Interpersonal skills


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Interpersonal skills

  1. 1. INTERPERSONAL SKILLSInterpersonal Skills are the foundation when buildingsuccessful relationships.
  2. 2. Interpersonal Skills/ Facilitation Skills language & communicationlistening using feedback questioning conflict handling
  3. 3. This skill set is essential to become an effectivecommunicator and develop your interpersonalexperiences into valuable relationships. What are they? How do you get them?You already have them. Everyone has them, but some people just use them more than others.
  4. 4. THE INTERPERSONAL PROCESS Interpersonal Skills + InterpersonalCommunication= Interpersonal Relationships
  5. 5. ESSENTIAL IP COMPETENCIES  Self awareness  Control  Motivation  Acknowledging the interests of subordinates  Communication skills
  6. 6. DEVELOPING IP SKILLS Developing Assertiveness Accepting Responsibility Managing Conflicts  Avoiding  Accommodating  Competing/Forcing  Collaborating  Compromising
  7. 7. FACTORS HAMPERINGINTERPERSONAL INTERACTIONS Poor Listening Emotional Arousal Lack of Time Differences in objective
  8. 8. DEALING WITH CRITICISM Understand the Reason behind it Empathy Don‘t personalize criticism Do not be Judgmental Do not overload
  9. 9. BUILDING POSITIVERELATIONSHIP Use of ‗I‘ Focus on problem solving Don‘t Deceive Empathy Listen Use of Praise  Be specific  Praise progress  Sincere  Don‘t overdo  Timing
  10. 10. FACTORS COMPRISING IP SKILLS Conversation Communication- Feed Forward, Feed Back Delegation Humor Trust Expectations Values Status Compatibility
  12. 12. OTHER PRINCIPALS Creation of a Synergetic environment – Avoid misunderstandings Two-way communication – Never one way, always two ways Strengthen flow of communication – Frequent meetings, conferences and social gatherings Proper media – Audience specific media should be selected
  13. 13. OTHER PRINCIPALS Encourage open communication – Make it transparent and avoid denials Use of appropriate language – Words, pictures, symbols, presentation Effective listening – Essential in oral communication, message should be simple, clear and concrete Self Development – Physical dimensions, intellectual dimensions, emotional dimensions, spiritual dimesions
  14. 14. SELF DEVELOPMENT Improves personal communication skills Better interpersonal skill Synergistic co-operation Authentic leadership
  15. 15. HOW?? Change in perception Use both hemispheres of your mind Self knowledge Job knowledge Avoid bringing up feelings during communication Avoid evaluation before knowing what is meant Listen to what the speaker intends to convey rather than his/her words Create an atmosphere to encourage people to talk Accept disagreement and prepare for it
  16. 16. HOW?? Don‘t disapprove someone‘s statement abruptly and don‘t directly contradict Preserve the other‘s ego in the process Control your own natural ego and desire to get upper hand Take every honest opportunity to make the other person feel better or important
  17. 17. TRANSACTIONAL ANALYSIS Parent Ego State – Set of feelings, thinking, behavior that we have copied from our parents and significant others. Adult Ego State – Direct response to here and now. Constantly updating ourselves through everyday experience. Child Ego State – Set of thoughts, behavior and feelings which maybe replayed from our childhood
  19. 19. CONVERSATION & COMMUNICATIONA conversation is communication by two or morepeople, or sometimes with one‘s self, often on aparticular topic. Conversation are the ideal form ofcommunication in some respects, since they allowpeople with different views of a topic to learn fromeach other. A speech, on the other hand, Is an oralpresentation by one person directed at a group.
  21. 21. SENDERThe sender is the source of the massage that initiatesthe communication. The sender of information has amassage or purpose of communicating to one or morepeople. Without a reason, purpose, or desire, the senderhas no information massage to send.ENCODINGIn the next stage, encoding takes place when thesender translate the information or massage into someword or signs or symbols. Without encoding, theinformation can not be transferred from one person toanother. In encoding of the massage, the sender has tochoose those words, symbols or gestures that hebelieves to have the same meaning for the receiver.
  22. 22. CHANNELChannel is the medium used for transmission ofinformation or massage from sender to receiver.There are various media like telephone, mailthrough post, internet, TV, press etc.DECODINGDecoding is the process through which the receiverinterpret the massage and translates it intomeaningful information.RECEIVERReceiver is the person whose senses perceives thesender‘s massage. They may be just one receiver ora large number of receivers, when a memo isaddressed to all the members of an organization.
  23. 23. FEEDBACK Feedback is the response by the source to determine if the message has been receiver and understood thus after the receiver has decodes and interpreted a message then becomes the sourced also vital part in communication because it enables the original source to evaluate how the receiver has received his.
  25. 25. INTRODUCTION Control is the function of management, which measures and corrects the performance of activities in order to make sure that the objectives of a concern and the plans engineered to attain them are completed. Since, it forces events to conform to plans, control becomes integrally connected with planning and has the same characteristics of unity, continuity, flexibility and pervasiveness
  26. 26.  Control depends on other functions of management and contributes to them as well. There is a misleading impression that the control function is the task of the top authorities of management only and that little or no control is needed at the lower levels. Control pervades all levels of management.
  27. 27.  Control consists of assuring the results of operations confirm as closely as possible to the established goals and pre-determined standards. The essential elements of any control process are: 1. Establishment of goals and standards. 2. Measurement of actual performance against standards. 3. Corrective action. 4. Follow through action. A manager needs to ascertain the decisions he should take according to the information he gets.
