PUB3702
Assignment 2 Semester 1 2026
Unique number:
Due Date: March 2026
This document includes:
Helpful answers and guidelines
Detailed explanations and/ or calculations
References
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+27 81 278 3372
, QUESTION 1 (2 ANSWERS PROVIDED)
Effective communication and listening are central responsibilities of managers in the
public sector, particularly in environments that depend on teamwork, coordination,
and shared accountability. In the scenario provided, Sam Maluleke, as the
accounting manager in the Department of National Education, is responsible not only
for financial outputs but also for the human dynamics within his section. After
analysing the interaction between Sam and Brian, it becomes clear that Sam does
not demonstrate the qualities of a good listener. This lack of effective listening
contributes to ongoing learning gaps, weak integration, and reduced motivation
within the team. The discussion below critically evaluates Sam’s listening behaviour
and proposes practical strategies to overcome this managerial shortcoming.
Is Sam Maluleke a Good Listener?
Based on the interaction described, Sam Maluleke cannot be regarded as a good
listener. Listening, in a human resource management context, involves more than
hearing words; it requires attentiveness, empathy, openness, and a willingness to
understand the employee’s perspective before forming judgments (Van der
Westhuizen & Ernst, 2021). Sam’s behaviour reflects several weaknesses
associated with poor listening practices.
Firstly, Sam immediately signals that Brian’s concerns are an inconvenience. He
states that he is busy with reports and instructs Brian to “be quick”. This creates a
power imbalance and discourages open communication. According to Wilkinson
(2016), employees are less likely to express genuine concerns when managers
appear rushed or dismissive, as this undermines psychological safety in the
workplace.
Secondly, Sam dominates the conversation and makes assumptions about Brian’s
behaviour without first allowing Brian to explain his experience. Brian approaches
Sam hesitantly, indicating discomfort and vulnerability. Instead of asking open-ended
questions, Sam quickly shifts into a corrective and directive mode, telling Brian that
he has not done enough to fit in. This response demonstrates evaluative listening
rather than active listening, where the manager judges before fully understanding the
situation (Berman, 2013).
© Study Shack 2026. All rights Reserved +27 81 278 3372
Assignment 2 Semester 1 2026
Unique number:
Due Date: March 2026
This document includes:
Helpful answers and guidelines
Detailed explanations and/ or calculations
References
Connect with the tutor on
+27 81 278 3372
, QUESTION 1 (2 ANSWERS PROVIDED)
Effective communication and listening are central responsibilities of managers in the
public sector, particularly in environments that depend on teamwork, coordination,
and shared accountability. In the scenario provided, Sam Maluleke, as the
accounting manager in the Department of National Education, is responsible not only
for financial outputs but also for the human dynamics within his section. After
analysing the interaction between Sam and Brian, it becomes clear that Sam does
not demonstrate the qualities of a good listener. This lack of effective listening
contributes to ongoing learning gaps, weak integration, and reduced motivation
within the team. The discussion below critically evaluates Sam’s listening behaviour
and proposes practical strategies to overcome this managerial shortcoming.
Is Sam Maluleke a Good Listener?
Based on the interaction described, Sam Maluleke cannot be regarded as a good
listener. Listening, in a human resource management context, involves more than
hearing words; it requires attentiveness, empathy, openness, and a willingness to
understand the employee’s perspective before forming judgments (Van der
Westhuizen & Ernst, 2021). Sam’s behaviour reflects several weaknesses
associated with poor listening practices.
Firstly, Sam immediately signals that Brian’s concerns are an inconvenience. He
states that he is busy with reports and instructs Brian to “be quick”. This creates a
power imbalance and discourages open communication. According to Wilkinson
(2016), employees are less likely to express genuine concerns when managers
appear rushed or dismissive, as this undermines psychological safety in the
workplace.
Secondly, Sam dominates the conversation and makes assumptions about Brian’s
behaviour without first allowing Brian to explain his experience. Brian approaches
Sam hesitantly, indicating discomfort and vulnerability. Instead of asking open-ended
questions, Sam quickly shifts into a corrective and directive mode, telling Brian that
he has not done enough to fit in. This response demonstrates evaluative listening
rather than active listening, where the manager judges before fully understanding the
situation (Berman, 2013).
© Study Shack 2026. All rights Reserved +27 81 278 3372
