Q# ATTEMPT MARKS QUESTION COMMUNICATION PROCESS 2 SPRING 2013 8 An in-house team of senior managers of Elite Limited has recently completed a comprehensive study which proposes recommendations of far-reaching changes in the organisational structure of the company including deletion/addition of certain product lines and revamping of the delivery system of its products. You have been assigned the task to critically examine the report prepared by the team and give your comments/feedback to the team leader prior to its finalization and presentation to the board for approval. Briefly describe how you would ensure that your comments/feedback to the team leader is constructive and positive. 7(a) SPRING 2013 3 State different Phases of the Communication Process. 8(a) SPRING 2013 4 List different impediments which adversely affect the Process of Communication in an organisation from the standpoints of the sender as well as the receiver. 7(a) AUTUMN 2012 2 What is meant by the term “Noise” in communication? 9(b) AUTUMN 2012 7 Identify the types of situations in which the following Channels of Communication would be most effective from the standpoint of achievement of their objectives. (i) Email Message (ii) Face-to-face Conversation (iii) Fax(iv) Letter (v) Memo (vi) Phone Call (vii) Video conference or teleconference 12 SPRING 2012 10 Briefly explain any four of the following concepts: (a) Information Overload (b) Horizontal Communication (c) Filtering of Information (d) Selective Perception (e) Semantic Noise 2(b) autumn 2011 5 Explain briefly what is meant by Perception. List any four Internal Factors which would influence the Perception of an individual towards a particular object. 7(a) AUTUMN 2010 3 Identify six different phases of the Process of Communication. 11 AUTUMN 2010 6 “Noise” is a phenomenon which interferes in the delivery of messages. Explain briefly what is meant by Physical, Psychological and Semantic Noises. 6 Spring 2010 10 Feedback is a critical component of the communication process as it enables the sender to determine whether the message has been received or understood. Although feedback is of considerable importance in the communication process, it is observed that it is often ignored in certain situations. (a) Give reasons why managers are often reluctant to provide Feedback to their subordinates? (b) Narrate any six steps which a manager may take to make the Feedback to subordinates more acceptable in difficult situations? 7(b) Spring 2009 5 Feedback is considered to be a critical component of the communication process as it enables the sender to determine whether the message was, in fact, received and understood by the receiver as intended by the sender. In spite of its vital importance, feedback poses serious problems in the communication process. Explain briefly the circumstances in which such feedback may not prove to be effective and, in fact, be detrimental to the process of communication. BCBS TOPIC WISE QUESTION BANK QUESTIONS
Transcript
Q# ATTEMPT MARKS QUESTION
COMMUNICATION PROCESS
2 SPRING 2013 8
An in-house team of senior managers of Elite Limited has recently completed a comprehensive study which proposes recommendations of far-reaching changes in the organisational structure of the company including deletion/addition of certain product lines and revamping of the delivery system of its products. You have been assigned the task to critically examine the report prepared by the team and give your comments/feedback to the team leader prior to its finalization and presentation to the board for approval. Briefly describe how you would ensure that your comments/feedback to the team leader is constructive and positive.
7(a) SPRING 2013 3 State different Phases of the Communication Process.
8(a) SPRING 2013 4 List different impediments which adversely affect the Process of Communication
in an organisation from the standpoints of the sender as well as the receiver.
7(a) AUTUMN 2012 2 What is meant by the term “Noise” in communication?
9(b) AUTUMN 2012 7
Identify the types of situations in which the following Channels of Communication would be most effective from the standpoint of achievement of their objectives. (i) Email Message (ii) Face-to-face Conversation (iii) Fax(iv) Letter (v) Memo (vi) Phone Call (vii) Video conference or teleconference
12 SPRING 2012 10
Briefly explain any four of the following concepts: (a) Information Overload (b) Horizontal Communication (c) Filtering of Information (d) Selective Perception (e) Semantic Noise
2(b) autumn 2011 5 Explain briefly what is meant by Perception. List any four Internal Factors which
would influence the Perception of an individual towards a particular object.
7(a) AUTUMN 2010 3 Identify six different phases of the Process of Communication.
11 AUTUMN 2010 6 “Noise” is a phenomenon which interferes in the delivery of messages. Explain
briefly what is meant by Physical, Psychological and Semantic Noises.
6 Spring 2010 10
Feedback is a critical component of the communication process as it enables the sender to determine whether the message has been received or understood. Although feedback is of considerable importance in the communication process, it is observed that it is often ignored in certain situations. (a) Give reasons why managers are often reluctant to provide Feedback to their subordinates? (b) Narrate any six steps which a manager may take to make the Feedback to subordinates more acceptable in difficult situations?
7(b) Spring 2009 5
Feedback is considered to be a critical component of the communication process as it enables the sender to determine whether the message was, in fact, received and understood by the receiver as intended by the sender. In spite of its vital importance, feedback poses serious problems in the communication process. Explain briefly the circumstances in which such feedback may not prove to be effective and, in fact, be detrimental to the process of communication.
BCBS TOPIC WISE QUESTION BANKQUESTIONS
3 Autumn 2008 8
Briefly explain the following concepts: i. Information Overload ii. Filtering of Information iii. Selective Perception iv. Semantic Noise
6 Autumn 2008 3 List the essential components of the Communication Process.
3 Spring 2008 10
Invariably all communicators make concerted efforts to ensure that their messages are received and interpreted correctly, fully and in the intended spirit by their target recipients. However, it is acknowledged that often there are wide differences between the inherent message conveyed by the communicator and the message received by the recipient. Explain five factors which in your opinion contribute towards improved receptivity of the message by the recipient of communication.
9 Spring 2008 2.5 Briefly explain the following concept:
> Perception
11 Autumn 2007 5 Identify the different phases of the Process of Communication.
5 Spring 2007 13
List and explain the concept and principles of ethical communication to be practiced in business organizations. Give two examples of unethical communication under each principle.
1 Autumn 2006 6
In communication, the credibility of the source is often traced to factors like Personal Appeal, Perceived Authority and Perceived Intentions. Briefly describe what each of these factors stand for.
1 Spring 2006 10
In an organizational setting, the choice of the medium of communication is a conscious decision, which is taken after taking into account several factors related to timing, sensitivity, complexity, distance, confidentiality, etc. What will be your chosen medium / media of communication in the following situations, who will be your audience(s), and why? 1) The company is offering 10% of its shares for sale to common investors. There is detailed information to be given regarding price, date of sale, how to apply, description of company business, and recent financial performance. 2) A group of unionized employees have been found guilty of financial wrongdoing and charged. Under disciplinary rules their service is terminated without any notice / benefits. 3) The company has announced one-month’s bonus pay to all its 600 employees at the head office and at field locations all over Pakistan. This is due to exceptional business performance. The bonus will be disbursed into the salary accounts in the next 7 working days to coincide with Eid. 4) There are three strong contenders for promotion to the Director Sales position, from among your senior Sales Managers. The two candidates who will not be selected are naturally going to be disappointed. These two individuals are equally valuable to the organization and you cannot afford to have them demoralized. 5) The company had recently launched a medicine for treatment of cancer. But due to reports of adverse side-effects of the medicine, the company has decided to stop its sales and recall all trade stocks.
3 Spring 2006 6
JBS Bank has recently been privatised. Previously as a nationalised bank, the organisation’s culture valued length of service and seniority of employees. The new management consists of young and aggressive managers, who now want to infuse a result-oriented culture where performance is rewarded. Today the new Head of Branch Operations, A. Salim, is meeting a senior officer of the bank’s Main Branch, S. Akhtar, who is being made to report to a new manager inducted recently from another bank. The new manager is young and dynamic, but Akhtar feels his seniority is being undermined and is very upset. The situation goes as: Salim has a busy schedule, and to save time he has agreed to meet Akhtar over lunch in the busy officers’ cafeteria for 15 minutes, and hear his grievances. His mind is preoccupied with the presentation he has to make to the Directors in the afternoon. He has his views on Akhtar’s professional capabilities and feels the meeting will be an unproductive use of his time, but has agreed to the meeting as Akhtar has been requesting it for many days. Akhtar on the other hand is skeptical of the new management’s intentions. Salim delivers a jargon-filled monologue on the new People Development philosophy, and tries to convince Akhtar that he can still grow professionally without being promoted. Akhtar hears him out but has difficulty grasping the new organisational concepts especially since they are explained in high-flown and accented English. During their luncheon meeting, several colleagues briefly stop by to greet them. Which types of Noise can you identify in the above situation? Explain in each case how it can mar the quality of communication between Akhtar and Salim?
COMMUNICATION SKILLS
9 SPRING 2013 10
(a) Explain briefly by giving two reasons why it is necessary for experienced speakers to limit the scope of their oral presentations within the pre-determined parameters. (b) Assume that you are an office bearer of the Textile Mills Association and attending a seminar in which a prominent tax expert would present tax proposals in the presence of an FBR official and invite comments on these proposals. The tax proposals would have considerable impact on the textile industry in the country. Give four reasons why it would be important for you to engage in Critical Listening of the various proposals presented in the seminar.
9(a) SPRING 2012 6 Identify six traits which are commonly observed in Ineffective Listeners.
11(b) SPRING 2012 5
You have to make an Oral Presentation to a knowledgeable audience which would be followed by a question and answer session. List five important considerations which you should keep in perspective while making your Presentation.
11 autumn 2011 10
(a) Even the most brilliant and innovative ideas require support of Effective Communication Skills to achieve positive results. List six types of Communication Skills which in your opinion are essential for a business leader to achieve success and ‘to make one’s mark’ in today’s competitive business environment. (b) Explain briefly what is meant by Emphatic Listening?
4(a) SPRING 2011 5 State five attributes or abilities which in your opinion are essential for developing Effective Communication Skills in a competitive business environment.
2 AUTUMN 2010 10
Written Business Communication is most effective when the sender has planned the proposed message carefully to ensure that the message is conveyed to the receiver(s) in the same context as is envisaged by the sender. (a) Identify the five important steps in the planning of written messages to ensure that the communication is effective. (b) Give brief explanations of each of the above steps.
3 AUTUMN 2010 6 List six traits each which are observed in a Good Listener and a Poor Listener.
10 Autumn 2009 8 What is meant by the term effective listening skills? Narrate six steps that a person should take to develop such skills.
10 Spring 2009 10
An empirical research study of a sample of approximately five hundred diversified business organizations showed that communication skills were lacking in a large number of candidates who had applied for managerial positions. Briefly explain the different ingredients of good communication skills that employers seek and expect from the prospective applicants for managerial positions.
7(b) 2 Explain what is meant by good communication skills.
7(c ) Autumn 2008 5
Good communication skills are of crucial importance for senior management positions and a busy executive in a major corporation must possess different types of communication skills for the conduct of his day-to-day responsibilities. Identify and give five different situations and the different types of communication skills a senior executive has to utilize in each case.
9(a) Autumn 2008 5
Poor listening is often a major cause of oral miscommunication. A considerable number of persons are “inefficient listeners.” Narrate the steps that would substantially improve a person’s listening capabilities and contribute towards developing good listening skills
4 Autumn 2007 2.5 Briefly explain the following concept: Listening Skills
COMMUNICATION IN ORGANIZATION 12(b
) SPRING 2013 4 List four different purposes of downward messages communicated in a business organisation which has a number of employees working in several divisions/departments.
1 AUTUMN 2012 8 Identify and explain briefly four distinct functions performed by an effective system of internal communication networking a large business entity which has a well-defined organisational structure.
4(a) autumn 2011 4 What type of problems may create impediments in the Upward Flow of Communication in a large organisation?
8(a) autumn 2011 5 Identify five characteristics of Formal Communication patterns which are observed in a large-size business organisation.
5 Spring 2010 6
(b) What is meant by Upward Communication? Narrate the purpose of Upward Communication. (c) Why is Upward Communication of particular importance in Learning Organizations?
3(b) Autumn 2009 5 As an informal communication network, Grapevine exists in all big organizations and transmits information through unofficial channels. Give five characteristics which are commonly observed in all Grapevine networks.
6(b) Spring 2009 4 Implementation of an efficient system of Formal Communication Channels is essential for smooth performance in business organizations. State four main advantages which accrue to an organization having a well planned system of
formal communications.
3 Autumn 2008 2 Briefly explain the following concept: Horizontal Communication
5(a) Spring 2008 9
It is a well acknowledged fact that all forms of External and Internal Written Business Communications have an inherently formal and impersonal style which does not necessarily reflect the personal characteristics/traits of the individuals responsible for the communication. Give six reasons why this type of style is strictly adopted in large and complex business organizations.
1 Autumn 2007 10 (a) Explain what do you understand by Formal and Informal Communication? (b) Enumerate and explain briefly the reasons for establishment of Informal Communication networks in organizations.
1 Spring 2007 8 Enumerate various conditions and relationships which might become ‘barriers to communication’ and hinder smooth flow of departmental and individual co-ordination and work
5(a) Spring 2006 6 Specify the main features of a trade union environment.
8(b) Spring 2006 6 Managers are often found complaining about lack of coordination. What in your opinion are the various reasons for lack of coordination?
SEVEN C'S
5 SPRING 2013 5
Re-write the following sentences so that they should more fully adhere to the Seven C’s of effective communication. (i) I believe that Mr Mahmood’s employment record seems to show that he is capable of handling the position of senior financial analyst. (ii) If we do not receive the consignment soon, we will be forced to cancel the order. (iii) We insist that you always bring your National Identity Card to receive prompt service. (iv) We regret to inform you that we have to recover the late payment charges from you because of your failure to pay the bill on time. (v) Vital Information Systems has purchased six new computer chairs for the programmers with more comfortable seats.
2(b) AUTUMN 2012 2
The Seven C’s of Communication facilitate and promote better understanding of business messages. You are required to match correctly each of the following Seven C’s of Communication with its most appropriate desired impact on business messages. Match one desired impact with each of the Selected Seven C’s of Communication. Selected Seven C’s of Communication (i) Courtesy (iii) Correctness (ii) Clarity (iv) Conciseness Desired Impact : (i) Saves Time (v) Improves Relationships (ii) Introduces Stability (vi) Builds Confidence (iii) Reinforces Confidence (vii) Builds Trust (iv) Makes Comprehension Easier
5 AUTUMN 2012 8
Shahid works as a Shift In-charge for Sultan Textile Mills Limited. He has long-standing grievances against the Manager of his Department. One afternoon, he entered the office of the Factory Manager and gave vent to his emotions and made the following disclosures: (i) My problem is that I am responsible for the performance of my section. Yet I have so little authority to get the best results. I am only as effective as my Manager (Mr Rashid) allows me to be. Unfortunately, Mr Rashid likes to do everything himself. (ii) Mr Rashid recruits temporary workers without consulting me and I have to bear the brunt of unskilled and unwilling workers. I come to know these workers only when they report to me for work. I do not have access to their personal files nor do I have any idea of their wage packages. Mr. Rashid tells me this information is confidential. (iii) Mr Rashid encourages my subordinates to report to him directly and hears their complaints without my knowledge. (iv) As many as 75 workers report to me directly as there is no position of Assistant Shift In-charge. Obviously, it is very difficult for me to supervise so many workers and also to attend to my duties as Shift In-charge. State the organisational principles which are not being adhered to in each of the above instances. Give brief reasons for your answer
3 SPRING 2012 6 The concepts of Concreteness and Correctness are important ingredients of the Seven C’s of Effective Communication. Explain these concepts and state why they are significant in the communication process.
11(a) SPRING 2012 5
Re-write the following messages to remove any negative perceptions and elicit a positive and favourable response from the recipients. (i) You should not use this type of paper in the photocopying machine. (ii) We have wasted an amount of Rs 500,000 by advertising in that new Health Magazine. (iii) We regret to inform you that we must deny your request for sale of furniture on credit. (iv) Decline in sales from Rs 80 billion to Rs 50 million is due to the very poor performance of the previous management and this new management certainly cannot be held responsible for this downslide. (v) You have been sitting on our order for supply of cement for the past two months. We want the delivery of the consignment now as we cannot wait any longer.
4(b) autumn 2011 5
Re-phrase the following sentences to remove their negative connotations so that they may elicit more favourable responses from the recipients. (i) The problem with the Spinning Department is its inability to control the high rate of energy wastage. (ii) In the event of your failure to make payment of your overdue account within 7 days, we would have no other alternative but to tell our legal advisors to initiate legal proceedings against you. (iii) It is not possible for us to repair and replace the damaged parts of your generator in one day. We would require 2 days to complete the job. (iv) Your salesman told a lie and misled me to purchase from your shop, a dress made of mixed silk and polyester fabric instead of 100 percent silk cloth as claimed by him. (v) If you fail to return the completed Advertisement Contract Form along with a cheque for Rs 250,000 by September 30, 2011, your reserved space in the next issue of our magazine ‘Fashion Trends’ will be cancelled and would be sold to
another customer.
5(a) SPRING 2011 8
Completeness and Conciseness are both essential principles of written communication, yet they may appear to be contradictory terms, to an individual who lacks insight in the communication process. Briefly explain the underlying concepts of Completeness and Conciseness and illustrate the advantages of adherence to these concepts. Also state how the essence of these two concepts can be achieved without sacrificing the efficacy of any one of them.
7(b) AUTUMN 2010 5
It is widely acknowledged by communication experts that positive messages elicit more favourable responses vis-à-vis messages which carry negative undertones. You are required to transform the messages given below into positive messages to remove any negative connotations by the recipients. (i) Our company has a strict policy not to accept orders for amounts of less than Rs 2.5 million. (ii) The employees’ lunch break should not be longer than 45 minutes. (iii) The inter-city Express Bus Service will not wait for more than 15 minutes at any stop. (iv) We do not offer discount to customers who want credit facilities. (v) Do not apply for the position of Security Officer if your height is less than 185 centimetres.
It is widely acknowledged by communication experts that positive messages elicit more favourable responses vis-à-vismessages which carry negative undertones. You are required to transform the messages given below into positive messages to remove any negative perceptions by the recipients. (a) The Board rejected three of the twelve proposals submitted by the management. (b) We shall not give discount on orders worth less than Rs. 10,000. (c) We would not be able to complete the order before the end of the month. (d) Employees’ tea breaks should not be longer than 15 minutes. (e) We cannot begin the printing work until all the revisions are reviewed. (f) We do not provide insurance cover for a period of less than six months.
5(b) Spring 2008 6
The following inappropriate statements have been observed in written business communications: (i) All payments must be made in time. (ii) You have failed to supply the Product Code and we can not fill the order until you provide the proper details of the required code (iii) May I have an appointment for a job interview? You may telephone me on 745986 between Monday and Friday. Re-write each of the above statements to meet the requirements of Effective Business Communication. Also indicate the violation of the specific principles of seven Cs in each of the above cases. INTERPERSONAL COMMUNICATION
7(b) AUTUMN 2012 6 Explain briefly the concepts of Physical, Psychological and Semantic Noises.
12(a) AUTUMN 2012 7.
5
(a) Explain the following Axioms of Interpersonal Communication:(i) Irreversibility of Communication(ii) Inevitability of Communication(iii) Content and Relationship Dimensions of Communication
8(b) autumn 2011 5 What is meant by the term Universals of Interpersonal Communication? List eight Universals of Interpersonal Communication.
Interpersonal Communication takes place in an environment which is influenced, to a considerable extent, by prevailing attitudes and behaviour of individuals. The degree of feelings of friendliness or hostility determines the characteristics of the communication environment. List three characteristics each which would be readily apparent in: � a Friendly Work Environment, and � a Hostile Work Environment. Note: Explanations are not required.
11 Autumn 2009 6 Explain the following Axioms of Interpersonal Communication: (a) Inevitability of Communication (b) Communication involves a Process of Adjustment
11 Spring 2009 6 Explain the term Universals of Interpersonal Communication. List eight Universals of Interpersonal Communication.
5 Autumn 2007 6
Explain any TWO of the following Axioms of Interpersonal Communication: (a) Inevitability of Communication (b) Irreversibility of Communications (c) Communication involves a Process of Adjustment
4 Autumn 2006 6 Communication takes place in certain contextual dimensions, namely Physical dimension, Social / Psychological dimension and Temporal dimension. Describe what you understand by these contextual dimensions.
7 Autumn 2006 9 What do you understand by the transactional axioms of interpersonal communication? Briefly mention the implications of the axioms of interpersonal communication.
BUSINESS MESSAGES
7(b) SPRING 2013 4 Identify four situations in which (i) written media and (ii) oral media would be the most appropriate means of communication for delivery of information to the target audience.
4(b) AUTUMN 2012 2 List the steps in the planning of a written business message.
9(a) AUTUMN 2012 3 Briefly explain three major differences between non-verbal and verbal communication.
12(b) AUTUMN 2012 2.
5 State briefly what is meant by the term Paralanguage.
13(b) SPRING 2012 5 Identify and describe briefly the advantages of Oral Communications.
10(b) autumn 2011 5
The prime purpose of Visual Presentation Aids such as pictures, drawings, charts, etc is to communicate with greater clarity and to increase the level of understanding among the audience. What considerations should be kept in perspective to achieve optimum benefits of Visual Presentation Aids?
3(b) SPRING 2011 5
Briefly explain the implied meaning conveyed in each of the following situations. (i) A director tells his secretary “Don’t be late for the Investment Committee meeting tomorrow!” (ii) A Group Leader while conducting an internal meeting occupies a position other than at the head of the conference table. (iii) A CEO invariably comes late to the staff meetings, after the scheduled time, and makes all the participants wait. (iv) A job applicant submits a CV containing numerous spelling and presentation errors. (v) A subordinate calls his senior manager and asks, “May I come to discuss the sales report?” The senior manager responds, “I’m working on an urgent assignment and have to meet a strict deadline.”
