1. Submitted By-Neha Verma
Submitted To-Neha Ma’am
Communication in Organization
Interpersonal communication in Formal
Relationship

2. Definition of Interpersonal Comm.
 Interpersonal communication involves interchanging
ideas with others using an assortment of methods,
such as words, gestures, voice tone, facial expression
and body posture.
 Interpersonal skills are the lifeblood of organizations
because effective communication dictates operational
efficiency and facilitates teamwork.
 It can be future said as exchange of information,
feelings, and meaning through verbal and non-verbal
messages sent through tone of voice, facial
expressions.

3. Sende
r
Receiver
Message
Feedback
Barriers
The common elements of
interpersonal elements

4. Interpersonal Communication in
Formal Relationship
Interpersonal communication is one of the most
important life
skills business professionals can have. In
companies and
organizations of all types, effective communication
determines
whether a team can operate effectively and
accomplish core
business goals. “It underlies the efficiency of key
business functions such as managing, training,
selling and
resolving conflicts within an organization,”

5. Elements of Interpersonal Com.
Interpersonal communication can also be divided into
sub skills. Effective communication in the workplace
relies on each of the following elements:
 Problem solving and decision making: One of the
best ways to maintain professional relationships is
through effective problem solving and decision making.
Both of these skills align team members toward a
common goal. If leaders are unable to take the steps
necessary to solve problems and make the right decision
for the team, a business can’t function successfully.

6.  Listening: Strong listening skills are invaluable for
business professionals. They help individuals understand
sent messages
and act accordingly. If a manager provides instructions
but team members are unable to listen and synthesize
the information, roadblocks will arise that can derail
projects and cause negative consequences.
 Assertiveness: A commonly undervalued element of
interpersonal communication is assertiveness. The ability
to influence others helps leaders drive the team towards
a common goal. Being willing to take charge and effect
change is one of the hallmarks of a business leader.
Negotiation: This skill is a key element in conflict
resolution. Finding common ground and identifying
shared goals can help business professionals work

7. HOW TO IMPROVE INTERPERSONAL
COMMUNICATION IN THE ORGANIZATION
Here are some of the ways business professionals can
improve interpersonal communication in the
organization.
 Research and plan: Gather facts and relevant data to
plan for important conversations. This helps ensure
clarity and accuracy.
 Determine your audience: Consider coworkers’
personality and mindset before approaching a
conversation. Find the right communication style for
your specific situation. Some conversations lend
themselves to face-to-face meetings, while others can
be best accomplished through email.

8.  Self-evaluation: Understand your own
strengths and weaknesses when it comes to
communication. Ask for honest feedback from
co workers and managers as a learning
opportunity to better inform future
interactions.
 Monitor expectations: Keep assumptions and
expectations to a minimum before engaging
with a coworker. You never know for sure how
someone will react, so be ready to adapt as the
situation demands.

9. The Environment and
Communication in Formal Relation
 The above components of communication promote shared meaning when they
operate together to deliver a message effectively. The work environment in which
those components take place also affects the communication and whether the
communication is received.
 In a work environment that stresses open communication, employee involvement, and
common goals, communication more frequent and more effective. But, the expectation
for significant communication sets the bar higher in these best workplaces. So, even
in high morale, employee-focused work environments, employees complain that they
don’t know what is going on.
 Because of all of the components and the overall environment of an individual
workplace, communication remains challenging. The age-old questions about who
needs to know what and when do they need to know it is never fully answered to just
about anyone’s satisfaction.
 Employee complaints about too much information, not enough information, and even,
information overload, will continue to resonate in workplaces. You will never cure the
problem of communication but, with commitment and thoughtfulness, you can
increase the effectiveness of both your interpersonal communication and
your workplace communication.

10.  O2 keeps calm when the deal falls through
 From : Internal Comms Conference, June 2016
 Theme: After the European Commission unexpectedly blocked
Hutchinson’s takeover of O2, the team had to quickly
communicate an update to staff. To do this, the CEO recorded a
video to talk about how this would impact employees. Holding
messages and signposts to information were displayed on the
intranet, leaders met with employees face to face and a text alert
service was set up directing people to check their inbox.
 Faced with an unexpected last minute issue and a period of
uncertainty, the O2 team activated swiftly to ensure the news and
questions likely to be asked were answered and guidance was
given. They used a variety of channels to ensure all employees
were communicated to throughout the day, with promises made
to ensure continual updates as things progressed.

11.  Unilever uses collective intelligence to take action
 Where we heard about it: BOC Internal Communications
Conference, March 2016.
 Theme: Unilever’s biennial survey of 170,000 global employees
would follow the steps: data cleansing, translation,
implementation and review. But making changes from feedback
was taking eight months.Unilever shifted its focus to collective
intelligence, simplifying the survey and creating a platform for
colleagues to share comments, ideas, solutions and opinions
alongside survey data. Employees are encouraged to combine
their knowledge and insight and visualisation was used to present
the data.
 Why we love it: Canvassing the opinions of 170,000 people was
always going to be a tough challenge, but Unilever’s new platform
showed the company's commitment to taking action from
feedback. Analysis can now be turned around in just four weeks.