Interpersonal Skills in Organizations

Citation

Solidoro, A. (2009), "Interpersonal Skills in Organizations", Journal of European Industrial Training, Vol. 33 No. 5, pp. 472-474. https://doi.org/10.1108/03090590910966616

1 Book synopsis

Communication and interpersonal skills are of increasing interest to business schools and organizations, which are affected more and more by interpersonal interactions between different stakeholders.

Interpersonal Skills in Organizations by De Janasz, Down and Schneider is testimony to this and provides a comprehensive and yet agile handbook which balances theory and application, providing tips and techniques as well as theoretical grounding. The overall purpose of the text is to provide an overview of the key contemporary issues involved in the interpersonal relations of work, as well as aiding an understanding of self and how the self interacts with others to facilitate organizational success. The authors have designed this text for students and instructors, but it equally answers the needs of both employees and managers in working effectively together. This third edition incorporates new academic and commercial sources of information to reflect current trends and research on these topics.

Each of the 19 comprehensive chapters of the textbook (each one related to a skill area) begins with a set of questions that relate to the learning objectives; while a case study helps the reader understand how this skill applies in real world situations. The chapters are grouped into four units: understanding self (intrapersonal skills), working effectively with others (interpersonal skills); working in teams, and leading individuals and groups; and this modular structure presents an opportunity to give due attention to areas which may have typically been, up until now, covered minimally by other textbooks. Some examples of new topics not addressed substantively in other books are problem solving techniques, collaborative decision making, the importance of creativity, management's role in supporting and stimulating creativity, media exposure and richness in facilitating team success and team coaching. This edition also greatly expands its coverage of the use of virtual methods for connecting employees working on teams (chapter 10 and 12) and discusses how the increased use of blogs and web sites such as MySpace and Facebook are changing the way in which individuals network (chapter 16). There are also new text boxes which have been added in several chapters to show examples of these skills in today's workplace. For example, Chapter 14 includes an illustration of how Google, one of today's hottest and most creative companies, is using laughter and ‘fun’ to increase worker creativity.

2 Evaluation

This book does not just attend to the central and emerging realities, practices and skills that any student in MBAs and business faculties needs to understand, but it also considers what they need to appreciate to bring about a successful working future. The textbook thus encourages a well‐rounded approach in the student by drawing the student towards each issue through strategies and techniques for learning. It also uses skills that are offered with the help of numerous practical examples in both professional and personal settings, as well as many exercises, both reflective or experiential (some are designed to be performed in a class environment while others can be performed outside the classroom). In addition, a companion video and web site may enhance students’ overall learning experience and there is also a manual available for use by instructors.

Interpersonal Skills in Organizations may be used for actual course design, or as a means of stimulating a more interactive, student‐centred learning environment. Whatever its use, anyone interested in organizational behaviour, management and communication skills will appreciate the wide‐ranging nature and freshness of this textbook which addresses the requirements of corporations for a improved communication, interpersonal interactions and inventiveness.

3 In the authors' own words

… as a colleague and manager of other employees, you can play a role in creating an environment that truly encourages and stimulates creativity. The concept of creating an open and relaxed environment is so profound that innovative firms such as Google, Oracle, and At&T take great care in creating unique workplace. Businesses from airlines to grocery stores are challenging the conventional approaches to invigorate and bring out the best in their workforce. Therefore, how you respond to others’ creative ideas sends a strong message for future attempts (pp. 296‐7).