ADMAS

UNIVERSITY

individual assignment
Course title: Utilize Specialized Communication Skills

Name: Solomon birhanu…………………………………. Id no 5023/10

Date25-03-2021
 1. List three examples of areas of specific need that may require you to adapt
your communication strategies:

 facial expressions, hand signals and other physical gestures

 objects, photographs, pictures or symbols, written words
 specific techniques and aids
 videos or practical demonstration

2. Building rapport refers to: answer A

A) establishing a positive relationship

B) a build-up of mistrust or tension
C) a stage in the development of case notes

3. A refugee client seems comfortable as you discuss his case, but becomes agitated on
being asked to read or sign paperwork. Give two possible reasons related
to communication needs:

 Get to know them

 Time and patience
 Be present

4. The clients described below have specific communication needs and require a
support person when attending an interview. A family member is most appropriate
in the case of: answer C

A) A client with a disability who needs the support of a career.

B) A client with language difficulties who needs an interpreter
C) An anxious client who needs the support of a trusted person

5. What are the five behaviours in responding to conflict? Answer D

A) avoiding, smoothing, diverting, forcing, problem-solving

B) managing, avoiding, compromising, forcing, problem-solving
C) managing, smoothing, diverting, forcing, problem-solving
D) avoiding, smoothing, compromising, forcing, problem-solving

6. Which of these communication barriers are barriers related to the message? Answer B and
D

A) Fatigue
B) complex language
C) poor listening skills
D) inconsistent body language
E) unpleasant environment

7. Which of the following is an internal barrier to communication? Answer E

A) disorganized messages
B) noise
C) inconsistent body language
D) problems with technology
E) past experiences with the client
8. Interview procedures which of the following require a formal interview? Answer C

A) Being involved in a grievance process.

B) Advising a client about a program they may be interested in.
C) Preparing a case plan for a new client.
D) Asking a colleague for advice about a client issue.
E) Establishing whether a client has breached a court order.

9. Questioning techniques, clarification of points, agreement on statements of

fact, and distinguishing between fact, opinion, assumption and hearsay are all
strategies for: answer B

A) Establishing rapport
B) Eliciting facts
C) Giving feedback
D )Client referrals

10.Referral describes when a case worker: answer C

A) engages with a client via two-way communication

B) makes reference to another person in a client's case notes
C) arranges for the client to see another service provider
D) checks the accuracy of factual information

11. An interviewee mentions a minor incident involving verbal abuse by her new
partner. While she dismisses it as 'nothing really' you are still concerned as she has a
history of abusive relationships. What do you think is the most appropriate ways of
recording this exchange? Answer C

A) communication diary
B) file note
C) incident report
D) formal report

12. How might you ensure effective communication in networking?

 Establish and maintain eye contact

 Try to send a clear message
 Be receptive to what others say
 Wait for the other person to finish
 Focus fully on the speaker
 Pay attention to nonverbal signals
  Improve how you deliver nonverbal communication
 Become an engaged listener
13. Coaching describes: answer B

A) the role of team leader in staff training

B) a method of helping others develop their skills
C) arranging transport for remote clients

14. Which of the following best describes an informal group? Answer A

a. several young people who meet for social purposes
b. a number of individuals with a shared goal
 c. Co-workers who work together to achieve officially prescribed goals.
15.List two reasons why a group may be formed.

 Performance: Group effort can be more efficient and effective than individual efforts
because they enable employees to specialize and contribute a variety of strengths.Organizations
structure employees into functional and task groups so that they can develop and apply expertise
in particular functions, products, problems or customers. The other factor contributing to
performance is motivation, and groups can enhance this as well. When employees work in
groups, the group is an important force for creating and enforcing standards for behaviour.

• Cooperation: Carrying out an organization's mission is something no single person can do

alone. However, for several people to accomplish a mutual goal, they must cooperate. Group
dynamics and characteristics can enhance cooperation among employees, especially when
members identify themselves as group and are rewarded for group success.
16. Which of the following relate to the task oriented group members? Answer E

A) Initiating
B) Encouraging
C) Harmonizing
D) Clarifying
E) Expediting
F) Observing

17.List three brief questions which will help evaluate how your group performed.

 What accomplishments this quarter are you most proud of?

 Which goals did you meet? Which goals fell short?
 What motivates you to get your job done?

18. Negotiation describes: answer B

a. a process responding to a formal grievance

b. a process for reaching an agreed outcome
c. a process involving a third party

19. If you are involved in a conflict you are required to: answer C
a. undertake a mediation process
b. attend a formal interview
c. follow organizational policy and procedures

20. Describe two procedures that may be required of persons assisting with
conflict resolution?

 Clarify what the disagreement is. Clarifying involves getting to the heart of the
conflict. The goal of this step is to get both sides to agree on what the
disagreement is. To do this, you need to discuss what needs are not being met on
both sides of the conflict and ensure mutual understanding. During the process,
obtain as much information as possible on each side’s point of view. Continue to
ask questions until you are certain that all parties involved (you and those on
either side of the conflict) understand the issue.
 Establish a common goal for both parties. In this step of the process, both
sides agree on the desired outcome of the conflict. “When people know that
they’re working towards the same goal, then they’re more apt to participate
truthfully to make sure that they reach that end goal together.” Kimberly A.
Benjamin explained in a recent BLR webinar. To accomplish this, discuss what
 each party would like to see happen and find a commonality in both sides as a
starting point for a shared outcome. That commonality can be as simple as “both
sides want to end the conflict.”

21. Describe three strategies that can help ensure an interview progresses smoothly.

_ Planning & Preparation

The lack of adequate planning for an interview is the greatest single fault found in my studies of
the interviewing process.1 All too often, the inexperienced interviewer launches into a discussion
only to find midway through that his preparation is incomplete. A moderate amount of
preplanning can easily obviate such unfortunate occurrences.
When the objective of the interview is well-known in advance, it is usually a good practice to
allow the individual concerned ample time to prepare for the talk before the actual involvement.
By indicating, ahead of time and in writing, the points to be covered, the interviewer gives the
interviewee an added advantage and reinforces the specific purpose of the session. Too often the
expectations of the interviewee may be far different from those of the interviewer. This
misunderstanding, if not corrected, can be disastrous.
On the other hand, too much preplanning and detailing for an interview can be equally harmful.
The interviewee may then develop conventionally correct answers or platitudes which, of course,
reduce the informational content of the interview to virtually zero. In short, he needs a guide, a
“steer”—but no more than that.

Building Rapport
Certainly the general tone of the interview should be one of helpfulness and friendliness so as to
minimize the immediate barriers to forthright communication. In this connection it should be
mentioned that privacy is a first prerequisite to good interviewing. An important component of
this is freedom from distracting interruptions. (The telephone many times is such a distraction.)
In order to establish the critically important element of rapport with the interviewee, a genuine
attempt should be made to put the interviewee at ease—especially in job application, promotion,
or other interviews where significant differences in status exist. Unfortunately, sometimes this
rapport is attempted by such gaucheries as, “Now, don’t be nervous!” or, “Relax!”

Guiding the conversation

The interviewee is overly sensitive to all reactions by the interviewer. Taking advantage of this,
the interviewer may easily steer the conversation along the most productive channels. Small
inflections in the voice give encouragement. By repeating phrases already expressed, one finds
the respondent expanding with details on a relevant issue. Sometimes, merely restating the reply
allows a time for reflection and quite natural expansion or clarification of a point perhaps lost in
the first verbalization. Phrasing a question by rewording it into a rhetorical one gives the
interviewee a period to think through a definite response (although caution should be observed
that the “right” words are not put into the mind of the interviewee).