8(a) SPRING 2011 5 List five different situations in which it would be preferable to use the media of Written Communication and not Oral Communication channels.
5(a) Spring 2010 6 What do you understand by the term non-verbal Communication? Briefly explain the important characteristics of non-verbal Communication.
9(a) Spring 2010 7 State and explain briefly the important steps involved in the planning of written messages.
6 Autumn 2009 5
Match any five of the following typical non-verbal communication gestures or movements with their interpretations by the recipient of the message: Non-verbal Gesture Message Interpreted by Recipient (i) Standing with hands on hips a) sincerity, openness/ innocence (ii) Brisk, erect walk b) defensive attitude (iii) Open palms c) degrading attitude (iv) Arms crossed on chest d) confidence (v) Head tilted forward e) readiness and aggressive attitude (vi) Shaking hand with face turned in a different direction f) showing deep interest in the message
4(a) Spring 2009 6 Explain what do you understand by a Notice Board. Briefly mention three drawbacks of communication of information through the Notice Board.
7(a) Autumn 2008 6 Identify the circumstances in which written, oral and electronic media would be the most appropriate means of communication for delivery of information to the target audience.
8 Spring 2008 10 Describe the types of situations in which indirect approaches of communication are adopted in framing of business messages. What are the steps that are generally followed in writing of indirect communications in business?
10 Spring 2008 6
As a Professional Trainer, you have just completed a 3 hour Training Session on the subject of International Trade Financing for a group of twenty Management Trainees of Phoenix Bank Limited. You are keen to measure the success of the presentation and would like to know the extent to which the trainees have absorbed and benefited from the lecture. Identify four different methods by which you can obtain feedback from the trainees.
11 Spring 2008 6
TV panel interviews conducted with prominent personalities in various fields show that these individuals often lack good communication skills. Identify four of the most common traits which are indicative of their unsatisfactory communication skills.
9 Autumn 2007 9
What kind of information would normally be included in a House Journal/Company Newsletter issued by a progressive fertilizer company which has over 3000 employees in various cadres? Identify nine different types of information which would be of general interest to the employees.
LETTERS
6 SPRING 2013 6
(a) What are the distinguishing characteristics of a Circular Letter prepared by a business organisation for issuance to its customers? (b) State three different occasions on which a business organisation would usually issue a Circular Letter to: (i) existing and prospective customers (ii) external parties, other than its customers.
10(a) SPRING 2013 6
Human Resources Department of ABC and Company has written a letter to a former employer of a job applicant. An extract from the letter is given below: Dear Mr Siddiqui, Azam Khan has applied for the post of junior purchase officer in our company. He has listed you as a reference and claims that he has worked for you as a Purchase Clerk in the parts department of your company from May2008 to November 2012. I am impressed with Azam Khan’s personality and would like to have your evaluation of his performance. I am particularly interested in his honesty and trust worthiness and the manner in which he gets along with his colleagues. I am eager to know why he left your company. Also, please let me know whether you would hire him back if there was an opening in your company. In addition, I would like to know about his character, personal life and attitude. Thank you for your prompt response. Yours truly, Identify four shortcomings in the extract of the above letter. Give reasons why you consider these shortcomings as inappropriate.
11 SPRING 2013 10
Write a letter on behalf of Edhi Foundation to the President of Famous Bank Limited requesting that the bank may host the Foundation’s Blood Collection Campaigns in Karachi, Lahore, Peshawar and Quetta. The Blood Collection Campaigns would help Edhi Foundation to collect blood donations from volunteers which would be provided to the poor patients. The letter should contain requests for providing funds for purchase of transfusion bottles and other necessary supplies, payment of daily allowances to doctors and medical technicians and rental charges of tents, furniture,etc. besides providing bottled water, orange juice and snacks to the donors. Assume that your name is Saqib Ahmed and you are the Executive Director of Edhi Foundation.
6 AUTUMN 2012 10
The Good Hope Children Welfare Organisation, a reputable and well-managed NGO, intends to implement two hospital projects for the ‘Street Children’ in Lahore and Karachi. It is estimated that approximately 200,000 Street Children in both these cities are affected with various diseases, including life-threatening diseases. Urgent measures are required to address to this grave problem before the situation deteriorates further. You are required to prepare a persuasive message to be circulated to the prospective donors seeking their help for this worthwhile cause. The message should incorporate the principles of good communication for eliciting a positive response from the donors. Address of NGO is: The Good Hope Children Welfare Organisation 250 Orangi Township Workers Avenue Karachi 45678 Assume you are the Honorary Chairman of The Good Hope Children Welfare Organisation and your name is Fazal Mahmood.
10 AUTUMN 2012 10
Consolidated Steel Mills Limited (CSML) is in the business of manufacturing and selling steel products such as round and flat bars, girders and wires used for construction purposes. Zenith Property Developers are currently executing several high-rise building projects in Lahore and Islamabad and are major buyers of these products. CSML is keen to establish business relations with Zenith as it would give a substantial boost to their business. As Director Marketing of CSML, you are required to write a Letter to CEO of Zenith Property Developers Limited offering to supply steel products for their projects. Note: (i) You may highlight at least three competitive strengths which give CSML a business edge over its competitors. Assume necessary details to enhance the effectiveness of the selling points in your letter. (ii) Assume that your name is Abdul Hafeez The address of your company is: Consolidated Steel Mills Limited E - 43 Main Avenue SITE Karachi 34500 The letter should be addressed to: Chief Executive Officer Zenith Property Developers Limited K-48 Block -5 Gulberg Lahore
13(a) AUTUMN 2012 4
Assume that you are the Head of Finance Department of Tasty Foods Industries Limited. Saulat Khan, an Assistant Manager in your department had resigned from your company three months ago. He is now being considered for the position of Manager in Fine Juices Limited and has requested you to write a Letter of Recommendation to his prospective employer. List four important points that should be included in your Letter of Recommendation.
4 SPRING 2012 10
The Selection Committee of Atlas University of Engineering reviewed 35 applications for the position of Head of Metallurgy Department. After two rounds of eliminations, the top three candidates were invited for the final interviews in which the Committee met with each candidate for one hour. The top three candidates were then invited to the campus to meet and exchange views with the key faculty members and the students’ representatives. The Committee finally recommended the selection of Dr. Jamil Ahmed who has a doctorate in metallurgy from a prestigious university. As Secretary of the Selection Committee you are required to write a letter of approximately 150 words to the candidates who were eliminated in the first two rounds, advising them that they will not be receiving offers of employment. This letter should be addressed to: Mr. XYZ Plot No. F- 4000 North Nazimabad, Block 5 Karachi - 12345 Note: (i) Identical letters will be sent to the applicants who were eliminated in the preliminary rounds at their respective addresses. (ii) Assume your name is Khalid Khan.
10 SPRING 2012 10
Two months ago, The Environment Protection Board had ordered the closure of your Paper and Board manufacturing plant because it was discharging untreated effluent in the river causing pollution and adversely affecting the agricultural lands in the area and damaging the marine life in the river. This unit is one of the largest paper and board mill in the country. The company has since taken necessary measures to rectify the problem. As the Chief Executive Officer of the mill you are required to write a letter to the Director, Environment Protection Board requesting that the factory may be re-opened to enable it to resume its manufacturing operations. You should emphasise that all necessary measures have been taken to resolve the problem. You may make assumptions of any details/information that you may consider relevant to substantiate your case for the re-opening of the mill. Assume that the name of your Company is Sterling Paper and Board Mill Limited, Lahore and you are Khalil Ahmed.
7 autumn 2011 10
Zenith Fan Company Limited (ZFCL) are manufacturers of different types of ceiling, pedestal and exhaust fans. ZFCL’s products are recognised as being of superior quality and command premium prices in a highly competitive business environment. A batch of Ceiling Fans of ‘Cool Air’ model was launched by ZFCL for the first time in the market through a selected group of four main distributors. The distributors have received numerous complaints from their customers stating that these fans have defective copper coils and are therefore unable to perform satisfactorily in the summer months. You are the Director of Electronic Fans, who are the most important distributors of ZFCL. Write a letter to Director Marketing, ZFCL advising him of the problem and
requesting for free replacement of the defective fans returned by the customers. (Imagine that you are Muhammad Ahsan)
9 SPRING 2011 11
After the widespread floods in the country, the condition of the inter-city roads has deteriorated considerably with the result that the Goods Transporters are faced with the problems of escalating costs due to increase in commuting time, higher fuel consumption and frequent breakdowns caused by the poor condition of the roads. The collapse of bridges and the creation of temporary diversions result not only in rapid wear and tear of the vehicles but also cause serious accidents. As a result the problems of goods transporters have increased considerably and they are forced to increase the freight charges. As President of All Pakistan Goods Transport Association, you are required to write a persuasive letter to the Director General, Roads and Highways Authority, explaining the gravity of the problem and requesting him for urgent measures for repairs of the inter-city roads. Assume that your name is Zahid Khan and your office is located at Badami Bagh Lahore.
8 AUTUMN 2010 11
You are the manager of Elegant Furnishers which manufactures superior quality furniture exclusively for the high-end of the market. Your customers belong to the affluent class who prefer to change the décor and style of their residences at regular intervals and purchase furniture of latest contemporary designs and fashions. Each individual client is important and you would go to any lengths to retain the goodwill of these customers. Most of your customers have close social interactions and adverse comments by even a single customer may result in loss of business from other customers.Mr. Zaman Khan, who is your valued customer, has complained that the quality of the furniture purchased by him amounting to Rs two million is not satisfactory. The quality of wood used is substandard and the workmanship of polishing of the furniture is poor. He has expressed his disappointment and asked you to replace the entire furniture. You are required to write a letter to the customer to convey your apologies for the inconvenience caused and offer to undertake the polishing and other works at your cost to the entire satisfaction of the customer. Your letter should be worded politely and convey the message that customer satisfaction is very important for you. Assume that your name is Muhammad Sadiq.
10 AUTUMN 2010 10
Superb Fans Limited (SFL) are manufacturers of a wide range of electrical fans and have been acknowledged as a key player in the market due to the elegant design, durability and reliable performance of its products. Since the past two years, SFL has been affected by decline in domestic demand, fall in exports due to global recession and rising prices of its essential raw material inputs. This has caused a drop in sales revenues and increase in costs resulting in sharp erosion of the company’s profitability. The board of directors has decided to strictly curtail all expenditures, including freezing of salaries, reduction in fringe benefits and withdrawal of loan facilities to employees. In your capacity as Chief Executive Officer of SFL, you are required to write a Circular Letter addressed to the staff explaining the circumstances which have forced the company to adopt stringent austerity measures. Also inform the staff that the SFL would avoid layoff of its employees as they have made invaluable contributions towards the company’s achievements. The Circular Letter should apprise the employees that the hardships would be overcome and the situation would change with the improvement in the economic conditions. Assume that your name is Zahid Awan.
8 Spring 2010 12
Mr. Abdul Basit is Director of Student Relations of Palm Tree College of Business, a prestigious business school which offers courses at the graduate and post graduate level. On behalf of Mr. Abdul Basit, write an invitation letter to Mr. Salahuddin Khan, Dean of Business Strategies, who is at present on a private visit to Karachi requesting him to be the Keynote Speaker and give a lecture on the topic of ‘Business Strategies of Leading Global Corporations.’
4 Autumn 2009 12
Reliable Computers Limited has recently imported 1200 computers from Taiwan. The consignment packed in 12 pallets was shipped through Eastern Freight Airways. On examination of the packages, the Consignee has found that 200 computers have been damaged due to mishandling by the loading staff. The computers have been damaged beyond repairs and have to be considered as a total loss. As Manager Imports, you are required to draft a Claim Letter to Eastern Freight Airways describing the problem and making a strong case for compensation. The Claim Letter should contain all pertinent information necessary to make a well-substantiated claim for compensation. Assume that your name is Khalil Ahmed.
9 Autumn 2009 11
The Children Welfare Trust, a highly reputable and well–managed organization, intends to launch a major campaign for raising funds for establishment of a network of five hundred primary and middle-level schools in the northern areas which have witnessed widespread destruction in the recent conflict. You are required to prepare a persuasive message to be circulated to the prospective donors seeking their help for this noble cause. The message should incorporate the principles of effective communication for eliciting a favourable and positive response from the donors.
8 Spring 2009 12
As CEO of Earnest Pharmaceuticals Limited you have today concluded marathon negotiations for the merger between your Company and Zenith Pharmaceuticals Limited. You would like to inform your employees about the merger, before the announcement is made public. The merger agreement contains a number of detailed clauses. At this stage, you would like to inform the employees of only the significant aspects of the merger. Draft a Circular Letter containing between 150 - 200 words, to be addressed to the employees in all cadres informing them of the circumstances which have led to the merger. They should also be informed of the imminent lay-offs to cut costs and revisions in seniority, pay packages and perquisites of the retained employees. The letter should also apprise the employees that important developments would be disclosed as they unfold from time to time. Assume that your name is Shahid Ahmad.
11 Autumn 2008 12
The recent surge in prices of fresh milk has created considerable resentment among the public who feel that the dairy farmers are charging exorbitant prices and making excessive profits at the cost of the consumers. In your capacity as the Chairman of the Pakistan Dairy Farmers Association write a persuasive Letter to the Editor to be published in the dailies “Dawn” and “The Nation” explaining the viewpoint of the dairy farmers and the factors responsible for the increase in the cost of production of milk which has forced the dairy farmers to increase their prices. You may assume any data that you may choose to make the case of the Pakistan Dairy Farmers Association convincing and persuasive. Assume that the name of the Chairman is Abdul Rahim Khan.
4 Spring 2008 12
Safe and Swift Transport Company Limited (SSTCL) is an affiliate of a worldwide group engaged in the business of door-to-door transportation of goods. The Company has a fleet of 300 trucks in Pakistan with offices in all the important cities and towns. The Company has highly skilled and competent truck drivers, loaders and other support staff on its payroll. SSTCL takes pride in the quality of its prompt, safe and efficient services for which it charges premium freight rates as compared to other goods transport companies. Consequently, its clientele includes foreign embassies, top-tier national and multinational companies, besides high net-worth individuals who value the quality of reliable services offered by SSTCL. Mr Robert Smith, a senior consular in a foreign embassy in Islamabad has lodged a complaint that his valuable 60 inch Plasma TV which was booked from Karachi to Islamabad under Freight Bill No 4896 dated January 28, 2008 has been damaged and is a total loss. The carton containing the television had the following distinctive markings: “Fragile – Handle with Care.” Mr Smith has lodged a claim of Rs 100,000 for the loss of his TV. Mr Smith, through his Consulate, provides substantial lucrative business to SSTCL on a regular basis. In your capacity as Director of Operations of SSTCL, Islamabad, write a polite letter to the customer, offering apologies for the mishap and undertaking to pay compensation for the loss immediately. Also state that you will make full investigation in the matter and assure the customer of your continued safe and efficient services in future.
7 Autumn 2007 12
The entire business of processing and marketing of Pure Water Co Limited (PWCL) has recently been acquired by Clearwater Limited (CWL), a US-based multi-national corporation. PWCL is a domestic company established in 1995 and, has over the period, created a reputation as a supplier of superior quality product with a highly efficient and reliable distribution network in Karachi. Approximately, 1200 PWCL customers are the large corporate entities and affluent households who are not only extremely conscious of the quality of water they consume, but are also willing to pay premium prices for the uninterrupted and reliable delivery of water at their premises. Consequently, any breakdown in supplies would drastically affect the water consumption habits of these customers who may switch-over to other suppliers vying for this highly lucrative segment of the market. These 1200 customers account for 80-85 per cent of PWCL’s total turnover. CWL’s decision to acquire the business of PWCL at a substantial goodwill was based largely on the retention of this established and lucrative customer profile. In the intervening period of change of management and replacement of PWCL’s empty/filled bottles, there were considerable disruptions in supplies. This has created resentment among the important customers who have threatened not only to switch-over to other suppliers, but also claim refund of deposits for the empty bottles retained by PWCL. This threat, if carried out, would adversely affect CWL’s business and cause huge losses. As Director Marketing of CWL, you are required to write a persuasive letter to be issued to the important customers, apologizing for the inconvenience and assuring them that such disruption in supplies would not occur in future. Also state, that as a gesture of goodwill, supplies of water equivalent to the previous two weeks consumption would be provided free-of-charge to the customers.
2 Spring 2007 9
Sitara Bank Limited has recently launched a ‘Consumer Finance Scheme’ and introduced three new products covering car financing, home financing and credit card. Prepare a letter addressed to all the existing and potential clients informing them about the new vision of the company related to consumer financing. The letter is to be signed by Mr. Adnan Aslam, Business Unit Head, Consumer Banking.
8 Autumn 2006 9
ANZ Company Limited has been your customer for a long time. There have never been any issues regarding payment of bills, until recently. However, the last few bills have not been paid despite repeated verbal reminders. Write a letter to ANZ Company Limited for settlement of the overdue invoices, bearing in mind that this is the first written reminder for payment. Note: Do not write your name, roll number etc. Instead you may use the name ABC.
2 Spring 2006 7
You are working as the coordinator in a reputable Non Governmental Organization (NGO). Your NGO is involved in relief work in the northern areas of Pakistan following the recent earthquake on October 8, 2005. You are required to write a letter to the Public Relations Officer of a multinational in Bahrain asking him for additional funds for relief activities. Also include reasons for additional funds and your bank details for funds transfer. You may assume any other necessary details.
MEMORANDUM
6 autumn 2011 10
You are the Head of Stitching Department of Mod Garments Limited. Work on an important export order for Men’s Suits amounting to Rs 25 million is in process. While coming to work, 30 workers i.e. 20 percent of your total workforce have been seriously injured in a recent bus accident. You are required to prepare an Inter-office Memo to the Head of the Human Resources Department requesting for recruitment of 25 temporary workers on an urgent basis. You may assume any details that may be considered necessary. Note: Assume that your name is Sohail Ahmed The name of the Head of the Human Resources Department is Mr Zaheer Khan.
9(a) AUTUMN 2010 5 What is a Memorandum? Why is it used so frequently in inter-office communications?
2 Autumn 2007 10
Household Technologies Limited (HTL) is engaged in the business of manufacturing and marketing of a wide range of domestic home appliances. The Company has achieved outstanding results for the year ended June 30,2007 and its key indicators of performance viz, production, sales and profits have exceeded the budget targets. In its recent meeting, the Board of Directors while appreciating the team effort of the employees have decided to grant a bonus equivalent to two months basic salary to all the employees. In your capacity as Director Corporate Affairs, you are required to prepare an Internal Memorandum addressed to the employees announcing the declaration of bonus. The Memorandum while conveying management’s appreciation of the employees efforts should briefly mention the target of increase in all the key parameters by 20 per cent for the next year and the need for development of new products and markets to achieve sustainable business advantage. The Memorandum should be prepared with the objective to elicit maximum employee efforts to enable HTL to achieve leadership position in its line of business within a period of 4 years.
REPORTS 10(b
) SPRING 2013 4 Mention the difference between an Information Report and an Analytical Report and give one example of each.
12(a) SPRING 2013 6
Formal Long Business Reports usually include supplementary parts namely, Appendices, Bibliography and Index. State the purpose of inclusion of each of these supplementary parts in formal long business reports.
4(a) AUTUMN 2012 8
The following Types of Business Reports are prepared and used widely in business organisations: (i) Project Progress Report (ii) Performance Appraisal Report (iii) Feasibility Report(iv) Sales and Marketing Report (v) Annual Report of Chairman Required: You are required to state the essential information contained in each of the above Types of Business Reports.
10(a) autumn 2011 5
You have been assigned the task of preparation of a Comprehensive Report on the status and performance of an important corporate business enterprise. Give ten Headings of important Topics which would be included in your Report.
8(b) SPRING 2011 6 State what is meant by a Business Report. Also list four different purposes for which Business Reports are prepared in a typical large business organisation.
7(a) Autumn 2009 4
Match the Names of the Reports given below with their nearest description: Operating Report: (i) Income tax Return (ii) Report on Bank Borrowings (iii) Sales Call Report (iv) Monthly Production Report Personnel Activity Report: (i) Report of Pension Plan (ii) Report on Staff Loans (iii) Monthly Absenteeism Report (iv) Report of Monthly Medical Expenses Justification Report: (i) Fortnightly Inventory Report (ii) Proposal of Capital Expenditure (iii) Travel Expense Report (iv) Report of Returns sent to SECP Final Report: (i) Report of Progress (ii) Report of Results Achieved (iii) Report of Sales tax Return (iv) Report of Fresh Recruitment
9 Spring 2009 6 (a) What are the different purpose of preparation of Business Reports? (b) Explain what do you understand by the term ‘Business Report’
6 Spring 2008 5
As a Senior Associate of a firm of professional Management Consultants, you have been assigned to lead a team who would undertake a comprehensive study of the unsatisfactory performance of an integrated textile mill with spinning, weaving and finishing facilities. Identify the Headings of the Parts of your Formal Report to be submitted to the clients. Please note only the titles of Headings of the Formal Report are required.
10 Autumn 2007 10
In all large organizations, numerous Internal Reports are prepared by individuals and departments for review at various management levels. Identify Two Reports which are, in your opinion, prepared in an integrated steel mill which has several specialized departments and divisions and employs over 15,000 workers. You are required to give: (a) Name/Title of the Report (b) Name of the Department which has prepared the Report (c) Date and Purpose of the Report (d) Name(s) of the Recipients of the Report (e) List any 4 types of information which would be contained in the Report
10 Spring 2007 12
Newly appointed National Sales Manager of your company convinced the management to adopt an aggressive approach to expand the company’s market share. Strategy included increased level of production for several existing products, launching a number of new products, entry into sub urban and rural markets and aggressive advertising campaigns for the new products. During the first three months after the implementation of new strategy, company started experiencing slowing down of sales as compared to budgeted levels, piling of stocks of raw material and finished goods, high financing costs, slow recovery from the market and other allied negative impacts apparently created due to non achievement of sales targets. Management was now concerned about the gravity of situation and decided to review the strategy. As a management consultant, the company’s management has requested you to investigate the situation, highlight areas where strategies went wrong and give recommendations for the new move. You are required to prepare a short formal report for presentation to the management.
