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Master of Business Administration-MBA Semester 1MB0038 Management Process and Organization Behavior 4 Credits

(Book ID: B1127)Assignment Set 1

Q.1 Write a note on the managerial roles and skills?

ANS: According to Mintzberg (1973), managerial roles are as follows:

1. Informational roles

2. Decisional roles3. Interpersonal roles

1. Informational roles: This involves the role of assimilating and disseminating information as andwhen required. Following are the main sub-roles, which managers often perform.

a. Monitorcollecting information from organizations, both from inside and outside of theorganization

b. Disseminatorcommunicating information to organizational members

c. Spokespersonrepresenting the organization to outsiders

2. Decisional roles: It involves decision making. Again, this role can be sub-divided in to the following:

a. Entrepreneurinitiating new ideas to improve organizational performance

b. Disturbance handlerstaking corrective action to cope with adverse situation

c. Resource allocatorsallocating human, physical, and monetary resources

d. Negotiatornegotiating with trade unions, or any other stakeholders


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3. Interpersonal roles: This role involves activities with people working in the organization. This issupportive role for informational and decisional roles. Interpersonal roles can be categorized under

three sub-headings:

a. FigureheadCeremonial and symbolic roleb. Leadershipleading organization in terms of recruiting, motivating etc.

c. LiaisonLiaoning with external bodies and public relations activities.

Management Skills: Katz (1974) has identified three essential management skills:

Technical, human, and conceptual.

Technical skills: The ability is to apply specialized knowledge or expertise. All jobs require somespecialized expertise, and many people develop their technical skills on the job. Vocational and on-

the-job training programs can be used to develop this type of skill.

Human Skill: This is the ability to work with, understand and motivate other people (both individuallyand a group). This requires sensitivity towards others issues and concerns. People, who are proficient

in technical skill, but not with interpersonal skills, may face difficulty to manage their subordinates,. To

acquire the Human Skill, it is pertinent to recognize the feelings and sentiments of others, ability to

motivate others even in adverse situation, and communicate own feelings to others in a positive and

inspiring way.

Conceptual Skill: This is an ability to critically analyze, diagnose a situation and forward a feasiblesolution. It requires creative thinking, generating options and choosing the best available option.

Q.2 Explain the social learning theory in details?ANS: One of the most influential learning theories, the Social Learning Theory (SLT), was formulated

by Albert Bandura. It encompasses concepts of traditional learning theory and the operant

conditioning of B.F. Skinner.


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However, the theory strongly implies that there are types of learning wherein direct reinforcement is

not the causal mechanism; rather, the so called social element can result to the development of new

learning among individuals. Social Learning Theory has been useful in explaining how people can

learn new things and develop new behaviors by observing other people. It is to assume, therefore,

that Social Learning Theory is concerned on observational learning process among people.

A. Basic Concepts1. Observational Learning the Social Learning Theory says that people can learn by watching other

people perform the behavior. Observational learning explains the nature of children to learn behaviors

by watching the behavior of the people around them, and eventually, imitating them. With the

Bobo Doll experiment(s), Bandura included an adult who is tasked to act aggressively toward a

Bobo Doll while the children observe him. Later, Bandura let the children play inside a room with the

Bobo Doll. He affirmed that these children imitated the aggressive behavior toward the doll, which

they had observed earlier.

After his studies, Bandura was able to determine 3 basic models of observational learning, which

include:

a. A Live Model, which includes an actual person performing a behavior.

b. A Verbal Instruction Model, which involves telling of details and descriptions of a behavior.

c. A Symbolic Model, which includes either a real or fictional character demonstrating the behavior

via movies, books, television, radio, online media and other media sources.

2. The state of mind (mental states) is crucial to learning. In this concept, Bandura stated that not

only external reinforcement or factors can affect learning and behavior. There is also what he called

intrinsic reinforcement, which is in a form of internal reward or a better feeling after performing the

behavior (e.g. sense of accomplishment, confidence, satisfaction, etc.)

