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College of Administrative and Financial Sciences<\/p>\n
Assignment 1<\/p>\n
Communication Management (MGT 421)<\/p>\n
Due Date: 12\/03\/2022 @ 23:59<\/p>\n
Course Name: Communication Management<\/p>\n
Student\u2019s Name:<\/p>\n
Course Code: MGT421<\/p>\n
Student\u2019s ID Number:<\/p>\n
Semester: Second<\/p>\n
CRN: 23601<\/p>\n
Academic Year:2021-22-2nd<\/p>\n
For Instructor\u2019s Use only<\/p>\n
Instructor\u2019s Name: Dr. Shahid Alam<\/p>\n
Students\u2019 Grade: \/ 10<\/p>\n
Level of Marks: High\/Middle\/Low<\/p>\n
General Instructions \u2013 PLEASE READ THEM CAREFULLY<\/p>\n
\u00b7 The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.<\/p>\n
\u00b7 Assignments submitted through email will not be accepted.<\/p>\n
\u00b7 Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.<\/p>\n
\u00b7 Students must mention question number clearly in their answer.<\/p>\n
\u00b7 Late submission will NOT be accepted.<\/p>\n
\u00b7 Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.<\/p>\n
\u00b7 All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).<\/p>\n
\u00b7 Submissions without this cover page will NOT be accepted.<\/p>\n
Learning Outcomes:<\/p>\n
1.1 Recognize and memorize concepts of communication theory as they affect business organizations and the individuals in them.<\/p>\n
1.2 Communicate better, knowing that good communicators make better managers and that communication is a dynamic process basic to individuals and organizational life.<\/p>\n
1.3 Analyse effective business letters, memorandums, and case studies.<\/p>\n
Assignment Question(s):<\/p>\n
Question 1: Critical Thinking<\/p>\n
Two Phrases That Indicate Your Boss Is Not Listening To You<\/p>\n
One of the biggest predictors of whether an employee will be engaged at work is the extent to which they feel like their boss listens to them. But sadly, we\u2019ve all had (or are having) the experience of a boss who doesn\u2019t listen to us. And I\u2019m not talking about really blatant situations (e.g. they literally turn away from us or roll their eyes), but rather those situations in which the boss acts like they\u2019re listening but hears nothing we say.<\/p>\n
I recently witnessed just such a case. An executive, let\u2019s call him \u201cPat,\u201d was holding a town hall meeting to discuss the company\u2019s recent, and disappointing, employee engagement survey results. About 40 employees showed up to the meeting. He kicked things off by saying, \u201cWelcome, everybody. As you know, I\u2019m having this meeting today because I want to hear your concerns directly. I\u2019m here to listen about your issues with your supervisors, so fire away.\u201d<\/p>\n
One employee raised his hand first and said, \u201cWith the recent cost-cutting, I think we\u2019ve all got concerns about whether we\u2019re going to have jobs next year.\u201d Pat quickly responded, \u201cOh, I hear you. You think you\u2019ve got problems? At least your wages are ones that other companies will pay. But I\u2019m the VP and I\u2019m over 50, so when you combine my high salary with my age, I\u2019m going to have a really tough time finding a job. But hey, life\u2019s not fair, right?\u201d<\/p>\n
Then another employee raised their hand. \u201cI actually have a different concern. My supervisor tells me that I\u2019m supposed to bring her any suggestions for improvement, but when I do, it\u2019s like she doesn\u2019t listen to me.\u201d Pat responded, \u201cI know how that feels, but I don\u2019t want you to worry, because those feelings will pass and you will get over it.\u201d<\/p>\n
Source : Forbes Magazine<\/p>\n
Think about how well this manager listened in high-pressure situation:<\/p>\n
1. Explain how well he did at each of the following active listening skills: paying attention, holding judgment, reflecting, clarifying, and sharing. (2.5 Marks)<\/p>\n
2. Suggest some strategies to turn this manager into an excellent listener. (2.5 Marks)<\/p>\n
Question 2: Writing Exercise<\/p>\n
Things have been a little tight lately, and you need some money to get you through to the end of the school term. Write two letters asking for a loan of $500 (1) to a friend, (2) to a bank loan officer. How do your approaches to these audiences differ? (5 Marks)<\/p>\n
Answers<\/p>\n
1. Answer-<\/p>\n
2. Answer-
\n________________
\nSample Answer Writing Guide
