interpersonal

Examples of interpersonal in the following topics:

• Mintzberg's Management Roles

  • Mintzberg defined ten management roles within three categories: interpersonal, informational, and decisional.
  • Henry Mintzberg (1973), the Cleghorn Professor of Management Studies at McGill University, defined ten management roles within three categories: interpersonal, informational, and decisional.

• Challenges to Achieving Organizational Diversity

  • There are various challenges to achieving diversity at individual, interpersonal, and organizational levels.
  • There are various challenges to achieving diversity, ranging from the difficulties of defining the term to the individual, interpersonal, and organizational challenges involved in implementing diversity practices.
  • Communication, be it via language or cultural signals, is also a critical challenge in the interpersonal arena.

• Types of Communication: Verbal, Written, and Nonverbal

  • Social psychologist Michael Argyle said that while spoken language is normally used to communicate information about external events that impact the speakers, non-verbal codes establish and maintain interpersonal relationships.
  • Humans communicate interpersonal closeness through series of non-verbal actions known as immediacy behaviors.

• Styles of Interpersonal Conflict

  • Affective conflict relates to trouble that develops in interpersonal relationships among team members.

• Interpersonal Skills of Successful Managers

  • The development of human skills—which could be perceived as a combination of social, interpersonal, and leadership skills—is central to the success of a manager.
  • Interpersonal skills and communication skills lie at the center of human-based managerial considerations.

• Frontline Management

  • Frontline management balances functional expertise with strong interpersonal skills to optimize specific operational processes.
  • A front line manager needs to have two distinctive skill sets: the interpersonal skills to manage people alongside the technical expertise to be among the front lines actively executing functional tasks.
  • However, on the interpersonal side they should be effective at:

• Equity Theory

  • Equity theory explains the relational satisfaction in terms of fair or unfair distribution of resources within interpersonal relationships.
  • Equity theory attempts to explain relational satisfaction in terms of perceptions of fair or unfair distributions of resources within interpersonal relationships.

• The Trait-Theory Approach

  • Interpersonal attributes:These relate to how a leader approaches social interactions.
  • These include interpersonal skills, problem-solving skills, and communication skills.
  • This model contends the following traits are correlated with strong leadership potential: extroversion, agreeableness, conscientiousness, openness, neuroticism, honesty, charisma, intelligence, creativity, achievement motivation, need for power, communication skills, interpersonal skills, problem-solving skills, decision-making skills, technical knowledge, and management skills.

• The Role of Teams in Organizations

  • The final team process is one of interpersonal efficiency, or refining the team dynamic for efficiency and success.

• Sources of Power

  • It is based on the personality and interpersonal skills of the power holder.
  • A person may be admired because of a specific personal trait, such as charisma or likability, and these positive feelings become the basis for interpersonal influence.
  • These tactics are more direct and interpersonal and can involve collaboration or other social interaction.
  • For instance, interpersonally-oriented people tend to use soft tactics, while extroverts employ a greater variety of power tactics than do introverts.