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accap113s10
Session10
EffectiveCommunicationPractices
1Workingwithpeople
1.1Interpersonalskills
Interpersonalskillsinvolveinspiring,motivating,leadingandcontrollingpeopletoachievegoalsthatareoftenpoorlydefined.
Forworkingrelationshipstobeeffectiveitisimportanttorecognizepeople’srightto
∙Betreatedwithrespect
∙Assertthemselves
∙Afairhearing
Skillsforeffectiveworkingrelationshipsincludetheability
∙Toworkco-operatively
∙Tomaintainenthusiasm
∙Topersevere
∙Tobeflexible
1.2Communicationandbehaviour
Communicationhasthreeimportantcomponents–words,toneofvoiceandbodylanguage.
Researchhasshownthatduringcommunicationwordscreatelessthat10%oftheimpactcomparedwithabout40%formthetoneofvoiceandabout50%fromthebodylanguage.
Whendealingwithotherpeopletherearethreetypesofbehaviourthatcanbeadopted:
Aggressive–standingupforyourselftheexpenseofotherpeople.Thisbehaviourviolatestherightsoftheotherperson.
Assertive–standingupforyourownrightsandneedswhilerespectingthoseofothers.
Passive–beliefthatyourrightsarelessimportantthanthoseofothers
Assertionhastheadvantageofbeinginfluentialbecauseitisconsistentwhilebeingrespectful.Aggressionoftencausesdefensiveresponsesandcanultimatelybeunproductive.Passivebehaviourcanbecomestressfulasneedsaredenied.
‘2Communication
2.1Theneedforcommunication
Communicationistheinterchangeofinformation,ideas,factsandemotionsbytwoormorepersons.
Formalcommunication
Therearethreeformalcommunicationchannelsinanorganization–
∙Downward–managertoemployee
KatzandKahnidentifiedthegeneralpurposesofdownwardcommunicationweretogivespecificdirectives,explainrationaleforthejob,providefeedbackandcommunicateorganizationalandideologicalinformation.
∙Upward–employeetomanager
Providesmanagementwithfeedbackonresultsachievedandproblemsencountered
∙Horizontal/lateral–communicationacrossdepartmentallines
Thisisimportanttotaskco-ordination,problemsolving,informationsharingandconflictresolution.
Informalcommunication
Alotofcommunicationiscarriedonoutsidetheformalcommunicationchannels.Thisincludes:
∙Grapevine
Thenetworkofsocialrelationshipsthatarisesspontaneouslyaspeopleassociatewithoneanother.
∙Rumour
Thesearemessagestransmittedonthegrapevine.Thesecanbeinfluentialanddamaging.Anatmosphereofpooremployeecommunicationwillincreasethenumberofrumours.
∙Gossip
Thisisidletalkcanbehurtfulandmalicious.Itcanalsobeasocializingforce.
Question1
Communicationisvitalinallorganizationsandthecommunicationprocessmaytakemanyforms.Itisimportantthatmanagersandsupervisorsrecognizethenatureofinformationflowsanduseappropriateformsofcommunication.Thedirectionofthethreemaininformationflowscanbesaidtobedownwards,upwardsandlateral.
Required
Describeanddiscussthepurposeofthesethreemaincommunicationflowsthatmightbefoundinanorganization.(15marks)
AnswerPlan
2.2Communicationmodels
Thecommunicationprocessinvolvessixbasicelements:
∙Sender(encoder)
∙Message
∙Channel
∙Receive(decoder)
∙Noise
∙Feedback
2.3Importancetothemanagerofeffectivecommunication
Effectivecommunicationisnecessaryfor:
∙Managementdecisionmaking
∙Interdepartmentalco-ordination
∙Individualmotivationandeffectiveness
Aformalcommunicationsystemallowsmanagerstoperformtheirrolese.g.giveinstructions,receivefeedback,exchangeideasetc.
2.4Barrierstocommuniction
Possiblebarrierstoeffectivecommunicationare
∙Informationoverload
∙Inappropriateuseoflanguage
∙Inappropriatemethodofcommunication
∙Assumptionsmadebythesender
∙Attitudetowardsthesender
2.5Consequencesofpoorcommunication
Lackofdownwardcommunicationcanleadto:
∙Poorawareness
∙Lackofunderstanding
∙Lowmorale
Lackofupwardcommunicationcanleadto:
∙Failuretoidentifyproblems
∙Failuretoensureparticipationandinnovation
∙Poorcontrol
Lackoflateralcommunicationwillleadto
∙Divisionsbetweenstaff/management
∙Lackofco-ordination
∙Lackofspecialistadvice
Question2
Muchoftheworkofprofessionalaccountantsinvolvescommunicatinginformationforotherstouse.