5 Autumn 2006 10
Mr. A. Malik works for FMES Corporation which provides machinery, equipment and engineering services to the food processing & packaging industry. FMES started operations in Karachi five years ago and after developing good business in the local industry, started to cultivate clients in Punjab as well. The response from upcountry clients has been good and business there is growing rapidly. So far all upcountry clients are serviced from FMES’s Karachi Office. This entails a lot of travel for the engineers and project managers. Management has been considering the option of opening an upcountry office in Lahore to be closer to its customers and hence serve them better. It appears that the cost of running an additional office will be less than the current cost of travel and stay incurred by the visiting staff. This could also help accelerate new business development. On behalf of Mr. A. Malik, write a report to investigate the feasibility of opening the additional upcountry office in Lahore. You need to consider both the quantitative and qualitative benefits of this investment i.e. improved service for customers, saving of costs and new business prospects etc. The report should include a line/bar graph showing recent growth of upcountry business as a percentage of total business. You may assume any necessary details.
5(b) Spring 2006 8
You are a Human Resource Manager at a car manufacturing company. Lately, your company has been experiencing problems with the labour force. Grievances have been conveyed about the over time issue since employees have not been fairly compensated. Assuming necessary details, draft a short report addressed to the Chief Operating Officer on the meeting held between yourself and the company’s labour union representatives, highlighting the issues at hand and the means to resolve the issue.
6 Spring 2006 6 In writing Business Reports there are certain requirements relating to Objectivity & Impersonality, Ease of Understanding, and Precision. Please elaborate, what is meant by each of these requirements.
PROPOSALS
4 Spring 2010 9
(a) Define Request for Proposal (RFP) and identify four important items of information that are contained in a RFP. (b) List the various Headings of Paragraphs contained in a detailed Proposal (Only the Headings are required). (c) What are the essential qualities of a well-prepared Proposal?
2 Autumn 2006 8
Kamyab Bank Limited (KBL) has issued an advertisement inviting proposals for developing an integrated computerized Human Resource Management System. You work for Media Technologies and are required to submit a proposal on behalf of your company to KBL. It is important that your proposal should be specific and yet informative to enable the bank to arrive at a positive decision in your favour.
BRIEFS N/A
PRESS RELEASES
6 Autumn 2006 9
Summer season brings with it the phenomena of electricity load-shedding and power outages. This year the problem has been unprecedented due to a massive increase in industrial and consumer demand, with no matching addition to the power generation capacity in the last few years due to the impending privatisation of the Electric Utility. Newspapers have been full of reports and letters, blaming the newly privatised Electric Utility Company for power outages. While there are no hopes for things getting better this season, the Utility is confident of installing additional generation capacity before next summer, and promises marked improvement in service. Draft a Press Release on behalf of Mr. Ali, who is the Public Relations Officer for the Electric Utility and is required to respond to the barrage of criticism appearing in the newspapers. The press release should show an understanding of the problems faced by the public. It should also give an account of the situation as it exists today. The public should also be assured of the Utility’s efforts to improve the situation.
7 Spring 2006 8
You are the Public Relations Manager in a large chemicals company which has its manufacturing plant in SITE Karachi. Yesterday there was an accident in the plant which resulted in a large amount of toxic chemical being released in the air and in the nearby Lyari River, causing some environmental damage. Several workers at the plant were also exposed to the toxic release and fell sick and unconscious. The plant management acted swiftly to control the effects of the accident: the workers were given medical aid and are out of danger; the release was controlled immediately; and the pollution in the water channel was contained / neutralised. There is a lot of anxiety in the community, and in the absence of authentic information the media may carry speculative and inaccurate account of the incident, which can further spread panic. You are assigned to issue a Press Release to be published in all the leading newspapers to give an account of what has happened and to calm the anxiety among the public and the authorities about the current situation. (You may assume any ancillary details).
JOB ADVERTISEMENT N/A
MEETINGS
4 SPRING 2013 10
(a) What role should the chairman perform to ensure that the proceedings of the meeting are conducted in an effective manner and a positive outcome is achieved from the meeting? (b) What are Minutes of a Meeting? (c) List eight items which are essentially included in the minutes of meeting of a company.
7 SPRING 2012 6
Meetings at various levels are a common feature in any business organisation. Yet complaints are often heard that meetings are a waste of time and effort and prevent people from attending to their normal work. Identify the important factors responsible for the widespread complaints about the unsatisfactory
outcomes from meetings.
10 SPRING 2011 6 You are the Secretary of a leading organisation and are required to write and maintain the Minutes of the various meetings. State the important details which should be stated/presented in the Minutes of these meetings.
9(b) AUTUMN 2010 4
Write the following decisions as they would be recorded in the Minutes of meeting of the board of directors of a limited company. (i) The name of the Company should be changed from Karachi Trading Company Limited to National Trading Company Limited. Mr. Hameed Ahmed, Secretary should handle all matters relating to the change of the name of the company. (ii) Mr. Sohail Ahmed is appointed as Chief Executive Officer from September 1, 2010 at a salary of Rs 6 million per annum plusbenefits, according to the company policy. (iii) A bonus equivalent to one month’s basic salary should be paid to all the permanent employees of the company for the year ended March 31, 2010. (iv) Shahid & Company, Chartered Accountants are appointed as statutory auditors of the Company for the year 2010-2011 on a remuneration of Rs. 200,000.
2(b) Spring 2010 5
It is a widely held belief that the success of a meeting depends to a considerable extent on the leadership and communication skills of the person presiding the meeting. Describe the important tasks that the chairman of a meeting is expected to perform, in order to achieve optimal results from the deliberations of the meeting.
8 Autumn 2009 8 (a) What do you understand by minutes of a meeting? (b) List and explain briefly the important principles for writing of effective minutes.
1 Autumn 2008 8 Explain what do you understand by a Business Meeting and give three reasons for convening such meetings. List the essential steps that have to be kept in focus for convening a successful business meeting?
7 Spring 2007 10
“The role of a leader or chairperson is very important for having a constructive discussion”. Briefly explain the statement and describe at least seven factors which identify the range of communication skills required by the controlling member of a successful discussion
9 Spring 2007 11
You are the secretary of the Executive Committee (EC) of the company where you work. Managing Director of the company is the Chairman and the functional heads of Marketing, Production, HR and Finance are members of EC. In its monthly meeting held on 2nd of January 2007, the EC discussed various issues and decided the following: - Investment of Rs. 150m for modernization of plant to increase capacity as per sales forecast. - Advertising campaign with an expense of Rs. 10m for the new product for the next quarter. - Proposal for opening up new branch office in Dubai to be further refined with detailed market feasibility and competitive analysis to be presented in the next meeting. - Key performance indicators related to quality and customer complaints were reviewed. Marketing and Production departments were asked to submit detailed analysis and improvement plans in the next meeting. - Appointment of M/s Shumail and Company as the new legal advisors in place of M/s Hanif and Company. Prepare minutes of the meeting to be circulated to EC members using “Action Format”. Assume necessary additional details and remember that the meeting also carried out normal business of reviewing last meeting’s minutes, deciding date of next meeting, vote of thanks etc.
3 Autumn 2006 8 (a) Give three reasons for holding a business meeting. (b) State briefly what measures must be taken for conducting a meaningful business meeting within an organisation.
ELECTRONIC OFFICE 5(b) SPRING 2012 5 What rules of etiquette should be followed in sending e-mail messages?
4(b) SPRING 2011 5
Rapid advancements in Information Technology have made significant impact on the present business environment and have created “new avenues” of doing business. Video-conferencing has provided business organisations with an alternative to face-to-face meetings and can “bring together” participants even though they may be separated by long distances. State five advantages of conducting meetings through the media of Video-conferencing.
7(b) Autumn 2009 6 State the key advantages and limitations associated with e-mail as a media of interpersonal communications.
6(a) Spring 2009 5
Recent developments in communication and information technology have enabled organizations to link their world-wide operations and achieve close co-ordination and control of their businesses located indifferent countries. Satellite capabilities, advancements in optic fiber band width and software make it possible to beam messages from one place to another almost instantly. This has considerably increased the use of video conferencing technology by business organizations. List five factors which in your opinion, have contributed to the increasing popularity of video-conferencing in recent years.
9(b) Autumn 2008 5 What rules of etiquette should be followed in sending e-mail messages?
CV'S, RESUME'
5(a) SPRING 2012 5
List five attributes which would make a Resume distinctive and stand apart from the large influx of resumes and attract the interest of an astute Human Resources Manager.
9(b) autumn 2011 5 Explain briefly what a Chronological Curriculum Vitae is. State the situations in which an applicant would prefer to use it.
11 SPRING 2011 3
One of your senior colleagues has expressed the following viewpoints regarding a well-prepared CV. (i) It should provide complete listing of the applicant’s skills and abilities, background, education and interests. (ii) It is read very carefully and completely by the recruiters. (iii) It holds the key to the decision for the final selection of the applicant for the position. You are required to state whether or not you agree with the above viewpoints and give reasons in brief to support your response.
10 Autumn 2008 12
Human Resource Managers who are closely involved in the recruitment of personnel at management levels are of the opinion that a carefully-prepared resume which meets the specific requirements of the post advertised in the media stands a significantly better chance of receiving a positive response for an interview vis-a-vis a resume which follows “a shot-gun approach” and is designed to be forwarded to a wide range of prospective employers. (a) List five attributes which would make a resume distinctive and stand apart from the “run-of-the-mill” resumes and attract the interest of a Human Resources Manager to meet and assess the prospective applicant’s suitability for the position. (b) What are the distinctive characteristics of a chronological-format resume and a functional-format resume? (c) Briefly enumerate the situations in which each of these types of resume is more suitable from an applicant’s standpoint for drawing a favourable response from the recruiters.
GOOD NEWS& BAD NEWS MESSAGES(THEORETICAL)
2(a) AUTUMN 2012 6 What are the salient features of Direct and Indirect Approaches in conveying of Bad News Messages? Identify three situations in which it is appropriate to use the Direct Approach.
13(b) SPRING 2012 5
The following types of Buffers are generally used in Business Communications while conveying ‘bad news’ messages: (i) Agreement (ii) Appreciation (iii) Understanding (iv) Fairness (v) Cooperation Required: Briefly describe each of the above types of buffers used in conveying ‘bad news’ messages.
5(b) SPRING 2011 5
A letter conveying Bad News requires considerable tact and discretion on the part of the writer as it must uphold the good image of the organisation conveying the bad news, retain continued goodwill of the receiver and also state something that is not very pleasant from the receiver’s standpoint. Briefly describe the salient features which form part of a carefully-prepared “Bad News” letter.
9(b) Spring 2010 5 “A well-planned negative message conveys the negative information clearly while retaining as much goodwill as possible.” What are the important points one should consider in communicating a negative message?
7(a) Spring 2009 6
The use of buffers is recommended to soften the adverse impact of bad news messages. However, in certain situations it is considered advisable to avoid the use of buffers while conveying negative or unfavourable messages and come directly to the point of the message. Briefly explain four situations under which the direct approach is considered to be the more appropriate and effective option for conveying bad news messages.
PERSUASIVE MESSAGES(THEORETICAL)
13 autumn 2011 10
(a) Identify and explain briefly the sequence of steps which should be followed in the preparation of a Persuasive Business Message to attract, create and sustain the reader’s interest in the message and elicit a favourable response for taking action on the basis of the writer’s proposal/request. (b) Identify any three real-life situations in which Persuasiveness of the Message can play a vital role in achieving a positive response.
3(a) SPRING 2011 4
Marketing Experts know that prospective customers receive numerous visual and audio sales promotion messages. The customers have to discern from these messages which products or services best satisfy their needs and are also most cost-effective. Identify the steps which a skilled marketing expert should keep in mind in the planning and communication of an effective and well-targeted promotion message.
INTRODUCTION TO OB 13(a
) SPRING 2013 4 Describe what you understand by the term Organisational Behaviour.
4 Autumn 2008 6
Since its inception in 1980, The Citizens Housing Finance Corporation (CHFC) has been managed by executives from varied professional backgrounds and experiences. Most members of the senior management team had put in long years of service in their previous assignments and were on the verge of retirement when they were hired by CHFC. Due to the nature of the composition of its management team and the frequent changes of personnel at the senior management levels, CHFC has not been able to develop a performance–oriented organizational culture and has, over the period, adopted a highly bureaucratic style of management. This often causes friction in the internal working within the organization and gives rise to frequent complaints from regulators, customers and other stakeholders. Identify and describe four common weaknesses/shortcomings which, in your opinion, would be readily apparent in the working of CHFC as it pursues a highly bureaucratic style of management.
9 Spring 2008 2.5 Briefly explain the following concept: Total Quality Management
10 Spring 2006 6 In what ways does a Service offering differ from tangible Products?
12 Spring 2006 14
(a) The New Organisation is said to be shaped by worldwide dynamics around: � 1)Globalisation � 2)Information Technology � 3)Total Quality Management � 4)Diversity and ethics What is your understanding of the above factors, and their impact on the organisation? (b) What opportunities and threats do you see arising for Pakistan’s economy out of the new business phenomena such as WTO, Outsourcing, Offshore Production, etc.
ORGANISATION STRUCTURE AND DESIGN
1 autumn 2011 6
During the past 2-3 decades, organisational structures of leading companies throughout the world have undergone far-reaching changes. These changes are attributable to unprecedented growth in communication and information technology, introduction of entirely new range of products and services, changes in competitive environment and increasing globalisation. State four important changes which distinguish the organisational structures of present–day companies from the companies operating 2-3 decades ago.
2(a) autumn 2011 4 Discuss the distinctive characteristics of a highly Decentralized Organisational Structure.
1 AUTUMN 2010 6
Highly successful companies build Organisational Structures which are closely aligned with their missions and goals, nature of business, level of technology, size and location(s) to enable them to achieve distinct competitive advantages and earn high profits. On the other hand, there are business entities which carry the burden of serious deficiencies in their organisational structures resulting in unsatisfactory performance, low profitability and poor returns on investment. (a) Identify six characteristics which are generally observed in the day-to-day working of business entities which do not have appropriately designed organisational structures. (b) Give brief explanations of each of these characteristics.
3(a) Autumn 2009 4 Explain what is a Matrix Structure.
4(b) Spring 2009 6 What is a Learning Organization? State four distinguishing characteristics of a Learning Organization.
2(b) SPRING 2012 9
Fashion Planet was established as a one-person ladies dress boutique in 1995. Its founder, Ms. Humaira Haq, had a master’s degree in fashion designing which meshed well with a deep passion to be a ‘leader of fashion and trend-setter’whose unique designs would be emulated by the followers. Over the years, the business has grown considerably and it now has 50 employees on its payroll. Ms. Haq involved herself increasingly with her staff and a conducive work environment promoted both commitment and efficiency in the organisation. She was well aware of her employees’ personal and professional needs and was always available with support and advice. However, during the preceding year some innovative fashion designs, introduced after mutual consensus of the key employees, failed to gain acceptance in the niche market and has left the company in a real fix. Fashion Planet has depleted a large proportion of its cash resources as it had purchased materials, most of which had to be sold at a substantial loss. Last Friday, Ms. Haq called a meeting of her staff and told them, either they would have to accept a cut in salaries by 30 per cent from the next month or Fashion Planet may have to wind-up its operations. Although ample employment opportunities were available in the area for the trained staff, the news left them in a state of complete shock. They never thought of Ms. Haq as a boss but as their mentor and family member. Almost 90 per cent of the employees expressed their willingness to accept the salary cuts until such time that the affairs of the company are stabilised once again. In order to bring the affairs of the business back on track, Ms. Haq has approached two ex-college friends who have adequate experience in fashion designing. They have agreed to make equity investment and participate actively in the affairs of the business. This would involve introduction of a more formal organizational structure in Fashion Planet and adoption of a workable business plan for future growth. Required: Identify and explain the changes in the organisation structure that Ms.
Haq and her incoming partners would have to introduce to achieve the business objectives and also retain the characteristics of the existing culture of the organisation.
ORGANSATIONAL CHANGE
1 Spring 2010 12
In the rapidly changing business environment, dynamic organizations have to continuously anticipate the impact of these changes on their business and introduce modifications in their organizational structures to enable them to improve and further consolidate their competitive advantages. (a) Identify and describe the factors which make it necessary for businesses to introduce changes in their organizational structures. (b) Briefly explain the strategies which are usually adopted to overcome the resistance to change in an organization.
11 Autumn 2006 5 Any major change in internal business environment is bound to face stiff resistance. What types of organizational strategies are required to introduce changes successfully and reduce the level of resistance from the employees?
CULTURE 11(b
) AUTUMN 2012 4 Briefly explain the following concepts: (i) Organisational Culture (ii) Job Satisfaction
2(a) SPRING 2012 3
Fashion Planet was established as a one-person ladies dress boutique in 1995. Its founder, Ms. Humaira Haq, had a master’s degree in fashion designing which meshed well with a deep passion to be a ‘leader of fashion and trend-setter’whose unique designs would be emulated by the followers. Over the years, the business has grown considerably and it now has 50 employees on its payroll. Ms. Haq involved herself increasingly with her staff and a conducive work environment promoted both commitment and efficiency in the organisation. She was well aware of her employees’ personal and professional needs and was always available with support and advice. However, during the preceding year some innovative fashion designs, introduced after mutual consensus of the key employees, failed to gain acceptance in the niche market and has left the company in a real fix. Fashion Planet has depleted a large proportion of its cash resources as it had purchased materials, most of which had to be sold at a substantial loss. Last Friday, Ms. Haq called a meeting of her staff and told them, either they would have to accept a cut in salaries by 30 per cent from the next month or Fashion Planet may have to wind-up its operations. Although ample employment opportunities were available in the area for the trained staff, the news left them in a state of complete shock. They never thought of Ms. Haq as a boss but as their mentor and family member. Almost 90 per cent of the employees expressed their willingness to accept the salary cuts until such time that the affairs of the company are stabilised once again. In order to bring the affairs of the business backon track, Ms. Haq has approached two ex-college friends who have adequate experience in fashion designing. They have agreed to make equity investment and participate actively in the affairs of the business. This would involve introduction of a more formal organizational structure in Fashion Planet and adoption of a workable business plan for future growth. Required: (a) Identify six key elements of organizational culture presently prevailing in Fashion Planet.
5 Autumn 2009 9
(a) Briefly explain the term Organizational Culture and its significance for an organization. (b) In your opinion, what characteristics are readily apparent in an organization with firmly entrenched positive cultural traits?
2(a) Autumn 2008 3 What do you understand by the term Organizational Culture?
9 Spring 2008 2.5 Briefly explain the following concept: Organizational Culture
INDIVIDUAL BEHAVIOR
8(b) SPRING 2013 6 Define the term Perception. Narrate different types of errors of Perception which result in inaccurate or wrongful impression of other individuals with whom we interact in our working relationships.
7 SPRING 2011 8 (a) Define what is meant by the term “Attitude.” (b) Identify and explain briefly the different Components of Attitude.
3 Spring 2010 6
In all progressive organizations, managers have to delegate authorities to their subordinates for achieving the business objectives of the organization. Although the process of delegation of authority is a widely accepted phenomenon, yet managers are often not able to benefit from effective delegation of authorities. Identify eight barriers which generally create impediments in the process of effective delegation of authority.
1 Autumn 2009 10
Winsome Appliances Limited (WAL) is manufacturer of various types of electrical household appliances such as refrigerators, microwave ovens, vacuum cleaners, washing machines and grinders. The Company’s products which once enjoyed good reputation in the market have gradually witnessed considerable decline in sales and alarming reduction in its market share. It has been observed that the company is facing serious Human Relations problems, both in the management cadres and at the workers levels resulting in its poor performance. List five qualitative and five quantifiable factors which would provide insight into the nature of the problems faced by WAL and enable an independent consultant to formulate workable HR strategies.
4 Autumn 2007 2.5 Briefly explain the following concept: Halo Effect
11(a) Spring 2006 6
As people mature, they start displaying certain characteristics in terms of self-control, behaviour, relationships, perspectives etc. Briefly narrate any four manifestations of maturity in individuals.
GROUPS AND TEAM
8(b) AUTUMN 2012 4
Important Business Decisions which have far-reaching consequences are invariably made in a group environment with the participation of the senior management team. Explain briefly the advantages of taking important business decisions in group settings.
5(b) autumn 2011 3 What is meant by Group Dynamics?
(a) What are the distinctive characteristics of a “High Performance Team”? (b) List five steps which, in your opinion, should the business leader of a progressive organisation take in order to create and develop a High Performance Team.
6(b) AUTUMN 2010 6 Briefly describe the term Group and list six important attributes of a Cohesive Group.
2 Spring 2008 9
What do you understand by a Group? How are formal and informal groups formed? Identify and discuss briefly what are the distinct qualitative indicators of Group Behaviour in situations where there is an: � *Effective Work Group � * Ineffective Work Group
MOTIVATION 13(b
) SPRING 2013 6 Knowledgeable Human Resource Managers recognise that implementing policies of Job Enrichment result in strong Intrinsic or Internal Motivation among the employees. Discuss what is meant by Job Enrichment and Intrinsic Motivation.
