FACULTY OF BUSINESS AND MANAGEMENT

DIPLOMA IN OFFICE MANAGEMENT AND TECHNOLOGY

OBM155:
INTERPERSONAL COMMUNICATIONS FOR OFFICE PROFFESIONALS

INDIVIDUAL ASSIGNMENT:
MINDMAP FOR ALL CHAPTERS

PREPARED BY:
AINA BATRISYIA BT NOR HUZAIMAN (2019212734)

PREPARED FOR:
MADAM SITI FATIMAH MARDIAH BINTI HAMZAH
 CHAPTER 1:
FOUNDATION OF INTERPERSONAL COMMUNICATION
Competence- ability to
communicate effectively as a Feedback Messages Feedforward messages
source and/or receiver
CHANNELS
SOURCE- MESSAGES • Medium through
Encoding- the act RECEIVER which messages pass
of producing
messages.
Decoding- the act NOISE Physical
ENCODING-
of understanding • Anything that
DECODING distorts the Semantic
messages
messages Physiological
Psychological
Physical CONTEXT
• Influence the form & ETHICS
Temporal contents of the
messages
Social-
psychological
Moral dimension of The rightness and
Cultural context
communication wrongness of
communication
 Ever-changing Elements are ➢ TO LEARN- Learn about
Can be interpreted as interdependent yourself & external world
process
having more than 1 ➢ TO RELATE- To establish
meaning & maintain close
Exists in all
relationships
messages
➢ TO INFLUENCE-
A TRANSACTIONAL Influence attitudes of
PROCESS others
PURPOSEFUL ➢ TO PLAY- Tell jokes
AMBIGUOUS
SYMMETRICAL ➢ TO HELP- Console a
- 2 individual friend
mirror each
other’s behavior REFERS TO
INTERPERSONAL
RELATIONSHIP MAY CONTENT &
BE SYMMETRICAL/ RELATIONSHIP
COMPLIMENTARY
COMPLIMENTARY
-2 individuals
engage in different INEVITABLE,IRREVERSIBLE,
behaviors A SERIES OF
No clear cut UNREPEATABLE
beginning &
PUNCTUATED
✓ INEVITABLE- Communication can be prevented
ending EVENTS
✓ IRREVERSIBLE- What you have communicated remains
PUNCTUATION communicated; you cannot uncommunicated
-Tendency to divide the
communication transactions into ✓ UNREPEATABLE- Communication is unrepeatable because
stimuli & responses everyone & everything is constantly changing
 • A process which you learn the rules & Culture- SENSITIVITY TO
ACCULTURATION norms of a culture different from your Specific DEMOGRAPHIC CULTURAL
CHANGES DIFFERENCES
native culture nature
• A process which you learn your own
ENCULTURATION
culture since born

ETHNIC • Beliefs & philosophy of your culture

• Can act as a protective shield against
The
IDENTITY ECONOMIC & SPREAD OF
discrimination POLITICAL
INTERDEPENDENCE
Relevance TECHNOLOGY
of Culture