3. Learning does not mean that there will be a change in the behavior of an individual.

B. Modeling ProcessThe Modeling Process developed by Bandura helps us understand that not all observed behaviors

could be learned effectively, nor learning can necessarily result to behavioral changes. The modeling

process includes the following steps in order for us to determine whether social learning is successful

or not:


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Step 1: AttentionSocial Cognitive Theory implies that you must pay attention for you to learn. If you want to learn from

the behavior of the model (the person that demonstrates the behavior), then you should eliminate

anything that catches your attention other than him. Also, the more interesting the model is, the more

likely you are to pay full attention to him and learn.

Step 2: RetentionRetention of the newly learned behavior is necessary. Without it, learning of the behavior would not

be established, and you might need to get back to observing the model again since you were not able

to store information about the behavior.

Step 3: ReproductionWhen you are successful in paying attention and retaining relevant information, this step requires you

to demonstrate the behavior. In this phase, practice of the behavior by repeatedly doing it is important

for improvement.

Step 4: MotivationFeeling motivated to repeat the behavior is what you need in order to keep on performing it. This is

where reinforcement and punishment come in. You can be rewarded by demonstrating the behavior

properly, and punished by displaying it inappropriately.

Q.3 Explain the Big 5 model of personality?Ans : The big five model of personality is designed to bring out behaviors an individual expresses in

his dealings with people as well as in their response to changes in circumstances as well as the

environment. Generally, these five factors of personality are used to come up with a description of the

human personality. In this text, I explain Tishas findings as well as look at how the predictions could

be used to come up with a prediction of her success as a manager.

The big five model of personality

Openness to experience


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This factor acts to distinguish conventional individuals from those who are in one way or the other

imaginative. Traits linked to individuals who are open to experience include intellectual curiosity,

sensitivity to beauty as well as responsiveness to art. According to Cattell, H.E.P et al. (2007), such

people are very creative and they are very likely to be more accommodating to beliefs considered

unconventional. Such people are hence more likely to be accommodating to the views of others in the

organizational setting and they aremore likely to encourage innovation at the workplace. Tishas highscore showsthat she will be more straightforward and more likely see the simple aspects of complexsituations.

ConscientiousnessThis factor shows an individuals ability and drive to achieve goals and strive for achievement. It also

indicates that an individual has self discipline and prefers planned behavior as opposed to

spontaneous behavior. Grucza et al. (2007) notes that individuals who score highly in

conscientiousness have a good impulse control and tend to be goal oriented. Tishas very high

performance in Conscientiousness shows that she is organized and very attentive to detail. In an

organizational setting, Tisha would be more likely to strive to ensure that organizational goals and

objectives are met.

ExtraversionThis factor consists of emotions that can be said to be positive as well as an industrious personality

and ability to relate well with others. Cattell, H.E.P et al.(2007) notes that extraverts enjoy other

peoples company and tend to be very active in group efforts. Tishas high score in extraversion

indicates that in the work setting as a manager, she would tend to encourage team work. She will

also dominate board and other meetings and have a high chance of pushing her proposals and

suggestions forward.

AgreeablenessThis factor is characterized by compassion and cooperation towards others as opposed to

antagonism tendencies. Cattell, H.E.P et al. (2007) notes that such individuals are easy to get along

with and are more likely to be very accommodating to the views of others.

Tishas moderately high score on this factor shows that though she will be accommodate others view,

she will expect her views also to be taken into consideration. She is likely to trust her subordinates

more.


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NeuroticismThis factor involves a high likelihood to get angry and have other negative emotions like anxiety. In

most cases, this characteristic is linked to emotional instability. Individuals scoring low on neuroticism

will experience bouts of mood swings triggered by frustrations by minor issues at the workplace

(Grucza et al.2007).Tishas low score on this factor shows she will be more likely to cope with

Problems as a manager and she will tend to be calmer while handling difficult situations.

Q.4 what are the different factors influencing perception?Ans : Perception is our sensory experience of the world around us and involves both the recognition

of environmental stimuli and action in response to these stimuli. Through the perceptual process, we

gain information about properties and elements of the environment that are critical to our survival.

