Why don't they listen?

Why don’t they listen? : 

Why don’t they listen? A case Study Miss Saba Habib

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Joan Barry was the Office Manager at Coral Fashions Ltd, a medium- sized clothing manufacturing company. She was a conscientious, hard working and serious - minded employee, who managed to run an efficient office. She considered with some justification, that she worked with the thin resources minimal staff and a lack of up to date office equipment. She had her own ideas for improving office systems, through the introduction of more advanced data processing, but was discouraged by the General Manager, Simon Casey, who did not regard updating office as a priority. Barry continually worked under pressure to meet her schedules, and her failure to get her ideas over to Casey was building up frustrations that were starting to affect her health. Coral had recently engaged a firm of consultants who had been briefed to look at office administration. Barry explained her problems and views at her initial meeting with the young resident consultant Tony Hall. Hall had subsequently asked for a further meeting with Barry and the two met at 5:15 pm.Hall opened the discussion self - importantly:” I have been thinking about your office & the

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answer is obvious –you ‘ve got to update your office systems. They ‘re just too old fashioned.' Joan Barry was speechless- and white with rage. Your comments?

Our Comments: : 

Our Comments: The office manager had been let down twice here-Firstly by General Manager who refused to take seriously what proved to be sound advice from Joan, and secondly by the consultant who ungraciously gave Joan no credit for her suggestion. This insensitivity is scarcely likely to enhance her motivation…..job satisfaction - or ultimately organizational efficiency. Now its clear that the personal attitudes and qualities will determine the success or failure of workplace communication. RECOGNISING OF THE IMPORTANCE OF SOCIAL SKILLS IS AN ESSENTIAL STEP & WE COULD IMPROVE ITS EFFECTIVENESS AS COMMUNICATORS BY:

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Becoming more sensitive to the attitudes, needs and aspirations of others. Trying wherever possible to see the situation through other people’s eyes. Observing the rules that govern more formal communication setting such as interviews or meetings.

Social skills! : 

Social skills! Its very important for managers to appreciate the social skills Which are needed when they have to deal with people at work . Perceptions influence our behavior when communicating. Research into human behavior has shown that during personal interactions, the way we perceive others guides our behavior towards them. one reason for conflicts and problems arising from perception and human behavior is that people literally see things differently. If this sort of test immediately puts people into separate “camps" small wonder that our responses to more complex information will show our our individuality even more radically.

Self discovery!!! : 

Self discovery!!! Knowledge of our own attitudes-conscious and unconscious-and prejudice essential to our becoming sensitive and effective communicators. Communication experts argue that it is impossible for people to communicate well unless that they have knowledge of themselves. Understanding how we measure ourselves is a major step to improving our communicative ability. This understanding is improved by examining our own self concept. Psychologists distinguish three aspects of our self concept: The me that I know. The me that I wish I were The me that I want others to see.

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Some people are so adept at projecting images of themselves to others that the real person is never displayed. SELF - CONTROL can be an advantage to a manager but when taken to the extreme can prevent effective communication & understanding. The communicator in an organized enterprise needs to demonstrate openness and a high level of interpersonal trust.

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Cell 1 Arena Cell 3 facade Cell 2 Blind spot Cell 4 Unknown E X P O S U R E FEEDBACK Known by others Unknown by others Known by Self Unknown By Self JOHARI WINDOW Originated by Luft & Ingham (1969) & developed by Hall (1973

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CELL 1 public area where questions can be asked freely and answers given willingly. This area encompasses attitudes, feelings & behavior. CELL 2 Nervous habits CELL 3 Secret thoughts, desires & motives.

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CELL 4 Deeply hidden. Programmed attitudes & instincts. YOU CAN ENHANCE THE COMMUNICATION BY INCREASING THE SIZE OF ARENA BY TWO MEANS: Exposure of oneself to others soliciting feedback from others.