  28. 28. FEEDFORWARD The time lag in the management control process, as seen in Feedback system has caused much inefficiency. The need is high for a system that can tell the managers, in time, to take coercive actions. However, the concept of feed forwarding has been applied now and then. Managers develop new advertising plans and sales promotion strategies in order to better forecast sales growth. In most businesses, managers carefully plan the availability of cash to meet requirements.
  29. 29.  PERT (Program Evaluation and Review Technique) One of the problems that is faced with feedforwarding is the necessity for watching out for factors known as ―disturbances‖. The bankruptcy of a huge customer or supplier might be an unanticipated variable. However, since uncertain and untimely things do take place and may upset a desired output, monitoring of regular inputs must be supplemented with taking into account the unexpected ―disturbances‖.
  31. 31.  Simple feedback systems measure output of a process and feed into the system or the inputs of a system corrective actions to obtain desired outputs. As we can see from the diagram above, Feedforward is actually like a reverse- feedback.
  32. 32. CONCLUSION We can see that Feed forward control may prove to be much more efficient than Feedback. This does not imply that leaders should never give feedback or that performance appraisals should be abandoned. But it shows how Feed forward can often be preferable to feedback in day-to-day interactions. Quality communication—between and among people at all levels—is the adhesive that holds organizations together. By using feed forward and by encouraging others to use it—leaders can dramatically improve the quality of communication in their organizations.
  33. 33. DELEGATIONProcess by which authority / responsibility is grantedto a subordinate
  34. 34. STEPS FOR SUCCESSFULDELEGATION Know your team Define the task Speak to the employee Release and resource Monitor their progress Take Feedback
  35. 35. LEVELS OF DELEGATION "Wait to be told‖ or "Do exactly what I say" or "Follow these instructions precisely.‖ "Look into this and tell me the situation. Ill decide." "Look into this and tell me the situation. Well decide together."
  36. 36. LEVELS OF DELEGATION "Give me your analysis of the situation and recommendation. Ill let you know whether you can go ahead.― "Decide and take action. You need not check back with me.‖ "Decide where action needs to be taken and manage the situation accordingly. Its your area of responsibility now."
  37. 37. BARRIERS OF DELEGATION Lack of confidence in subordinates. Lack of ability to direct. Instead taking initiatives, asking boss. Absence of information and resource. Fear of criticism for mistakes. Aversion to risk.
  38. 38. HUMORHumor is the ability or quality to evoke feeling ofamusement among people.
  39. 39. A SENSE OF HUMOR A sense of humor is the ability to experience humor, a quality which all people share. Although the extent which an individual will personally find something humorous depends on host of absolute and relative variables including geographical location, culture, maturity, level of education and context.
  40. 40. UNDERSTANDING HUMORThe essence of humor lies in two ingredients The relevance factor The surprise factorFrom there they may think they know the natural follow- through thought or conclusion…
  41. 41. HUMOR & LEADERSHIP Leader should be strict and dedicated in team work, but not on all occasions. They are required sometimes to enjoy also with the followers. When the subordinate has erred in action, there is a way of putting across ideas. Humor can facilitate positive results. That is why the concept ‗humor at work‘ has occupied an important place in major organizations…
  42. 42. TRUSTWhat do you mean by trust ?
  43. 43. FOLLOWING FACTORS CANBUILD TRUST Reliability Consistency Respect Fairness Openness
  45. 45.  Have reasonable expectation, ability of the person. Respect each other , treat everyone well. Keep communication open. Always look for way to improve something. Have a courage to do things differently. Motivation with a mission : lead from heart with passion and compassion. Promote and support a balanced worklife . Be your own messenger .
  47. 47. BEING HUMAN……
  48. 48. DEFINITION Values can be defined as broad preferences concerning appropriate courses of action or outcomes A value is a belief, a mission, or a philosophy that is meaningful The key point to keep in mind is that implementing Values energizes everything conce- rned with it We should live with integrity to our values, so that we learn how to consciously we use our values to make decisions and take actions
  49. 49. MEANING Modes of conduct Long lasting beliefs Differentiate between right/wrong Distinguish between good/bad Influence our priorities preferences and actions Represents what we ought to do to achieve the need in a socially desirable
  50. 50. SOURCES OF VALUES Learnt from childhood Parents, Elders, Teachers and other eminent personalities from different walks of life. Culture- Peace, Co-operation, harmony, equity and democracy
  51. 51. WHY ARE VALUES IMPORTANT? Organizations depend on individual employees for making decisions and the major problem comes when the organizations have to align their values with those of the individual Values influence the behavior of a personEXAMPLE: If you value equal rights for all and you go to work for an organization that treats its managers much better than it does its workers, you may form the attitude that the company is an unfair place to work
  53. 53. So the whole point of discovering your values is to improve the resultsyou get in those areas that are truly most important to you.
  55. 55. STATUS Is the position & respect person gets from the society. For status creation leader has to follow some guidelines: Ethics Promptness Initiatives Managing people & their problems
  56. 56. COMPATIBILITY Molding the facts & issues as per the requirement by understanding the strengths. Compatibility is the adjustment the leader has to do with the group & objects. Its makes leadership effective. The success of compatibility is depends on the well understanding, good communication & relationships.