\nAnswer:
\nThe manager in the given scenario exhibited poor listening skills. Let’s assess his performance in each of the active listening skills:<\/p>\n
a) Paying attention: The manager did not pay full attention to the employees’ concerns. Instead, he diverted the focus to his own situation and challenges. He failed to demonstrate active engagement in listening to the employees’ issues. Score: Low<\/p>\n
b) Holding judgment: The manager showed a lack of empathy and understanding by dismissing the employees’ concerns and downplaying their significance. He immediately shifted the attention to his own problems. He did not suspend judgment and failed to acknowledge the validity of their concerns. Score: Low<\/p>\n
c) Reflecting: The manager did not reflect on the employees’ statements or seek clarification to ensure he understood their concerns accurately. He responded with personal anecdotes that were unrelated to the employees’ issues. Score: Low<\/p>\n
d) Clarifying: The manager did not seek clarification or ask follow-up questions to gain a better understanding of the employees’ concerns. He made assumptions and responded based on those assumptions without seeking further information. Score: Low<\/p>\n
e) Sharing: The manager did not share his understanding of the employees’ concerns or attempt to summarize their points. Instead, he focused on his own situation and offered dismissive responses. Score: Low<\/p>\n
Overall, the manager’s performance in active listening skills was poor. He did not demonstrate effective listening behaviors and failed to create an environment where employees felt heard and valued.<\/p>\n
Answer:
\nTo transform this manager into an excellent listener, the following strategies can be implemented:<\/p>\n
a) Provide training: Offer communication and active listening training programs to the manager. These programs can enhance their understanding of the importance of active listening, teach effective listening techniques, and provide opportunities for practice and feedback.<\/p>\n
b) Foster an open and supportive culture: Create a workplace culture that values open communication and encourages employees to voice their concerns. By promoting an environment where everyone feels heard and respected, the manager will be more likely to adopt active listening practices.<\/p>\n
c) Set a positive example: As a leader, the manager should model active listening behaviors. By actively listening to employees during meetings and one-on-one interactions, the manager can demonstrate the value and effectiveness of this skill.<\/p>\n
d) Encourage feedback: Encourage employees to provide feedback on the manager’s listening skills. This feedback can be collected through anonymous surveys or open discussions. The manager can use this feedback to identify areas for improvement and make necessary adjustments.<\/p>\n
e) Practice reflection: Encourage the manager to reflect on their own listening behaviors and identify areas for improvement. This self-awareness can help them recognize when they are not actively listening and take corrective actions.<\/p>\n
f) Implement accountability measures: Incorporate active listening as part of the manager’s performance Assessment criteria. This will emphasize the importance of active listening skills and provide motivation for the manager to continually improve in this area.<\/p>\n
By implementing these strategies, the manager can develop into an excellent listener, fostering better employee engagement, understanding, and a more positive work environment.<\/p>\n
Answer:
\nLetter 1: Requesting a loan of $500 from a friend<\/p>\n
[Your Name]
\n[Your Address]
\n[City, State, ZIP]
\n[Email Address]
\n[Phone Number]
\n[Date]<\/p>\n
Dear [Friend’s Name],<\/p>\n
I hope this letter finds you well. I’m reaching out to you because I find myself in a bit of a financial crunch, and I was wondering if you could Help me with a loan. As we have been friends for years, I believe we have a level of trust and understanding that makes me comfortable in making this request.<\/p>\n
I am currently facing some financial difficulties that have put me in a tight spot, particularly with my expenses for the rest of the school term. I have tried exploring other options, but I believe your support would be<\/p>\n","protected":false},"excerpt":{"rendered":"
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