8(a) AUTUMN 2012 6
Various studies in Organisational Behaviour have shown that the Expectancy Theory of Motivation has considerable validity and is widely applied by managers to achieve high levels of performance from employees. Explain the salient features of the Expectancy Theory of Motivation.
9(b) SPRING 2012 4 Self-actualisation is a concept which has gained wide recognition in psychological and motivational theories after its enunciation in Maslow’s Theory of Hierarchy of Needs. Explain the concept of self-actualisation.
9(a) autumn 2011 5
Employee Motivation involves complex issues requiring insight in theories of rewards and compensation, human psychology and understanding of sensitivities of individual employees. List ten Non-Monetary Factors which would help to create greater Employee Motivation in individuals towards extra efforts for superior performance. Note: List only. Explanations are not required.
6(a) AUTUMN 2010 6
Enlightened corporate managers realise that a competent and loyal work force contributes immensely to the creation of competitive advantage for organisations engaged in knowledge–based business activities. Briefly explain four policy measures which enlightened corporate management should adopt to create an internal environment to retain its most competent professional workers and discourage them from joining its competitors.
1 Spring 2008 9
Behbood Hospital Services (BHS), located in a populated city area, is a large-size hospital with facilities of general, semi-private and private wards, besides a busy out-patient department. BHS is a fully-equipped hospital with several operating theatres, a modern laboratory and other ancillary equipments. BHS has on its payroll renowned specialists/consultants, besides supporting staff consisting of junior doctors, qualified nurses, trainee nurses, lab technicians, receptionists and other staff. The Hospital enjoys a good reputation because of the competence, caring attitude and dedication of its human resources who function as a coordinated and motivated team. Both the specialists and the supporting staff are well aware of the fact that their close team effort and co-operation are critical for rendering efficient health-care services to the patients. However, in the past 12 months, BHS has experienced an unusual phenomenon as some of the most competent specialists/consultants have submitted their resignations because they have received lucrative offers from the middle-eastern countries. In order to retain and recruit more qualified specialists, BHS management has decided to increase, across the board, basic salaries of the specialists/consultants by 25 per cent. The support staff which can be recruited with comparative ease would receive an increase of 10 per cent in line with the current rate of inflation. Identify and explain the anticipated impact of the differences in the pay raises on the motivation and performance of the support staff. Also state how could this affect the working of the Hospital and the quality of professional care of the patients.
9 Spring 2008 2.5 Briefly explain the following concept: Job Satisfaction
4 Autumn 2007 2.5 Briefly explain the following concept: Job Description
6 Autumn 2007 8 Identify and explain briefly the different Levels of Needs as enumerated by Maslow in his theory of Hierarchy of Needs.
3 Spring 2007 11
In local labour intensive manufacturing companies, it has been observed that the immediate monetary rewards linked with performance are good motivators and create a win-win situation. Workers and supervisors are hardly moved by long term organizational benefits. Some experts treat this as a disadvantageous situation for our industry as it hinders stable, loyal and committed workforce. (a) Comment on the power of money as a tool to motivate employees. Does increase in pay always result in improved productivity and performance? Please give reasons to support your answer. (b) How would you define ‘intrinsic motivation’ and what are the important factors for creating intrinsic motivation in employees? Identify and explain briefly.
8 Spring 2007 13 Explain the concept of “Psychological Contract”. List down individual and organizational expectations which form the basis of this contract between the employer and the employee.
9 Spring 2006 6 Briefly describe the key steps involved in the process of Job Design. What objectives should this process seek to accomplish?
STRESS
3 autumn 2011 7 (a) What is Job Stress? State the apparent Behavioural Symptoms of existence of Job Stress. (b) State four factors which can cause Job Stress.
8 Autumn 2008 8
According to empirical studies conducted in widely diversified business organizations, 20 per cent of the employees perceived their jobs as most stressful, while 60 per cent of the employees considered their jobs as moderately stressful. State what do you understand by Job Stress? Identify and explain briefly how environmental, organizational and personal factors can cause high levels of stress among employees.
9 Autumn 2006 14
(a) Stress among employees can often be linked to their organisational roles. Such role stress emanates from phenomena like Role Ambiguity, Role Conflict, Role Overload, and Role Underload. Explain each of the above with examples and discuss how they result in stress for the individual concerned. (b) Sajid Ali is managing a large department in a service organisation. There are great demands on his daily time in office due to the ever increasing workload and tight deadlines. Since he is a departmental head, most of his assignments come in big unmanageable chunks where he finds it difficult to keep track of progress. He tries to work at several projects at the same time and works monotonously from morning till late evening at the same pace. While there are several people in his team, he ends up doing all the detailed work himself. There are many unwanted diversions and disturbances in office that make him lose focus and concentration. Working under pressures of time continuously, Sajid is feeling stressed out. Considering the above situation, give some tips to Sajid Ali regarding time management and efficient handling of workload, so he can reduce his time-related stress and work more effectively?
MISSION, GOAL AND OBJECTIVES
7 Spring 2010 6 (a) What is meant by Management by Objectives (MBO)? (b) State the steps involved in the process of establishing goals and plans by MBO.
5 Autumn 2008 9
Fancy Apparel Company Limited is presently in the business of manufacture of garments for the middle-class segment of the market. The Company has ambitious plans to enter in the high-fashion ladies garment business. To achieve effective coordination, the management is of the opinion that various departments should be assigned specific goals of performance for the next two years in order to meet stringent delivery schedules. This is particularly important because a large number of new employees will be recruited who would work in a team environment with the existing work force. State what advantages would be achieved by implementing a formal goal setting system in the company?
4(a) Spring 2007 4 Differentiate between an organization’s objectives and its mission.
10 Autumn 2006 16
(a) The reason for existence of an organisation can be assessed from its Vision, Mission, Goals, and Objectives. What do you understand by these terms? (b) Jet Air has been for long the only national flag carrier airline in the country. Following government’s opening up of the domestic air travel industry to private enterprise, the market dynamics have changed. Several new private airlines have started operations and they have been setting new standards in service quality and operational efficiencies. Jet Air has been feeling the pinch of keen competition from these new players and losing ground. Years of working in a protected and monopolistic environment meant that it had become an ineffective and inefficient organisation, with huge cost structures and low customer service standards. Recently, there has been a change in top leadership of the airline, and the new managers are determined to turn the airline around. Customer satisfaction, safety, punctuality, and operational efficiency are the new mantra; and the management is determined to bring about excellence in all departments. You, as Head of Corporate Strategy, have been assigned to come up with new statements of Vision and Mission. Also give at least three Goals and Objectives for the airline. These pronouncements have to be challenging and inspiring for the employees, and exciting and promising for the customers.
LEADERSHIP
1(a) spring 2013 9
During the past 7-8 years, the crisis of leadership has permeated at all levels in the organisational hierarchy of Sunrise Motors Limited (SML). The company’s reputation and credibility has deteriorated considerably over the period and it is presently in the midst of serious leadership, organisational and financial crises. Briefly describe six main factors which in your opinion may be responsible for the pervasive crisis of leadership in the organisational hierarchy of SML.
1(b) spring 2013 5
The Leadership Grid or Managerial Grid classifies the different types of leadership styles in various combinations such as: (i) 1,1 (ii) 1,9 (iii) 9,1 (iv) 5,5 (v) 9,9 Identify the different types of leadership styles depicted by each of the above combinations.
11(a) AUTUMN 2012 6
Business Leaders exercise a variety of powers which enable them to influence the performance and motivation levels of their subordinates. Successful Business Leaders understand the effectiveness of the different sources of powers and exercise these powers discreetly in specific situations to achieve their objectives. Explain briefly the following types of Powers which Business Leaders possess and exercise over their subordinates to achieve optimal results: (i) Legitimate Power (ii) Reward Power (iii) Coercive Power (iv) Expert Power
6 SPRING 2012 7 Explain briefly the Participative and Authoritarian Styles of Leadership. State the different situations in which each of these Leadership Styles would be most effective in achieving optimal results.
5(a) autumn 2011 3 What are the key characteristics of Charismatic Leaders?
6 SPRING 2011 9
(a) Discuss what Transformational Style of Leadership is. (b) Identify and explain briefly six characteristics and traits which are most commonly observed in leaders who pursue the Transformational Style of Leadership.
4 AUTUMN 2010 6 (a) Define Code of Ethics. (b) State four advantages which soundly-managed business organizations seek to achieve by adopting Code of Ethics.
5(a) Spring 2010 6 While discussing Styles of Leadership of Managers, Douglas McGregor refers to Theory X and Theory Y. State the salient features of Styles of Leadership based on each of these Theories.
10 Spring 2010 8 (a) What is Autocratic style of Leadership? (b) Give four advantages and disadvantages each of Autocratic style of Leadership.
2 Autumn 2009 6
Charismatic Leaders by the force of their personality appeals and confidence are capable of having profound and extraordinary influence on their followers. Often, they are the role models and most admired visionaries and command deep respect and adulation amongst their followers. However, responsible and organization-oriented charismatic leaders are mindful of the pitfalls of their charismatic styles of leadership. In your opinion, what steps should a charismatic leader of a highly successful business organization take to minimize the adverse effects of charismatic style of leadership?
2 Spring 2009 7
Leaders through their vision, foresight, business acumen and commitment provide impetus, direction and lay the foundation of some of the largest and most successful business organizations. Leaders are also known for their ability to create deep feelings of confidence, trust and respect which inspire and motivate their followers to achieve positive results. (a) What are the distinctive styles of transactional and transformational leaders? (b) Describe the characteristics and approaches of transactional and transformation leadership.
2(a) Autumn 2008 6 List and briefly explain the four different decision-making styles of leadership.
7 Spring 2008 8 What is Leadership? In your opinion what are leadership skills and why are they of such critical importance for the success of global operations in the present
business environment? (08)
3 Autumn 2007 9
In the present highly competitive business environment, successful and effective Business Leaders devote an ever-increasing proportion of their time, effort and energy to the critical tasks of strategic planning and organizational development and delegate the recurring operational responsibilities to the lower echelons of management. Identify and briefly explain any SIX different tasks/responsibilities which should be performed by the top business leadership in an organization operating in an intensely competitive business environment.
4 Autumn 2007 2.5 Briefly explain the following concept: Leadership
CONFLICT AND NEGOTIATION
3 spring 2013 10
Intergroup Conflicts are widely prevalent in organisations where the functions are segregated and allocated to different groups. Managers recognise intergroup conflicts as a common feature of group behaviour and must manage and resolve these conflicts to achieve the organisational goals. The approaches to resolving intergroup conflicts may be classified as (i) authoritative/commanding (ii) problem solving/collaborative (iii) avoiding and (iv) compromising. Briefly explain each of these four approaches of resolving intergroup conflicts and state the situations in which each of these approaches would yield optimal results.
3 AUTUMN 2012 8 (a) What do you understand by the term Functional/Constructive Conflict? (b) Explain briefly how Functional/Constructive Conflict can contribute to improve the performance in an organization.
13(b,c) AUTUMN 2012 6
(b) What is meant by the term Negotiations? (c) What roles are performed by a Mediator and an Arbitrator in the Negotiation process?
1 spring 2012 9
Group Conflicts are accepted as inevitable part of organisational interactions and bring to mind connotations of antagonism and undesirable state of affairs. Identify and explain any six factors which are responsible for creating group-conflicts in business organisations.
8 SPRING 2012 10
Distributive Bargaining and Integrative Bargaining are the two types of approaches which are usually adopted in the process of Negotiations. These approaches are different in their bargaining characteristics which include goals, motivation, focus, interests, information sharing and duration of relationship. Identify the basic differences between Distributive Bargaining Approach and Integrative Bargaining Approach in the context of their respective bargaining characteristics mentioned above.
12 autumn 2011 10 Explain what do you understand by Negotiations? Briefly explain the various stages of the negotiation process.
1 SPRING 2011 10
White Peak Mountain Resorts Limited (WMRL) owns and operates a chain of facilities at three different holiday locations in the northern areas. The facilities include five star hotel accommodation, mountain camping sites, a fleet of vehicles, horses for riding enthusiasts and a host of other entertainments for affluent holiday-makers to make their visits enjoyable. A large number of staff with diverse skills is involved in the management and operation of these facilities. A substantial portion of the facilities have been expanded and upgraded at a considerable cost in the last 2 years. However, the actual performance has not been satisfactory and the revenues and profitability have fallen far short of expectations. It appears that rivalries and conflicts among the staff at the three different facilities have adversely affected the quality of service resulting in customer complaints which has brought a bad name to WMRL You are required to identify and explain briefly the factors which could be responsible for conflicts in WMRL and affecting the quality of services rendered to the customers.
5(b) AUTUMN 2010 2 List any four positive outcomes of conflict.
2(a) Spring 2010 6
Serious efforts are required to avoid deadlocks in negotiations. Quite often the deadlock appears when the negotiation process is in an advanced stage. List any four measures which a skilled negotiator may adopt to avoid a deadlock in the final stages of negotiations.
12 Autumn 2009 6 List three reasons which give rise to conflicts. Enumerate the situations in which conflicts may be beneficial for an organization.
1 Spring 2009 12
Apollo Industries Limited (AIL), is currently experiencing intense conflict and work friction between the Research & Development Department and the Marketing Department. The Marketing Department often puts forth the argument that the customers are not willing to pay premium price for the co-called innovations and improvements in the products. The increase in costs on account of perceived improvements in product designs results in higher prices which undermine the marketing efforts in the face of intense competition. The R&D Department is of the firm opinion that in the absence of sustained efforts to upgrade and improve the quality of the products, AIL would lose its competitive advantage and its image as an industry leader would be adversely affected. The Marketing Department has not been able to achieve its targets and apportions the blame on the inability of the R&D Department to understand the current competitive environment. The CEO is most concerned about the situation as it is adversely affecting the overall performance of the company. You are required to explain to the management of AIL the following : (a) Identification of the various factors which give rise to inter-group conflicts. (b) Both the positive and negative outcomes of internal conflict. (c) The steps that should be taken by AIL to reduce the negative impact of internal conflict in the above situation.
3 Spring 2009 9
(a) What do you understand by the term Negotiations? (b) In what situation would Third Party involvement in Negotiations be considered to be appropriate? (c) List and explain briefly the basic roles of the four different types of Third Party negotiations. Mention the unique characteristics of each of the Third Party negotiators with their basic differences.
8 Autumn 2007 11 Explain what do you understand by Negotiations? Briefly explain the various stages of the negotiation process.
4(b) Spring 2007 3 Conflicts may arise between different types of goals in an organization. Briefly explain how such conflicts are usually dealt with.
6 Spring 2007 6 Usually it is very difficult to avoid being discourteous while communicating your disagreement or protest. By giving suitable examples, describe how you would avoid being unpleasant, in such situations.
8(a) Spring 2006 3 Akbar is the Manager Sales in your firm. As a part of his job, Akbar is required to negotiate every now and then. As a mentor, advise Akbar about the qualities needed for an effective negotiation.
11(b) Spring 2006 2 Do you feel the changing needs of a maturing individual can come into conflict
with the organisation? How and under what circumstances?
In order to make the feedback constructive and positive for the team leader, I would: (i) Study the report and other relevant data and information very carefully before suggesting any changes or amendments. (ii) Suggest specific improvements and recommend concrete measures for better presentation of any particular point(s) rather than criticising the report by making unsubstantiated or general remarks. (iii) Offer impersonal feedback i.e. comment on any particular point of weakness or lack of clarity in the report rather than on the individual who made the point. (iv) Mention any aspect of lack of in-depth knowledge on any particular issue in the report so that the matter can be examined further and addressed appropriately. (v) Send the feedback in time so that the team has sufficient opportunity to incorporate the suggested changes in the report. (vi) Seek confirmation from the team leader to make certain that the feedback/comments are fully understood by him.
7(a) Spring 2013
3
The different Phases of the Process of Communication are: (i) The sender has an idea. (ii) The sender transforms the idea into a message. (iii) The sender transmits the message after selecting a communication channel. (iv) The receiver gets the message. (v) The receiver interprets the message. (vi) The receiver reacts and sends feedback to the sender.
8(a) Spring 2013
4
The different impediments which adversely affect the Process of Communication in an organisation from the standpoints of the sender and the receiver are: Sender § Lack of planning of the message to be communicated.§ Ambiguity of the purpose of communication.§ Choice of incorrect/improper language.§ Selection of improper channel of communication.§ Lack of empathy for concerns of the recipient.Receiver § Poor listening ability.§ Inadequate span of attention/concentration for understanding thecore purpose of the message. § Lack of interest in the message.§ Semantic difficulties in understanding the essential contents of themessage. § Distrust of the objectives of the sender in conveying the message.§ Inappropriate feedback is communicated to the sender.
SOLUTION
7(a) Autumn
2012 2
Noise is any disturbance which interferes with the transmission and understanding of a message. Noise is a phenomenon which reduces the effectiveness or causes confusion or affects the clarity of the message being transmitted between the sender and the receiver.
9(b) Autumn
2012 7
The types of situations in which a particular channel of communication would be most effective are identified below: (i) Email Message § Retention of record of information is important.§ Information has to be conveyed quickly.§ Facilitate recipient to respond at a convenient time.§ Identical information has to be communicated to many persons.(ii) Face-to-face Conversation § Interactive communication requiring prompt exchange of viewpoints.§ Exchange of persuasive, bad-news and personal messages.§ Where non-verbal communication is important.(iii) Fax § Rapid communication.§ Communication of information/copies of documents to different locations.(iv) Letter § Authentic signatures of the sender are important.§ Formal communication with customers, external organizations and officials.(v) Memo § Explanation of policies and procedures to employees.§ Dissemination of important information within an organization.(vi) Phone Call § Conveying or obtaining quick information is important.§ Non-verbal cues are not important.§ Face to-face meetings are not convenient.(vii) Videoconference or Teleconference § Group interactions and consensus are important and members are indifferent locations. § Saves time and money.
12 Spring 2012
10
Information Overload: When the available information to work with is in excess of the processing capacity of the recipient, the result is information overload. Since the available information is more than the requirements, individuals tend to select only that information that they consider to be relevant and ignore, pass or forget the information that is not of interest to them. Horizontal Communication: In this type of communication the flow of information is between persons of the same levels in the organizational hierarchy. This communication may be within work unit boundaries, involving individuals of the same rank who report to the same supervisor, or across work boundaries involving individuals at the same levels who report to different supervisors. Filtering of Information: Filtering of information refers to the sender’s deliberate suppression or manipulation of information so that it may be seen in a more favourable perspective by the receiver. It includes concealment of information by the sender which is not considered to be in accordance with the expectations or viewpoints of the receiver. Selective Perception: It is the process by which the sub-conscious mind subjectively ‘decides’ which stimuli relating to an object, person or event are relevant and accepts only such stimuli which is in accordance with the interests, experience, background and attitude of the recipient to match or confirm the individual’s viewpoints. All other stimuli which are considered irrelevant by the recipient are ignored and rejected by the sub-conscious mind. Semantic Noise: Semantic Noise is the interference in delivery of message on account of differences in language, social and educational backgrounds, etc which prevent the receiver from accurately comprehending the message of the sender. Semantic noise includes excessive use of jargon and complex words which are not understood by the receiver and are an obstacle to the delivery of accurate message.
2(b) Autumn
2011 5
Perception is a process by which individuals organise and interpret their sensory impressions in order to give meaning to their environment. Perceptions enable individuals to frame their behavioural responses towards particular objects. Perceptions of an individual(s) may not necessarily be in accordance with the objective reality of the situation. Perception of an individual towards any object or situation would be influenced by any one or a combination of the following factors: (i) Attitudes (ii) Motives (iii) Interests (iv) Experience (v) Expectations (vi) Beliefs
7(a) Autumn
2010 3
The different phases of the Process of Communication are: (i) The sender has an idea. (ii) The sender transforms the idea into a message. (iii) The sender transmits the message after selecting a communication channel. (iv) The receiver gets the message. (v) The receiver interprets the message. (vi) The receiver reacts and sends feedback to the sender.
11 Autumn
2010 6
Physical Noise in the communication process is caused by interference from the external environment during the conveyance of the message. Disturbance caused by the surrounding environment e.g. humming of an air-conditioner or loud playing of music by the neighbours can cause physical noise and result in adulteration in the transmission of communication. Psychological Noise is caused by the differences in the manner in which the receiver processes and interprets the message. The extent of mutual trust, individual biases and pre-conceived prejudices and poor listening are examples of psychological noises which are impediments towards the delivery of messages. Semantic Noise is the interference in the delivery of message due to differences in language, social and educational backgrounds which prevent the receiver from accurately comprehending the message of the sender. Semantic noise is also caused by excessive use of jargon and complex words which are not understood by the receiver and are an obstacle to the communication of the message.
6(a) Spring 2010
4
Managers are often reluctant to provide feedback to their subordinates due to following reasons: (i) Fear of the other person’s reaction as negative feedback from managers can evoke defensive and emotional reactions in subordinates. (ii) In case of decisions involving subjective judgments, the manager may not be able to offer objective information, if the other person contests the basis of the feedback. (iii) Employees tend to have inflated assessment of their own performance and even if average feedback is provided, employees are likely to perceive it as biased. (iv) Most managers prefer to be a coach or a mentor rather than being a judge and forming opinions about others. (v) Managers work hard to develop good working relationship with employees and don’t want to risk spoiling it, could result in the employee becoming demotivated or even angry causing disruption the spirit of the department.
