The document discusses interpersonal skills and communication. It defines interpersonal skills as the foundation for building successful relationships. It notes that interpersonal skills include listening, questioning, conflict handling, and using feedback. Developing interpersonal skills requires self-awareness, assertiveness, managing conflicts, dealing with criticism positively, and building relationships through effective communication. Factors like poor listening, emotional arousal, lack of time, and differing objectives can hamper interpersonal interactions.

1. INTERPERSONAL SKILLS
Interpersonal Skills are the foundation when building
successful relationships.

2. Interpersonal Skills/
Facilitation Skills
language &
communication
listening
using
feedback
questioning
conflict handling

3. This skill set is essential to become an effective
communicator and develop your interpersonal
experiences 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. THE INTERPERSONAL PROCESS
 Interpersonal Skills
+ InterpersonalCommunication=
Interpersonal Relationships

5. ESSENTIAL IP COMPETENCIES
 Self awareness
 Control
 Motivation
 Acknowledging the interests of subordinates
 Communication skills

6. DEVELOPING IP SKILLS
 Developing Assertiveness
 Accepting Responsibility
 Managing Conflicts
 Avoiding
 Accommodating
 Competing/Forcing
 Collaborating
 Compromising

7. FACTORS HAMPERING
INTERPERSONAL INTERACTIONS
 Poor Listening
 Emotional Arousal
 Lack of Time
 Differences in objective

8. DEALING WITH CRITICISM
 Understand the Reason behind it
 Empathy
 Don‘t personalize criticism
 Do not be Judgmental
 Do not overload

9. BUILDING POSITIVE
RELATIONSHIP
 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. FACTORS COMPRISING IP SKILLS
 Conversation
 Communication- Feed Forward, Feed Back
 Delegation
 Humor
 Trust
 Expectations
 Values
 Status
 Compatibility

11. CONVERSATION

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. 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. SELF DEVELOPMENT
 Improves personal communication skills
 Better interpersonal skill
 Synergistic co-operation
 Authentic leadership

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. 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. 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

18. COMMUNICATION-
FEED BACK

19. CONVERSATION & COMMUNICATION
A conversation is communication by two or more
people, or sometimes with one‘s self, often on a
particular topic. Conversation are the ideal form of
communication in some respects, since they allow
people with different views of a topic to learn from
each other. A speech, on the other hand, Is an oral
presentation by one person directed at a group.

20. TYPES OF COMMUNICATION PROCESS
SENDER
ENCODING
FEEDBACK
MASSAGE
CHANNEL
DECODING
RESPONSE RECEIVER

21. SENDER
The sender is the source of the massage that initiates
the communication. The sender of information has a
massage or purpose of communicating to one or more
people. Without a reason, purpose, or desire, the sender
has no information massage to send.
ENCODING
In the next stage, encoding takes place when the
sender translate the information or massage into some
word or signs or symbols. Without encoding, the
information can not be transferred from one person to
another. In encoding of the massage, the sender has to
choose those words, symbols or gestures that he
believes to have the same meaning for the receiver.

22. CHANNEL
Channel is the medium used for transmission of
information or massage from sender to receiver.
There are various media like telephone, mail
through post, internet, TV, press etc.
DECODING
Decoding is the process through which the receiver
interpret the massage and translates it into
meaningful information.
RECEIVER
Receiver is the person whose senses perceives the
sender‘s massage. They may be just one receiver or
a large number of receivers, when a memo is
addressed to all the members of an organization.

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.

24. FEED FORWARD CONTROL
IN MANAGEMENT

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.  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.  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. 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.  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‖.

30. FEEDFORWARD VERSUS FEEDBACK

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. 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. DELEGATION
Process by which authority / responsibility is granted
to a subordinate

34. STEPS FOR SUCCESSFUL
DELEGATION
 Know your team
 Define the task
 Speak to the employee
 Release and resource
 Monitor their progress
 Take Feedback

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.
I'll decide."
 "Look into this and tell me the situation.
We'll decide together."

36. LEVELS OF DELEGATION
 "Give me your analysis of the situation and
recommendation. I'll 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. It's your area of
responsibility now."

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. HUMOR
Humor is the ability or quality to evoke feeling of
amusement among people.

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. UNDERSTANDING HUMOR
The essence of humor lies in two ingredients
 The relevance factor
 The surprise factor
From there they may think they know the natural
follow- through thought or conclusion…

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. TRUST
What do you mean by trust ?

44. FOLLOWING FACTORS CAN
BUILD TRUST
 Reliability
 Consistency
 Respect
 Fairness
 Openness

45. EXPECTATION

46.  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. VALUES
ITS ROLE AND IMPORTANCE IN MODERN
SOCIETY

48. BEING HUMAN……

49. 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

50. 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

51. 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

52. 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 person
EXAMPLE:
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. TYPES OF VALUES
 PERSONAL VALUES
 CULTURAL VALUES
 ORGANIZATIONAL VALUES
 PROFESSIONAL VALUES
 ESPOSED VALUES
 ENACTED VALUES
 TERMINAL VALUES
 INSTRUMENTAL VALUES

54. So the whole point of discovering your values is to improve the results
you get in those areas that are truly most important to you.

55. STATUS &
COMPATIBILITY

56. 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

57. 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.