Required
a)Explaintheimportanceofclearcommunication.(5marks)
b)Explaintwomaincommunicationmethods(5marks)
c)Describetwobarrierstocommunication(5marks)
(15marks)
AnswerPlan
2.6Attributesofeffectivecommunication
Thecharacteristicsofgoodcommunicationarethattheyshouldbe:
∙Timely
∙Accurate,completeandtothepoint
∙Directedtotherightpeople
∙Understandable
Thestepsthatcanensureeffectivecommunicationinclude:
∙Feedback
∙Usingmorethanonecommunicationnetwork
∙Restrictingthenumberoflinksinthecommunicationchain
∙Ensuringclarity
2.7Communicationmethodsandpatterns
Methodsofcommunicationcanbegroupedintofourclasses:
∙Oral
∙Written
∙Visual
∙Electronic
Patternsofcommunicationthatexistsbetweengroupmembers.Thispatterncanbeeither
∙Centralised–wheel,chainor“Y”
∙Decentralised–circleandall-channels
Thefollowingdiagramsillustratethesepatterns.
Thewheelisthequickestsystemandthecircletheslowest.Theallchannelisbestincomplexsituations.Satisfactionislowestinthecirclewhileunderpressuretheallchannelssystemrestructuresitselfintoawheel.
2.8Processofconsultation
Consultationiswhereonepartyseekstheviewsofanotherpartybeforeeitherpartytakesadecision.
Consultationcanhelpto:
∙Improvethequalityofdecisions
∙Leadtobetterco-operation
∙Serveasapreliminarytonegotiation
∙Increaseinorganizationalefficiency
∙Helpindustrialrelations
Consultationmustbegenuine.Ifconsultationissyntheticthentheexercisemaybecounterproductive.Iftheresultofaconsultationdoesnotincludeanyoftheideasputforward,subordinatesmaynotfeelinvolved.
‘3TheRoleofCounselling
3.1Whatiscounselling?
Counsellingisabouthelpingpeopletohelpthemselves.
Counsellingisaclient-centredproblemsolvingapproachthatisdistinctfromtelling,advisingormanipulating.
Themanager/supervisorplaysanimportantroleinthecounselingprocess.KaplanandCoenfoundthatAmericanforemenspent7%oftheirtimedealingwithsubordinatesproblems.Themostdifficultissuesconcernedmoney,marriageandotheremployees.Theirprimetechniquewasthe‘sympatheticear/’
Thevaluesnecessaryforsuccessfulconsellinginclude:
∙Non-judgementattitude
∙Respectfortheclient
∙Confidentiality
∙Acceptanceofthewholeperson
Effectivecounselingshowsmanagement’scommitmenttoandconcernforitsstaffandislikelytoimproveemployeeloyaltyandenthusiasm.
Theproblemsofretirementandredundancyareincreasinglyrecognized,andconstructivecounselingprogrammeshaveaddressedtheseissues.Inlargeorganizations,linkswithexternalservicessuchasmarriageguidancecounselors,SamaritansandAlcoholicsanonymous,maybeeffective.
3.2
3.2Skillsofeffectivecounseling
Throughactivelistening,theuseofopenquestionsandclarifications,thecounselorencouragesreflectionandhelpstheclientidentifyissuesandsolutions.Counsellingdoesnotinvolvegivingadviceormakingsuggestions.
Effectivecounselingreliesonahighlevelofinterpersonalskill,suchas
∙Establishingrapport
∙Theabilitytodiscernmeaning
∙Beingabletosummariseandclarify
∙Asktherightquestions
Counselling,beingaone-to-onetechniquetohelppeopleachieveagoal,requiresgoodinterviewingskills.Thecounselingapproachmaybealientomanagersusedtofindingdirectivesolutionstoproblems.
Counsellingrequiresactivelistening.
3.3Counsellingstaff
Problemsmayarise
∙Withintheindividual
∙Becausedbytheorganization
∙Orarisefromsourcesexternaltoboththeindividualandorganization
Individualproblemsmaybepsychological–arroganceorself-pity–orbecausedbydissatisfaction.
Mostorganizationalproblemsarisefromtechnicalincompetence,underwork(roleunderload),overwork(roleoverload),relationshipswithcolleaguesandsuperiors,anduncertainty.
Externalfactorsmayincludemoneyandfamilyrelationships.
Thekeyfactorinasuccessfulcounselinginterviewisestablishingthemainproblem.Thismaybefoundbyexploringtheemotionsinvolvedandtheirsource.
Counsellingisamutualexplorationinanon-criticalcontext.Therangeoffeelingsandemotionsmustbefullyunderstoodtoascertaintheproblemandexploresolutions.
‘4Controllingconflict,grievanceanddiscipline
4.1Causesofconflict
Itisnowgenerallybelievedthatconflictisbothvaluableandnecessary.Withoutittherewouldbefownewchallenges,therewouldbenostimulationtothinkthroughnewideasandorganizationswouldbecomestagnantandapathetic.
Conflictcanbeconstructive(generatingnewideas)ordestructive(destroyingmoraleandmotivation).
Whiletherearemanydifferentmanifestationsofconflict,thecausesareoftendifficulttodetermine.Thesemayincludemisunderstandings,insensitiveornon-supportiverelationships,failuretocommunicateandunreasonable,competitiveordistrustfulclimates.
Inter-groupconflictissometimes:
institutionalized,hierarchy-basedandfunctional,andresultsfromline/staff,formal/informalandstatusdifferences,whichareoftenpolitical.
4.2Managingconflict
Tobesuccessfulinavoidingorresolvingconflict,managersmustunderstand:
∙Thenatureoftheconflicti