6(b) Spring 2010
6
Steps which a manager may take to make the feedback more acceptable to subordinates, in difficult situations, may be as follows: (i) Seek permission to provide the feedback. Ask if it is an appropriate time or if the subordinate would prefer to select another time and place. (ii) Use a soft entry. Do not give the feed back immediately – give the person an opportunity to be prepared for the potentially unfavourable feedback. (iii) Offer a straightforward and simple feedback as it is effective in most of the cases. (iv) Advise the subordinate that the change in behaviour would have a positive impact and outcome. (v) Convince the subordinate of the need to change the behaviour pattern. Determine a time frame to review progress after a suitable period. (vi) Try to convince the sub-ordinate that he is capable of achieving the desired results and highlight his positive points also. (vii)In the event the problem persists, further clarifications may be necessary. More pointed feedback and even disciplinary action may be considered. (viii)Permit the evaluated person to participate in the feedback making it more into a two way problem solving exercise rather than an evaluator telling exercise. (ix)Feedback should list the goals, goals accomplished and not the performed characteristics, avoid making personal comments about their personality attitude or values. (x)The frequency of the feedback should be more and not just once a year which will help create awareness of the employee rather than facing a direct blow.
COMMUNICATIONS SKILLS
9 Spring 2013
10
(a) Experienced speakers consider it necessary to limit the scope of their oral presentations within well-defined parameters for the following reasons: (i) The oral presentation has to be aligned with the needs and expectations of the audience and elicit their interest.If the oral presentation is not focussed and does not fulfil the needs and expectations of the audience, they would lose interest and may even not care to listen to the oral presentation. (ii) Speakers are generally allotted time-limits within which they have to make their presentations.The speakers have to offer introduction, discuss the main issues and also offer recommendations or concluding remarks.Consequently, the scope of the oral presentation has to be limited/determined on the basis of available time. (b) Critical Listening of the various proposals presented in the seminar is important for the following reasons: (i) To ensure that the implications of the tax proposals and their impact for the textile industry are fully understood.
(ii) To understand the logic and rationale of the changes proposed by the speaker. (iii) To understand the validity and authenticity of the arguments given by the speaker introducing the changes in the tax policies. (iv) To be able to seek clarifications or provide further input about any point(s) which have not been adequately considered in the tax proposals.
9(a) Spring 2012
6
The traits which are commonly observed in Ineffective Listeners are: (i) They allow their minds to wander and they are easily distracted. (ii) They assume that they already know everything that is important about what the speaker is saying. (iii) They are unable to differentiate between the main theme points of the speech and the auxiliary points or the explanatory details. (iv) They only hear what they want to hear and fail to listen to anything else. (v) They are always ready to interrupt the speaker when they do not agree with the speaker’s point of view. They are constantly mentally preparing themselves to offer counter arguments. (vi) They do not maintain eye contact with the speaker or give nonverbal feedback to the speaker. (vii) They are more interested in what they want to say and impress others than to listen to what the speaker is saying. (viii) They are more influenced by the speaker’s personality, appearance and style and shift focus away from the words.
11(b) Spring 2012
5
The important considerations which I should keep in perspective while making an Oral Presentation to a knowledgeable audience are: (i) The language of the oral presentation should be specifically adapted to suit to the level of understanding of the audience. (ii) The oral presentation should be organised in a sequence that leads the listeners’ thoughts in a logical manner towards the conclusion. (iii) The presentation should be based on proper use of grammar and pronunciation. (iv) Eye contact should be maintained with the audience and body language used to emphasise any particular point(s). (v) Excessive body movements should be avoided as it would distract the audience. (vi) The oral presentation should be concluded with sufficient emphasis of the main theme point(s) and offering of specific recommendations. (vii)An alert attitude should be retained to reply to the questions from the audience and a calm state of mind should be kept even when faced with provocative questions
11 Autumn
2011 10
(a) The following types of Communication Skills are essential for a business leader to achieve success and ‘to make one’s mark’ in the competitive business environment: (i) skills to organize basic ideas and information in a logical manner (ii) skills to express and convey ideas and information coherently and persuasively (iii) skills to listen effectively (iv) skills to communicate effectively with people from diverse cultures, professional backgrounds and experience (v) skills to use modern communication technologies effectively and efficiently (vi) skills to speak and write by applying appropriate standards of grammar, spelling, and other aspects of high-quality speaking and writing skills (vii) skills to communicate in a civilized manner that reflects contemporary expectations of business etiquette (viii) skills to communicate ethically, even when the circumstances do not offer crystal clear choices. (b) Emphatic Listening means to listen with the objective to understand the speaker’s emotions, feelings, needs and wants so that the listener can appreciate more fully the speaker’s point of view regardless of the fact whether or not one agrees with what the speaker has to say. Through emphatic listening, the recipient can help the speaker to articulate the pent-up emotions which obscure the speaker’s thinking process and prevent a calm and clear-headed approach to the subject.Often, an individual who is extremely disturbed by a particular event or issue would want ‘to get it off the chest’ by approaching someone who is willing to listen patiently and sympathetically. In such situations the preferable course for the emphatic listener would be to listen attentively to what the speaker has to say and refrain from offering advice unless
the speaker specifically seeks such advice
4(a) Spring 2011
5
The attributes/abilities essential for developing Effective Communication Skills in a competitive business environment are: (i) ability to organise ideas and information in a comprehensive and logical manner (ii) ability to express ideas and information coherently and persuasively (iii) skills to listen in an effective manner (iv) ability to communicate with people of diverse backgrounds and experiences (v) ability to speak and write with acceptable standards of correct grammar and business vocabulary (vi) ability to communicate in a civilised manner according to acceptable norms of business etiquette (vii) ability to communicate in an ethical manner even in difficult situations.
2 Autumn
2010 10
The following steps should be taken in the planning of written business messages to make them effective: (a) Identify the Purpose of the Message - It is important to determine what is intended to be achieved from the message, whether it is to convey information, issue directions, acknowledge an order or a letter to solicit sales. (b) Analyse the Audience - A careful analysis of the audience is essential to predict the reaction of the receiver to the message. The sender should consider the educational level, cultural background, attitude and age of the recipient while preparing the written message in order that the communication is received clearly and is free from misinterpretation. (c) Select the Ideas - The main points and central ideas to be conveyed depend on the type of the message, the situation and the cultural context of the receiver. For example, in case the communication is in response to a message, the main points should be identified and placed in the order of their importance from the receiver’s viewpoint. (d) Collect the Data – The ideas selected should be supported by specific facts, figures and other forms of evidence to substantiate the main ideas. At times it may be advisable to enclose brochures, tables and samples to give further credence to the data in the message. (e) Organise the Message - The main ideas should be identified and listed before preparing the first draft of the message. The ideas should be presented in a logical and coherent order of their importance. Messages which are not properly organised result in confusion and would not elicit the appropriate response from the receiver.
3 Autumn
2010 6
A Good Listener A Poor Listener i. Identifies areas of interest. i. Avoidslistening if subject is not of interest. ii. Judges content and ignores delivery errors. ii. Tends tobe inattentive, if delivery is poor. iii. Does not judge until comprehension iscomplete, interrupts only to clarify. iii. Proneto enter into arguments with the speaker. iv. Listens for central themes. iv. Showsfalse attention. v. Works hard and exhibits alertness. v. Isdistracted easily. vi. Fights to avoid distractions; strives hardand concentrates. vi. Resists listening to material which requires great concentration. vii. Remains open-minded. vii. Reacts to emotional words. viii. Listens between the lines and weighs theevidence. viii.
Tends to be distracted by slow speakers.
10 Autumn
2009 8
(a) Effective Listening is the process of actively decoding and interpreting verbal messages. Good listening skills can be acquired by discipline and practice. (b) Effective Listening skills can be developed by: (i) Being mentally prepared to listen - the receiver must have a positive mental attitude to receive the message clearly. (ii) Resisting distractions – both internal and external distractions must be eliminated and close attention to the speaker should be maintained. (iii) Listening to understand - the message should be understood in its context without refuting the message conveyed by the speaker. (iv) Concentrating on the context – the main ideas conveyed by the speaker should be carefully absorbed. (v) Looking for non-verbal clues – the body language and gestures convey message to an effective listener. (vi) Listening carefully and not prejudging - delay judgment about the principal points and personality of the speaker and absorb the message conveyed by the speaker. (vii) Holding your fire – do not interrupt the speaker until the speech has ended. (viii) Listening with an open mind - resist feelings of being threatened or insulted if the message conveyed by the speaker contradicts with the listener’s beliefs, values and attitudes.
COMMUNICATION IN ORGANIZATION
12(b) Spring 2013
4
The purpose of downward messages communicated in a business organisation which has a number of employees working in several divisions/departments may include the following: (i) to give information about the mission, goals and objectives of the organisation (ii) to inform the employees of any changes in the official policies and service rules (iii) to issue instructions and directions to the employees in various divisions/ departments at different tiers in the organisational hierarchy (iv) to describe the tasks which are assigned to the individual employees
(v) to issue a warning letter to an employee who is guilty of serious misconduct. (vi) to maintain good working relationships among the employees.
1 Autumn
2012 8
An effective system of internal communication network in a large business entity which has a well-defined organisational structure, performs the following functions: (i) Disseminates Information - The internal communication network provides useful and relevant information to the employees about the company’s objectives, mission, policies and instructions, in a clear, complete and concise manner. This is necessary to avoid confusion and ambiguity which results in internal conflicts. (ii) Encourages Team Effort amongst Employees - Open communication network across the organisation encourages employees to offer honest opinions and feedback which helps to build trust between the management and employees at all levels. (iii) Directs Communication to Concerned Individuals - All communication is addressed to specific individuals/audience to generate specific response. The internal communication is sent only to the concerned recipients because messages sent, intentionally or unintentionally, to irrelevant persons result in misunderstood communication and information overload. (iv) Selects Appropriate Channels of Communication and makes Efficient use of Communication Technology - The selection of appropriate channels of communication helps in creating conducive work environment for achieving optimal performance at all levels. Communication technologies are used efficiently to save time and money.
4(a) Autumn
2011 4
The following problems may create impediments in the Upward Flow of communication in a large organisation: (i) Subordinates may consider that the seniors would not be interested in the opinions or information given by the subordinates. (ii) Subordinates may think that the seniors are busy and already facing information overload and would not have time to consider the problems or suggestions provided by subordinates. (iii) Subordinates may fear that reporting of a problem or communication of a grievance may result in antagonizing or disappointing the seniors which may have adverse consequences. (iv) Subordinates may fear that the upward communication may be considered by their colleagues as a way of getting closer to their seniors
and seeking favours.
8(a) Autumn
2011 5
The characteristics of Formal Communication patterns observed in a large-size business organisation are: (i) The communication flows within the prescribed channels of chain of command or task responsibility which is determined by the organisational hierarchy and work relationships. (ii) The speed of formal communication is generally slow as it flows throughpredetermined channels. (iii) The formal communication messages are considered as true and authentic versions of official policies by the recipients. (iv) The risks of creation of any distortions in the process of formal communication are minimum. (v) The process of formal communication is expensive and time-consuming as it involves careful planning, appropriate presentation and relatively greater paper work. (vi) The process of formal communications has restrictive implications as information of confidential nature should not be divulged to those who are not authorised to receive such information.
5(b,c) Spring 2010
6
(b) Upward Communication flows from lower levels to higher levels in the organizational hierarchy. Upward communication provides feedback to the managers and keeps them informed of the progress towards the achievement of the organizational goals and problems faced by the subordinates in the performance of their duties. It also informs the managers how the subordinates feel about their jobs, morale, co–workers and the organization. (c) In learning organization there exists a shared vision; communication from the lower level to the upper level is encouraged without any fear of criticism and punishment. The learning organization has a relatively flat organizational structure encourages openness and reduces boundaries between people. Upward communication is one of the characteristics of the learning organization as all the people work together to achieve the organizations vision before their own personal self- interest or departmental interest, they are open to suggestions criticism, new ideas and are encouraged to take chances Therefore, a culture of more frequent and candid upward communications and exchange of ideas is an essential characteristic of a Learning Organization.
3(b) Autumn
2009 5
The characteristics which are common in all grapevine networks are: (a) official communication channels are weak or management deliberately withholds information. (b) social and personal interaction of the employees exists. (c) mostly oral communication. (d) communication is very fast. (e) mostly among workers, but it is also prevalent among managers. (f) flows in all directions in the organization, spatially and hierarchically. (g) people-oriented rather than work-oriented.
SEVEN C'S
5 Spring 2013
5
Rewriting of sentences to adhere more fully to the principles of Seven C’s of effective communication. (i) Mr. Mahmood’s employment record shows that he is capable of handling the post of senior financial analyst. (ii) We will cancel the order if we do not receive the consignment by March 31 2013. (iii) Please bring your National Identity Card to receive prompt service. (iv) We cannot waive the late payment charges because/as the bill was paid after the due date. (v) Vital Information Systems has purchased six new computer chairs with more comfortable seats for the programmers.
2(b) Autumn
2012 2
Matching of Seven C’s of Communication with their appropriate desired impact are as follows: Selected Seven C’s of Communication Desired Impact (i) Courtesy improves relationships (ii) Clarity makes comprehension easier (iii) Correctness builds confidence or trust (iv) Conciseness saves time
5 Autumn
2012 8
The following organisational principles are not being adhered to in each of the instances: (i) Failure to Delegate Authority. It would not be fair to hold Shahid responsible and accountable for performance if Mr Rashid does not delegate sufficient authority to Shahid. (ii) Failure of Effective Communication. Shahid should be involved in matters that are of direct concern to him. Since Shahid is responsible for the performance of the temporary workers, it is only appropriate that he should participate in the decisions concerning the appointment of temporary workers reporting to him. (iii) Disregard of Principle of Chain of Command and lack of trust in Shahid. Mr Rashid should consider complaints from the workers in the presence of Shahid only. Mr. Rashid should discourage the workers from reporting to him directly.
(iv) Appropriate Span of Control has not been given necessary consideration. It is not possible for Shahid to directly supervise 75 subordinates and also attend to his own responsibilities as Shift In charge.
3 Spring 2012
6
Concreteness in the process of communication means being specific and definite and avoiding words which are of a general nature. The communication should be direct and explicit and free from ambiguities to avoid any misinterpretation or misunderstanding in the message. Concreteness in messages involves stating specific facts and figures, using active verbs and voice and selecting vivid words which facilitate image-building in the minds of the readers. The use of precise facts and figures promotes better understanding of the message by the recipient, avoids confusion and saves time. The active verbs make the sentences more forceful and emphatic. Correctness in the process of communication can be achieved by using proper grammar, punctuations and spellings. To achieve correctness in the communication of messages it is necessary to make careful selection of words and use the right level of language. It is also necessary to ensure accuracy of figures, facts and words in order that the recipients have the right understanding of the message. Correctness of messages is necessary to build mutual goodwill, avoid unnecessary further exchange of messages, save time and cost and get the right message in first attempt.
11(a) Spring 2012
5
(i) This type of paper does not work very well in the photocopying machine. (ii) Our advertisement expenditure of Rs 500,000 in the new Health Magazine did not yield the desired result; let us analyse the experience and apply our insights for future guidance. (iii) For the time being, we can serve you on cash basis only. (iv) Although it is an uphill task, your new management team would accept the challenge and make serious efforts to turn around the affairs of the company. (v) Timely delivery of cement is critical for meeting our target for completion of the construction works. Please respond today and give us a firm date for delivery of our consignment of cement
4(b) Autumn
2011 5
Rephrasing of sentences to elicit more favourable responses from recipients (i) The performance of the Spinning Department can be improved by implementing more efficient energy utilisation measures. (ii) We would request you to please make payment within 7 days in order to prevent us from referring the matter to our legal advisors. (iii) We would be able to repair your generator and also replace the damaged parts in 2 days. (iv) The dress which I had purchased from your shop is made of mixed silk and polyester fabric and not 100 percent silk cloth as stated by your salesman. I would not have purchased the dress if I had known that it was not made of 100 percent silk cloth. (v) Please send us the completed Advertisement Contract Form along with a cheque for Rs 250,000 by September 30, 2011 to enable us to retain the space booked by you in the next issue of our magazine ‘Fashion Trends.’
5(a) Spring 2011
8
Completeness: A message is complete when it contains all the necessary information that the recipient seeks and needs to know to react or respond to a message without seeking any additional information.Completeness in messages helps to promote greater understanding and goodwill between the sender and the recipient. Completeness in messages helps to avoid delays and expenses in exchange of further information and also costly law suits arising due to incomplete and misleading information. Conciseness : A concise message provides only that information which is relevant for the essential purpose of communication of the message. A concise message uses minimum possible words which convey the precise meaning, are familiar and easy to understand. Concise messages with the right type of emphasis are understood readily by the recipients.They do not divert or distract the attention of the readers, save their time and create goodwill. A message can meet the criteria of both completeness and conciseness by providing all necessary information, answering all pertinent questions and providing something extra, if considered desirable but at the same time avoiding unfamiliar expressions, unnecessary repetitions and focusing only on the essential material.
7(b,c) Autumn
2010 10
(b) (i) Our company accepts orders of Rs. 2.5 million or more. (ii) The employees can avail the lunch break for 45 minutes. (iii) The inter-city bus service will wait for 15 minutes at all stops. (iv) We offer discount to all those customers who make cash payments. (v) You may apply for the position of security officer if your height is 185 centimetres or more. (c) Completeness: It is important that the communication should provide complete information to the receiver in order that all the pertinent or required information is contained in the message. Information which is not complete would result either in the message being ignored or require further communication to elicit the relevant information. In business, time is of critical importance and communication which is not complete can cause delays, wastage of both time and efforts of the sender as well as the receiver and entail additional costs. Clarity: The selection of simple and precise words is essential to communicate the message with clarity to the receiver. Besides, construction of easily understandable sentences and coherent presentation of ideas in the order of their importance contribute towards clarity and effectiveness of communication In business communication, clarity is essential to avoid ambiguities and confusion which would result in wastage of time and effort and may even be the cause of financial loss and friction in relationship.
INTERPERSONAL COMMUNICATION
7(b) Autumn
2012 6
Physical Noise in the communication process is caused by interference from the external environment during the conveyance of the message. Disturbance caused by the surrounding environment e.g. humming of an air-conditioner or loud playing of music by the neighbours can cause physical noise. Psychological Noise is caused by the differences in the manner in which the receiver processes and interprets the message. The extent of mutual trust, individual biases and pre-conceived prejudices and poor listening are examples of psychological noises which are impediments towards the delivery of messages. Semantic Noise is the interference in the delivery of message due to differences in language, social and educational backgrounds which prevent the receiver from accurately comprehending the message of the sender. Semantic noise is also caused by excessive use of jargon and complex words which are not understood by the receiver and are an obstacle to the communication of the message.
12(a) Autumn
2012 7.5
The Axioms of Interpersonal Communication are: (i) Irreversibility of Communication - Irreversibility of Interpersonal Communication means that what has once been said or communicated cannot be retrieved, withdrawn or called back. However, the adverse impact of the message can subsequently be somewhat mitigated by sending a qualified message or an apology. The Irreversibility of Communication imposes obligation on the sender of the message to exercise care and abstain from stating something which may later cause embarrassment or regret. (ii) Inevitability of Communication – It refers to the fact that individuals cannot remain isolated without communicating or being in an uncommunicative state. An individual with an expressionless face may not be communicating with others in a group, but may by no means be uncommunicative. An individual with an expressionless face may not be communicating with others in a group, but is communicating a great deal by showing lack of interest or expressing his boredom or a concern for something else.
8(b) Autumn
2011 5
The basic concepts which are integral to the process of interpersonal communication are considered as Universals of Interpersonal Communication.The basic Universals of Interpersonal Communication are: (i) Source-Receiver (ii) Encoding-Decoding (iii) Compliance and performance (iv) Message and their channelling (v) Noise (vi) Self feedback and feedback from others (vii) Context (viii) Field of experience (ix) Effects (x) Ethic
3(c Spring 2011
3
Friendly Work Environment Hostile Work Environment
Transparent cautious/guarded
honest Defensive
not withholding information selective or secretive
11 Autumn
2009 6
(a) Inevitability of Communication: Although communication is generally considered to be deliberate, purposeful and consciously motivated, the basic human trait which is common is that individuals cannot remain isolated without communicating or being in an uncommunicative state. An individual with an expressionless face may not be communicating with others in a group, but may by no means be uncommunicative. Indeed, the individual is communicating a great deal by showing lack of interest or expressing his boredom or a concern for something else. This individual is communicating even though he many not communicate as understood in the conventional sense. (b) Communication involves a Process of Adjustment: Communication involves a process of adjustment, an understanding of other person’s signals to acquire accurate meaning of communication according to the system of signals behind the words encoded by the source. If two individuals speak different languages, they may be able to share a few common signals but may not be able to communicate effectively with each other. Furthermore, even if two individuals may speak the same language, they may not be able to share certain common signals due to differences in education, social background, upbringing, age, personal and professional experience, etc.
BUSINESS MESSAGES
7(b) Spring 2013
4
Written Media is the appropriate medium of communication in the following situations: § Immediate feedback from the recipient(s) is not required.§ The message is detailed, complex and requires careful planning.§ Permanent and verifiable record has to be retained.§ The target audience is large and dispersed geographically.§ Immediate interaction with the target audience is not necessary orimportant. Oral Media is the appropriate medium of communication in the following situations: § The message has to be conveyed urgently.§ Immediate feedback is required.§ Message is straightforward and easy to accept.§ Audience can be assembled conveniently and economically.§ Interaction is encouraged to solve the problem or obtain group input.§ Body language or tone of response of the audience has to beobserved.
4(b) Autumn
2012 2
The steps in the planning of a business message are: § Identify purpose of the message§ Analyze the audience§ Choose the ideas§ Collect data to support the ideas§ Organise the message
9(a) Autumn
2012 3
Non-verbal communication is different from verbal communication in following ways: • In face-to-face interactions, non-verbal communication is acontinuous process. Non-verbal communication takes place even in the absence of verbal communication. • Non-verbal communication is usually considered to be moreimportant and reliable by the recipients if there is a contradiction between non-verbal communication and verbal communication. • Non-verbal communication is a more effective way of showingemotions and attitudes than verbal communication.
