Semester II Examination Papers
IIBM Institute of Business Management
IIBM
Institute of Business Management
Semester-II
Examination Paper MM.100
Business
Communication
Section
A: Objective Type (30 marks)
• This section consists of Sentence
improvement, Multiple choice questions and Short Notes.
• Answer all the questions.
• Part one questions carry 1 mark each &
Part Two questions carry 5 marks each.
Part
One:
1)
Improve the sentences in sense of attitude:
1. You failed to sign your
check.
2. Your error on your tax
form will result in a penalty to you.
3. Don’t drop in without an
appointment. Your counselor or caseworker may be
unavailable.
4. If you have submitted a
travel request, as you claim, we have failed to receive it.
2)
Multiple choice:
1. In which country children
are taught to look at neck while facing somebody or listening
a. India
b. Korea
c. Puerto Rican
d. Japan
2. Diagonal Communication is
a. Communication across
boundaries
b. Communication between the
CEO and the managers
c. Communication through body
language
d. Communication within a
department
3. According to Italians the
circle formed with the thumb and first finger means
a. OK
b. Beautiful
c. Delicious
d. Worthless
4. In china ‘white’ color
indicates
a. Peace
b. Growth
c. War
d. Mourning
Semester II Examination Papers
IIBM Institute of Business Management
5. Kinesics is a study on
body movements of an individual which includes gestures, facial
configurations. This study
relates to
a. Verbal communication
b. Non verbal communication
c. Informal communication
d. Formal communication
6. If the audience is of
extrovert type then
a. One should write a memo
and let the reader think about the proposal.
b. One should try to put the
proposal more oral than writing.
c. One should put the
proposal with step by step reasoning.
d. One should present the
proposal quickly.
Part
Two:
1. Write something about
‘Culture’ and its types.
2. What do understand by
‘Nonsexist language’?
3. Write a short note on
‘Justification report’.
4. What are ‘T’ letters?
END OF SECTION A
Section
B: Caselets (40 marks)
• This section consists of Caselets.
• Answer all the questions.
• Each caselet carries 20 marks.
• Detailed information should form the part
of your answer (Word limit 200 to 250 words).
Caselet
1
In mid-1984, Kartik, the
general manager of Western Exports Ltd, Karachi, Pakistan was striving to
implement a management
information system. He was facing resistance from; his most senior supervisor
Kartik wondered what he could
do to overcome this resistance. Western Exports was an exporter of
ladies’ cotton cloth
garments. It was private company established from, his most senior supervisor
Kartik
wondered what he could do to
overcome this resistance. Over the past 14 years, the exports of the
company had grown from Rs.
0.71 million in 1972-73 to Rs. 59.76 million in 1984. Almost 90 percent of
the exports went to the USA.
It owned no manufacturing facility of any kind. It purchased cotton cloth
from six different textile
mills and had the cloth dyed and printed. This fabric was then passed on to 138
stitching subcontractors. The
company had been expanding the product line over the years, and by 1983 it
was exporting about one
million garments in over 100 basic designs. The 100 designs were presented in
range of fabric types,
shades, designs and sizes. When seen in the context that the company got all
these
things done through
subcontractors, the managerial control of the operations became quite
challenging.
Semester II Examination Papers
IIBM Institute of Business Management
The directors, who had always
been actively involved in each and every aspect of the business, and made
all the decisions themselves,
felt the heat o the changing situation. The appreciated the problem, and
decided to hire some
professional assistance to bring more control to their operations. Kartik was
hired in
late 1983 to be the new
general manager. He was an agricultural graduate who had about 13 years of
marketing and sales
experience with a multinational organization. He had also attended more than a
dozen
management development
courses. The directors were confident that he could introduce some new
control measures to help
ensure the continued success of the company. Kartik quickly determined that if
Western Exports was to remain
in business, it must immediately eliminate the haphazardness in its
operations. No proper
costing, no scheduling, no progress sheets or order status reports, no
follow-up
charts, or for that matter no
control procedure worth the name existed. “It was all so nebulous”, he
concluded. He worked late
hours to comprehend fully the nature and scope of the company’s business and
its coordination and working
relationships with the contractors. Almost immediately, he started to design
a proper system to help cure
the black of control and information available. Out of about 200-odd
employees in the company, the
key operating manager was joined the company in 1973 as a production
officer, nearly the lowest
rung in the company’s hierarchy. He distinguished himself because of his hard
work and was promoted to be a
supervisor. By 1982, , under direct supervision of the directors, was
looking after every activity
in manufacturing. Right from raw material procurement to packing and
shipping of finished
garments, he was coordinating all the activities. Because of the varied nature
of his
duties and his dedication to
work, he was able to learn all the ins and outs of the business. He was also
considered to be a man with a
photographic memory. He virtually ran the whole business from the
information stored in his
head. “I have abhorrence for paperwork,” said Saleem. “My work load is so
great that I am always
engrossed in my job. Even my dreams are job-related”, he added, “but due
recognition has always been
accorded to me by directors”, he added, “but due recognition has always
been accorded to me by my
directors”. Saleem initially cooperated with Kartik. However, when Kartik
started to implement some of
the mew system and procedures, Saleem refused to go along with them.