A number of factors operate to shape and sometimes distort perception these factors can reside:

i) In the perceiver

ii) In the Object or target being perceived or

iii) In the context of the situation in which the perception is made.

1. Characteristics of the Perceiver: Several characteristics of the perceiver can affect perception.

When an individual looks at a target and attempts to interpret what he or she stands for, thatinterpretation is heavily influenced by personal characteristics of the individual perceiver. The major

characteristics of the perceiver influencing perception are:

a) Attitudes: The perceivers attitudes affect perception. For example, Mr. X is interviewing candidatesfor a very important position in his organizationa position that requires negotiating contracts with

suppliers, most of whom are male. Mr. X may feel that women are not capable of holding their own in

tough negotiations. This attitude with doubtless affect his perceptions of the female candidates he

interviews.

b) Moods: Moods can have a strong influence on the way we perceive someone. We think differentlywhen we are happy than we do when we are depressed. In addition, we remember information that is

consistent with our mood state better than information that is inconsistent with our mood state. When

in a positive mood, we form more positive impressions of other. When in a negative mood, we tend to

evaluate others unfavorably.


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c) Motives: Unsatisfied needs or motives stimulate individuals and may exert a strong influence ontheir perceptions. For example, in an organizational context, a boss who is insecure perceives a sub

ordinate's efforts to do an outstanding job as a threat to his or her own position. Personal insecurity

can be translated into the perception that others are out to "get my job", regardless of the intention of

the subordinates.

d) Self - Concept: Another factor that can affect social perception is the perceivers self-concept. Anindividual with a positive self-concept tends to notice positive attributes in another person. In contrast,

a negative self-concept can lead a perceiver to pick out negative traits in another person. Greater

understanding of self allows us to have more accurate perceptions of others.

e) Interest: The focus of our attention appears to be influenced by our interests. Because ourindividual interests differ considerably, what one person notices in a situation can differ from what

other perceive. For example, the supervisor who has just been reprimanded by his boss for coming

late is more likely to notice his colleagues coming late tomorrow than he did last week.

f) Cognitive structure: Cognitive structure, an individual's pattern of thinking, also affects perception.Some people have a tendency to perceive physical traits, such as height, weight, and appearance,

more readily. Cognitive complexity allows a person to perceive multiple characteristics of another

person rather than attending to just a few traits.

g)Expectations: Finally, expectations can distort your perceptions in that you will see what you expectto see. The research findings of the study conducted bySheldon S Zalking and Timothy W Costello on

some specific characteristics of the perceiver reveal.

i) Knowing oneself makes it easier to see others accurately.

ii) One's own characteristics affect the characteristics one is likely to see in other.

iii) People who accept themselves are more likely to be able to see favorable aspects of other people.

iv) Accuracy in perceiving others is not a single skill.

These four characteristics greatly influence how a person perceives other in the environmental

situation.

2) Characteristics of the Target: Characteristics in the target that is being observed can affect what isperceived. Physical appearance pals a big role in our perception of others. Extremely attractive or


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unattractive individuals are more likely to be noticed in a group than ordinary looking individuals.

Motions, sound, size and other attributes of a target shape the way we see it.

Verbal Communication from targets also affects our perception of them. Nonverbal communication

conveys a great deal of information about the target. The perceiver deciphers eye contact, facial

expressions, body movements, and posture all in a attempt to form an impression of the target.

3) Characteristics of the Situation: The situation in which the interaction between the perceiver andthe target takes place, has an influence on the perceivers impression of the target. The strength of

the situational cues also affects social perception. Some situations provide strong cues as to

appropriate behavior. In this situation, we assume that + i.e individual's behaviors can be accounted

for by the situation, and that it may not reflect the individual's disposition.