12(a) Autumn
2012 2.5
Paralanguage is the vocal but non-verbal communicationin which speed, tone, volume, voice variations and differences in stress on words convey particular and varied meanings to the recipientsin spite of use of the same words.
13(b) Spring 2012
5
The advantages of Oral Communications are as follows: (i) Speed - Oral communications between the speaker and the receiver is made instantaneously and there is no time lag between the transmission and reception of the message. (ii) Personal Involvement of both Speaker and the Listener - The speaker is in a position to receive instant attention of the listener which reduces the risks of ‘noise’ in the communication process. (iii) Instantaneous Feedback - Since both the speaker and the listener are physically present, the feedback of the message is instantaneous which facilitates the process of good communication (iv) Non-verbal Clues - The individual receiving non-verbal communication from the speaker can interpret the tone, non-verbal clues and affects of body language of the speaker to develop better and more complete understanding of the message. (v) Confidentiality - Oral communication does not require any records which can be accessed by others. It therefore helps in achieving complete confidentiality of the message which is communicated between sender and listner.
10(b) Autumn
2011 5
The following considerations should be kept in perspective to achieve optimum benefits of Visual Presentation Aids: (i) Visual Aids should be used sparingly to highlight and give greater credibility to key points. Excessive use of Visual Aids would lose their efficacy. (ii) Visual Aids must be clearly visible to the entire audience. It is irritating for the audience to listen to a presentation that has visual aids which can be seen only by a portion of the audience in the room. (iii) Visual Aids should be displayed only at the relevant points in the speech and should be removed/switched off before moving on to the new information. An irrelevant Visual Aid creates distractions among the audience. (iv) A Visual Aid should contain only such information which can be easily comprehended by the audience. (v) A Visual Aid showing Clip Arts from well-known sources should be
avoided as it shows lack of original professional knowledge of the subject. (vi) After offering the explanation of the contents of the Visual Aid, the speaker should immediately turn face towards the audience and continue to speak.
3(b) Spring 2011
5
(i) The remark shows that the secretary is not punctual and is often late. (ii) The Group Leader intends to demonstrate equality and close affiliation with the group members. (iii) The CEO seems to demonstrate that he is an extremely busy person whose time is more important and the participants are expected to wait for him. (iv) The applicant’s communication skills are deficient or show a lack of genuine interest in the job. (v) The senior manager implicitly conveys the message “I am very busy and cannot see you right now.”
8(a) Spring 2011
5
Written Communications would yield more effective results than Oral Communications in the following situations: (i) The message is detailed and comprehensive and requires careful planning before communication to the recipients. (ii) The message has to be conveyed to a large number of recipients at widely dispersed locations. (iii) The message must be understood accurately by the recipient and risks of any distortions in interpreting the implications of the message have to be avoided. (iv) It is not important to receive immediate feedback from the recipient(s) (v) It is important to retain a verifiable record of the message.
5(a) Spring 2010
6
Non-verbal communication involves those unspoken stimuli in the communication process that are generated by the actions of both the source (sender) and the recipient(s) of the message and have potential message value for the source or receiver (listener).The important characteristics of non-verbal communication are: (i) Non-verbal behaviour also has a communication value. Everything about an individual’s appearance, such as body movements, facial expressions and every nuance of voice has potential to convey meaning to the recipients. (ii) Quiet often, non verbal communication more powerfully communicates people from impressions of others. In fact, when non-verbal behavior appears to contradict a verbal message, the spoken words carry less weight than the non-verbal clues. (iii) Non-verbal communication primarily expresses attitudes – Non-verbal behaviour implies how the other person feels about the state of things e.g. general interests, preferences, disagreements and dislikes. (iv) Non-verbal behaviour has universal cultural dimensions – certain types of non-verbal gestures and behaviour are universal – like expressions of happiness, fear, surprise, anger or contempt while certain non-verbal behaviour are different in different cultures. (v) Non-verbal behaviour may be interpreted differently by different persons.
9(a) Spring 2010
7
The important steps involved in the preparation of written messages are: (i) Identify the purpose of the message: The sender should have clear objective of the message and the purpose of writing the message. It includes conveying information, providing rationale for any action or decision, giving instructions and seeking advice etc. (ii) Analyze the audience: The written message should be prepared keeping in view the attitudes, needs and cultural traits of the receiver. The format of the message, selection of words should be in accordance with the accepted norms. (iii) Select the ideas: The idea to be conveyed in the message should take cognizance of the needs of the receiver depending on the situation and ensuring that the main points are stated clearly. (iv) Support the ideas with data: The ideas must be substantiated by specific facts, figures and evidence to support the statements contained in the message. (v) Organize the message: The message should be organized to facilitate the recipient in comprehending the message and eliciting a positive response. Messages which are prepared with irrelevant and confusing information or inappropriate presentation of main ideas would fail to achieve the proper results. (vi) Style used: style is defined as putting the right words in the right order; it involves choices about vocabulary used, syntax and the tone of the message.
6 Autumn
2009 5
Non-verbal Gesture Message Interpreted by Recipient (i) Standing with hands on hips § readiness and aggressive attitude(ii) Brisk, erect walk § confidence(iii) Open palms § sincerity, openness/innocence(iv) Arms crossed on chest § defensive attitude(v) Head tilted forward § showing deep interest in the message(vi) Shaking hand with face turned in a different direction § degrading attitude
LETTERS
6 Spring 2013
6
(a) The distinguishing characteristics of a Circular Letter prepared by a business organisation for issuance to its customers are: (i) The circular letter carries the same message to a large number of recipients and is issued at the same time. (ii) The circular letter is written in a persuasive style to motivate the recipients to continue to read the entire letter. (iii) The circular letter is written in an easily understandable style as it is written to a varied group of recipients. (iv) The circular letter should not contain very detailed or complex ideas/highly contentious issues. (b) A business organisation would usually issue a Circular Letter on the following occasions: To Customers: (i) to announce establishment of a new line of business (ii) to announce any special discount or offer to the customers (iii) to announce opening of a new branch or outlet. To External Parties other than customers: (i) to announce a change in the constitution of the firm e.g. introduction of a new partner (ii) to announce the issuance of dividend to the shareholders (iii) to announce execution of a technical collaboration agreement with a renowned international business organisation.
10(a) Spring 2013
6
The shortcomings in the message to the former employer regarding reference of a prospective employee are: (i) It is not advisable to mention the period during which Azam Khan had worked with Mr Siddiqui. This information should be provided by the former employer so that it can be verified from the information provided by the applicant. (ii) It is inappropriate to mention that the prospective employer is impressed with the applicant’s personality. This reveals that the prospective employer is already prejudiced and the former employer may therefore refrain from giving an objective opinion. (iii) The prospective employer should not state that he is ‘eager’ to know why Azam Khan left the former employer. The word eager indicates exaggerated interest or inquisitiveness. (iv) It is not advisable to ask the former employer if he would hire the individual back. This request is in bad taste as it would place the former employer in an embarrassing position. Besides, the information is not of any significance to the prospective employer. (v) It is not advisable to ask for information about personal life of the job applicant. The former employer would obviously be reluctant to provide any such information in writing even if he is aware of it as it may have legal consequences
11 Spring 2013
10 No Suggestion
6 Autumn
2012 10 No Suggestion
10 Autumn
2012 10 No Suggestion
13(a) Autumn
2012 4
The Letter of Recommendation should include the following important details: (i) Full name of the candidate, Saulat Khan (ii) The designation of job which Saulat Khan is seeking with Fine Juices Limited. (iii) Title of the job held by Saulat Khan in your department and reason for leaving your company. (iv) Statement that the letter is in response to a request from Saulat Khan. (v) The nature of relationship between the writer and the candidate. (vi) The writer’s overall evaluation of the suitability of the candidate for the job.
4 Spring 2012
10 No Suggestion
10 Spring 2012
10 No Suggestion
7 Autumn
2011 10 No Suggestion
9 Spring 2011
11 No Suggestion
8 Autumn
2010 11 No Suggestion
10 Autumn
2010 10 No Suggestion
8 Spring 2010
12 No Suggestion
4 Autumn
2009 12 No Suggestion
9 Autumn
2009 11 No Suggestion
MEMORANDUM
6 Autumn
2011 10 No Suggestion
9(a) Autumn
2010 5
A Memorandum is a written communication used by officials/staff within the organisation to communicate with other members in the organisation. It is the most frequently used form of written communication and serves to convey and exchange a wide range of important information within an organisation. Memorandum are used frequently to convey information because: (i) written communication in the form of a memorandum avoids ambiguity and confusion in the message conveyed to the receiver(s). (ii) it is a record of facts, instructions and decisions and is used to establish accountability and responsibility. (iii) the recipient of the memorandum has sufficient time to deliberate on the contents of the message and make the most appropriate response.
REPORTS
10(b) Spring 2013
4
An Information Report focuses on the presentation of facts, figures and other relevant information on any particularissue without making any recommendations or proposing new ideas or offering any solutions. An Analytical Report examines in sufficient depth any particular problem/issue or assesses a specific situation and recommends a course of action to resolve the problem or handle the issue(s). Examples: Information Report - Report on Implementation of a Policy/Procedure, Compliance Report, Project Progress Report, etc. Analytical Report - Market Analysis Report, Due Diligence Report, Feasibility Report, etc.
12(a) Spring 2013
6
The purpose of inclusion of Appendices, Bibliography and Index in formal long business reports are: (i) Appendices contain additional information that is useful but not of critical importance to the report. The material included in the appendices may have details which would not be of significant relevance to be included in the main body of the report and may be of interest only to few recipients. (ii) Bibliography is a list of secondary sources from which information/data has been drawn for inclusion in the formal long business report. These sources may be disclosed separately in the last pages or included as footnotes in the pages in the body of the report. (iii) Index is an alphabetical list of names, topics, and subjects contained in the report along with their corresponding pages in the report. The Index helps the reader to readily refer to the topics/subjects of immediate interest and their relevant pages.
4(a) Autumn
2012 8
The focus of Content of the Different Types of Business Reports is: (i) Project Progress Report - Outlines the progress of the tasks in a project, including work completed, work remaining, costs incurred, remaining cost to complete the project and schedule of original and anticipated time for completion of the project. (ii) Performance Appraisal Report - Documents the quality of an employee’s work performance for a particular period with identification of the individual’s strengths and weaknesses, training needs and recommendations of salary increments/promotions and career planning. (iii) Feasibility Report - The report examines the viability of the proposed undertaking from its technical, commercial and economic standpoints. It presents the benefits that proposal or idea will yield with details of its initial capital costs, implementation schedule, recurring operating costs and returns over the useful life of the undertaking. (iv) Sales and Marketing Report - Provides data of actual sales of various productsaccording to their quantities/volume, territories, sales teams and distributors for a specific period. The Report presents analysis of the actual achievement of sales in comparison with the budget targets. The Report makes recommendations for pursuing specific marketing policies. (v) Annual Report of Chairman - Presents report of financial performance of the organisation, its achievements and problems experienced during the period under review. The Report provides information about future expectations and plans to obtain the desired results. The Report also informs the stakeholders, primarily existing and prospective investors, creditors and analysts of the achievements and future expectations of the organisation.
10(a) Autumn
2011 5
The Headings of important Topics of the Comprehensive Report should include: (i) Authorisation for the Assignment (ii) Executive Summary (iii) Purpose of the Report (iv) Scope of the Report and its coverage of important issues (v) Sources from which information was obtained (vi) Methodology involved in the preparation of the Report (vii) Definitions of terms used in the Report which may be unfamiliar to the readers (viii) Limitations and Factors which were constraints in the preparation of the Report (ix) Organisation and Rationale for format of the Report (x) Vote of Thanks to individuals who facilitated in the preparation of the Report (xi) Conclusion and Recommendations (xii) Appendices
8(b) Spring 2011
6
A Business Report is a written communication of factual information on a specific subject presented in an orderly and formal manner.Business Reports are prepared to serve the following purposes in a large business organisation: (i) Present information to management giving analysis of any particular issue, incident or on the state of affairs. (ii) Provide information in compliance of legal obligations to regulatory authorities, shareholders, creditors, employees, etc. (iii) Provide information regarding products or services offered to customers and general public. (iv) Furnish professional information/opinion in a comprehensive form by external consultants on any specific subject in response to an enquiry from a client.
7(a) Autumn
2009 4
Matching of the Names of Reports with their nearest types of reports are: Operating Report Monthly Production Report Personnel Activity Report Monthly Absenteeism Report Justification Report Report of Capital Expenditure Final Report Report of Results Achieved
PROPOSALS
4(a) Spring 2010
3
Request for Proposal (RFP) is a formal document that describes a project, or need for service and invites prospective bidders to propose solutions. A Request for Proposal should contain the following important information: (i) Description of the work to be performed with adequate details. (ii) Method of submission of the Proposal i.e. on prescribed form to be delivered by hand or by registered post, etc. (iii) Mention of the last date and time for submission of the Proposals. (iv) Terms relating to payments, such as advances or not, interim payments and any other materialterms and conditions.
4(b) Spring 2010
3
The Headings of Paragraphs contained in a typical Proposal are: (i) Reference or Authorization for the Proposal (ii) Table of Contents (iii) Proposal Summary (iv) Purpose or Objective (v) Problem or Need (vi) Background (vii) Benefits of the Proposal (viii) Description of the Solution (ix) Methodology of Handling the Proposal (x) Qualifications of Personnel (xi) Time Schedule (xii) Cost (xiii) Glossary (xiv) Appendices (xv) Reference List (xvi) Name of Primary Contact Person
4(c Spring 2010
3
The essential qualities of a well-prepared Proposal are: (i) the purpose of the Proposal is stated clearly (ii) the problem or need for the Proposal is understood and defined clearly. (iii) the suggested solution offered in the Proposal is workable and in the best interests of the recipient. (iv) the Proposal is honest, factual and objective. (v) the benefits to be derived from the proposal outweigh the costs. (vi) Contains a time schedule including the milestones/checklists of the projects (vii) Contains a list of the cost and the resources involved in completion of the project
BRIEFS N/A
PRESS RELEASES N/A
JOB ADVERTISEMENTS N/A
MEETINGS
4 Spring 2013
10
(a) The chairman should perform the following role to ensure that the proceedings of the meeting are conducted in an effective manner and a positive outcome is achieved from the meeting: (i) Keep the meeting on track at all times according to the given agenda. (ii) Encourage the members to participate and make meaningful contributions. (iii) Steer the meeting to keep the discussions on course but not attempt to monopolize the discussions. (iv) Close the meeting by reiterating all the important points and decisions reached in the meeting. (b) Minutes of a Meeting are the formal record of the proceedings of a meetingand contain important though brief description of the discussions in the meeting and the decisions reached in the meeting. (c) The items which are essentially included in the minutes of meeting of a company are: (i) Date and Number of the meeting. (ii) Place where the meeting was held. (iii) Name and designation of the person who presided over the meeting. (iv) Names of the persons who attended the meeting. (v) Names of persons who were absent and were granted leave of absence. (vi) Record of confirmation of the previous minutes and any amendments agreed by the members. (vii) Essential background of the items/topics discussed in the meeting and a precise summary of the discussions. (viii) An unambiguous record of the decisions reached in the meeting and the resolutions passed in the meeting. (ix) Vote of thanks to the chair. (x) Signature of the individual who presided over the meeting.
7 Spring 2012
6
The important factors responsible for the unsatisfactory outcomes of meetings are: (i) The participants in the meeting are not genuinely interested in the discussions and do not take the meeting seriously. (ii) The participants do not have sufficient knowledge about the topics under discussion and are therefore not able to make meaningful contributions. (iii) The participants may deliberately lead the discussions into areas which are outside the scope of the main topic under consideration and create confusion. (iv) The participants are reluctant to express their true opinions and either follow the opinion of the leader or the majority of the participants. (v) The meetings are convened without sufficient preparations and important information is missing. This often results in postponing critical decisions. (vi) The meetings continue for long periods without focus on the main
issues of the agenda items. (vii) The participants may think that the recommendations or decisions reached in the meeting will not be considered seriously as the authority to implement the decisions vests somewhere else.
10 Spring 2011
6
The Minutes of the Meeting of a leading organisation should include the following items: (i) Date and Distinctive Number of the Meeting. (ii) A list of the Names and Designations of the persons who attended the meeting. (iii) A list of names of persons who were not present in the meeting and from whom requests for grant of leave of absence were received. (iv) Record of confirmation of the Minutes of the previous meeting. (v) A gist of the agenda items considered along with the essential features of the discussions in the meeting. (vi) An unambiguous record of the decisions reached and precise statement of the resolutions passed in the meeting (vii) Signatures of person chairing the meeting and date of signature.
9(b) Autumn
2010 4
(i) Resolved that the name of the company be and is hereby changed from Karachi Trading Company Limited to National Trading Company Limited. Further resolved that Mr. Hameed Ahmed, Secretary is to take up the matter relating to the change in name with the Registrar and obtain the necessary approval. (ii) Resolved that Mr. Sohail Ahmed be and is hereby appointed as Chief Executive Officer of the Company with effect from September 1, 2010 at a salary of Rs 6 million per annum plus benefits, according to the policy of the company. (iii) Resolved that bonus equivalent to one month’s basic salary be paid to all the permanent employees of the company for the year ended March 31, 2010. (iv) Resolved that Shahid & Company, Chartered Accountants be and are hereby appointed as Statutory Auditors of the Company for the year 2010-2011 at a remuneration of Rs. 200,000
2(b) Spring 2010
5
The important task that a person presiding a meeting is expected to perform are as follows: i. keep the meeting on track at all times according to the set agenda ii. encourage the members to participate and make meaningful contributions iii. steer the meeting to keep the discussions on course but without monopolizing the discussions iv. conduct the meeting strictly in accordance with the agreed rules v. Close the meeting by reiterating all the important points and decisions reached in the meeting. vi. Sort and interpret the discussions without imposing in his/her own views
9(c Spring 2010
2
Agenda of a business meeting is a list of topics to be discussed or transacted during the course of the meeting. The agenda is usually sent to the participants, well in advance of the meeting.
8 Autumn
2009 8
(a) Minutes of a meeting are the formal written records of proceedings of a meeting. The minutes are the summary of important discussions held in the meeting and decisions taken at the meeting. (b) The principles for writing of effective minutes of meetings are: (i) Brevity – Minutes are selective record of the proceedings and should state only the material points discussed. (ii) Clarity – Clarity is essential for the recording of the minutes. Even those persons who were not present in the meeting should be able to understand the background of the decisions adopted and important deliberations of the meeting by reading the minutes. (iii) Record of Decisions Adopted – Decisions and resolutions adopted in the meeting should be precise and the actual language of the decisions should be reproduced in order that there are no ambiguities in their interpretation. (iv) Immediate Recording – The minutes should be recorded as soon as possible after the holding of the meeting.
ELECTRONIC OFFICE
5(b) Spring 2012
5
The following rules of etiquette should be followed in sending e-mail messages: (i) Do not send angry messages by e-mail. If there are areas of serious disagreement or conflict they should be resolved in face-to-face conversation and not by exchange of e-mail messages. (ii) Send only those messages for which the recipient(s) have real need. Send copies of messages to others only if it is considered necessary. (iii) Use capital letters only to emphasize a single word or two. Sending the entire message in capital letters is considered to be rude. (iv) Send separate short messages on each subject so that the recipients can store them conveniently in different mail-boxes. (v) A message composed in the word processor and retrieved for e-mail message should be converted in short line lengths to avoid awkward line breaks.
(vi) In the reply to a message, include only the part of the original message that is essential
4(b) Spring 2011
5
The advantages of using Video-conferencing for meetings are: (i) Substantial savings in travelling and related incidental costs are achieved. (ii) Valuable time of the participants which would otherwise be spent in travelling is saved. (iii) Video-conferencing meetings can be held more readily as the participants can be assembled for such meetings with a minimum notice period. (iv) In such meetings, social exchanges are minimal and therefore the duration of the meeting is shorter and more focused towards the primary purpose of the meeting. (v) The participants are able to avoid inclement weather conditions and travel related problems.
7(b) Autumn
2009 6
The key advantages of email are: (i) can be transmitted speedily. (ii) highly cost-effective. (iii) can be made secure and restricted by use of passwords. (iv) can be retained and retrieved readily from the word processing packages. The important limitations of email are: (i) sometimes the recipients do not check their mail regularly and an important message may not be able to achieve its purpose. (ii) a lot of junk mail is transmitted resulting in wastage of time of the recipients. (iii) security and confidentiality of the messages can be compromised by hackers. (iv) messages in excess of certain bytes are often programmed to be deleted; this may result in deletion of important messages.
CV'S, RESUME'
5(a) Spring 2012
5
The important attributes of a well–prepared resume are: (i) The resume should appear to be absolutely businesslike and adopt a professional style of presentation. (ii) The resume should highlight the applicant’s special talents and background which will benefit the prospective employer. It should demonstrate that the applicant can make positive contribution towards the company’s business objectives. (iii) Action Verbs should be used to list the applicant’s special skills and achievements. Quantifiable indicators of achievement should be mentioned, wherever possible. (iv) The Resume should be based in an easy-to-read style without a cluttered presentation. Insert bullets or boxes to indicate separate points. (v) The use of pronoun “I” should be avoided. (vi) The resume should be most carefully proof-read for error-free presentation and polished for the use of appropriate vocabulary
9(b) Autumn
2011 5
In a Chronological CV the particulars of work experience, names of the organisations with which the candidate was associated, the positions held by the candidate and a statement of the responsibilities handled along with dates of joining and leaving the organisation are presented in the most dominant position. The employment history is presented beginning with the most recent position held. It is preferable for an applicant to use a Chronological CV in the following situations: (i) the candidate has a strong track record of relevant experience with companies who have a good reputation for providing sound training to their employees (ii) the candidate has demonstrable record of career growth and progression (iii) the candidate is being considered for a professional position where a proven track record of competence, ability to work in a team environment and soft skills are accorded considerable weight.