Saleem even questioned the
very need for such a drastic change. “Ask me about anything – any detail of
fabric, any garment, or any
export order-for that matter anything that has happened in this company since
I joined, and I will tell you
instantly. Why are you bothering the people here with such clerical burdens?
These luxuries are alright
for big companies, but not for us. We cannot spare people for such
unproductive things.”Kartik
understood that was close to the director and was the senior most
supervisors. Therefore, his
opposition could not be taken lightly. Kartik also felt that the other might
say
that he had neither the
general management experience, not any particular experience in the garment
industry. Nevertheless,
Kartik, was confident that he company did need the change, and as soon as
possible. He was troubled,
however, with the resistance of. Unless he could somehow overcome Saleem’s
reluctance to accommodate his
new systems, he would not be to do the job.
1. Do you agree with Saleem
that “Such luxuries are for big companies, but not for us”? Why or
why not?
2. How should Kartik handle
the current situation?
Caselet
2
The national Globe Company of
Calcutta put in an advertisement in the situations vacant column of the
Statesman for a typist, and
applications came in from al over the country. After screening the
applications, Ram Raj, 25
years old and a graduate of Bihar University, received an appointment letter
from the company. Ram Raj
joined the company on I June, 1980. He was asked to report to the section
officer in charge of the
typing section. Ram Raj was on probation for a period of six months. During the
first month, it was observed
that Ram Raj did his work on time and intelligently. According, to one filling
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IIBM Institute of Business Management
clerk, he grasped his work so
quickly and easily that it made some of his colleagues green with envy.
Usually, after having
finished his own assignments, he helped other people in the section. After
about six
months when the probation
period was over, the section officer noticed that Ram Raj started leaving his
room quite often. Having
observed Ran Raj for about a week in his new habit, the section officer.
Sexena,
called him in to his room.
Saxena: Ram Raj, I see you
leaving your seat too often these days.
Ram Raj: When I finish my
work, I go to the canteen to take my tea.
Saxena: It is against office
discipline to get to the canteen during the working hours, you can go to the
canteen during the lunch
interval.
Ram: you should be satisfied
as long as I do my work. If my visit to the canteen interferes with my work,
then I will stop going out.
Saxena followed up his
conversations by keeping Ram Raj under close observation. The section officer
started giving Raj more work
than was due to him. One morning there was unpleasantness between Raj
and Saxena. Saxena had asked
him to carry out a additional assignment.
Ram Raj: Ever since I started
going to the canteen for tea, you have been wanting my blood. If I default in
my assignment, you have every
right to pull me up.
Why for relating after every
two hours? You are now giving me an assignment which is in addition to my
normal work. is it fair?
Saxena: you are exceeding
your limits, Raj. In this office have to accept what I say. You have to carry
out
my say. You have to carry out
my instructions. You will have to do this assignment also or be prepared to
suffer the consequences.
Ram Raj: you are threatening
me now! I know your motive. The motive is not to get work done.
It is to teach me a lesson.
Saxena: I warn you, your
behavior is undesirable…
Ram Raj: I know what you are
driving at. I might as well as tell you it is not easy to dismiss me. Even if
you succeed in dismissing me,
there is no dearth of jobs for a good typist.
Having said this, Ram raj
walked out. Saxena. Reported this to the manager in charge of the section. The
manager called him and
administered a strict warning.
Manager: Saxena has told me
everything. You have to observe office discipline regardless of your
efficiency. And also avoid
using strong language when talking to superiors.
Ram raj: yes Sir…
Manager: Now Saxena has
already told me everything. Try to mend your ways. That is all I want to tell
you.
1. How do you tackle this
type of situation as manager?
2. What leadership style of
communication would you suggest in the following situation to deal the
problem?
END OF SECTION B
Semester II Examination Papers
IIBM Institute of Business Management
Section
C: Applied Theory (30 marks)
• This section consists of Long Questions.
• Answer all the questions.
• Each question carries 15 marks.
1. “Downward communication is
like water streaming down from a waterfall or stream head. It
pours easily with great force
and wets a large area, while upward communication is like a small
spurt of water shooting up
from a fountain against the pull of gravity. The higher it travels, the
more it loses its force.
Elucidate.
2. In dynamic interpersonal
aspects of communication interactive way of communication is
considered to be more
relevant and appropriate. Elucidate.
END OF SECTION C
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