Q.5 Write a note on contemporary work cohort?ANS: Contemporary Work Cohort

Contemporary Work Cohort, proposed by Robbins (2003) divides the work force into different groups

depending on the era or period in which they have entered into work . It stresses upon

individualsvalues which reflect the societal values of the period in which they grew up. The cohorts

and the respective values have been listed below:

1. VeteransWorkers who entered the workforce from the early 1940s through the early 1960s andexhibited the following value orientations:

1. They were influenced by the Great Depression and World War II

2. Believed in hard work

3. Tended to be loyal to their employer

4. Terminal values: Comfortable life and family security

2. BoomersEmployees who entered the workforce during the 1960s through themid1980sbelonged to this category and their value orientations were:

a. Influenced heavily by John F. Kennedy, the civil rights and feminist movements, the Beatles, the

Vietnam War, and baby boom competition.


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b. Distrusted authority, but gave a high emphasis on achievement and material success.

c. Organizations who employed them were vehicles for their careers.

d. Terminal values: sense of accomplishment and social recognition.

3.Xersbegan to enter the workforce from the mid1980s.They cherished the following values:

a. Shaped by globalization, two career parents, MTV, AIDS, and computers

.b. Value flexibility, life options, and achievement of job satisfaction.

c. Family and relationships were important and enjoyed team oriented work.

d. Less willing to make personal sacrifices for employers than previous generations.

e. Terminal values: true friendship, happiness, and pleasure

4.Ne xte rsmost recent entrants into the workforce.a. Grew up in prosperous times, have high expectation, believe in themselves, and confident in their

ability to succeed.

b. Never ending search for ideal job; see nothing wrong with job hopping.

c. Seek financial success.

d. Enjoy team work, but are highly self reliant.

e. Terminal values: freedom and comfortable life.

Q.6 What are the special issues in motivation? Discuss

Ans : Some of the special issues in motivation are discussed below.

Motivating ProfessionalsThe professional employees likely to seek more intrinsic satisfaction from their work than blue-collar

employees. They generally have strong and long term commitments to their field of expertise are

perhaps more loyal to their profession than to their employer. They need to regularly update their

knowledge, and their commitment to their profession. Therefore, extrinsic factors such as money and

promotions would be low on their priority list. Rather, job challenge tends to be ranked high. They like

to tackle problems and find solutions.

Managerial Implications:


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recognition.

Motivating temporary Workers:Temporary workers may be motivated if:

Motivating Low Skilled Service Workers:One of the most challenging managerial tasks in to motivate low skilled workers who are involved in

repetitive physical work, where higher education and skills are not required. For this category of

people, flexible work schedules and higher pay package may be proved effective motivational factors.

Motivating Low-Skilled Service Workers involves:-

Motivating People Doing Highly Repetitive Tasks:


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Master of Business Administration-MBA Semester 1MB0038 Management Process and Organization Behavior 4 Credits

( Book ID: B1127 )Assignment Set 2

Q.1. Explain the theories of emotion.ANS: Psychologists have proposed a number of theories about the origins and function of emotions.

The theorists behind the dissenting views do agree on one thing, however: emotion has a biological

basis. This is evidenced by the fact that the amygdale (part of the limbic system of the brain), which

plays a large role in emotion, is activated before any direct involvement of the cerebral cortex (where

memory, awareness, and conscious "thinking" take place).

In the history of emotion theory, four major explanations for the complex mental and physical

experiences that we call "feelings" have been put forward. They are: the James-Lange theory in the

1920's, the Cannon-Bard theory in the 1930's, the Schacter-Singer theory in the 1960's, and most

recently the Lazarus theory, developed in the 1980's and 90's.

The James-Lange TheoryThe James-Lange theory proposes that an event or stimulus causes a physiological arousal withoutany interpretation or conscious thought, and you experience the resulting emotion only after you

interpret the physical response.

Example:

You're late leaving work, and as you head across the parking lot to your car, you hear footsteps

behind you in the dark. Your heart pounds and your hands start to shake. You interpret these physica

responses as fear.

The Cannon-Bard Theory

The Cannon-Bard theory, on the other hand, suggests that the given stimulus evokes both a

physiological and an emotional response simultaneously, and that neither one causes the other.


