Interpersonal communication is fundamental to success in organizations. It is used for tasks like interviewing, learning job duties, collaborating with colleagues, and managing others. Organizational communication differs from personal communication in that organizations are goal-oriented and require coordination among employees to accomplish shared objectives. Interpersonal communication can be understood through compositional, situational, and developmental frameworks and involves skills like active listening and adapting to different situations. How people communicate impacts their leadership and effectiveness.

1. Effective interpersonal communication in organizations
Interpersonal communication is the process of transacting meaning between
individuals – interpersonal communication is fundamental to obtaining
employment, succeeding on the job, and being an effective colleague,
subordinate or manager. Interpersonal communication is a vital part of
innovation. We will use K when we
i. Interview for a job
ii. Learn about specific duties.
iii. Operate on a day to day basis.
iv. Lead and manage others.
v. Go to company sponsored special events.
vi. Participate in the mentoring.
vii. Sell.
viii. Take part in numerous specialized issues and events.
ix. Eat our meals, or enjoy social events with colleagues.

2. Task Orientation
Though K in organization is similar to our everyday friendships, but two task-oriented
characteristics differentiate it.
i. Organizations are goal-oriented, with their chief concern being output. In
other words, we are hired to accomplish something and assist in achieving
specific and general goals. Organizations are purposeful and the
expectations are that employees will work toward common goal.
ii. Organization require a co-orientation behavior, which involves the
elicitation of behavioral coordination among communications for the
accomplishment of commonly recognized goals.

3. K can be explained through a componential, situational and developmental
definition.
a) Componential: - It consists of several components like
1. A process involving.
2. Both purposive and expressive messages.
3. Composed of multiunit and
4. Multilevel signals.
5. Depend on the context for their meanings.
6. Interpreted by the interactants.
b) Situational: - The interdependence created by a dyad is the most obvious
characteristics of K. Organizations establish these interpenetrative and
interlocking relationships to coordinate work.
c) Developmental: - Many relationships evolve work related interdependence
to genuine friendships. This developmental perspective focuses on
interpersonal communications in organizations as it progress from first
introductions on to the numerous paths and dyad may travel.

4. Differences in Perspectives: -
Types of information: -
Information theory.
Information technology.
Human information processing.
How Human process Information: -
Rational Models.
Limited capacity models
Expert Models.
Cybernetic Model.
Interpersonal Communication Effectiveness: -
 Requires a repertoire of skills with which we perform the appropriate acts in
response to the situation.
 To be effective, the performance we present must be consistent with the image
desired in the interpersonal encounter.
 Convey willingness to learn as well as the ability to contribute.
 Learn to understand and adapt to the demands of the situation will make us more
effective.
Two models –
 The interactive Management Model.
 The Humanistic Model.

5. The interactive Management Model
 Confidence
 Immediacy
 Interaction Management
 Expressiveness
 Other – Orientation
The Humanistic Model
 Openness
 Empathy
 Supportiveness
 Positiveness
 Equality

6. Specific applications: -
You will be judged competent as a communicator if your behaviors are
appropriate, which is demonstrated by doing the right thing at the right time.
Research indicates that how communicate impacts on our leadership and
interpersonal effectiveness.
• Social Styles: - It is defines as patterns of behavior that others can observe
and respond to. It reflects the pervasive communication patterns we have
become comfortable with and use habitually. Certain styles are perceived as
being more favorable than others in certain situations. Social styles training is
based on the values of accepting the differences in others and willingness to
adapt them. There are 3 basic issues underlying the social styles concept.
 Assertiveness
 Responsiveness
 Appropriateness
Assertiveness – is our willingness to ask or tell and influenced or be
influenced by others.
Responsiveness – is how much we emote or control our feelings.

7. These two behaviors interact to forms 4 styles. They are 
1. Driver – Drivers prefer to take charge, complete tasks and solve problems
 These individuals are high in assertiveness and low in responsiveness.
 Communication styles tend toward moving quickly, speaking faster, using
direct eye contact and trying to control others.
 Positive attributes include being practical, independent, decisive and efficient.
 When overused drivers become pushy, dominating, hard and tough.
2. Analytic –
 Are non-assertive and nonresponsive.
 They are thinkers and technical specialists.
 Communication styles tend towards slower speaking, fewer statements and
the use of facts and data.
 Habitually, analytics are cautious and make a maximum effort to organize.
 Positive attributes include being industrious, orderly and exacting.
When over used analytics can be critical, picky, moralistic and indecisive

8. 3. Expressive –
 Are assertive and responsive
 Are intuitive and social recognition specialists.
 Communication styles tends toward faster speaking more statements and
feeling, and animated with direct eye contact.
 They are expressive, try to involve everyone, worry about the future and are
impulsive.
 Positive attributes include being ambitious, enthusiastic, dramatic and friendly.
 When over used, can become manipulative, undisciplined, reactive and
egotistical.
4. Amiables –
 Are nonassertive and responsive.
 Are relationship specialists.
 Communication tends toward slower speaking, focus on people, fewer
statements, and use of stories and opinions.
 They tend to be unhurried and relate to others and search for cooperation.
 Positive attributes include being supportive, respectable, dependable and
willing.
 When overused can become conforming, pliable, dependent and uasure.

9. Conflict Management
Whenever two individuals opine is different ways, a conflict arises. IT is
nothing but a fight either between two individuals or amount group
members. No two individuals can think alike and there are definitely
differences in their thought process as well as their understanding.
Disagreement among individuals leads to conflicts and fights. Conflict arises
whenever individuals have different values, opinions, needs, interests and are
unable to find a middle way.
Whenever organization is concerned, management of conflict is vital. In an
organization conflict is occurred on various forms, like
a) Substantive or realistic, conflicts –
It occurs over the allocation of resources, job assignments, work processes,
change or the distribution of rewards. These conflicts occur over
disagreements about tasks (what), processes (how), allocation of resources
(with what), goals (why), or power (who).
b) Functional or constructive conflicts –
Are vital to an organization. The task related confrontations help
organizations become more creative. Conflicts bring hidden problems to the
surface and allow individuals and group members to focus on the important
issues.

10. Types of conflict 
 Intrapersonal
 Interpersonal
 Intragroup
 Intergroup/ Department
 Intra-organizational
 Iner-organizational
Conflict Management styles
Competitive
Compromise
Accommodating
Avoiding
Collaboration