Interpersonal Management and Communication

Question: Discuss about the Interpersonal Management and Communication. Answer: Introduction: Interpersonal communication also known as face-to-face communication is defined as the process through which people exchange their ideas, feelings, meaning and information through either verbal or non-verbal messages. It not only means the actual words/ message being said but also the language, tonal variation, facial expressions, body language and gestures used between the sender and the receipt. Some key elements of interpersonal communication that have been identified are a) the communicators; b) the message; c) noise; d) feedback; e) the channel; and f) the context (Baker, 2013). At the workplaces, it is important to provide feedback in a constructive and an effective manner without being offensive or causing confusions. Under interpersonal communication skills, effective feedback should be heard clearly, understood, and accepted. There are several ways in which the communicator can use to ensure the effectiveness of the feedback provided. One, the feedback provided should focus on behavior and not personality (De Janasz, et al., 2014). Two, the feedback should communicate how the message has affected you. Three, the feedback ought to be specifically focussed on the original message which it intends to respond to. Four, the feedback ought to be timely: the response becomes irrelevant as time passes by. And lastly, the feedback should pick a moment when the communicator is ready for it (Sommer, 2012. Conversely, the recipient of the feedback should be a good listener. He/ she should just listen attentively and stop thinking about the reply. He/ she should conc entrate on the non-verbal elements as well (Beebe, et al., 2014). The application of interpersonal communication is important to the organizations, especially when relating to the employees. First, it helps in giving and collecting information. Second, it helps in maintaining and forming relationship with and among the workers. Third, helps in expressing personal needs as well as in understanding each other (Baker, 2013). Fourth, contribute to solving problems and making decisions. And, lastly, interpersonal communication skills assists in regulating power (Sommer, 2012). References Baker, A., 2013. Feedback and organizations: Feedback is good, feedback-friendly culture is better. Canadian Psychology, 54(4), pp. 260-268. Beebe, S., Beebe, S. Redmond, M., 2014. Interpersonal Communication: relating to others. 7th Edition ed. Boston: Allyn Bacon. De Janasz, S., Crossman, J., Campbell, N. Power, M., 2014. Interpersonal skills in organizations. 2nd ed. North Ryde, NSW: Mc-Graw-Hill Education. Sommer, K. L., 2012. Does constructive performance feedback improve citizenship intentions and job satisfaction? The roles of perceived opportunities for advancement, respect, and mood. Human Resource Development Quarterly, 23(2), pp. 177-201.