Managing Processes:

Interpersonal Relations

Sudirman Said
Kuliah Umum Mata Kuliah Kepemimpinan

D-IV Akuntansi Polteknik Keuangan Negara

20 Januari 2021
Leadership Journey ..

Managing Changes

Managing Process (s)

Managing Organization (s)

Managing Group (s)

Managing Individual (s)

Manajerial Leadership Skills

Conceptual Skills

Human
Relation
Skills
Technical Skills

First line Middle Top

Management Management Management
Managing Interpersonal Communication
Introduction

• The very nature of managerial works involves giving, receiving and sharing information
on daily and almost basis.
• Interpersonal communication is a foundation for better communication throughout the
organization

• A major challenge for members of

organization is handling information
exchanges to create a shared meaning
(up, down and across the
organization).
Interpersonal Communication

1. Interpersonal communication is the process of sending and receiving symbols with attached
meanings from one person to another
2. Three key elements in the interpersonal communication:
• a source,
• a message,
• a receiver
Enhanced Model of Communication Process

ENCODER
ENCODER RECEIVE
RECEIVE
SENDER
SENDER TRANSMITT
TRANSMITT CHANNEL
CHANNEL DECODER
DECODER R
R
ER
ER

Message Transmitted Received

Message Message

NOISE
NOISE
DISTORTI
DISTORTI
ON
ON
The Communication Process

MESSAGE

FOLLOWER
FOLLOWER
LEADER’S
LEADER’S  Words
 Paralanguage ’S
’S FOLLOWE
FOLLOWE
LEADER
LEADER PERCEPTIO
PERCEPTIO  Nonverbals PERCEPTIO
PERCEPTIO R
R
NS
NS NS
NS

1 2 3

This area is related to how This area is related to This area is related to how
the leader’s perception filter different dimensions of the the follower’s perception
the communication messages that pass between filter the communication
leader and follower
Communication Channels

1. Formal Channels: channels that follow the chain of command established by the organization’s
hierarchy -- typical for written communication in the form of letter, memos, policy statements

2. Informal Channels: channels that do not adhere to the organization’s hierarchy -- usually coexist with
the formal channels but frequently skipping levels of hierarchy and cutting cross vertical chains of
command

3. Quasi-formal Channels: plans communications connections between holder of the various position
within the organization -- i.e. the management information systems.
Barriers To Interpersonal Communication

1. Physical distractions
2. Semantic problems
3. Cultural differences
4. Mixed messages
5. The absence of feedback
6. Status effect
Active Listening

• Active listening is a sender-oriented approach to communication which encourages a free and

complete flow of communication from the receiver too the sender.

• Guidelines for active listening:

• listen for message content
• listen for feelings
• respond to feelings
• notice all clues, both verbal and nonverbal
• reflect back to the sources, in your own words, what you think you are hearing
Constructive Feedback

Characteristics of Constructive Feedback

1. Given directly and with real feeling, ideally based on a foundation of trust
2. Specific rather than general, with good clear examples
3. Given at a time when the receiver appear most ready to accept it
4. Checked with others to support its validity
5. In respect to things that the receiver can really do something about
6. Not more than receiver can handle at any particular time
How To Give Criticism

As a supervisor, it often helps to make criticism more productive if

you:
• Get the point
• Describe the situation in specific terms
• Mutually on the sources of problem and solution
• End by having the subordinate summarize the meeting and the solution
Managing Conflicts
Conflict

Conflict is a situation in which two or more people disagree over

issues of organizational substance and/or experience some
emotional antagonism with one another
There are two kind of conflicts:
1. Substantive Conflicts, is conflicts that occurs in the form of
fundamental disagreement over ends or goals to be pursued
and the means for their accomplishment

2. Emotional Conflicts, is conflicts that involves interpersonal

difficulties that arise over feelings of anger, mistrust, dislike,
fear, resentment, and the like

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Level of Conflicts

1. Intrapersonal Conflicts, is conflicts that occurs

within the individual due to actual or perceived
pressures from incompatible goals or expectations
2. Interpersonal Conflicts, is the conflicts that occurs
between two or more individuals
3. Intergroup Conflicts, is conflicts that occurs among
groups in a organization
4. Interorganizational Conflicts, is conflicts that occurs
between organizations

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Constructive and Destructive Conflicts

1. Constructive Conflicts, is
conflicts that result in positive
benefits to the group

2. Destructive Conflicts, is conflicts

that works to the group’s or
organization’s disadvantage

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Conflicts Situations

1. Vertical Conflicts, is conflicts that occurs between hierarchy levels,

2. Horizontal Conflicts, is conflicts that occurs between person or group at the
same hierarchy level
3. Line -staff Conflicts, is conflicts that occurs between line and staff
representatives
4. Role Conflicts, is conflicts that occurs when the communication of task
expectations proves inadequate or upsetting

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Conditions That Create Conflicts

1. Work-flow Interdependence, when a person or group must rely on task

contributions from one or more others to achieve goals
2. Power And/or Value Asymmetry, exists when interdependent people or
groups differ substantially from one another in status and influence or in
values
3. Role Ambiguity or Domain Ambiguity,
4. Resources Scarcity
Conflicts Management Approach

