ACCA Paper F1 - Accountant in Business, Course Notes, BPP 2010
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14: PERSONAL EFFECTIVENESS AND COMMUNICATION
14.9
7 Interpersonal skills and communication
7.1 Interpersonal skills which managers and employees need to develop include:
(a) Rapport building
(b) Persuasion
(c) Negotiation
(d) Conflict resolution
(e) Empathy
(f) Listening
(g) Assertiveness
7.2 Communication can be facilitated or emphasised using non verbal techniques eg.
(a) Posture
(b) Expressions
(c) Eye contact
(d) Movement
(e) Silence
Lecture example 3
Ideas generation
Required
Suggest some barriers to communication.
Solution
14: PERSONAL EFFECTIVENESS AND COMMUNICATION
14.10
Lecture example 4
Ideas generation
Required
Suggest some ways in which organisational communication can be improved.
Solution
8 Communication methods
8.1
Methods
Oral Written
Face to face meetings Forms
Telephone Notices
Video/web Posters
Conferencing Letters
Meetings Email
Discussions Reports
Presentations Memos
Briefings
9 Chapter summary
• This chapter has reviewed the communication process and how individuals can
improve their personal effectiveness.
14.11
Chapter 14: Questions
14: QUESTIONS
14.12
14.1 In the communications process 'Noise' can include items such as emotions as well as physical barriers
and noise. True or false?
A True
B False (1 mark)
14.2 Which of the following is incorrect with regard to the definition of SMART goals?
A Specific
B Meaningful
C Realistic
D Time bound (2 marks)
14.3 Which of the following is not a skill required by a counsellor?
A Empathy
B Sensitive
C Numeracy
D Observant (2 marks)
14.4 Leavitt identified 4 patterns of communication – which of the following is not one of these patterns?
A Z
B Chain
C Circle
D Wheel (2 marks)
14.5 Which of the following is a problem with face to face communication?
A Participants must be willing communicators
B Participants must maintain courtesy throughout the communication
C Participants must know the reason for the discussion
D Participants must try to lead the conversation at all times (2 marks)
14.13
Chapter 14: Answers
14: ANSWERS
14.14
14.1 A True. Noise can include anything which hinders communication.
14.2 B The M in SMART stands for Measurable.
14.3 C Numeracy is a skill required in certain roles (eg accountants, engineers) but it is not needed for
counsellors.
14.4 A The fourth patterns is a 'Y'.
14.5 D Both participants cannot try to lead the conversation all of the time.
END OF CHAPTE
R
15.1
Syllabus Guide Detailed Outcomes
Having studied this chapter you will be able to:
• Understand how and why staff are recruited.
• Appreciate different selection techniques.
• Evaluate the various methods of recruitment and selection.
Exam Context
This part of the syllabus is a rich source of potential questions. The pilot paper includes questions on the advertising of
vacancies, selection tests, training and the learning process.
Qualification Context
As this topic is highly examinable it forms an essential part of the qualification process.
Business Context
Recruiting and selecting the right staff who will deliver on the organisation's objectives are vital for all organisations.
Recruitment
and selection
15: RECRUITMENT AND SELECTION
15.2
Overview
Recruitments and selection
Recruitment – attracting
applicants
Selection – choosin
g
the ri
g
ht
applicants
Process/steps Methods
Process/steps
Role of HR/
responsibilities
Evaluation of
systems
15: RECRUITMENT AND SELECTION
15.3
1 Recruitment and selection
1.1 The aim of the recruitment and selection process is to obtain the quantity and quality of
employees needed to fulfil the organisation's objectives. It comprises three main stages:
(a) Defining the requirements
(b) Attracting applicants
(c) Selecting the right candidates
1.2 Human resources management (HRM) believes that employees are a scarce and crucial
resource and so recruitment and training issues are key to achieving the organisation's
strategy.
2 Responsibility for recruitment and selection
2.1 Numerous people may be included in the recruitment and selection process:
(a) Senior managers (for senior positions and HR planning)
(b) Human Resources (HR) department
(c) Line managers
(d) Recruitment consultants
Lecture example 1
Ideas generation
Required
Suggest three advantages and three disadvantages of using external recruitment consultants.
Solution
15: RECRUITMENT AND SELECTION
15.4
3 The recruitment process
3.1 Step 1 Job
requisition
Step 2 Job
analysis
Step 3 Identify potential
internal candidates
Step 4 Advertise internally
and externally
Step 5 Determine
selection
methods
Step 6 Select
candidates
3.2 Step 1 - Job requisition
• A process to ensure all vacancies are valid and authorised.
3.3 Job analysis is the process of collecting, analysing and setting out information about the
content of jobs.
3.4 The job analysis leads to two documents:
• Job description and specification – tasks and duties, skills and knowledge
• Person specification – personal attributes required of job-holder
3.5 Competences can also be used as a means of defining job descriptions.
3.6 Mintzberg's parameters of job design:
• Job specialisations
– How many different tasks are contained within the job and how multi-skilled do
the job holders need to be?
– To what extent does the worker have control over the work?
• Regulation of behaviour
• Training in skills and indoctrination in organisational values.