BUSINESS COMMUNICATION & BEHAVIOURAL STUDIES Suggested Answers Intermediate Examinations Spring 2012 SECTION A

A.1

The factors which are responsible for creating Group Conflicts in business organisations are: (i)

(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.

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.

(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) (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. (a) The salient features of the organization culture prevailing in Fashion Planet are: (i) (ii) (iii) (iv) (v) (vi) A highly informal and friendly work environment where the employees openly exchange and share information, both on professional and personal matters. The owner, Ms Haq, is considered to be a mentor or even a parental figure. Fashion Planet has a strong culture of group loyalty, cohesion and upholding of traditions. There is concern among employees about the long-term success of the company. Deep-rooted concern for the welfare of individuals in the organisation. A premium is placed on teamwork, participation and consensus. 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.

A.2

(b) 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:
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(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.

BUSINESS COMMUNICATION & BEHAVIOURAL STUDIES Suggested Answers Intermediate Examinations Spring 2012

(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.

A.3

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.
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(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 after the induction of the new partners.

A.4 A.5

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 the first attempt No Suggestion (a) (i)

BUSINESS COMMUNICATION & BEHAVIOURAL STUDIES Suggested Answers Intermediate Examinations Spring 2012

The important attributes of a wellprepared resume are: (ii)

(iii) (iv) (b) (v) (vi)

The following rules of etiquette should be followed in sending e-mail messages:

A.6

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.
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(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 email 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 to enable the reader to understand the posting. Delete the rest of the message.

The resume should appear to be absolutely businesslike and adopt a professional style of presentation. The resume should highlight the applicants special talents and background which will benefit the prospective employer. It should demonstrate that the applicant can make positive contribution towards the companys business objectives. Action Verbs should be used to list the applicants special skills and achievements. Quantifiable indicators of achievement should be mentioned, wherever possible. The Resume should be based in an easy-to-read style without a cluttered presentation. Insert bullets or boxes to indicate separate points. The use of pronoun I should be avoided. The resume should be most carefully proof-read for error-free presentation and polished for use of appropriate vocabulary.

Participative Style of Leadership is most effective in situations in which the leaders: (i) (ii) (iii) (iv) (i) (ii) (iii) (iv) (i)

BUSINESS COMMUNICATION & BEHAVIOURAL STUDIES Suggested Answers Intermediate Examinations Spring 2012

Authoritarian Style of Leadership is effective in the following situations:

have confidence and trust in the subordinates to perform their assigned tasks are willing and interested in sharing their skills with the subordinates are interested in the personal development of the subordinates want to devote their own efforts to attend to other tasks which they consider to be of more importance. the leaders want immediate implementation of their decisions the leaders do not have faith in their subordinates competence and/or reliability the jobs are of a highly repetitive nature the leaders believe that employee participation would not make any positive contribution to the overall results. The participants in the meeting are not genuinely interested in the discussions and do not take the meeting seriously. The participants do not have sufficient knowledge about the topics under discussion and are therefore not able to make meaningful contributions. The participants may deliberately lead the discussions into areas which are outside the scope of the main topic under consideration and create confusion. The participants are reluctant to express their true opinions and either follow the opinion of the leader or the majority of the participants. The meetings are convened without sufficient preparations and important information is missing. This often results in postponing critical decisions. The meetings continue for long periods without focus on the main issues of the agenda items. 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. SECTION B

A.7

The important factors responsible for the unsatisfactory outcomes of meetings are: (ii) (v) (iii) (iv) (vi)

(vii)

A.8

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 opponents 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.
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A.9

(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 approach both 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. (a)

BUSINESS COMMUNICATION & BEHAVIOURAL STUDIES Suggested Answers Intermediate Examinations Spring 2012

(b)

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 speakers 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 speakers personality, appearance and style and shift focus away from the words. Self-actualisation is the highest order of human need of growth for achieving ones 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 selfactualisation 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. (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.
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A.10 A.11

No Suggestion (a)

(b)

The important considerations which I should keep in perspective while making an Oral Presentation to a knowledgeable audience are:

(i)

(ii)

(iii) (iv) (v) (vi) A.12 (vii )

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.

The language of the oral presentation should be specifically adapted to suit to the level of understanding of the audience. The oral presentation should be organised in a sequence that leads the listeners thoughts in a logical manner towards the conclusion. The presentation should be based on proper use of grammar and pronunciation. Eye contact should be maintained with the audience and body language used to emphasise any particular point(s). Excessive body movements should be avoided as it would distract the audience. The oral presentation should be concluded with sufficient emphasis of the main theme point(s) and offering of specific recommendations. 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.

BUSINESS COMMUNICATION & BEHAVIOURAL STUDIES Suggested Answers Intermediate Examinations Spring 2012

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 senders 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 individuals 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. (a) 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.

A.13

(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 senders company, products or business, etc.
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(iii) Understanding - The sender shows an understanding of the recipients problems and concerns and expresses empathy in the message which is being conveyed. (v) Cooperation - The sender conveys to the receiver willingness to extend support and be of help in any possible in the future. The advantages of Oral Communications are as follows: (i) (ii)

BUSINESS COMMUNICATION & BEHAVIOURAL STUDIES Suggested Answers Intermediate Examinations Spring 2012

(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. (b)

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.

(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 the sender and the listener. (THE END)

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.

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