Interpersonal Communication - Literature review Example

Interpersonal Communication issues characterised by problems with non-verbals, listening and assertion mismanagement Student’s name Course Institution Date Introduction Communication is the process of sending and receiving information or messages. It also considered as an important channel of setting human socialization (Miller, 2006, p. 56). Interpersonal communication is the direct dialogue or face-to-face communication between two individuals that permit interaction through words and gestures. However, even total strangers who interact with each other respectfully can be said to be having interpersonal communication, even though the topic of conversation might be task related. Interpersonal communication entails more of the character and compositions of the interaction than about the way of how the communication occurs or with whom. Interpersonal communication is essential in improving the strength of an organization (DeVito, 2009). Interpersonal communication is paramount in connecting customers and employees that could help them in interacting, to establish and understand relationships. If an organization experiences a weak internal communication, then it is bound to fail. Poor communication disrupts the operations within the organization that ultimately affects the clients who can then decide to look for similar products or services elsewhere. Communication within an organization can be improved by evaluating the situation in order to figure out the main cause of the problems followed by implementing new structures and strategies to ensure a strong network of operations (Papa, 2007, p. 67). There are several ways of improving interpersonal communication in an organization. The management must decide which form of communication is top of the priority listing for improvement. The management also needs to set up interactive sessions and meetings for employees to share their ideas, thoughts, or even data. All the different levels of employees in the organizational structure need to feel at ease of sharing out even in the presence of their seniors. Different activities can be set up with different employees selected to play the leading role in order to improve both verbal and non-verbal communication, and enlighten the employees on better ways of interaction. These measures for improving interpersonal communication need to be spear headed by the human resource manager, whose key role will be to direct the policies of developing and improving interpersonal communication. Effective communication is one of main aspects of modern organizational foundation that can lead to the recent changes of organizations (Baker, 2002). Thus, communication is a critical and requisite part for the organizational functioning and success. Consequently, it would be difficult for the existence of those organizations if communication were absent (Sethi &Seth, 2009). Problem encountered due to non-verbal communication The organization that I worked for deals with budget management. I made a mistake and my boss got very angry with me. He then started to show ineffective facial communication by having a cold, unfriendly facial expression even when communicating to a person who is not irritating or did not make a mistake. He also failed to restrain from negative facial expressions such as scowling, rolling the eyes, yawning, and yet he claimed to be a professional. Use of gestures can also be in a negative way, which then ends up sending the wrong signals and ultimately resulting to the never-ending conflicts. For example, my boss could begin tapping his feet or fingers in frustration because was anxious to finish a meeting where I was in attendance. These mixed messages can raise doubts and questions on the genuineness or credibility of the acquired knowledge or information, or pose a risk of frustrating or confusing the recipient of the communication process. The use of non-verbal communication such as eyes contact or smiling may enhance the effectiveness of conveying messages and the expression of interest to other people. Using additional non-verbal language in interaction with a client in a moderate and courteous way helps them to start meetings more smoothly. It is true that using non-verbal language in an appropriate way in interaction with employees is the exhibition of courteous behaviours. As a result, they can make relationships with their counterparts and build image for the company. Another advantage of using non-verbal language is that when verbal language does not express enough what they want to express, non-verbal language in some cases could help the to fill the gaps with expression (Ford, 2001, 45). Ways of non-verbal interpersonal communication In most communication process, interpersonal communication is the centre of every interaction. It is a procedure in which people interact with each other to transfer messages, feelings, or behaviours through verbal and non-verbal language. Interpersonal communication or face-to-face interaction between individuals is another feature of organizational communication. Within an organizational context, Baker considered that interpersonal communication is a crucial form of communication (Baker, 2002, p. 24). In fact, interpersonal communication can connect different organizational members together in order to work for the common goals of the organization. West and Turner (2006, p. 31) believed that interpersonal communication helps people to establish and improve relationships with other people in the organization. Problems occurring during a process of interpersonal communication could become a threat for the effectiveness of organizations’ activities and performances. Thus, it is critical that organizational individuals should possess strong interpersonal skills that can help them to overcome the barriers, develop, and reinforce relationships with others. The quality of interpersonal interaction between service representatives and customers can affect directly on customer satisfaction and relationship. Thus through interpersonal communication, organizations can show their interests to customers in attracting and building long - term relationships with them, and vice versa customers can appreciate the fact that their demands are met. Consequently, through interpersonal communication, the image and reputation of organizations could be showed (Shukri Zain, 2001, p. 48). Communication skills involve sub themes of listening, using clear facial expressions, avoiding inappropriate body language and misguided non-verbal signals, as well as understanding the existing diversity in cultures (DeVito, 2009). Using clear expression and non-verbal signals are commonly the most informative of these, as general communication skills is quite applicable and relevant to managers. Using clear expression need to be straightforward in the communication setup being used toward employees and making sure, the reactions expectations are clear and not misunderstood (Chang & Tharenou, 2004, p. 59). Non-verbal communication usually conveys a significant portion of information in interpersonal