PUB3702
Assignment 2 Semester 2 2025
2 2025
Unique Number:
Due date: September 2025
LISTENING AND MANAGERIAL INVOLVEMENT IN LEARNING GAPS: THE CASE OF
SAM MALULEKE
INTRODUCTION
In any organisation, listening is an essential skill that managers must develop if they want to
lead effectively. Listening is not only about hearing the words that employees say but also
about understanding their concerns, feelings, and needs. Poor listening can create distance
between managers and employees and can worsen problems of communication, teamwork,
and morale. This essay analyses the case of Sam Maluleke, an accounting manager in the
Financial Division of the Department of National Education. It evaluates whether Sam is a
good listener, explores ways to overcome his weaknesses in listening, and reflects on
whether Sam should have been more directly involved in addressing the learning and social
gap of his employee, Brian.
The discussion links the case to principles of human resource management, leadership, and
organisational behaviour. It draws on Van der Westhuizen (2021), who explains the role of
management in building strong human relations, developing employee potential, and
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen as a
replacement for individual research, critical analysis, or professional consultation. Students are encouraged to perform
their own research and seek advice from their instructors or academic advisors for specific assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the information in
these study notes, the seller does not guarantee the completeness or correctness of all content. The buyer is
responsible for verifying the accuracy of the information and exercising their own judgment when applying it to their
assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's policies
regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and sources of
inspiration. Any direct reproduction of the content without proper citation and acknowledgment may be considered
academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences arising from
the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or any other negative
consequences resulting from the application or misuse of the information provided.
, For additional support +27 81 278 3372
LISTENING AND MANAGERIAL INVOLVEMENT IN LEARNING GAPS: THE
CASE OF SAM MALULEKE
INTRODUCTION
In any organisation, listening is an essential skill that managers must develop if they
want to lead effectively. Listening is not only about hearing the words that employees
say but also about understanding their concerns, feelings, and needs. Poor listening
can create distance between managers and employees and can worsen problems of
communication, teamwork, and morale. This essay analyses the case of Sam
Maluleke, an accounting manager in the Financial Division of the Department of
National Education. It evaluates whether Sam is a good listener, explores ways to
overcome his weaknesses in listening, and reflects on whether Sam should have
been more directly involved in addressing the learning and social gap of his
employee, Brian.
The discussion links the case to principles of human resource management,
leadership, and organisational behaviour. It draws on Van der Westhuizen (2021),
who explains the role of management in building strong human relations, developing
employee potential, and ensuring that learning environments are supportive.
IS SAM MALULEKE A GOOD LISTENER?
The first question is whether Sam can be regarded as a good listener. From the
case, the evidence suggests that the answer is no.
When Brian approaches Sam for a conversation, Sam immediately shows signs of
impatience. He tells Brian that he has “a number of reports to complete” and that the
discussion must be quick. By doing so, Sam signals that his own work tasks are
more important than Brian’s concerns. A good listener would have given full
attention, created a safe space, and encouraged the employee to open up. Instead,
Sam interrupts Brian, fills in the gaps himself, and quickly concludes that Brian is
responsible for his own problem. This behaviour shows poor listening skills.
Listening requires empathy, patience, and a willingness to allow the speaker to
explain their experience in their own words. Sam fails in all these aspects. He does
Assignment 2 Semester 2 2025
2 2025
Unique Number:
Due date: September 2025
LISTENING AND MANAGERIAL INVOLVEMENT IN LEARNING GAPS: THE CASE OF
SAM MALULEKE
INTRODUCTION
In any organisation, listening is an essential skill that managers must develop if they want to
lead effectively. Listening is not only about hearing the words that employees say but also
about understanding their concerns, feelings, and needs. Poor listening can create distance
between managers and employees and can worsen problems of communication, teamwork,
and morale. This essay analyses the case of Sam Maluleke, an accounting manager in the
Financial Division of the Department of National Education. It evaluates whether Sam is a
good listener, explores ways to overcome his weaknesses in listening, and reflects on
whether Sam should have been more directly involved in addressing the learning and social
gap of his employee, Brian.
The discussion links the case to principles of human resource management, leadership, and
organisational behaviour. It draws on Van der Westhuizen (2021), who explains the role of
management in building strong human relations, developing employee potential, and
DISCLAIMER & TERMS OF USE
Educational Aid: These study notes are intended to be used as educational resources and should not be seen as a
replacement for individual research, critical analysis, or professional consultation. Students are encouraged to perform
their own research and seek advice from their instructors or academic advisors for specific assignment guidelines.
Personal Responsibility: While every effort has been made to ensure the accuracy and reliability of the information in
these study notes, the seller does not guarantee the completeness or correctness of all content. The buyer is
responsible for verifying the accuracy of the information and exercising their own judgment when applying it to their
assignments.
Academic Integrity: It is essential for students to maintain academic integrity and follow their institution's policies
regarding plagiarism, citation, and referencing. These study notes should be used as learning tools and sources of
inspiration. Any direct reproduction of the content without proper citation and acknowledgment may be considered
academic misconduct.
Limited Liability: The seller shall not be liable for any direct or indirect damages, losses, or consequences arising from
the use of these notes. This includes, but is not limited to, poor academic performance, penalties, or any other negative
consequences resulting from the application or misuse of the information provided.
, For additional support +27 81 278 3372
LISTENING AND MANAGERIAL INVOLVEMENT IN LEARNING GAPS: THE
CASE OF SAM MALULEKE
INTRODUCTION
In any organisation, listening is an essential skill that managers must develop if they
want to lead effectively. Listening is not only about hearing the words that employees
say but also about understanding their concerns, feelings, and needs. Poor listening
can create distance between managers and employees and can worsen problems of
communication, teamwork, and morale. This essay analyses the case of Sam
Maluleke, an accounting manager in the Financial Division of the Department of
National Education. It evaluates whether Sam is a good listener, explores ways to
overcome his weaknesses in listening, and reflects on whether Sam should have
been more directly involved in addressing the learning and social gap of his
employee, Brian.
The discussion links the case to principles of human resource management,
leadership, and organisational behaviour. It draws on Van der Westhuizen (2021),
who explains the role of management in building strong human relations, developing
employee potential, and ensuring that learning environments are supportive.
IS SAM MALULEKE A GOOD LISTENER?
The first question is whether Sam can be regarded as a good listener. From the
case, the evidence suggests that the answer is no.
When Brian approaches Sam for a conversation, Sam immediately shows signs of
impatience. He tells Brian that he has “a number of reports to complete” and that the
discussion must be quick. By doing so, Sam signals that his own work tasks are
more important than Brian’s concerns. A good listener would have given full
attention, created a safe space, and encouraged the employee to open up. Instead,
Sam interrupts Brian, fills in the gaps himself, and quickly concludes that Brian is
responsible for his own problem. This behaviour shows poor listening skills.
Listening requires empathy, patience, and a willingness to allow the speaker to
explain their experience in their own words. Sam fails in all these aspects. He does