11 Spring 2011
3
The appropriate replies should contain the following line of reasoning: (i) Disagree - The purpose of a well-prepared CV is to generate initial interest in the applicant and elicit a call for interview. Recruiters do not require so much information at the initial screening stage and would probably not read all the details presented in the CV. (ii) Disagree - A well-prepared CV must make a positive impression at the preliminary stage as a skilled recruiter would do quick reading for the key words and decide whether or not it merits further consideration. (iii) Disagree - A well–prepared CV will at best help to receive an interview call and the final selection would depend wholly on the performance in the interview vis-à-vis other competing candidates.
GOOD NEWS AND BAD NEWS MESSAGES(THEORETICAL)
2(a) Autumn
2012 6
The Direct Approach to conveying Bad News messages puts the bad news upfront in the beginning and then states the reasons for the bad news. The letter is closed with a positive statement.In the Indirect Approach, the message begins with a neutral or a positive statement which acts as a buffer, offers explanation or gives reason for the bad news and states the bad news clearly in the middle of the letter without much emphasis on the bad news itself. The indirect approach also concludes the letter on a positive note to retain goodwill of the recipient. Direct approach in conveying Bad News messages is appropriate in the following situations: (i) The recipient is a busy person and would not like to spend much time in reading the message. (ii) The bad news is not of much consequence to the recipient and will not cause much pain or disappointment. (iii) The bad news message is an internal communication in the organisation and the management wants to come to the point right away.
13(a) Spring 2012
5
The different types of buffers which are applied in conveying bad news messages are: (i) Agreement - This means that the sender and the recipient of the message share similar viewpoints on any particular issue. It shows that there is a common ground for understanding on any particular point. (ii) Appreciation - The sender of the message expresses thanks for receiving something from the recipient of the message. This may be an application for employment, expression of interest in the sender’s company, products or business, etc. (iii) Understanding - The sender shows an understanding of the recipient’s problems and concerns and expresses empathy in the message which is being conveyed. (iv) Fairness - The sender shows that the response in the message is conveyed after an equitable and objective examination of the issues involved and the decision has been taken after careful consideration by the sender. (v) Cooperation - The sender conveys to the receiver willingness to extend support and be helpful in any possible in future
5(b) Spring 2011
5
A Bad News Letter should cover the following points: (i) Buffer Statement(Agreement) - Begin the letter by mentioning a neutral buffer statement or a point of common ground between the sender and the reader. (ii) Appreciation - Thank the reader for some act done by him e.g. sending an application, request, inquiry, etc. (iii) Assurance – Give assurance to the reader that the matter has received very careful consideration of the writer and offer honest explanation of facts concerning the problem and state why the writer is unable to offer a positive response. (iv) Compliment - Compliment the reader for something good about past record or achievements. (v) Cooperation - Convey a sincere desire to be as helpful as possible.
9(b) Spring 2010
5
The steps to be taken for preparing a well-planned negative message and also retaining goodwill of the receiver are: (i) Use a Buffer: A buffer is a neutral or positive statement designed to soften the impact of the negative message. A good buffer makes the reader more receptive to the negative message. (ii) Offer an Explanation: Offering of a sound reason prepares the ground for the reader to accept the refusal. Explanation includes giving convincing reasons why the matter must be handled differently from the expectations of the reader. (iii) Avoid emphasizing the Refusal: The refusal message should not be over emphasized, although it should be clearly stated in the message. (iv) Present an Alternative or Compromise: Offering an alternative option would give the reader a different perspective and create an impression that the sender cares about the reader and has a positive and helpful attitude. (v) End with a Positive Statement: The ending of an unfavourable message should be on an assuring and positive note with a reader-friendly closing.
PERSUASIVE MESSAGES (THEORETICAL)
N/A
INTRODUCTION TO OB
13(a) Spring 2013
4
Organisational Behaviour is the field of study of structure, functioning and performance of organisations and the manner of interactions or behaviour of groups and individuals within the organisations. Study of OB is concerned with the evaluation of performance of individuals and their roles in an organisation and theways in which their behaviour affects the performance of the organisation. OB includes the study of core topics of motivation, leadership behaviour, authority and power,
interpersonal communication, group structure, learning, attitude, perception, work design and work stress and draws from the knowledge of multidisciplinary social sciences of psychology, sociology, social psychology and economics.
ORGANIZATION STRUCTURE AND DESIGN
2(b) Spring 2012
9
Ms. Haq and her incoming partners would have to introduce the following changes in the organisation structure in order to retain the positive characteristics of the present organisational culture and also achieve the objectives of the business in future: (i) Chain of Command This would be a continuous line of authority that would extend from the highest organizational level to the lowest levels and specify the reporting channels. The incoming partners should be made aware of the positive impact of the existing organisational culture and its continuation for achieving the business objectives in the future. Adherence to the line authority would have to be reconciled with activities which require initiatives at all levels and promote open communication among the employees. (ii) Departmentalization The creation of individual departments would be the basis by which the various functions to be performed in the organisation would be grouped and classified in distinct work activities for efficient performance in the organisation and assignment of responsibilities for their performance. The interactions between the departments should be aligned with the goals of the organisation and promote a culture of mutual trust and timely resolution of conflicts. (iii) Division of Work This is necessary to produce more and better work from the same effort and obtain maximum benefits of specialisation. It would involve appropriate job description of the tasks in the organization. The jobs would be divided into several steps and individual employees would specialize in doing a specific part of an activity. (iv) Centralization and Decentralization It would be necessary to decide the extent to which decision-making authority would be concentrated in the top management and its delegation to the lower levels where the actual work is performed. The employees at all levels should feel that their participation and involvement is important for the organisation and that their opinions and suggestions would receive fair consideration. (v) Span of Control The new management would have to determine the number of employees a manager can effectively manage and control for the performance of the various functions. Appropriate span of control would also help to determine the number of levels in the organisation hierarchy and the number of managers required by Fashion Planet. (vi) Formalization This would involve standardisation of assignments, introduction of rules and regulations and procedures within the organization to create a more disciplined work environment. However, the existing culture of open communication,
loyalty, fairness and positive work attitude should be promoted at all levels within the organisation
1 Autumn
2011 6
The distinguishing characteristics of organisational structures of present-day companies and those operating 2-3 decades ago are: (a) present day companies have more flat organisational structures with increase in delegation of authorities and responsibilities with a much greater proportion of employees performing some types of managerial functions. (b) present day companies require significant increase in responsibilities of line managers in the management of employees working under them. (c) present day companies have matrix organisation structures and an increasing proportion of the work is performed in multidisciplinary team environment. (d) present day companies create organisational structures in which managers have a much wider span of control. (e) present day companies have more flexible organizational structures which enable them to make necessary adjustments and respond quickly to the changes in the business environment. (f) present day companies have hybrid organizational structures and are prototypes of virtual organizations whose management is linked
through electronic communications.
1 Autumn
2010 6
The characteristics generally observed in the day-to-day working of business entities which do not have appropriately designed organisational structures are: (a) Low Motivation and Morale: The staff has low levels of motivation and poor morale due to lack of clarity of job definition and managers/supervisors burdened with work overload. (b) Delays and Inappropriate Decisions: Lack of proper and timely communication of information to the relevant individuals on account of inappropriate delegation of authorities and responsibilities resulting in delays and poor decision making process. (c) Conflicts and Lack of Coordination: Conflicting goals and individuals working at cross-purposes due to lack of clarity of objectives and their priorities resulting in lack of team environment and inadequate coordination between planning and actual operational work. (d) Rising Costs: Tall hierarchal structures with unproductive senior management positions, excessive red-tape at the expense of genuine productive work resulting in rising operating costs. (e) Inability to Seize Business Opportunities: Lack of co-ordination among the various operating and planning and research departments prevent the firm from identifying and seizing new business opportunities as they emerge from time to time. (f) Inability to Adapt to External Changes in Business Environment: Lack of coordination among the key management and the various departments prevent the business entity from foreseeing the changes in technology to reduce costs and improve efficiency levels.
3(a) Autumn
2009 4
A Matrix Structure is an organizational structure which is modified primarily for the purpose of completion of a specialized project. Essentially, a matrix structure combines two forms of departmentalization i.e. functional and product. In a matrix structure, individuals from various functional departments are assigned to a project while sharing the specialized resources across products. A Matrix Structure breaks the unity-of-command concept as the employees in a Matrix Structure report to two supervisors.
ORGANIZATIONAL CHANGE
1(a) Spring 2010
6
The key factors which would make it necessary for business organizations to introduce changes in their organizational structures are: i. Technology: Technology includes machinery and equipment, computers, accounting procedures, work processes and mode of delivery of services to clients etc. Changes in technology can therefore have far-reaching affects on the production / marketing processes, methods and cost and thus require changes in organizational structures. ii. Products or Services: Changes in the type of products or services demanded by the customers require organizations to change their organization structures to produce products/services according to the changes in the preferences of customers for new products and services. iii. Management and Working Relationships: Changes in the mission, culture, policies and requirements of work skills necessitate changes in the organizational structures. These include creation or deletion of departments and divisions, more flat organizational structures and further delegation of authorities and responsibilities with changes in reporting patterns and work flows. iv. State of the Economy: Changes in the overall economic conditions call for changes in the organizational structures of businesses as they seek to expand their operations to obtain advantages from a growing economy in order to maintain and further consolidate their competitive advantage in the market. In times of down turn in the economy, businesses contract their organization structures and realign the working relationships to reduce their expenses. v. Globalization: The increasing globalization of businesses leading to their overseas expansion requires revamping of organizational structures to avail the advantages of location of business and also to capture new markets. Businesses modify and redesign their organizational structures to meet the challenges of globalization and achieve their missions in the context of the changes in global vision. vi.Competition: Keeping abreast of the competitors and staying ahead of them is essential for survival of the organization it could be creating an alternate distribution system for faster delivery or other value addition services, with increasing competition a successful organization needs to be flexible and able to respond quickly to these changes. vii.Social trends: The social trends don’t remain static the organization may have to change its structure, strategy to be sensitive to the growing trends.
1(b) Spring 2010
6
Strategies to be adopted for overcoming the Resistance to Change are: (i) Education and Communication: Provide information through various communication methods and tailor it to create an environment of trust and thus convince the employees of the need for change and seek their help to reduce group resistance. (ii) Participation and involvement: Invite inputs from all those affected by the change and assure them that they can make meaningful contribution to the process of change. Employees who have participated in the decisions will be less averse to the process of change. (iii) Building Support and Commitment: Management can reduce employees’ fears and resistance to change by providing them training in new skills and taking other similar facilitation measures. (iv) Negotiations and Agreement: Offer incentives and trade-offs to those affected by the change in exchange for acceptance of change. (v) Identify Individuals who are willing to Accept Change: Individuals with positive attitudes and high levels of tolerance are more willing to accept changes. Organizations can facilitate the change process by identifying such individuals and reduce the resistance to change through them. These individuals often serve as role models and induce others to accept changes without much resistance. (vi) Coercion: This entails direct use of threats or force on those individuals who adopt more negative attitudes and strongly resist the change process. The use of force includes withholding of promotions or benefits, unfavourable transfers and pay cuts etc.
CULTURE
11(b) Autumn
2012 4
(i) Organisational Culture - Organisational Culture is the commonly held pattern of shared values, norms, beliefs and attitudes that exist in an organisation. Organisational culture is the manner in which the people in an organisation, individually and collectively, behave and perform their duties and carry out their responsibilities. (ii) Job Satisfaction - Job satisfaction refers to the attitudes and feelings, the employees have towards their jobs. The extent of positive and favourable attitudes towards the job indicates the level of job satisfaction. The level of Job satisfaction is influenced by rewards, recognition, quality of supervision, social relationship with the work group and the extent to which the individual is successful in the performance of his duties.
2(a) Spring 2012
3
The salient features of the organization culture prevailing in Fashion Planet are: (i) A highly informal and friendly work environment where the employees openly exchange and share information, both on professional and personal matters. (ii) The owner, Ms Haq, is considered to be a mentor or even a parental figure. (iii) Fashion Planet has a strong culture of group loyalty, cohesion and upholding of traditions. (iv) There is concern among employees about the long-term success of the company. (v) Deep-rooted concern for the welfare of individuals in the organisation. (vi) A premium is placed on teamwork, participation and consensus.
5 Autumn
2009 9
(a) Organizational Culture refers to a pattern of shared attitudes, beliefs, values and norms by the members of an organization which guide the behaviour of individuals and groups in the organization. It is widely believed that the organizational culture distinguishes and sets an organization apart from all other organizations. (b) The characteristics of an organization with firmly entrenched positive cultural traits are: (i) Emphasis on planning and strategy formulation: Pursuance of a carefully conceived strategy fully aligned with the organization’s resources along with implementation of adequate control, monitoring and review systems. (ii) Innovation and risk taking: The employees are encouraged to be innovative and take calculated risks for achieving the objectives of the organization. (iii) Attention to details: Considerable emphasis on the employees’ abilities and skills to exhibit precision, analysis and close attention to details in the performance of their work assignments. (iv) Outcome orientation: Commitment of the management on achievement of goals and targets envisaged in the corporate strategy. (v) Employee orientation: The degree to which management decisions take consideration of their impact on the employees in the organization. (vi) Team work: The work activities are organized around teams rather than individuals. (vii) Motivation: Employees are motivated and rewarded to be competitive and goal-oriented towards achievement of the organizational goals. (viii) Sustained Growth: The extent to which the work activities lay emphasis on progress and growth rather than maintenance of status quo.
INDIVIDUAL BEHAVIOR
8(b) Spring 2013
6
Perception is the process by which individuals receive, organise and interpret their sensory impressions about people, objects and events to give them meaning and how they react to them in terms of their own beliefs, values and expectations.The different types of errors of Perception which often result in inaccurate or wrongful impression of other individuals with whom we interact in our working relationships are: (i) The incorrect perception may be formed on the basis of inadequate or incomplete information which appeals to us the most and influences our judgement. This type of incorrect perception is the halo effect. (ii) The incorrect perception may be based on irrelevant information/traits of certain groups which that individual represents. We assume that the individual with whom we interact would also necessarily bear characteristics which are similar to those of the group members which that individual represents. This type of incorrect perception is called stereotyping.
7 Spring 2011
8
(a) Attitude means a tendency in an individual to persistently feel and behave in a particular manner towards any object or situation with which it is related. Attitudes are subjective i.e. dependent on perception, personal experience and information and influence of other people; attitudes are not necessarily wholly objective. (b) The Components of Attitude are: (i) Knowledge or Informational/Cognitive Component - This component of attitude consists of beliefs, perceptions and information that an individual has about an object. It does not matter whether the informational component is accurate or based on some assumed premise. (ii) Feelings or Emotional/Affective Component - A person’s feelings or emotions may be positive, negative or neutral towards an object or situation. In certain situations, individuals may be asked to show particular types of behaviour which may be different from their innate natural feelings . (iii) Behavioural Component - This attitude consists of an individual’s tendency to behave, respond or perform in a particular manner towards an object or in a particular situation. Unlike the other two components of attitude, the behavioural attitude can be observed directly.
3 Spring 2010
6
The barriers which create impediments in the process of effective delegation are: (i) retention of maximum authority by the managers and lack of willingness on their part to transfer authority to subordinates. (ii) delegation of inadequate authority and thereby restricting the ability of the subordinates to perform effectively. (iii) lack of skills among the managers to direct and control the subordinates. (iv) lack of confidence and trust in the subordinates. (v) lack of skills and expertise among the subordinates. (vi) scope of the authorities and responsibilities of the task are ambiguous to the subordinates (vii) lack of resources to complete the task. (viii) inadequate incentives and weak motivation on the part of the subordinates.
1 Autumn
2009 10
The qualitative and quantitative factors which would provide insight into the HR problems of Winsome Appliances Limited (WAL) are listed below: Qualitative Factors: (i) Extent of awareness in the organization about the Mission and Vision of WAL. (ii) Degree of commitment and motivation towards the achievement of corporate goals. (iii) Level of communication within the various cadres of management and workers. (iv) Capability of the management and work groups to generate new ideas. (v) Extent of planning and research effort to get to the roots of the issues and resolve them. (vi) Nature of internal conflict and hostility among the work groups in the organization. Quantitative Factors: (i) Rate of employee turnover at various levels. (ii) Rate of absenteeism. (iii) Level of worker productivity. (iv) Rate of wastage of expensive raw material inputs and rejects of finished products. (v) Work time lost due to casual attitude of the workers. (vi) Shortfalls between actual performances and the targets.
GROUPS AND TEAMS
8(b) Autumn
2012 4
The advantages of taking important business decisions in group settings are: (i) Cumulative Pool of Knowledge: A group of persons can bring a substantial (cumulative) pool of information, skills, expertise and experience to bear on the decision-making process. (ii) Better Comprehension of the Decision-making Process: The group participants with diverse backgrounds who are personally involved in the give-and-take of the decision-making process and discussions of the implications of the alternative courses of actions tend to understand better the rationale behind the final decision. (iii) Increased Acceptance and Ownership of the Decision: The participants who play an active role in group decision-making process and problem solving readily accept the ownership of the decision. (iv) Opportunity for Training of Participants with Less Experience : Participants with less experience have the opportunity to learn, understand and appreciate the group dynamics by actually being involved in the decision making process.
5(b) Autumn
2011
Group Dynamics is the study of interactions and forces operating within the groups. It is influenced by the internal structure and composition of the groups, the manner in which the groups are formed and function and the ways in which the group members interrelate to each other and towards other groups.
5(c Autumn
2011 3
The factors which create more effective Group Cohesiveness are: (i) agreement and acceptance of Group goals by the members (ii) effectiveness of the role of Group leadership (iii) frequency of Group interactions amongst the members (iv) relatively small size of the Group (v) extent of Group competition and rivalry with other groups.
2 Spring 2011
7
(a) A High Performance Team is one in which the members are highly focused on their goals, deeply committed to the personal growth and success of the individual members and have strong determination to significantly outperform other teams. (b) The Business Leader can create and develop a High Performance Team by taking the following steps: (i) select the team members with the necessary mix of skills to complete the job effectively (ii) communicate to the team members the specifications of the desired end product/result, expectations of high standards of performance with challenging goals (iii) ensure that all necessary resources are provided to the team to achieve the goals (iv) inspire a sense of technical competence in the members and build-up their confidence and create motivation for joint efforts (v) offer encouragement through positive feedback (vi) reward outstanding performance
(vii) resolve conflicts in a timely manner.
6(b) Autumn
2010 6
A Group is a collection of two or more individuals who interact with one another, have a stable pattern of relationships among them and share common goals and perceive themselves as a group.The main attributes of a Cohesive Group are: (i) Number of members in the group is small. (ii) Members of the group interact among themselves frequently and engage in effective interpersonal communication. (iii) Members have a high degree of group loyalty. (iv) Members are united against any perceived external threat to the group. (v) Members consider that their interests would be satisfied best by the group. (vi) Group affiliation is reinforced by effective leadership which provides continuous impetus to the members to achieve a feeling of belonging to the group. (vii) Members are proud to be identified with the group if it is considered to be competent and has a track record of successful achievements.
MOTIVATION
13(b) Spring 2013
6
Job Enrichment - Job Enrichment entails vertical expansion of a job so that the individual has the opportunity to experience achievement and progress by being involved in stimulating work and assuming greater responsibility. In job enrichment the employees perform varied tasks rather than engage in work of a similar or repetitive nature. Job enrichment increases the extent to which an employee is involved in controlling, planning and evaluating the work. Intrinsic Motivation - Intrinsic Motivation is a positive feeling associated with doing a job well and occurs from a sense of achievement and responsibility and the nature of work itselfrather than external factors such as incentive pay or a compliment by the supervisor. Intrinsic motivation is achieved by individuals who are driven to perform for the passion or the challenge of the job of one’s choice or preference.
8(a) Autumn
2012 6
According to the Expectancy Theory of Motivation, there is a high probability that the employees will be motivated to exert high levels of efforts, if they believe that these efforts will lead to good performance appraisaland that good performance appraisalwould lead to the desired outcome i.e. higher reward. Finally, the employee motivation would depend upon the extent of importance of the reward to the employees. The value placed on the potential outcome is the valence component.If the rewards are of greater interest to the employees, the valence would be high.
9(b) Spring 2012
4
Self-actualisation is the highest order of human need of growth for achieving one’s potential and self-fulfilment. Self-actualisation is a motivational need which arises after the lower order physiological, safety and esteem needs have been satisfied. The need for self-actualisation is satisfied internally while the lower order needs of food, shelter and security are satisfied externally. Self-actualisation need manifests in being able to be creative in specific pursuits and accomplishing an outstanding job. In practice, few individuals are motivated and able to reach the high level of satisfaction of self-actualisation needs.
