Question 22
ComprehensionJAMB 1991 Passage V: Communication in organizations
All too often, there is deference between what we say and what we think we have said, and between how we feel we have handled people and how they think they have been treated. When such 'gaps' occur between the intent and the action, it is often stated that there has been 'a break-down in communication'. Sometimes the break-down is allowed to become so serious that the gap becomes a chasm, relatives in family ceasing to speak to one another, managements and trade unions refusing to meet, or governments recalling ambassadors when relations between states reach a low ebb.
In fact, sometimes when people communicate, either as individuals or within groups, problems inevitably occur; instructions may be impossible to carry out, offence is taken at a particular remark, a directive is ambiguously phrased or people's attitudes are coloured by jealousy, resentment or frustration.
During the past fifty years, industrial, commercial and public service organizations have grown prodigiously to meet the needs of advanced technological societies. Sometimes as many as 10,000 people work on one site, or one company employs more than 50,000 people. Clearly, good communications are essential to the efficient operations of any organization, and vital to the fulfilment of all those who commit their working lives to it.
For this reason, management specialists and behavioural scientists have devoted much thought and energy over recent years to analysing the problems caused by bad communication practices, and to creating good communication climates and systems.
As a result of the current structure of societies and economies, most of us will spend our working lives in an organization – for many of us it will be a large one. If we are to understand our working environment, it is essential that we become good communicators with social skills
People and Communication by D. W. Evans
In fact, sometimes when people communicate, either as individuals or within groups, problems inevitably occur; instructions may be impossible to carry out, offence is taken at a particular remark, a directive is ambiguously phrased or people's attitudes are coloured by jealousy, resentment or frustration.
During the past fifty years, industrial, commercial and public service organizations have grown prodigiously to meet the needs of advanced technological societies. Sometimes as many as 10,000 people work on one site, or one company employs more than 50,000 people. Clearly, good communications are essential to the efficient operations of any organization, and vital to the fulfilment of all those who commit their working lives to it.
For this reason, management specialists and behavioural scientists have devoted much thought and energy over recent years to analysing the problems caused by bad communication practices, and to creating good communication climates and systems.
As a result of the current structure of societies and economies, most of us will spend our working lives in an organization – for many of us it will be a large one. If we are to understand our working environment, it is essential that we become good communicators with social skills
People and Communication by D. W. Evans
According to the passage, which of the following are NOT likely to contribute to a break down in communication?
- A.People's attitudes and feeling
- B.Ambiguously phrased instructions.
- C.Managements and trade unions
- D.Management specialists and behavioural scientists.
Show the answer and explanation
Answer: D (Management specialists and behavioural scientists.)
Explanation
Management specialists and behavioural scientists study bad communication and try to create good communication systems; they solve the problem rather than cause it.