How to Be a Great Communicator - Research Paper Example

A research report on how to be a great communicator in meetings A research report on how to be a great communicator in meetings 1. INTRODUCTION OF THE RELATIONAL/INTERPERSONAL CHALLENGE Relational/Interpersonal relationship involves one on one communication or a person interacting with several people within a meeting or fellowship. It aids us realize how and why people act and share information in different mediums to build and manage a social process. While social communication can be explained as its separate area of study, it also happens inside other contexts like fellowships and administrations. Social communication is the way that we employ and distribute our ideas, opinions, and notions to another person. Our social communication attainments are learned conducts that can be enhanced through cognition, exercise, resubmission, and expression. Individuals also exchange ideas on different relational levels basing on whoever they are talking with. Communication between family members will definitely be different from communication involving a friend or colleagues at work (Dozier & Grunig, 2012). In sum, interpersonal communication can be done using either direct or indirect forms of communication like face-to-face meeting, or through a computer-aided communication. Prosperous social communication accepts that both the information senders and the information receivers will construe and interpret the messages being sent on a degree of accepted meanings and deductions. Interpersonal communication is an integral part of the growth and survivability of any organization. The main purpose of this study is to deeply look at methods, challenges, and impacts that affect communications especially in a meeting environments and how to overcome them (Harvard Business School Press, 1999). 1.1 Objectives of the study 1. To identify the impact of Relational/Interpersonal relationship on communication 2. To establish the challenges that affect Relational/Interpersonal Challenge 3. To identify the ways to enhance Relational/Interpersonal Challenge 1.2 Relationship between SI and Relational/Interpersonal Challenge in meetings SI is an educational aided platform that provides constantly planned, peer facilitated sessions done outside class work that are free for attendance to all students partaking a particular course. The students attend the confluences on a voluntary ground. The meetings are controlled by SI leaders who are also students who have shown competence in a particular field or course. There exists a relationship between Relational/Interpersonal Challenge and SI in that both of them discuss the importance of having some specific traits and behaviors that will make a social or formal interaction to be either successful or a failure especially for a leader. Both of them focus on leadership, motivational and organizational competencies that are very influential in day today interaction of persons (Harvard Business School Press, 1999). 2. RESULTS OF THE RESEARCH 2.1. SI principles, models, and/or theories that should be considered when evaluating this problem. There are several of principles that can be followed when looking deeply at the problem of social challenge. The principles will try to make the explanation of its importance much easier. They include; The first principle is that those in control have a tendency of expounding their knowledge. Leaders have embrace responsibility for their own intellectualism by making an effort of attending SI meetings and seminars. The second principle is that working together cooperatively and interdependently, leaders in SI should learn to operate as a team to reach common objectives. When leaders work as a team, everyone’s individual knowledge chips in to the job at hand and the participants will gain from everyone in the meeting. The third principle is that knowledge is more in-depth when it is developed, not just distributed. The SI leaders do not lecture at the participants; they guide participants in different organizational strategies that can be made to use on their own (Haskins, 1996). 2.2. Results of relevant research studies on this topic Learning is not a viewer sport. Students do not get education much just by attending classes and listening to tutors, learning pre-packaged appointments, and telling out answers. They must discuss about whatever they are studying, connect it to experiences, and use it to their daily lives. They must make what they learn part of themselves. Cognitive evolution is aroused when conflict emerges during social exchanges. SI leaders encourage participants to engage on the topics with peers outside of the class environment. When students find that, there is disunity in their information, finding out the answer to the problem causes the students to amplify their cognitive development. 