ABSTRACT
Interpersonal communication exists at every level of any organization, but is most prevalent at the operational level, where, of necessity, there is continual interaction between supervisors and line personnel. Supervisors’ lives would be very simple if they did not have to work diligently to listen to subordinates’ ideas and thoughts, strive to share power, create a base for compromise and conciliation, and give feedback that leads to solving interpersonal problems. In addition, when conflict occurs between subordinates, the supervisor must resolve the dispute in the interest of operational effectiveness. The communication process, while different for each culture, is composed of essentially three components—language, culture, and ethnicity. Greater accuracy in communication can be gained if one works diligently at developing good listening habits. The supervisor’s posture can be used to reinforce other nonverbal cues and reduce the potential for contradiction between an individual’s verbal and nonverbal communication.
