COR109 Report: Interpersonal Communication and Workplace Feedback

This report provides a detailed analysis of feedback as an interpersonal communication skill. It begins by defining interpersonal communication, highlighting its verbal, digital, and written forms in the workplace. The report then defines feedback as the response from the receiver to the sender, emphasizing its role in completing the communication loop. A significant portion of the report is dedicated to discussing the benefits of feedback in the workplace, categorized into personal and organizational advantages. Personal benefits include building trust and fostering a strong organizational culture through timely and accurate feedback. Organizational benefits focus on improved decision-making, where feedback from subordinate employees aids senior-level employees in formulating stronger business plans, leading to better clarity, more accurate strategy execution, and ultimately, superior organizational performance. The report concludes that feedback encourages high organizational performance by promoting participation and clarity among employees.

Running head: INTERPERSONAL SKILLS
Interpersonal Skills
Name of the Student:
Name of the University:
Author Note:

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INTERPERSONAL SKILLS
Definition of Interpersonal communication:
International personal communication is defined as the communication between two or
more people (Beebe, Beebe and Redmond 2014). Interpersonal communication in workplaces
can be verbal like meetings and may employ digital platforms as in teleconferencing as well
written like exchange of emails on the official email ids designated to the employees involved.
Definition and explanation of feedback:
Feedback can be defined as the response given by the receipt to the sender of the message
in the process of interpersonal communication. The process of feedback usually follows the same
stream as the initial message (De Janasz et al. 2014). For example, if the message is
communicated in the form an email, the feedback is in the form an email as a reply to the
message received.
Discussion the benefits of feedback in the workplace:
The skill of providing appropriate and timely feedback has some specific benefits in
workplaces. The following are the main benefits of feedbacks in the workplaces:
Personal benefits:
Appropriate feedbacks to messages received within appropriate time promotes personal
benefits among employees like building trust among the employees. These exchange of timely
and accurate feedback as a result promotes building of a strong organisational culture built on
self-development and strong coordination among employees across departments as well as
designations (Sommer and Kulkarni 2012).
Promotes decision making:
Appropriate feedback which the subordinate employees provide to the senior level
employees regarding various business plans helps the latter to form stronger business plan. Thus,

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INTERPERSONAL SKILLS
feedback encourages participation of large numbers of employees in the process of decision
making which establishes better clarity about the strategies among the lower level employees
who actually execute the strategies. This clarity which develops between the senior and
subordinate employees leads to more accurate execution of the business strategies which
ultimately translates into superior organisational performances (Baker et al. 2013). Thus, it can
be inferred from the discussion that feedback encourages high organisational performance.

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References:
Baker, A., Perreault, D., Reid, A. and Blanchard, C.M., 2013. Feedback and organizations:
Feedback is good, feedback-friendly culture is better. Canadian Psychology/Psychologie
Canadienne, 54(4), p.260.
Beebe, S., Beebe, S. and Redmond, M. 2014. Interpersonal Communication: Relating to Others
| Pearson. [online] Pearson.com. Available at:
https://www.pearson.com/us/higher-education/product/Beebe-Interpersonal-Communication-
Relating-to-Others-6th-Edition/9780205674534.html [Accessed 20 Mar. 2019].
De Janasz, S., Crossman, J., Campbell, N. and Power, M. (2014). Interpersonal skills in
organisations. 2nd ed. North Ryde, NSW: Mc-Graw-Hill Education.
Sommer, K.L. and Kulkarni, M., 2012. Does constructive performance feedback improve
citizenship intentions and job satisfaction? The roles of perceived opportunities for advancement,
respect, and mood. Human Resource Development Quarterly, 23(2), pp.177-201.