9(a) Autumn
2011 5
The Non-Monetary Factors which would create greater Employee Motivation are: (i) Efficient organisational structure (ii) Committed and competent leadership (iii) Fair and merit-based promotion system (iv) Congenial work environment (v) Prospects of growth (vi) Recognition of performance (vii) Award of status (viii) Job satisfaction (ix) Job security (x) Job enrichment (xi) Efficient system of handling grievances (xii) Freedom of association and expression
6(a) Autumn
2010 6
An enlightened corporate management should adopt the following policy measures to retain its most competent professional staff and prevent it from joining its competitors: (i) Fairness and Satisfaction – the most important ingredient for creating staff loyalty is positive and equitable work environment. Employees tend to develop commitment if they perceive the management to be supportive and treats them in a fair manner. Commitment in a knowledge-based organization can also be increased by sharing profits and offering company’s shares to the employees. (ii) Job Security -threats of layoffs can undermine loyalty of the employees. The staff should be provided with adequate job security to be assured of employment stability and long-term mutually rewarding employment relationship. (iii) Staff Involvement in Decisions - professional staff consider themselves as integral part of the organization when they participate in decisions which guide the organization’s progress and growth. Staff involvement also builds loyalty because it is perceived as a demonstration of the company’s confidence in their capabilities. (iv) Trust in Staff - The element of trust shows placement of faith in the other person or group. Trust is important for organizational commitment because employees identify with the organization and feel obligated to live up to the trust reposed in them by the organization and its leaders.
STRESS
3 Autumn
2011 7
(a) Job Stress is a harmful physical and emotional condition arising from interaction of individuals with their jobs. Job Stress manifests by changes within the individuals which force them to deviate or behave differently from their normal behaviour and performance patterns.The Behavioural Symptoms of job stress are changes in eating habits, sleeping disorders, procrastination, isolation, smoking, drug addiction and nail biting, etc. (b) Job Stress can be caused by one or a combination of the following factors: (i) Jobs which create multiple and conflicting demands on individuals or in which there is ambiguity or confusion regarding the individual’s role in terms of duties, authority and responsibilities. (ii) Jobs which do not offer much variety in their performance and are of a highly repetitive nature. (iii) Jobs which require adherence to stringent working conditions, lack autonomy and have low opportunities for career growth. (iv) Jobs which offer low remuneration resulting in difficult financial circumstances. (v) Jobs which are performed in poor working environment, e.g. excessive noise, humidity or dangerous work conditions. (vi) Jobs which are perceived to be of menial nature and are considered to be of low value by the society.
MISSION, GOALS AND OBJECTIVES
7 Spring 2010
6
(a) Management by Objectives is a process by which specific goals are set for the whole organization and each individual unit within the organization. These goals form the basis of planning and managing the organizational activities and rewarding the efforts. MBO involves considerable participation at the various levels of management and the subordinates in setting of the goals. (b) The steps in the process of establishing goals and plans by the MBO approach are: (i) Define the attainable objectives in term of their contribution to the total organization. (ii) Determining overall objectives and action plans, linking the short term plans with longer term plans and goals. (iii) Establishing specific goals for the departments, individual units and individuals. (iv) Formulating action plan. (v) Implementing the plans and creating effective control systems. (vi) Reviewing the progress at regular intervals. (vii) Appraising the performance.
LEADERSHIP
1(a) Spring 2013
9
The main factors which may be responsible for the pervasive crisis of leadership in the organisational hierarchy of SML are: (i) Lack of ability on the part of leadership at senior levels to do creative thinking and bring about innovative changes in the types and models of vehicles that meet the requirements of its target market. (ii) Induction of incompetent employees at various levels who may not have the necessary skills and commitment to achieve the organisational goals. Such employees are not only poor performers themselves but they also create obstructions and undermine the level of motivation among other workers. (iii) Inappropriate/inefficient management of resources such as manpower, equipment and information which prevents the organisation from achieving optimum levels of performance. (iv) Inability to attend to the required details and failure of management to coordinate the work activities in various divisions/departments. (v) Failure to delegate authority and responsibilities where they are due. (vi) Emphasis on the 'authority of leadership' and failure to motivate the employees at different levels to participate in achieving the corporate goals. (vii) Inequitable and unfair compensation and reward system based on favouritism and social affiliations rather than on merit
1(b) Spring 2013
5
The Leadership Grid or Managerial Grid classifies the different types of leadership styles as follows: 1,1 - Low concern for both production and people/Impoverished leadership style. 1,9 - Low concern for production and high concern for people/Country club leadership style.
9,1 - High concern for production and low concern for people/Task oriented leadership Style. 5,5 - Moderate concern for both production and people/Middle of the road leadership style. 9,9 - High concern for both production and people/Team oriented leadership style.
11(a) Autumn
2012 6
The Different types of Powers which Business Leaders exercise to influence the performance and motivation of their subordinates are: (i) Legitimate Power - refers to the powers vested in Business Leaders due to their formal position or authority to influence or control the behavior of their subordinates. Business Leaders at different tiers in the organizational hierarchy wield varied levels of legitimate powers. (ii) Reward Power - Business Leaders have reward powers if they can obtain compliance from their subordinates by promising or granting rewards. Reward Power is effective when the recipients have a perception of its fair and equitable distribution on the basis of merit and performance. Increments, promotions, fringe benefits and postings of choice are examples of reward powers. (iii) Coercive Power - Threats of punishment and actual punishment enable Business Leaders to exercise coercive power over their subordinates. Coercive power has a negative impact and the potential negative consequences of its application should be considered carefully before it is exercised. (iv) Expert Power - Business Leaders achieve and exercise expert powers due to their particular talents, skills, knowledge, abilities or past experience.
6 Spring 2012
7
Participative Style of Leadership uses both task-centred and people-centred approaches to leading subordinates. The decision-making process is decentralised and subordinates are expected to contribute their knowledge and skills in solving problems which increases their motivation and interest in their work. Authoritarian Style of Leadership uses only work-centred behaviour from subordinates to ensure the accomplishment of tasks. All the decision-making powers are highly centralised and ideas emanating from subordinates, if any, are discouraged. The subordinates are expected to carry out the orders given to them by the leader. Participative Style of Leadership is most effective in situations in which the leaders: (i) have confidence and trust in the subordinates to perform their assigned tasks (ii) are willing and interested in sharing their skills with the subordinates (iii) are interested in the personal development of the subordinates (iv) want to devote their own efforts to attend to other tasks which they consider to be of more importance. Authoritarian Style of Leadership is effective in the following situations:
(i) the leaders want immediate implementation of their decisions (ii) the leaders do not have faith in their subordinates competence and/or reliability (iii) the jobs are of a highly repetitive nature (iv) the leaders believe that employee participation would not make any positive contribution to the overall results.
5(a) Autumn
2011 3
The key characteristics of Charismatic Leaders are: (i) Charismatic Leaders have a vision of an idealised goal of a change for a better future and are able to articulate their vision in a manner that is understandable to their followers. (ii) Charismatic Leaders are willing to take high personal risks and engage in self-sacrifice to achieve their vision. (iii) Charismatic Leaders engage in behaviours that are perceived as exceptional and are different from the prevailing norms. (iv) Charismatic Leaders are sensitive to the needs, feelings and abilities of their followers and motivate them to achieve the visions of the leaders.
6 Spring 2011
9
(a) Transformational Leaders inspire their followers to transcend their own self-interest for the greater good of the organisation they serve. Transformational Leaders create a profound affect on their followers and have the capability to inspire and motivate their followers to make extra efforts to achieve group goals. Transformational Leaders recognise the developmental needs of their followers and help them to change their attitudes, to achieve group goals. (b) Transformational Leaders display the following characteristics and traits: (i) Sincerity-Transformational leaders are genuinely sincere towards the achievement of the goals of the organisation. (ii) Role Models-Transformational leaders serve as role models and adopt lifestyles and code of ethics which they want their followers to pursue and emulate. (iii) Create Bond-Transformational leaders develop organisations as a family and develop strong personal relationships, show concern for the problems of the followers and are readily accessible. (iv) Consultation and Participation–Transformational leaders motivate their followers to openly express their viewpoints and opinions and also encourage their participation in matters concerning them. (v) Empowerment and Supportive–Transformational leaders repose trust and confidence in their followers and delegate authority and powers to enable them to carry out their responsibilities. (vi) Team Work - Transformational leaders encourage team work and are strong believers that best results can be achieved through joint efforts. (vii) Continuous Change and Innovation – Transformational Leaders are creative individuals and are always open to new ideas and introduce changes for improved performance without causing abrupt disruptions in the organisation.
4 Autumn
2010 6
(a) Code of Ethics is a statement that defines an organisation’s value systems, morals and beliefs that individuals are required to imbibe and uphold to continue as members of an organization. Code of Ethics lays down parameters of moral issues in the day-to-day dealings and conduct of the company’s business. (b) Soundly-managed business organisations adopt Code of Ethics to achieve the following advantages: (i) A clearly articulated Code of Ethics provides guidelines to employees to deal with situations within the company according to policies which are considered to be fair and morally correct. (ii) The Code of Ethics helps employees to align their personal values with those of the organisation and create a strong bond with co-workers and the management. (iii) The Code of Ethics sets guidelines for dealing with suppliers,
customers, shareholders which are morally fair and equitable and avoid decisions that may lead to litigation and government intervention. (iv) The Code of Ethics provides guidelines for management and staff pertaining to acceptable moral behaviour.
5(a) Autumn
2010 6
The salient features of the Style of Leadership of Managers are: Theory X (i) Employees inherently dislike work and, whenever possible, will attempt to avoid it. (ii) Employees dislike work and must therefore be coerced, controlled, or threatened with punishment to achieve goals. (iii) Employees will avoid responsibilities and seek formal direction whenever possible. (iv) Most workers place security above all other factors associated with work and lack ambition. Theory Y (i) Employees will view work as a natural phenomenon. (ii) Individuals will exercise self-direction and self-control if they want to achieve their objectives. (iii) An average person can learn to accept responsibility. (iv) The ability to make innovative decisions varies widely and is not necessarily confined to individuals in management positions.
10 Spring 2010
8
(a) In an Autocratic style of Leadership, the leader makes all the decisions independently and gives orders. The leader expects that the orders would be obeyed by the subordinates without any questions or resistance. (b) The advantages of Autocratic style of Leadership are: (i) There is a strong motivation in the manager exercising this style of leadership to achieve results. (ii) Prompt and effective decisions can be reached under autocratic style of leadership. (iii) Subordinates with less competence do not have to participate in planning and decision making and are satisfied to carry out the orders given by the leader. (iv) Some individuals prefer to work under a centralised authority in an environment of strict discipline. The disadvantages of Authoritative style of Leadership are: (i) The manager is interested only in the immediate results and has no concern for the subordinates. (ii) The decisions are made unilaterally and do not draw on the skills and expertise of the subordinates. (iii) The subordinates are often suppressed and are required to submit to the demands of the leader. (iv) The autocratic leader places more reliance on negative motivation of the subordinates. (v) One way communication, it does not ensure whether the orders have been understood properly until afterwards (vi) It doesn’t encourage initiative and commitment from the subordinates.
2 Autumn
2009 6
The Charismatic Leader of a highly successful business organization should take the following steps to minimize the adverse effects of Charismatic Style of Leadership: (i) Encourage dissent so that the subordinates can disagree without feeling of being disloyal to the leader. (ii) Establish systems in the organization that will be durable and outlast the tenure of the charismatic leader. (iii) Plan for a competent replacement to transfer the personal bonds of charisma attached with the present leader to the organization or to the new leader. (iv) Use charisma to overcome problems in the short-term. In the long-term, adopt measures to ensure that the power vests in the organization and not in the personality of the leader. (v) Assess the environmental conditions and take measures with a sense of awareness that although charisma creates safety in crisis situations, it is less effective in times of stability
CONFLICT AND NEGOTIATION
3 Spring 2013
10
The approaches to resolving Intergroup Conflicts and the situations in which these approaches would yield optimal results are: (i) Authoritative/Commanding approach – The manager uses formal authority to resolve the conflict and communicates the decision to the parties involved in the conflict. The authoritative/commanding approach is applied when immediate and decisive action is important and the manager is certain that the benefits of the decision would outweigh the disadvantages of negative feelings of the dominated group. (ii) Problem Solving/Collaborative approach – The manager attempts to find an integrative solution through open discussions and seeks to merge the viewpoints of the groups with different perspectives to gain their consensus. The problem solving/ collaborative approach is followed when the parties are at senior management level and have interest in solving the problem by clarifying their differences to reach a win-win solution. (iii) Avoiding approach – The manager withdraws from or suppresses the conflict and emphasises the common interests of the parties to continue to perform their activities. This approach is followed when the manager seeks to obtain more information or gain time to resolve the problem rather than reach an immediate decision. This approach is also pursued when the issues are of a trivial or insignificant nature. (iv) Compromising approach – In this approach the manger seeks a middle ground and asks all the parties to the conflict to give up something of value. The resolution of theconflict is important as conflict may lead to disruption due to assertive approaches of the parties. The compromising approach is preferable when the parties are of equal strength and/or other approaches have not been successful in resolving the problem.
3 Autumn
2012 8
(a) Functional/Constructive Conflict is a conflict which supports the goals of the group and helps to improve its performance. In functional/constructive conflicts, it is important to separate personalities of the parties from the issues which cause or create conflicts. The individuals involved in functional conflict do not take disagreements personally but in a spirit of harmony to examine and understand all the aspects which have a bearing on the issue to achieve optimal results for achieving the goals of the group. (b) Functional/Constructive Conflict can contribute to improve the performance in an organization by: (i) Evaluating the current position objectively and promoting reassessment of group activities and goals as an ongoing process. (ii) Stimulating creativity and innovation among the participants who express their opinions and views in an open and constructive manner. (iii) Creating initiatives for changes in an orderly manner without causing disruptions or affecting the smooth coordination of activities of the organization. (iv) Releasing of pent-up tensions of the participants because the individuals feel that their opinions have received consideration. (v) Providing opportunities to dissidents to self-evaluate their own analytical abilities and the expertise they bring on important issues. (vi) Introducing a culture in which groupthink or ‘rubber-stamping’ of decisions taken by the comparatively more articulate or dominating personalities is discouraged.
13(b,c) Autumn
2012 6
(b) Negotiation is a process in which two or more parties who consider that they need to be jointly involved in an outcome, but who initially have different objectives, seek by use of arguments and persuasion to resolve their differences in order to achieve a solution which is acceptable to all the parties involved in the negotiations. (c) Mediator - A mediator is a neutral third party who facilitates the parties to the negotiations to reach an acceptable solution through reasoning and persuasion and by offering suggestions for pursuing different alternatives. Arbitrator - An arbitrator is a third party with the authority to dictate an agreement which should be acceptable to the parties to the negotiations. Arbitration can be voluntary, i.e. requested by the parties themselves, or compulsory, i.e. forced on the parties by law or contract.
8 Spring 2012
10
The basic differences between Distributive Bargaining approach and Integrative Bargaining approach in the process of Negotiations from the standpoint of their bargaining characteristics are: (i) Goals: In the distributive bargaining approach, each party strives to obtain the maximum advantage for its own self interest, whereas in an integrative bargaining approach both the parties attempt to expand the scope and size of the benefits to be able to maximise them to their mutual advantage. (ii) Motivation: In the distributive bargaining approach, the motivation for each party is to adopt a win-lose position in which the gain of one party is at the expense of the other, but in the integrative bargaining approach the motivation is that both the parties should emerge as winners in a win-win situation (iii) Focus: In the distributive bargaining approach the focus is to assume a particular position and stick to it to obtain the opponent’s agreement to a specific target or as close to it as possible, whereas in an integrative bargaining approach the focus is on understanding the respective positions of each of the parties and try to reach a mutually acceptable outcome. (iv) Interests: In a distributive bargaining approach, the interests of each of the parties are opposite, whereas in an integrative bargaining approach there is a convergence of interests of both the parties to arrive at a mutually acceptable position. (v) Sharing of Information: In a distributive bargaining approach, each party withholds information to out manoeuvre the other party, but in an integrative bargaining approachboth the parties share information to satisfy the interests of each of the parties. (vi) Duration of Relationship: In the distributive bargaining approach, the duration of relationship between the parties is of a short-term nature, whereas in the integrative bargaining approach the engagement or relationship between the parties is of a long-term character.
1 Spring 2012
9
The factors which are responsible for creating Group Conflicts in business organisations are: (i) Interpersonal Differences/Group Politics - The inherent differences in personality, temperament and outlook of individuals are often the main sources of interpersonal and group conflicts. Discerning managers recognise these differences and make efforts to create a conducive environment in which people with interpersonal differences are able to work together as cohesive groups. (ii) Differences in Values and Beliefs - Values and beliefs of individuals are shaped by their upbringing and life experiences and therefore differ considerably. Values such as honesty, affiliations, beliefs and competitiveness are often deep rooted in individuals and may at times result in discrimination, consciously or subconsciously, in their group interactions which can cause conflicts. (iii) Differences in Allocation of Resources - Groups have different interests in the allocation of resources such as salaries and perquisites, deployment of staff and equipment and allotment of space. Each group has its own goals and perceptions of favouritism in allocation of resources which gives rise to inter-group conflicts. Incompatibility of goals and objectives and allocation of resources thus give rise to inter- group conflicts. (iv) Task Interdependence – In business organisations, various groups have to share outputs and inputs from different departments/divisions for completion of their allocated tasks. Inability to adhere to time schedules, quality of workmanship and allocation of responsibilities can result in group conflicts. (v) Ambiguous Roles - Uncertainty among the different departments about their specific roles and authorities and responsibilities in the organisation can give rise to inter-group conflicts. The ambiguities are often the result of weaknesses in organisation structures. (vi) Communication Problems - Absence of an environment of open communications and withholding of important information from others can affect the performance and undermine the trust between groups and can give rise to group conflicts.
12 Autumn
2011 10
Negotiations is a process in which there are at least two parties and each party needs the involvement of the other to reach a desired outcome. The parties begin negotiations with different set of objectives and each party considers that the other party will be willing to modify its initial position and compromise for successful outcome of the negotiation process.The various stages of the negotiation process are: (i) Preparation and Planning: This includes understanding the nature of the conflict and perceptions of the parties to the conflict. The outcome of the negotiation process from the most favourable to the minimum acceptable is determined. The weaknesses and strengths of the other party are identified and a strategy is developed for conducting the negotiations. (ii) Definition of Ground Rules: This includes agreement on procedures for conducting the negotiations, including names of the participants, venue and time limits, if any, for conduct and conclusion of the negotiations. (iii) Clarification and Justification: After both the parties have presented their initial viewpoints, each party offers its explanations, clarifications, and justifications. This exchange of information brings into focus the importance of the issues to the parties and rationale for fairness of their respective positions. (iv) Bargaining and Problem Solving: The parties make concessions and yield from their initial positions in order to reach consensus and move towards a mutually acceptable agreement. (v) Closure and Agreement: The consensus reached between the parties is stated in a formal agreement and include a procedure for its implementation and monitoring.
1 Spring 2011
10
The intergroup rivalry and conflict in WMRL and unsatisfactory service provided to the customers could be attributable to the following factors: (a) Lack of Leadership – Leadership which is not able to articulate the goals and objectives of WRML and provide a clear-cut sense of direction to the staff would create confusion within the organisation and result in rivalry and conflict and adversely affect the quality of service to the customers. (b) Lack of Co-ordination - Lack of proper control and coordination resulting in lapses at any one location can create conflict and affect the performance of the other facilities and have adverse impact on the overall performance of WMRL. (c) Unrealistic Targets - The targets may be unrealistic and over ambitious and not attainable due to the overall economic constraints and political situation. This may adversely affect the motivation and morale of the staff and create internal conflicts which would adversely affect the quality of services rendered to the customers. (d) Role Ambiguity - WMRL may be faced with problems of conflicting roles, lack of clear job descriptions, or overlapping of responsibilities. This would create conflict among the staff at different locations and affect the quality of service rendered to the customers. (e) Incompatibility among the Staff – The staff at the various locations may not be able to work in a team environment due to their internal differences arising from strong group affiliations and loyalties which would create rivalry and conflict and thereby adversely affect the overall performance of WRML. (f) Biased Attitude of Management - It is possible that the staff at any one location of WRML or a particular category of staff is being treated in a biased manner affecting terms of rewards, perquisites, job designations and working conditions. Such a situation or even its perception among the staff could result in internal conflict and poor service to the customers. (g) Lack of Recognition – The management may not be giving due recognition or rewarding those employees who may have made significant contribution towards achievement of the company’s goals in the past. They may, therefore, not be fully motivated which could create internal conflicts and affect the overall quality of services provided to the customers.
5(b) Autumn
2010 2
The positive outcomes of conflict are: (i) employees are forced to search for new approaches and ideas (ii) long-standing problems are brought to the surface and resolved (iii) clarification and acceptance of sound viewpoints of individuals (iv) stimulation of interest and creativity (v) opportunities are provided to employees to test their capabilities.
2(a) Spring 2010
6
In the case of a threat of last minute breakdown or collapse of the negotiation process, the following measures may be adopted: (i) Offer a comprehensive and convincing explanation of the reasons why the concessions sought by the other party cannot be accepted. (ii) Express willingness to review the matter or concessions or benefits sought by the other party, in the future. (iii) Attempt to close the deal by offering some benefits in the future by giving additional concessions or benefits in an ancillary contract while finalizing the main contract. (iv) State discreetly the consequences of failure to reach an agreement and emphasize the advantages and benefits of concluding the deal
without any further loss of time.
12 Autumn
2009 6
The following reasons give rise to Conflicts: (i) incompatibility of goals, (ii) differences over interpretation of facts, (iii) disagreements based on expectations of the parties. Conflicts may be beneficial for an organization in the following situations: (i) help to bring about radical changes to alter existing power structures and entrenched attitudes which lead to complacency in the organisation. (ii) encourage innovation and testing of new ideas and eliminate groupthink attitude. (iii) bring emotions in the open and therefore result in release of internal hostile feelings. (iv) result in constructive levels of tension within the organization and motivate individuals to work to their optimum levels of capabilities.
