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Bachelor of Commerce, Bachelor of InformationTechnology, Diploma in Viticulture

PFC140 Communication

Semester Two 2006Final Assessment

9.00am, Monday 13th November Weighting: 40%

INSTRUCTIONS:1. Time allowed: 3 hours.2. Total marks: 943. Read each question carefully.4. Answerall questions.5.

You may commence writing at the beginning of the exam.6. Start each answer on a new page.7. Write yourname and registration numberon each page.8. Write on only one side of the paper.9. Stop writing when instructed

Exam Summary Marks(allocated)

Max time(suggested

in mins)Reading Time 10

Question One The Communication Process 10 18Question Two Non verbal Communication 10 18Question Three Barriers to Communication 15 28

Question Four Intrapersonal, Interpersonal andIntercultural Communication

26 46

Question Five Organisational and InterpersonalCommunication

18 32

Question Six Problem Solving and Creative Thinking 15 28

Total marks available 94 marks 180 mins

PFC140exam 1 of 5Sem#2 2006

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Please read the following case study and answer the examination questionsbelow. All questions are based on the case study.

Kakariki Holdings, an iwi trust, owns avineyard. The organisation has won amajor contract with an overseas wine merchant to supply 20,000 bottles of wine

each year for the next five years. This contract means that the trust now has thefunds to go ahead and plant another twenty hectares of land they own adjoiningthe current vineyard.

Kakariki has a cooperative share agreement with a larger winery next door. Theyprocess and bottle Kakarikis harvest. These neighbours are keen to be part ofthe new venture and marketing arrangement.

When the new blocks were being prepared for planting, the post hole drivernoticed bones in a line of holes. On closer examination, the driver found thebones resembled human femur (leg bones). When the driver returned to the

shed, she talked about the find in the tearoom. The supervisor got angry anddemanded that the driver stop talking about the bones because they were notthere and you did not see them.

The supervisor is Boetus. He was born in South Africa and has had 20 yearsexperience in the wine industry. He came to New Zealand three years ago, and

joined Kakariki two months ago as supervisor of the new development. He hasthree staff working directly for him on this development, and supervises the postdriving/wiring contract.

The post driver/wiring contractor is Missy. She grew up on a farm associated

with the local marae and is an experienced driver. She has worked in developingvineyards for the last four years. Missy works with her partner, who handlesmost of the vineyard wiring.

Later, when the planters began working on that block, they joked about the bonesuntil one planter, Samuel, commented that the bones could be their ancestors.

After that, talk of the bones became more hushed and reverent, and the plantersbecame increasingly uncomfortable planting the block. Eventually, they decidedto tell the supervisor they wanted something done about the bones.

Samuel is chosen as the spokesperson for the planters. He has Kakarikiancestry and is a shareholder in the iwi trust that owns the vineyard. He had notgrown up on the local marae but in Wellington. The other workers have chosenhim as their speaker because of his Maori background and the fact that hispolytechnic training has given him more confidence to interact with supervisors.


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Question One: The Communication Process1.1:Samuel knows that he needs to plan this discussion with his supervisor.Using models of the communication process you have studied on the course,explainwhySamuel might choose one model over anotheras a base for his

planning. (Be specific about the models, but you do not need to draw the

models.) (5 marks)

1.2 Using a comprehensive communication model, such as either Evans or thetransactional model, outline howSamuel might go aboutimplementinghis planfor discussing the bones issue with Boetus. (You should detail the model andapply it in the given context.) (5 marks)

The meeting between Samuel and Boetus takes place. Boetus response isdefensive, so Samuel suggests escalating the discussion by having a round-the-table meeting that includes the contractor and the vineyard management.

Boetus is not keen on this idea but reluctantly agrees, feeling out of his depth onthe cultural perspectives.

The vineyard manager is Moana. She has a degree in management and is alsoa qualified accountant. She comes from Northland and began work with KakarikiHoldings last year, but has ten years of management experience, five of them inwineries. Boetus has, from his perspective, outlined the very basics of thesituation to Moana, and she has agreed to hold a meeting to discuss thesituation.

Moana asks Hone, the Kakariki kaumatua, (elder), to come to the meeting.

There will be five people, plus a note taker, at the meeting.

Question Two: Non verbal Communication2.1: Before the meeting takes place,howcould Moana, as convenor, set up and

plan to physically manage the meeting in order to encourage meaningfuldialogue in these circumstances? (10 marks)

Question Three: Barriers to Communication3.1:Listthe barriers one wouldexpectto be present for each of the five meeting

participants. (10 marks)

3.2:In a paragraph, explain the potentialimpactof these barriers on howtheparticipants communicate and on howthe meeting might progress. (5 marks)


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Question Four: Intrapersonal, Interpersonal and InterculturalCommunication4.1:Explainhowthe background of each of these meeting participants mayinfluence their differingpriorities and desiredoutcomes for the meeting.

(10

marks)

4.2: Whatrange of listening skills would Moana need to use in order to hearwhat these participants are saying? (5 marks)

4.3: Whatquestioning skills could Moana use to enhance her understanding ofthe issues? (5 marks)

4.4: Give three examples of questions Moana might use in this context andexplainwhyshe would use each of these particular questions. (6 marks)

Following the meeting, Boetus returns to the field and shouts orders at hisplanters. As yet, they have no idea about the outcome of the meeting, and fear,from Boetus behaviour, that things have not gone well. Samuel is not present.Moana, however, overhears the interaction and decides she needs to talk withBoetus about how he communicates with his workers. While he appears tofavour a top down/hierarchical approach, Moana knows there are otherorganisational communication structures/methods that may encouragemotivation.

Question Five: Organisational and Interpersonal Communication5.1: Whatothermethodsof organisational communication could be used in thissituation andwhatwould be the benefits of using each of these methods. (Youmay present this information in note or table form.) (8 marks)

5.2: Howmight Moana use recognised assertive behaviours/techniques, tosuggestto Boetus that he change his approach? Identifythe behaviours/techniques used and give specificexamples. (10 marks)

Although planting on that particular block has been temporarily suspended whilethe company tries to resolve the issue, the meetings described above did notprovide any specific quick resolution to allay the concerns of the workers. Moananeeds more information before she can make a decision and implement it.

Question Six: Problem Solving and Creative Thinking6.1: Using problem solving and creative thinking strategies as a base for heractions, explain in detailhowMoana might now go about resolving this issue.

(15 marks)


com540 2006_pfc140_exam

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