H ➢ Much of the information –in the HIGH POWER DISTANCE

O context /person
➢ Spends lots of time to get to
W know people
➢ Great emphasis on personal
relationships/oral agreements
➢ Save face
✓ Most of the information is
explicitly stated in the
verbal message
✓ Also individualist cultures
✓ What is omitted creates
ambiguity
✓ Directness, insensitive,
open, honest
o Concentrated in the few
hands
o Friendships & romantic
relationships are expected to
take place within cultural
class
o Direct confrontation &
assertiveness viewed
negatively
o Shows great respect for
authority
o Rely more on symbols of
power
• Evenly distributed
throughout the citizenry
• Friendships & romantic
relationships based on
personality, appearance
and etc
• Feeling of equality, acting
assertively
• Certain distrust of authority
• Rely less on symbols of
power
 Feel unthreatening by unknown situations
Accept uncertainty as it comes, may encourage ➢ Focus on future rewards
different approaches & perspective
Minimize the importance of rules governing
communication & relationships ➢ Focus more to the past & present
Readily tolerates the rules breaker as the cultural ➢ More on present rewards
majority
LOW AMBIGUITY See uncertainty as threatening
TOLERANT ✓ Responsible for themselves & • Responsible for entire group
Create very clear-cut rules for communication that
immediate family • Success measures by the
must not be broken
✓ Success measures by extent contribution to the group
❑ Emphasize success & socialize their people to be assertive, to which you surpass the other • Responsible to the social
ambitious & competitive group members groups rule
MASCULINE ❑ Confront conflicts directly ✓ Responsible for own • Responsible for the
CULTURES ❑ Win-lose solutions conscience & individual accomplishment and failure is
matters shared
❖ Emphasize life quality & socialize their people to be modest ✓ Favor directness, compete for • More on cooperation,
FEMININE & prioritize close interpersonal relationships leadership leadership is shared
CULTURES ❖ Confront conflicts by compromise/negotiate ✓ Distinction between in-group • Distinction between in-group
❖ Win-win solutions & out-group less important & out-group is important
EDUCATE RECOGNIZE CONFRONT YOUR
RESTRAINT YOURSELF DIFFERENCES STEREOTYPES
❑ Emphasize gratification ▪ Regulated by social • Understand & anticipate ➢ Differences between ✓ Reduce your
desires norms culture shock yourself and the culturally ethnocentrism
❑ More happy people ▪ More cynical & • Recognize & face your different ✓ Adjust your
❑ Have more positive pessimistic members own fears ➢ Differences within the communication
attitudes ▪ More unhappy people • Learn about other culturally different group
❑ Loose gender roles ▪ Rigid gender roles culture ➢ Differences in meaning
 CHAPTER 3:
PERCEPTION & THE SELF IN INTERPERSONAL COMMUNIC ATION

A measure of how
valuable you think you
are Stimulation

SELF ESTEEM

PART 1 Recall Organization

PART 2:
PERCEPTION
SELF- SELF
Process by which
AWARENESS CONCEPT become aware of objects,
events and people
around us
Extent to
which you
know yourself
OTHERS’ Interpretation-
IMAGES
CULTURAL Memory Evaluation
TEACHINGS
SOCIAL SELF-
COMPARISON EVALUATION
 Will lead you to see what
you expect or want to see

Perceptual
A prediction that comes true Accentuation
because you act on it as if it was true Halo Effect

Self-fulfilling Implicit Reverse Halo Effect

prophecy Personality Theory

What comes first exerts

the most influence
Primacy Effect
Recency Effect
What comes last (most
recently) exerts the
most influence
Primacy- Attribution • Take credit for the positive
Recency of Control
Consistency Fundamental Attribution •
Error
• Occurs when assess
someone’s behavior but
The tendency to maintain balance overvalue the contribution
among perceptions or attitudes of internal factors
Self-serving Bias
and deny responsibility for
the negative
Overattribution
Tendency to stick out obvious
characteristics of a person & attribute
everything that a person does to
these obvious characteristics
CHAPTER 4: LISTENING IN INTERPERSONAL COMMUNICATION

THE PROCESS OF LISTENING & WAYS TO IMPROVE THE SKILLS

Focus attention on the Avoid assuming you
speaker’s message understand
RECEIVING UNDERSTANDING See the speaker’s message
Avoid distraction from one’s point of view
HEARING AND ATTENDING TO Interpret meaning from the
THE MESSAGE message you hear Ask questions for
Maintain your role as
clarification
listener and avoid
interrupting Rephrase the speaker’s
ideas in your own words
Resist evaluation
EVALUATING REMEMBERING Identify central idea
Distinguish facts Thinking critically about and Summarize the message
from inferences Retaining what you hear
judging the message in memory Repeat names and
Recognize fallacious
key concepts
reasoning
Support the speaker’s talk
RESPONDING
Own your responses
Answering or giving feedback
to the speaker Resist response by solving
others’ problem
 STYLES AND TECHNIQUES OF EFFECTIVE LISTENING
Emphatic Objective NON-JUDGEMENTAL
Listen to feel other’s Measure someone’s Listen with open CRITICAL LISTENING
feelings, fully feelings against mind.
Analyzed and evaluate
understand the objective reality the message.
other’s meanings Emphatic Non-
T ✓ Punctuate the message
E from the speaker’s POV. and Judgemental ➢ Avoid prejudging
C ✓ Engage in equal, two-way
H conversation.
Objective and Critical ➢ Avoid filtering/oversimplifying
messages
N ✓ Seek to understand both Listening Listening ➢ Recognized own biases
I thoughts and feelngs. ➢ Avoid sharpening
Q ✓ Avoid offensive listening. ➢ Recognized the fallacious words
U ✓ Strive to be objective-listen
E to friends alike. ACTIVE
S
Process of sending back to
the speaker as what you
(listener) think the speaker
Surface and Active and meant

