMessageChannelNoiseContextFeedbackEffect

Superior-Subordinate CommunicationThose 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 EffectiveSuperior-Subordinate CommunicationSemantic- Information DistanceGap in information and understanding that exists between superior and subordinate on specified issuesPerceptual IncongruenceStunts growth of relationship and hinders organizational effectivenessCausesOver-reporting by Supervisors (more positive)Inaccurate view of satisfactionSupervisors reporting that subordinates are actually less satisfied than they actually areSubordinate participationCommunication opennessPerformance feedbackEffectsIndividual (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 DistortionKill the messenger?! (blame subordinates)Interpreted as criticism of supervisorModerating variablesSubordinates desire for promotionNeed for securityLevel of trust in the supervisorLevel of motivationStrategic 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 visionOutcomesAllows for meaning projectionLeads to restricted codeAllows people to regulate what and how much they want to share.

Approach to improve Superior-Subordinate CommunicationUnderstand Your BossGoals and objectives: organizational and personalGoals and objectives: organizational and personalPressures: from his own boss and others at the same levelStrengths and weaknessesPreferred working stylesSensitive to work styles of a new boss.Approach to improve Superior-Subordinate CommunicationUnderstand YourselfEffective 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 CommunicationCommunication Activities: Subordinate to SupervisorDependent on FREQUENCY, TYPE, and PERSONAL NATURE of Communication.Upward InfluenceGoes beyond subordinates comfort and skill levelThree Potential StrategiesOpen 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 CommunicationCommunication of Women LeadersMinimizing POWER DifferencesValue 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 DifferencesPerformance Monitoring (check work and progress)Face-threatening Acts (criticism and rebuke)Competitive Conflict (interruptions and nonsupport)Power Games (arguing for sake of arguing)

CasesCase 1If you are extremely busy, I am extremely stubborn

Issues InvolvedExtremely busy bossOver-occupied with managing numerous tasksIndirect negligence of boss towards employees.

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

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

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

Core IssueLack of clear directions from the boss towards the team members.

Cont..SolutionsMold 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 RecommendationUnderstand your Boss.Strengths and Weakness.Preferred working style.

Develop and maintain a relationship that: Fits both your needs and stylesIs characterized by mutual expectationsKeeps your boss informedIs based on dependability and honestySelectively uses your bosss time and resources

Good use of time and resourcesBoss has limited time, energy and resources: be wise to draw on these resources selectivelyRecognize that managing relationship with the boss takes time and energyEffective managers understand that this part of their work is legitimateFlow of informationHow much information the boss needs depends on the bosss style, situation and confidence with the subordinatesCont..For Employee:T = Think before you speakA = Apologize quickly when you blunderC = Converse, dont competeT = Time your commentsF = Focus on behavior not personalityU = Uncover hidden feelingL = 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.