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an investigative analysis of the psychological characteristics and job ...

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Communication occurs in m<strong>an</strong>y forms, r<strong>an</strong>ging from face-to-face conversation, to written messages<br />

to <strong>the</strong> more subtie forms involving facial expressions <strong>an</strong>d body movements. It takes place through<br />

<strong>the</strong> spoken <strong>an</strong>d written word <strong>an</strong>d through behaviour <strong>an</strong>d personal example (Rue &Byars, 1993:56;<br />

Travers, 1993:188).<br />

Armstrong (1996:772) is <strong>of</strong> <strong>the</strong> opinion that communication skills encompasses <strong>the</strong> ability to<br />

convey information <strong>an</strong>d arguments clearly, positively <strong>an</strong>d logically, while also being prepared to<br />

listen to <strong>the</strong> o<strong>the</strong>r side <strong>an</strong>d to respond appropriately.<br />

Del Brocco <strong>an</strong>d Sprague (2000:18) say that like creativity, communication is a muscle...a<br />

skill...<strong>an</strong>d aprocess. It must be learned, drilled, practised, rehearsed, <strong>an</strong>d experimented with.<br />

The CEL will have to be able to communicate effectively with a wide variety <strong>of</strong> people from a wide<br />

variety <strong>of</strong> backgrounds <strong>an</strong>d environments. Knox (1980: 188) <strong>an</strong>d Kok (2000:57) agree with this<br />

when <strong>the</strong>y state that m<strong>an</strong>y people who work in adult education must not only know a subject well,<br />

but must be able to work well with awide r<strong>an</strong>ge <strong>of</strong> people <strong>an</strong>d be good communicators.<br />

2.4.12 Ability to Org<strong>an</strong>ise Effectively<br />

Rue <strong>an</strong>d Byars (1993:152) define org<strong>an</strong>ising as <strong>the</strong> grouping <strong>of</strong> activities necessary to achieve<br />

objectives.<br />

Stone (1991 :40) elaborates on this by stating that org<strong>an</strong>ising is about ensuring that all is happening<br />

as it should at present <strong>an</strong>d in <strong>the</strong> immediate future. It consists <strong>of</strong> two main activities, namely, <strong>the</strong><br />

allocation <strong>an</strong>d re-allocation <strong>of</strong> present resources, <strong>an</strong>d <strong>the</strong> eXPrcise <strong>of</strong> vigil<strong>an</strong>ce to keep things going<br />

well.<br />

Travers (1993:118) is <strong>of</strong> <strong>the</strong> opinion that org<strong>an</strong>ising brings order, structure <strong>an</strong>d co-ordination to <strong>the</strong><br />

pursuit <strong>of</strong> objectives. When done well, org<strong>an</strong>ising allows a person to achieve a high degree <strong>of</strong><br />

efficiency <strong>an</strong>d effectiveness.<br />

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