Depth Inactive
Listening Listening ❖ Paraphrases the
o Focus on both verbal & non-verbal messages. speaker’s meaning.
o Listen for both content and relational ❖ Express
messages. understanding of the
o Make special note of self-reflective statements. speaker’s feeling.
o Don’t disregard the literal meaning. ❖ Ask question.
 CHAPTER 5: VERBAL MESSAGES
PRINCIPLES OF VERBAL MESSAGES
Meanings are in people, not words Objective definition
Denotation
No word or message will mean the Connotation Subjective/Emotional
same thing to two different people meaning
Different words,
Same meaning Snarl Words (-ve) “He’s a pig,”
BYPASSING Meanings
Message
Same words, Are Purr Words (+ve) “They’re the
Different meaning Meanings
Denotative
Are in greatest,”
&
People
Acknowledges & Connotative
accepts other person Use I-messages
Increased self- Make sure your facial
CONFIRMATION Messages Messages
esteem expression/feelings is positive
Can Confirm Can
Disagree/reject the REJECTION Name the behavior you’re
and Criticize &
person’s ideas praising
Still recognize the person Disconfirm Praise
Take culture into consideration
Ignores the other’s presence
& communication DISCONFIRMATION Own your thoughts & feelings
Lowered self-esteem OFFENSIVE LANGUAGE Be clear
Avoid ordering/correcting
Consider the context of the criticism
HETEROSEXISM
GUIDELINES FOR USING VERBAL MESSAGES EFFECTIVELY
View labels rather than Judge whole based on Descriptions based
things or people as they experience with part on thing you observe
exist

INTENTIONAL ORIENTATION ALNESS ORIENTATION FACTUAL STATEMENTS

III. Distinguish
1. Extensionalize: II. See the between facts &
Avoid intentional individual: inferences:
orientation Avoid alness Avoid fact-
inference confusion

