Interpersonal relations entail a rapport and cohesion that people develop as they interact with each other. Interpersonal relations in an organization mainly stem from the ethics that people within the organization use in their daily work and the level of professionalism that they apply (Vokic, Nina &Tomislav32). Furthermore, interpersonal relations are built on a range of skills, activities, and milestones, which the people must follow in order to relate well with each other. The paper explores the subject of interpersonal relations in an organization in terms of its principles and importance in building good interaction.
Initially, good interpersonal relations in an organization are essential considering the benefits attached to the practice. People communicate in an organization all the time and in the process, they develop some relationship among themselves. Moreover, people interact in the organization all the time hence the premises of interpersonal relations in an organization are wide.
Knowledge of appropriate interpersonal relation skills is also essential because communication is irreversible. It is apparent that withdrawing what has been said is challenging despite the consequences of the uttered statement. For example, in an organization, the information released to clients will affect their decisions, yet one cannot take it away from them. This makes it imperative that whenever an organization or individual is communicating something, they must think of the consequences of the information that they are disseminating and the reactions of various stakeholders upon getting it.
Besides the fact that interpersonal relations are vital, fostering good interpersonal relations is challenging. The only similarity between marketing and relations is that in both, one must be able to fit in the minds of all people. Before you communicate anything to a group of people in the organization, you must ensure it is rational to all age groups, religions, cultures, and moods. It is increasingly complicated to figure out all the virtues in the people, which complicate interpersonal relations even more.
Interpersonal relations are contextual. One relates with people in an organization depending on the context and scenario they are in at that time. When the organization has a bad public image, for example, the interpersonal relations between the manager and the marketing department become most imperative. People in the organization also tend to interact more when they are working on similar tasks or when they depend on each other for several reasons.
Importance of interpersonal relations in an organization
Interpersonal relations in an organization help to improve cohesion in the organization (Nelson 241). When people relate in the organization, they are able to learn about the activities that take place across departments. An individual from the production department, for example, can learn from the marketing department what consumers say about the products and improve on the areas of interest. Moreover, interpersonal relations in an organization help to develop long-term relations and good public relations, which work well for the organization (Nelson 239). Any organization needs to look well in the eyes of the customer and most of the people will do their best to please the customers. However, through proper interpersonal relations, a company will attract the customer through cohesion and collaboration in the organization that goes a long way in dictating quality.
Interpersonal relation entails how people interact and feel towards each other. Four main pillars characterize the interpersonal relations in an organization. Interpersonal relations are irreversible, unavoidable, complicated, and contextual. The main importance of interpersonal relations is cohesion, long-term relations and good public relations.
Nelson, Julie A. "Getting Past "Rational man/emotional Woman": Comments on Research Programs in Happiness Economics and Interpersonal Relations." International Review of Economics 57.2 (2010): 233-53. ProQuest.Web. 4 Nov. 2013.
Vokic, Nina Poloski, and TomislavHernaus. "Interpersonal relations at work perceived by Croatian and worldwide employees and by different age, gender, education, hierarchical and company size groups - empirical evidence." Management : Journal of Contemporary Management Issues 10.1 (2005): 23-49. ProQuest.Web. 4 Nov. 2013.