3. IMPACT OF THE RELATIONAL/INTERPERSONAL CHALLENGE: 3.1 The impact of the challenge for leaders The effect of relational and interpersonal challenge to leaders is that they have been forced to develop some skills that are essential to their leadership qualities. The effects include; Sales; business heads and sales executives both have sales intensive position in an organization that include exchanging ideas with customers, clients, colleagues and other stakeholders. A communication saying to be recalled by those in sales is that if communication can fail, it would fail and that if a message can be understood in different ways then it would be understood in the most harmful way. Training, a huge amount of employee training happens internally within the organization. This will involve formal and informal training rendered by supervisors and other skilled workers. Effective interpersonal exchanges arms business professionals with the attainments they require to efficiently teach employees on both expert and soft skills needed to perform their duties. Conflict resolution; employees are sometimes ineffective in preventing conflicts or timely handle a misunderstanding in the workplace (Edwards & Shepherds, 2004). 3.2 The impact of the challenge for your career/industry The effect of the challenge to my career is that there need to be some adaptations that will enhance communication in this industry. The adaptations are the need for; Productivity; an environment which doesn’t have an advanced interpersonal relationship will lead to low morale, low self esteem and dissatisfaction with their work and research has shown a linkage between negative social interactions and bad health (Ulmer & Seeger, 2010). Employee cohesion; it is a feeling of emotional association between workers and it may instantly cultivate tones of mistrust, initiative that are ineffective, lack of competence in their work and infidelity among employees in a particular industry. Lack of employee empowerment; when people in an organization are not able to communicate freely, then there would be a cultivation of an environment, which hampers the empowerment of the employee within the job. Their lack of involvement leads to weakening of dedication between the employee and the workplace. Such times workers are fearful of losing their jobs, not getting job done and not getting wage rises which eventually leads to lack of motivation. Conflicts; We may end up so involved with our own personal motivations that we break our relationships with others. If we look down upon or reduce the views of the other person, if creating fear and abuse of power are used to take advantage, or if we usually have to boss on our own terms, the other fellow will feel disadvantaged and the relationship may be damaged (Harley & Melinda, 2004). 4. RECOMMENDED STRATEGIES 4.1 strategies and/or solutions that leaders can utilize when facing this challenge Speaking: This skill is no longer seen as a secondary want but it is viewed as a must have skill. Therefore, always remember that as you get promotions, the more important it becomes that you get this skill since every time and again, you would be needed to get involved in public presentations on behalf of your organization. It could be through addressing events before stakeholders and other line heads, meeting and sharing with co-workers or presenting at other functions. If one has impressive speaking skills, one is convinced to make huge effect on people they meet in the course of their business. Listening skills; There are periods one may end up having several problems to handle especially when handling a group and one will be expected to manage them all. A person does not need to ignore other peoples’ suggestions since at the end of everything, you only wind up making your participants more bewildered and in the case of clients, it makes them conclude that you don’t have faith in their suggestions. Communication is a give and receive activity, when one finishes speaking; he gives out an allowance to the other person to speak as he listens attentively without any interference. Response skills: an important part of how to become an influential communicator is through having the art of response. If you want to get complete attention from your target audience, it is important to follow them up as much as one can through asking questions and getting the feedback or answering their queries. 4.2 Conclusion and justification for continued research My propositions for later research on the subject would include a more in depth research on what personal forms of relational set ups that would interfere with the employees preventing them from carrying out their duties effectively. The other part of this would be to do research as to how the employee-leader socialization affects productivity and job satisfaction, where the leader is affected by the relationship, not the junior employee. References Dozier, D & Grunig, J. (2012). Excellent public relations and effective organizations. New York: Routledge. Edwards, A. & Shepherd, G.J. (2004). Theories of communication, human nature, and the World. Oxford: Oxford University. Haskins, W.A. (1996). Freedom of speech: Construct for creating a culture which empowers organizational members. The Journal of Business Communication. Harvard Business School Press. (1999). Harvard Business review on effective communication. Harvard: Harvard Business School Press. Harley, M., & Melinda, G. (2004). A general overview of the SI model. Kansas: University of Press. Ulmer, R & Seeger, M. (2010). Effective crisis communication: Moving from crisis to opportunity. New York: Sage Publisher. Read More