communication. It occurs in various forms such as facial expression, body language, eye contact, and gestures. Eye contact Eye contact is one of the most powerful tools of communication and is an essential characteristic of interpersonal communication in relaying a message. It is also a key feature in assertiveness and indicates a version of conflict assertion. People need to be flexible when emitting eye contact, rather than using fixed stares especially from the listener of the conversation. Members of an organization need to understand the different elements that are associated with eye contact. For example, the Aborigines look down or away when communicating to a person, as a sign of respect. Most of the cultures views direct eye contact as a sign of confrontation, rudeness, or embarrassment. This point brings out the need to understand the aspect of cultural diversity (DeVito, 2009). Facial expressions Facial expression is also a feature of non-verbal communication and contributes to assertion judgments. Various forms of facial expression can be through a wrinkled forehead, fidgeting, movement of the eyes, mouth and eyebrows. These features of facial expression also reveal the degree of assertiveness in during the communication process. Research indicates that facial expression forms a critical nonverbal element of assertiveness in women than men. Women are known in showing more astute and discriminating facial expressions when acting the role of a speaker. However, women tend to more subtle styles of facial expression that strongly reveals the perception of assertiveness. An organization needs to arrange for trainings for males in order for them to able to interpret and attend to these cues when communicating to their female counterparts. Women also need to know that some females also do not take lightly mocking facial expressions or even smiles when expressing assertiveness, a response that might not be seen from men (Chang & Tharenou, 2004). Gestures The use of gestures adds the aspects of animation or emotion in the process of interpersonal communication. When combined with facial expressions, gestures can be applicable in instructing, entertaining, or even threatening. Cultural and social characteristics can determine the amount and intensity of gestures used while interacting or communicating. For example, Italians do most of their talking by combining it with movement of the hands. Gestures can be applicable when illustrating or emphasizing a point or communicating a desired action. People need to conscious of not sending the wrong message while communicating using gestures to match the meaning of verbal communication, as misinterpretation of these gestures can lead to conflicts (DeVito, 2009). Gestures are commonly applicable to individuals who have gone through training on their use and impact on others, especially in the situation of conflicts. Gestures can range from steady and smooth movement of the hands conspicuously noticeable while speaking but absent while listening. Most males express their assertiveness in the most significant non-verbal form that involves minimal movement of arms with minimal involvement in excessive manipulative activities. Evaluation of listening skills and assertiveness can improve through physical gestures. Restrained and extraneous movements from the individuals involved in the communication process, however, can distract the perception of these elements. In a situation, of conflict, gestures such as movements of the hands can be quite evident, especially if the conflict involves individuals of opposite sexes. Thus, the effectiveness and importance of conflict assertions can be improved by encouraging appropriate behavioural repertoire of gestures (Shukri Zain, 2001). Body Language Body language is known to contribute remarkably little in the overall evaluation of assertiveness. However, it is also an essential element in the process of interpersonal communication (DeVito, 2009). Different forms of body language relay different messages. For example, upright positions of the neck, head, torso, or shoulder show little extraneous and purposive movements while speaking, and exhibit quietness while listening, a habit that adds up to assertive behaviour. Body language exhibited in the form of tilting and nodding of the head and neck, shrugging, stooped shoulders, rocking and rotating the torso, or squirming can be evident of non-assertiveness. Body language is considered not to be as powerful as facial expressions, as forms of non-verbal communication, except in situations that involve detection of deception. The posture adopted in a conversation can indicate the level of confidence the speaker has, with an upright position showing a high level of confidence. Folding one’s arms or putting them in the pocket can imply defensiveness, disagreement, or coldness towards the communicator. A strong level of confidence and personality can be achieved by adopting comfortable sitting positions like facing the person one is communicating with, which in turn maintains a positive, professional disposition and easy interpersonal communication (Baker, 2002, p. 82). Another problem experienced an organizational setup is poor professional image or appearance. A significant number of employees do not put on proper attire for the appropriate occasions or situation. Some employees do not take even a small fraction of their time to be well groomed, as one can be spotted with unkempt nails or hairstyle. Others do not pay attention to their personal hygiene by ordinary acts of applying deodorant, or maintaining fresh breath before a meeting. It was also noticed that men benefit by getting promotions or other privileges in the organization by merely using inappropriate behaviours such as signals of conformity to another’s opinions, flattery, or giving favours to the other employees. At the same time, women and employees from the ethnic minorities do not benefit much from the similar behaviours. Instead, women and people from the ethnic minorities who showed control and monitoring signals faced punishment with few benefits, while the Caucasian men gained favour with the same style of interpersonal communication. Impact and interventions of interpersonal communication breakdown in an organization When there is a breakdown in the channels of communication within an organization, there can be serious effects to the overall productivity of the organization in question. This can even be detrimental when there is no effective communication between the employees and their seniors. The managers or bosses also under pressure that the employees or their juniors are undermining them, and cannot accomplish their duties with satisfaction. This problem can be addressed by making every person in the organization to understand that the company’s goals are primary to their own goals, and the importance of teamwork. The employees with senior positions are not to undermine their juniors just because they think they are on top. The top management needs to set up protocols and rules governing effective and appropriate interpersonal communication that must be followed