miss important information. Second, listening makes a person more dependable:

people who listen well follow directions better, make fewer errors, say foolish things less

often, and generally become the kind of person others will ask for advice or direction.

Third, good listeners are more respected and liked by those they work with. Managers

who listen compliment those they listen to, in effect telling them they are worthy people.

This trait can lead to hmmonious labour relations since employees generally trust and

suppOrt managers who “listen them out.”

Fourth, better listening enables a manager to be better informed overall and more

sophisticated. Sophistication comes not from talking but, rather, by learning about the

world around one. Fifth, good listening spares a person many embarrassments. In many

situations, people may miss a name because of poor listening, or they may need to have

critical information repeated because of “daydreaming”. Worse yet, a direct question

may be unanswered because of inapt listening. Such embarrassing situations can

quickly label a manager as unconcerned or even apathetic.

Ultimately, the major reason for developing effective listening is to promote

understanding between people. People who need to be heard not only for their own

emotional well-being but to be understood create gaps by not listening. Mutual

understanding is required in any work group.

Listening -is not just hearing, and the effective manager differentiates between” the

two. Hearing is mechanical, an automatic sort of thing often difficult to

avoid. A horn blaring, heavy construction equipment”

groaning. children shouting in a playground-all these sounds, plus others, may be heard

even though they are not listened to actively. Hearing usually requires little special

physical or mental effort.