acca p113 s10.docx

acca p113 s10.docx

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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