Bachelor of Commerce, Bachelor of Information Technology, Diploma in Viticulture PFC140 Communication Semester Two 2006 Final Assessment

9.00am, Monday 13th November Weighting: 40%

INSTRUCTIONS: 1. Time allowed: 3 hours. 2. Total marks: 94 3. Read each question carefully. 4. Answer all questions. 5. You may commence writing at the beginning of the exam. 6. Start each answer on a new page. 7. Write your name and registration number on each page. 8. Write on only one side of the paper. 9. Stop writing when instructed
Exam Summary Reading Time The Communication Process Non verbal Communication Barriers to Communication Intrapersonal, Interpersonal and Intercultural Communication Organisational and Interpersonal Communication Problem Solving and Creative Thinking Marks (allocated) 10 10 15 26 18 15 94 marks Max time (suggested in mins) 10 18 18 28 46 32 28 180 mins

Question One Question Two Question Three Question Four Question Five Question Six Total marks available

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Please read the following case study and answer the examination questions below. All questions are based on the case study. Kakariki Holdings, an iwi trust, owns a vineyard. The organisation has won a major 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 the funds to go ahead and plant another twenty hectares of land they own adjoining the current vineyard. Kakariki has a cooperative share agreement with a larger winery next door. They process and bottle Kakarikis harvest. These neighbours are keen to be part of the new venture and marketing arrangement. When the new blocks were being prepared for planting, the post hole driver noticed bones in a line of holes. On closer examination, the driver found the bones resembled human femur (leg bones). When the driver returned to the shed, she talked about the find in the tearoom. The supervisor got angry and demanded that the driver stop talking about the bones because they were not there and you did not see them. The supervisor is Boetus. He was born in South Africa and has had 20 years experience 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 has three staff working directly for him on this development, and supervises the post driving/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 developing vineyards for the last four years. Missy works with her partner, who handles most of the vineyard wiring. Later, when the planters began working on that block, they joked about the bones until one planter, Samuel, commented that the bones could be their ancestors. After that, talk of the bones became more hushed and reverent, and the planters became increasingly uncomfortable planting the block. Eventually, they decided to tell the supervisor they wanted something done about the bones. Samuel is chosen as the spokesperson for the planters. He has Kakariki ancestry and is a shareholder in the iwi trust that owns the vineyard. He had not grown up on the local marae but in Wellington. The other workers have chosen him as their speaker because of his Maori background and the fact that his polytechnic training has given him more confidence to interact with supervisors.

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Question One: The Communication Process 1.1: Samuel knows that he needs to plan this discussion with his supervisor. Using models of the communication process you have studied on the course, explain why Samuel might choose one model over another as 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 the transactional model, outline how Samuel might go about implementing his plan for discussing the bones issue with Boetus. (You should detail the model and apply it in the given context.) (5 marks) The meeting between Samuel and Boetus takes place. Boetus response is defensive, so Samuel suggests escalating the discussion by having a round-thetable meeting that includes the contractor and the vineyard management. Boetus is not keen on this idea but reluctantly agrees, feeling out of his depth on the cultural perspectives. The vineyard manager is Moana. She has a degree in management and is also a qualified accountant. She comes from Northland and began work with Kakariki Holdings last year, but has ten years of management experience, five of them in wineries. Boetus has, from his perspective, outlined the very basics of the situation to Moana, and she has agreed to hold a meeting to discuss the situation. 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 Communication 2.1: Before the meeting takes place, how could Moana, as convenor, set up and plan to physically manage the meeting in order to encourage meaningful dialogue in these circumstances? (10 marks) Question Three: Barriers to Communication 3.1: List the barriers one would expect to be present for each of the five meeting participants. (10 marks) 3.2: In a paragraph, explain the potential impact of these barriers on how the participants communicate and on how the meeting might progress. (5 marks)

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Question Four: Intrapersonal, Interpersonal and Intercultural Communication 4.1: Explain how the background of each of these meeting participants may influence their differing priorities and desired outcomes for the meeting. (10 marks) 4.2: What range of listening skills would Moana need to use in order to hear what these participants are saying? (5 marks) 4.3: What questioning skills could Moana use to enhance her understanding of the issues? (5 marks) 4.4: Give three examples of questions Moana might use in this context and explain why she would use each of these particular questions. (6 marks) Following the meeting, Boetus returns to the field and shouts orders at his planters. 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 with Boetus about how he communicates with his workers. While he appears to favour a top down/hierarchical approach, Moana knows there are other organisational communication structures/methods that may encourage motivation. Question Five: Organisational and Interpersonal Communication 5.1: What other methods of organisational communication could be used in this situation and what would be the benefits of using each of these methods. (You may present this information in note or table form.) (8 marks) 5.2: How might Moana use recognised assertive behaviours/techniques, to suggest to Boetus that he change his approach? Identify the behaviours/ techniques used and give specific examples. (10 marks) Although planting on that particular block has been temporarily suspended while the company tries to resolve the issue, the meetings described above did not provide any specific quick resolution to allay the concerns of the workers. Moana needs more information before she can make a decision and implement it. Question Six: Problem Solving and Creative Thinking 6.1: Using problem solving and creative thinking strategies as a base for her actions, explain in detail how Moana might now go about resolving this issue. (15 marks)

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