N.I.S. BALDANULLAH 4520210094

1. MANAGING RELATIONSHIPS MORE EFFECTIVELY
N.I.S. BALDANULLAH - 4520210094

2. Learning objectives
To develop an awareness of conceptual models
that can provide a holistic
view of social interaction and facilitate the reading
of behaviour and the con-
structing of courses of action that will bring about
desired outcomes.

3. Managing relationships more effectively
This book offers a series of conceptual frameworks which can be used for
reading the behaviour of others and for constructing conduct that will
increase the probability that desired outcomes will be achieved.
While broad areas of interpersonal skill
have been considered under a
series of chapter headings such as
listening, information getting, helping
and negotiating, attention has also been
focused on smaller units of behav-
iour such as attending, probing and giving
feedback. It was noted in Chapter 2 that
an effective approach to the development
of interpersonal skills
focuses, in the first instance, on these
smaller units of behaviour. This is a
micro-skills approach to skill development.
skill refers to the nature of such conduct and
is defined as goal-directed
behaviours used in face-to-face interactions
which are effective in bringing
about a desired state of affairs.

4. From micro skills to a more macro perspective
A recurring theme, introduced in Chapter 1 and developed in later chapters, is
the need to pay attention to the ways in which the nature of relationships can
affect outcomes.
If job applicants in a selection interview feel
that their interviewers are
behaving like critical parents and evaluating
all they say, they may dis-
tort their answers or provide only carefully
selected information so that
the interviewers will view them in the best
possible light.
• In a performance appraisal interview,
subordinates who feel a need for
more direction and guidance may offer their
appraiser/boss more infor-
mation than subordinates who feel that they
are being subjected to too
much detailed supervision and who feel a
need to maintain as much
autonomy as possible.
One of these factors is the way the
respondent defines the situation and role
of the interviewer. In the selection interview
the job applicant is likely to accept
the interviewer’s right to ask questions and
feel obliged to give appropriate
answers. This may not be the case if the
same questions were asked by a ticket
collector on a railway train.
01 02

5. Transactional analysis
Transactional analysis provides a useful
model for understanding the nature
of interpersonal relationships. It was
pioneered by Eric Berne (1964: 72),
and
offers a theory of personality that can
be used for analysing the nature of
interpersonal relationships or
‘transactions’. Personality is presented
in terms
of three ego states: parent, adult and
child. When people initiate transactions
with others they do so from one of
these ego states. They also point their
transaction towards a particular ego
state of the others. In transactional
analysis the structure of personality is
presented diagrammatically as three
circles

6. Interpersonal needs
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refers to the need to be
with people or to be
alone, to have
enough contact to avoid
loneliness and enough
aloneness to avoid
enmeshment and enjoy
solitude.
Inclusion
01
refers to decision-making
processes between people
and areas of
power, influence and
authority. It involves the need
to achieve enough
influence to be able to control
important outcomes and to
be able to
relinquish enough control to
be able to lean on others and
allow them to
take responsibility for
outcomes.
Control
02
refers to close personal
emotional feelings such
as love and
hate. It involves the
need to avoid being
engulfed in emotional
entan-
glements and the need
to avoid having too little
affection and a life
without love and warmth.
Affection
03

7. Managing relationships more effectively
The conceptual models presented in
this final chapter provide a basis for
understanding why some goal-directed
behaviours may be less successful
than others or why relationships with
certain individuals may be more sat-
isfactory than relationships with others.
These models suggest a range of
diagnostic questions and action
strategies that offer a basis for
managing
relationships more effectively.

8. Conclusion
Interpersonal competence involves the ability to understand the nature of
social interactions, to be able to read behaviour, and to act in ways that will
bring about desired outcomes. This book provides a clearly structured and
comprehensive overview of the interpersonal skills essential for effective func-
tioning in a business environment.
Some broad conceptual frameworks that
offer different ways of thinking about social interaction are presented in
Chapter 1 and in this chapter. These conceptual frameworks point to a range
of diagnostic questions that we can use to help us hone our interpersonal
competence. The hierarchical model of interpersonal skill that underpins the
micro-skills approach to skill development

9. Thank you
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