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Session 5

Group Processes in Organizations discusses interpersonal communication and relations during the January to March 2022 quarter. The session focuses on textbook chapters about communication functions, directions, modes, channels, persuasion, and barriers. Cultural factors that influence communication are also examined. An optional case study explores managing relationships with supervisors, and emphasizes building mutual trust, understanding different career stages, and negotiating agreements. Effective interpersonal skills are crucial for open communication, employee engagement, and collaborative decision making.

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Anshul Sancheti
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32 views

Session 5

Group Processes in Organizations discusses interpersonal communication and relations during the January to March 2022 quarter. The session focuses on textbook chapters about communication functions, directions, modes, channels, persuasion, and barriers. Cultural factors that influence communication are also examined. An optional case study explores managing relationships with supervisors, and emphasizes building mutual trust, understanding different career stages, and negotiating agreements. Effective interpersonal skills are crucial for open communication, employee engagement, and collaborative decision making.

Uploaded by

Anshul Sancheti
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Group Processes in Organizations

Quarter 3, January – March 2022

Textbook
Robbins, S., Judge T.A. & Vohra N. Organizational
Behavior, 18/e.

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Session 5
Interpersonal Communication and Relations

Case: Optional Readings

Karen McMillan, Managing up James R. Detert and Ethen R Burris, Can Your
Employees Really Speak Freely? HBR, 2016
(A): Grace, 2015, Geraldine E. Hynes, The formal interpersonal
Read: Textbook Chapters 11 communication, 2019 Harvard Business Publishing
Dustin York: How to build rapport … while wearing
mask, HBR, 2020

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Text Book

11–1 : Functions of Communication


11-2 : Direction - Downward, Upward, Lateral ; Formal small group network, Grapevine
11-3 : Modes :
• Verbal / Oral – meetings, video conference, telephone, Written
• Non Verbal

11-4 Choice of communication channel


• Channel Richness
• Choosing communication methods
• Information security
11-5 Persuasive communication
11-6 Barriers to effective communication
• Filtering
• Selective perception
• Information overload
• Emotions
• Language
• Silence
• Communication apprehension
• Lying

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Text Book

11–7 : Cultural Factors


• Barriers
• Context
• Culture Guide
• Know yourself
• Foster a climate of mutual trust, Fairness and democracy
• Consider the other person’s point of view
• Proactively maintain identity of the group

• Implications for the Manager

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Are you effective ?
Basics of Communication

INTERPERSONAL COMMUNICATION SOCIAL SKILLS FOR SUCCESS


(advantageengagement.com)
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The informal interpersonal communication
HBR Article
Key competencies
1. Trust
2. Emotional Intelligence
3. Employee Engagement
4. Rapport building

Characteristics of a work climate


- Atmosphere is informal, relaxed and comfortable
- Everyone participates in discussion about work
- Everyone is committed to the task and objective
- Active listening and receptive
- Disagreement is not suppressed
- Decisions is taken with everyone’s involvement
- Criticism is frequent, frank, relatively comfortable but not personal
- People freely express their feelings
- Leader does not dominate ; Group manages themselves.

Manager’s Attributes of Supportive communication – Assess objectively, Be honest, Integrate, Focus


on the positives, Focus on the problem, Take responsibility , Focus on specifics, Listen supportively

Your body language may shape who you are – Amy Cuddy
https://www.ted.com/talks/amy_cuddy_your_body_language_may_shape_who_you_are?language=
en
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Case Study – Managing Up (A) - Teachings
1. Both employees and leaders progress through different career stages . Be aware of
your own career stage and your leader.
2. Relationship between Leader and employee is based on mutual trust, although leader
has more power. Some employees struggle with this imbalance and it may lead to
aversion to authority or over dependence
3. Employees influence their leaders in significant ways. Their action can directly /
indirectly affect leaders outcomes
4. Leaders may differ in how they are influenced by reason or emotion. Students will
learn to deal with decision making styles and how to be effective in persuading their
leaders
5. Although employee arrangements are standardized, students will learn about ‘i’ ideals ,
the idiosyncratic, mutually beneficial agreements that are individually negotiated by
employees with the leader
6. Importance of frequent and candid communications between leaders and employees .
Only through mutual sharing of information, goals and objectives can be achieved.

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Thank you

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