EXTENSIONAL ORIENTATION NON-ALNESS INFERENTIAL STATEMENT

ORIENTATION

View people/things as There is always Conclusions based

they are rather than how more to know & say on what you observe
they are talked about
their labels
 EMBLEMS
CHAPTER 6: NON VERBAL MESSAGES To monitor feedback
To secure attention
ILLUSTRATORS HEIGHT WEIGHT To regulate the
EYE CONTACT conversation
AFFECT
To signal status
DISPLAYS BODY APPEARANCE EYE AVOIDANCE
To compensate for physical distance
ADAPTORS BODY GESTURES
Dilated pupils more attractive
REGULATORS BODY EYE than constricted ones
COMMUNICATION reveals your
COMMUNICATION
interest & level of
FACIAL
PUPIL DILATION emotional aroused
COMMUNICATION
Enlarged= interested in something/
emotionally aroused
✓ INTENSIFY FACIAL TOUCH COMMUNICATION
✓ DEINTENSIFY
COMMUNICATION
✓ NEUTRALIZE
✓ MASK
✓ SIMULATE
THE MEANINGS OF TOUCH TOUCHING AVOIDANCE
➢ POSITIVE EMOTIONS- support o Fear/anxiety
➢ PLAYFULNESS-Desire to play o Older person have
➢ CONTROL THE ATTITUDE/FEELINGS
When you express Holds that your facial -”Move over,” higher touch
emotions facially, expressions influence ➢ RITUALISTIC-shake hands to say hello avoidance scores for
a feedback effect your physiological ➢ TASK-RELATED- Check one’s forehead opposite-sex person
is observed. arousal for fever
than younger people
 I. Time to think
Paralanguage FUNCTIONS II. To hurt others
& People Perception III. To say nothing
Paralanguage IV. To achieve specific effects
& Persuasion
SILENCE ✓ This theory argues that you are
Culture & Paralanguage more likely to voice agreement than
THE SPIRAL
INTIMATE DISTANCE disagreement
PROXEMIC OF SILENCE
✓ Voice your opinion when you agree
SOCIAL DISTANCE DISTANCES
with the majority than when you
PERSONAL DISTANCE
SPATIAL MESSAGES disagree
PUBLIC DISTANCE ✓ Avoid being isolated from the
majority/fear of being proved
SPACE DECORATION wrong
COLOUR COMMUNICATION ARTIFACTUAL TERRITORIALITY
COMMUNICATION ➢ PRIMARY TERRITORIES: Your own areas
CLOTHING & BODY ✓ CENTRAL :Items you place in a territory to ➢ SECONDARY TERRITORIES: Areas that do
ADORNMENT reserve it not belong to you but you have occupied
SCENT ✓ BOUNDARY: Divide your territory from ➢ PUBLIC TERRITORIES: Areas that are open
others to people
TEMPORAL ✓ EAR: Indicate possession of a territory or
COMMUNICATION object o WITHDRAWAL: Leave the scene
o TURF DEFENSE: Defend the territory
MONOCHRONIC TIME POLYCHRONIC TIME o INSULATION:Build barriers between
i. Does one thing at a time i. Does several things at once
yourself and those who would
ii. Treats schedules earnestly ii. Treats schedules as useful encroach on your territory
iii. Considers job as the tools o LINGUISTIC COLLUSION- Speak jargon
primary part in life iii. Considers the family & that the invadors don’t understand and
iv. Consider privacy interpersonal relationships exclude them from your interaction
exteremely important more important that the job
iv. Actively involved with others
 CHAPTER 7: PRINCIPLES OF CONVERSATION
SELF-REFERENCES CUTE-FLIPPANT OPENERS
OTHER REFERENCES OPENING OPENING
INNOCUOUS OPENERS
REFERENCES LINES
RELATIONAL REFERENCES
DIRECT OPENERS -TO OPEN THE CHANNELS
CONTEXT REFERENCES
OF COMMUNICATION
-TO PREVIEW THE
➢ REFLECT BACK TO THE OPENING MESSAGE
CONVERSATION & SUMMARIZE IT -TO DISCLAIM

➢ DIRECTLY STATE TO END THE -TO ALTERCAST

CONVERSATION & GET ON WITH
OTHER THINGS
CLOSING FEEDFORWARD
➢ REFER TO FUTURE INTERACTION

➢ ASK FOR CLOSURE

➢ STATE THAT YOU ENJOYED THE

INTERACTION
FOCUS OF THE CONVERSATION
✓ POSITIVE-NEGATIVE
✓ PERSON FOCUSED- THE LONGEST PART OF CONVERSATION
MESSAGE FOCUSED
✓ IMMEDIATE-DELAYED
FEEDBACK BUSINESS SPEAKER & LISTENER ROLES EXCHANGES
EMPHASIZE COMMUNICATION ARE GOAL
✓ LOW MONITORING-
DIRECTED
HIGH MONITORING
✓ SUPPORTIVE-CRITICAL FULFIL GENERAL PURPOSES
 MAXIM OF QUANTIY- Say what necessary only
MAXIM OF QUALITY- Say what assume true, not false
PRINCIPLE OF MAXIM OF RELATION- Talk what is relevant to the conversation
COOPERATION MAXIM OF MANNER- Use terms that
listener understand Deep concern for other person and relationship

Objective, mutual understanding & empathy

DIALOGUE 2-ways interaction
Respect; allow to make own choices without coercion

No real interaction
PRINCIPLE OF No genuine interaction
DIALOGUE One speaks, No real concern
MONOLOGUE one listens Concerned only his/her goals
Ineffective communication

TURN-MANTAINING CUES= Help maintaining speaker’s role

SPEAKER
CUES TURN-YIELDING CUES= Tell listener you have finished, wish to change the role

PRINCIPLE OF TURN REQUESTING CUES= Let the speaker know you’d like to take turn as speaker
TURN-TAKING LISTENER
TURN DENYING CUES= Indicate reluctance to take the speaker’s role
CUES
• To indicate agreement/disagreement
BACK-CHANNELING • To indicate the degree of involvement
CUES • To pace the speaker
• To ask for clarification