by all employees. Understanding, interpersonal communication within an organization are quite diverse and fragmented because organizational communication is approached in different ways (Baker, 2002, p. 45). Papa (2007, p. 41) emphasized on the essence of interpersonal communication in the organizational context, and defined communication as what happens inside an organization including all content and exchange of information, through formal and informal channels. Besides, the organizational communication can be approached according to its functional goals. Miller (2006, p. 50) described interpersonal communication in an organization to involve the individuals in and out of the organization, with the main purposes of dealing and solving the problems associated with communication breakdown, accomplishing common tasks and goals. The organizational communication system includes internal and external activities through formal and informal means, by which the process of communication occurs in vertical, horizontal, or diagonal directions, with various functions such as making sense, persuading, making the decision, or solving problems. Thus, organizational communication is indispensable for the entire functioning and success of the organization, though it not the only vital facet for the current changes (Baker, 2002, p. 58). Mutual adaptation of interpersonal skills of communication can best be understood by keenly observing and noting the immediate changes during interactive events. Studying the processes involved in interpersonal communication must take into consideration various temporal characteristics (DeVito, 2009). It is essential to note the behavioural changes at a given point in time, the sequence or order of characteristics associated with a behaviour change, the duration of time that the change takes centre stage, and the timing, rhythm or pacing of the behaviour relative to other behaviours occurring at the same time. A major perspective of interpersonal communication is associated with the gradual increase in non-verbal observations, although emphasis has been put on verbal communication. If an organization plans to slow down its response to problems arising due to poor interpersonal communication, then it risks having an impact on the quality of goods or services that are delivered to clients. An alternative to slowing down this response time could be for the management to formulate policies that can work in favour of management in order to achieve a conducive, working environment. On the other hand, the management needs to offer trainings for development and improvement of communication as a peace offering for the strict policies imposed on them. With all these measures in place, a new organization structure can be set up that can aid in getting rid of the loop holes that are making an organization vulnerable to the negative consequences of ineffective communication between various stakeholders (Rice, 2006, p. 59). Adoption of new organizational structure requires employees to improve their interpersonal communication skills, but this is time consuming as it involves sessions of conflict resolution (Baker, 2002, p. 49). This structure can blend and balance all levels of management and operation in the hierarchy of the institution. However, many organizations have had trouble in implementing and maintaining a balanced communication system because of the resulting domination of one side of the structure. In order to solve this issue, two variations of operations can be implemented which involves functional bosses with primary authority over the other employees who only have the role of simply abiding by the set standards and rules of the dimensions of interpersonal communication and conflict resolution. This structure will have an ultimate effect of improving the employees’ current working environment that is probably full of conflicts because of relaying wrong or misinterpreted signals, from various forms of nonverbal, listening or assertion features. This will ensure that all employees are doing all their duties in order, therefore, making the need for changing the policies of the organization to be extremely essential (Rice, 2006, p. 67). Although the secret or quiet communication between the employees, especially at the same level of duty in the organization, cannot be eliminated, there can be adoption or implementation a strict policy to govern this correspondence. Any employee, who violates any of the mentioned policies regarding effective interpersonal communication, will be subjected to reprimand, or the management will take action (Ogbonna and Harris, 2003, p. 67). The management plus the employees needs to go through training to understand and implement to right procedures of interpersonal communication. The first benefit of training is to enhance communication competencies, especially those newly recruited employees. Other benefits are to review the communication competencies of the current employees that may be unsuitable for their positions. In common, goals and benefits, interpersonal communication training is one of strategies, for the organization to improve employees’ satisfaction, maintain positive relationships among them, and reinforce the organization's image (DeVito, 2009). Conclusion When an organization opts to adopt a new organizational structure in the quest of dealing with the problems brought about by poor interpersonal communication, the management has to ensure that the selected structure provides a practical framework of terms and rules. It should also provide mechanisms for combining and coordinating the elements of the organization including cultural diversity, in a coherent system (Paulin, Ferguson and Bergeron, 2006, p. 59). It is the role of the human resource to analyse and come up with the effective strategies of adopting new policies governing interpersonal communication, which is then implemented by management, as well as the employees. The managers have the duty of ensuring that all the employees keenly follow the rules and regulations of the set policies. An incorrect balance or implementation of the proposed policies can result in structural misalignment, which entails lack of understanding, increased conflicts, and poor performance by the employees. Positive interpersonal communication aims at achieving positive outcomes for the organization such as employees’ satisfaction, healthy relationships, customer loyalty or service and product quality (DeVito, 2009). Implementation of the above-mentioned policies and perspectives through interpersonal communication can help in achieving the overall goal of any organization, which is a high level of productivity and output. Therefore, organizations need to care for their employees and clients by improving or change the way of communication and interaction within the system (Ford, 2003). References Baker, K A 2002, Organizational Communication, Chapter 13. 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West, R & Turner, L H 2006, Understanding interpersonal communication. Retrieved on May 2011, from http://oliver.efri.hr/~stratmen/West,%202006.pdf Read More