Conflict resolution occurs when the reasons for a conflict are eliminated

1. Indirect Conflict Management Approach

a. Appeals to common goals
b. Hierarchical referral
c. Organization Redesign
d. Use of mythology and scripts
2. Direct Conflict management Techniques
a. Lose-lose conflicts
b. Win-lose conflicts
c. Win-win Conflicts

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Guidelines For Bargaining

• Make a demanding but not outrageous initial offer

• Encourage compromise without appearing weak

• Use rational persuasion to bolster your position

• Don’t be greedy

• Help other person save face

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Conflict Management Grid
Cooperative
Cooperativeness
(attempting to satisfy the other
party’s concerns)
Uncooperative
Smoothing or Collaboration
Accommodation and Problem Solving
Letting the other’s wishes rule; Seeking true satisfaction of everyone’s concerns
smoothing over differences to maintain by working through
superficial Differences;
Harmony finding and
Compromise Solving problem
Working towards partial so everyone gains
satisfaction of everyone’s as a results
concerns seeking
acceptable rather than Competition or
optimal solution that no Authoritative
one totally wins or loses Command
Working
Avoidance against the wishes
Downplaying disagreement, failing to of the other party, fighting to dominate
participate in the situation, and/or in win-lose competition, and/or forcing
staying neutral at all cost things to a favorable collusion through
the exercise of authority
Unassertive Assertiveness Assertive
(attempting to satisfy one’s own concern) 22
Use Conflicts Management Styles

• Collaboration and Problem Solving, used to gain true conflict resolution, time and other circumstances
permitting
• Avoidance, used when an issue is trivial or more important issues are pressing or to let people cool down
and regain perspective
• Authoritative Command, used when quick and decisive action is vital or when unpopular actions must
be taken
• Accommodation, used when conflicts issues are more important to others than to oneself or when a
person wants to build credits for use in later issues
• Compromising, used for temporary settlements to complex issues or to arrive at expedient solutions
when time is limited

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Understanding Office Politics
Interoffice Politics

Interoffice politics are inevitable. Managers must

become comfortable with political behavior in the
workplaces and then use that behavior responsibly
and to good advantage.

Views on Interoffice Politics

• Politics as Machiavellianism
the tendency to seek control other people through opportunistic, manipulative behavior

• Politics as a necessary
function resulting from differences in the self interest of individuals

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 The Functions of Office Politics

• Office Politics is not a matter of good or bad.

• It can serve a number of important functions:

• Overcome personnel inadequacies -- mismatches
between people and positions in organizations. Office
Politics provides a mechanism for circumventing these
inadequacies and getting the job done
• Cope with change.
• Substitute for formal authority.

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Conditions that Stimulate Politics: Uncertainties

• interruptions in the availability of critical resources

• ambiguity (no clear meaning) or equivocally (more than one possible meaning) in the available
information
• goals, objectives, work roles, or performance measures that are not well-defined
• unclear rules for such things as who should make decision
• change of any type: reorganization, budget reallocations
• Other conditions: organizational size, hierarchical level, membership heterogeneity, decision
importance

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 Political Tactics

1. Acquiring Interpersonal Power

2. Forming Coalition -- a group that forms to allow its members to
combine their political strength in order to pursues interests they
hold in common
3. Cooptation -- making former adversaries into allies by involving
them in planning and decision making process
4. Ingratiation and impression management. Ingratiation is the use
of praise and compliments to gain the favor or acceptance of
others. Similarly, impression management involving behaving in
ways intended to build a positive image.
5. Acquiring Structural Power
6. Controlling Critical Resources/ access to information sources

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Managing Destructive (OFFICE) Politics

• Set an example - assertive punishment

• Communicate openly
• Reduce uncertainty
• Manage informal coalitions and cliques
• Confront political game players
• Anticipate the emerge of damaging politics

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Guidelines for Networking

• Use ceremonies, meetings and social events

• Join groups with opportunities to make contacts

• Do unconditional favors for people

• Show appreciation and positive regard

• Become a valuable trading partner

• Keep in touch with network members

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Turning Power into Influence

Strategies of Exercising Influence

• Reason : using facts and data to support logical argument

• Friendliness : using flattery, goodwill, and favorable impressions

• Coalition : using relationship with other people for support

• Bargaining : using the exchange of benefits

• Assertiveness : using a direct and forceful personal approach

• Higher Authority: gaining higher-level support for one’s request

• Sanctions : using organizationally derived reward and punishment

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The Ethics of Power and Politics

• Power is nonpolitical when it remains within boundaries of

usually formal authority, organizational policies and procedures,
and job descriptions, and when it is directed toward ends
sanctioned by the organization

• When the use of power moves outside the realm of authority,

policies, procedures and job descriptions or when it is directed
toward ends not sanctioned by the organization, that use of power
is said to be political.

• When the use of power moves into the second type of use,
important ethical issues emerge

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Daftar Pustaka

• Robbins, S. P., & Judge, T. (2007). Organizational behavior. Upper Saddle River, N.J: Pearson/Prentice Hall.
• Schermenhorn, J., Hunt, J. G., & Osborn, R. N. (2013). Organizational Behavior. John Willey and Sons. Inc.

Thank You