Livestock Entrepreneurship

Management / Interpersonal skill and business communication

MANAGEMENT / INTERPERSONAL SKILL & BUSINESS COMMUNICATION

• One type of communication travels from individual to individual in face-to-face and group settings. Such flows are termed interpersonal communications, and the forms vary from direct verbal orders to casual, nonverbal expression. Interpersonal communication is the primary means of managerial communication.
• The problems that can arise when managers attempt to communicate with other people can be traced to perceptual and interpersonal style differences. Each manager perceives the world based on his background, experiences, personality, frame of reference, and attitude.

Interpersonal Styles

• Interpersonal styles differ among individuals, and understanding these differences is important for managerial and organizational performance. Interpersonal style refers to the way in which an individual prefers to relate to others.

Interpersonal Styles and communication

• The arena: The region most conducive to effective interpersonal relationships and communications is termed the arena. Here, all the information necessary to carry on effective communication is known to both the sender (self) and the receivers (others).
• The blind spot: When relevant information is known to others but not to the sender (self), a blind spot result. In this context, a person (self) is at a disadvantage when communicating with others because he cannot know the others’ feelings, sentiments, and perceptions. Consequently, interpersonal relationships and communications suffer. The greater the blind spot, the smaller the arena, and vice versa.
• The facade: When information is known to the self but unknown to others, the person (self) may resort to superficial communications; that is, he may present a façade. A façade is a false front. The façade area is particularly damaging when a subordinate 'knows' and an immediate supervisor 'does not know'. The façade, like the blind spot, diminishes the arena and reduces the possibility of effective communication.
• The unknown: If neither party knows the relevant feelings, sentiments, and information, each party is functioning in the unknown region. Such a situation often is stated as 'I can’t understand them, and they don’t understand me'. In this predicament, interpersonal communications are sure to suffer.

Exposure and Feedback

• Interpersonal communication problems are the results of unsound relationships. An individual can improve unsound relationships by adopting two strategies-exposure and feedback.
• Exposure: Increasing the arena area by reducing the façade area requires that one be open and honest in sharing information with others. The unwillingness of companies to discuss salary matters is an example of inadequate exposure.
• Feedback: When the self does not know or understand, more effective communications can be developed through feedback from those who do know. Thus, the blind spot can be reduced with a corresponding increase in the arena.