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Sunday, May 17, 2009

Discuss the concept of inter-personal relationships. Discuss the existing interpersonal relationship scenario of your organisation.

Discuss the concept of inter-personal relationships. Discuss the existing interpersonal relationship scenario of your organisation or an organisation you are familiar with. Suggest few improvement strategies to develop the skills required for the inter-personal relationship. Briefly describe organisation you are referring to.

(a) Interpersonal dynamics in an organisation
Interpersonal relationship in an organisation is a psychological factor. It is based on the behaviour of individuals towards each other and towards organisation. Individuals tend to cooperate each other in order to gain a long term developing relationship more focus is on human relationship in the company and an approach to develop in an environment where teamwork is the key. If any individual of the team fails the entire team towards the success of the organisation. There is no formal planning but a dynamic approach on self-going basis towards enrichment of the personal relationship. This has a long-term impact on the consumers of the organisation. It does not involve the formal organising. Organising is a part of general routines of operations and on as when basis controlling is missing and no formal control from external side in imposed on the individuals. Personal behaviour however develops a control from within. Self-motivation leads to development of a long term interpersonal relations with various team members. Relations are hence an approach of teamwork.
Management by objectives It is a management concept that is now practised around the world. It is a comprehensive management system that integrates many key managerial activities in a systematic manner and that is continuously directed towards effective and efficient achievement of organisation and individual objectives. It is a efficient tool for performance appraisal. Performance are evaluated against present objectives by subordinates. It encourages self appraisal and self development. It is not necessary that objective setting start at top rather it may start at divisional level. One of the critical needs in MBO is the development and dissemination of consistent planning premises. No managers can be expected to set goals or establish plans and budget without guidelines the first step for the top manager is to perceive what is the mission and most important goals of an enterprise. The time period to achieve these goals is also mentioned. There is a critical evaluation of the strengths and weakness of the company. The process of working out goals with subordinates reveals both problems they should deal with an opportunity that they were not aware of.
The relation of expected results and responsibility for attaining is normally overlooked. After making sure that managers have been informed of general objectives, strategies and planning, premises the superior can then proceed to work with subordinate in setting their objectives. Setting subordinate goal does not mean people can do whatever they want superior must listen to and work with their subordinates. All managers at all levels need resources to accomplish their goals. By relating these resources they can see the most effective way of allocating them MBO results in better managing often forces manage to clarify the structure of organisation, encourage the people to commit them to their goals, and help in developing effective control.
Decentralisation on the other hand is a method of giving away the task to be completed to the different units so that a under market area can be covered. No expertise like delegation is required but a common protocol is expected to be followed. Task is so divided that timely completion is ensured. Better prospects of growth exist in generating more productive work and profits. Each decentralised unit acts as an independent unit but must contribute towards the common profit generation. Policies and strategies for the each unit may vary from other however common pricing mechanism is followed to do away with the ambiguous situation. Decentralisation hence promotes the growth of an organisation in a productive manner.
Communication process involves effective correlation of the message. What a sender intends to send must be interpreted wholly to the receiver psychological problem in communication process. In a climate containing these forces any message is viewed with skepticism. Distrust can be the result of the inconsistent behaviour by the superior, or it can be due to past experience in which subordinates were punished for honestly reporting unfavorable but true, information to the Boss. Similarly in the light of threats-whether real or imagined people tend to tighter up, become defensive and distrust information. What is needed is a climate of trust, which facilities open and honest communication. In many cases people have a premature evaluation of the other person and approve or disapprove beforehand about what is being said, it is not fair. Before trying to understand the speakers reference this judgement must not be taken. Thus to avoid the psychological problems the communication must exist in a friendly environment with a deliberate formal addresal to make a homely impact and the user oriented behaviour. There must not be ambiguity in terms of the body language and the actual words said. Inter-personal relationship is very useful in ICICI Bank where I am working since 2000. It can be further improved by get to gather of managerial staff as well other staff members.