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Example:

You're home alone and hear creaking in the hallway outside your room. You begin to tremble and

sweat, and you feel afraid.

The Schacter-Singer Theory

The Schachter-Singer theory takes a more cognitive approach to the issue. Schacter and Singer

believe that an event causes physiological arousal, but that you must then identify a reason for the

arousal before you label the emotion.

Example:

You're taking the last bus of the night, and you're the only passenger. A single magnets on and sits in

the row behind you. When your stop comes around, he also gets off the bus. He's walking behind

you. You feel tingles down your spine with a rush of adrenaline. You know that there have been

several muggings in your city over the past few weeks, so you feel afraid.

The Lazarus Theory

The Lazarus theory builds on the Schacter-Singer theory, taking it to another level. It proposes that

when an event occurs, a cognitive appraisal is made (either consciously or subconsciously), and

based on the result of that appraisal, an emotion and physiological response follow.

Example:

You're buying a few last-minute items at the gas station, when two young men in hooded sweatshirts

enter the store in a hurry, with their hands in their jacket pockets. You think perhaps they're here to

rob the place, so you get scared, and your feel like you might throw up.

While each of these theories is based in research, there is no absolute proof as yet how emotions

arise in our bodies and minds, or what determines our own individual experiences of them. What we

do know is that feelings are a powerful force to be reckoned with, and should never be belittled.


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Q.2 Discuss the techniques of decision making in groups?

ANS : Planning for Decision MakingWhile decision making without planning is fairly common, it is often not pretty. The terms used to

describe it--crisis management, putting out fires, seat-of-the-pants governing--all reveal the

inelegance and awkwardness of this way of life. Planning allows decisions to be made in a much

more comfortable and intelligent way. Planning even makes decisions easier by providing guidelines

and goals for the decision. We might even say that planning is a type of decision simplification

technique (see the discussion of these techniques below)

.Decision makers will find four major benefits to planning:

1. Planning allows the establishment of independent goals .The vision which will shape the decisions is set apart from surrounding events. Decisions are not

made only as reactions to external stimuli. "Management by firefighting" is replaced by a conscious

and directed series of choices. Managers now steer the organization, individuals now steer their lives,

rather than being steered by external forces. Sometimes the difference between planning and not

planning is described as "proactive" (taking control of the situation) versus "reactive" (responding to

stimuli).

2. Planning provides a standard of measurement.A plan provides something to measure against, so that you can discover whether or not you are

achieving or heading toward your goals. As the proverb says,

If you don't know whereyoure going, it doesn't matter which way you go.

3. Planning converts values to action.When you are faced with a decision, you can consult your plan and determine which decision will help

advance your plan best. Decisions made under the guidance of planning can work together in a

coherent way to advance company or individual goals.

Planning is useful in emergency situations, too. When a crisis arises, a little thought about the overall

plan will help determine which decision to make that will not only help resolve the crisis but will also

help advance the overall plan. Without a plan, crises are dealt with haphazardly and decisions are

made which may ultimately be in conflict with each other.


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4. Planning allows limited resources to be committed in an orderly way.Budgets, time, effort, manpower--all are limited. Their best use can be made when a plan governs

their use.

A simple example would be planning to buy a house or a car. Rather than having to decide between

buying the item right now with all cash or never having it, you can plan to buy it over several years by

making payments. Or, you might combine this plan with the plan to buy a smaller house and add

rooms later as they could be afforded. By planning you can thus accomplish things that might

otherwise look impossible.

Decision Levels

We all recognize that some decisions are more important than others, whether in their immediate

impact or long term significance. As a means of understanding the significance of a decision so that

we can know how much time and resources to spend on it, three levels of decision have been

identified:

1. Strategic.Strategic decisions are the highest level. Here a decision concerns general direction, long term goals,

philosophies and values. These decisions are the least structured and most imaginative; they are the

most risky and of the most uncertain outcome, partly because they reach so far into the future and

partly because they are of such importance.

For example: Decisions about what to do with your life, what to learn, or what methods to use to gain

knowledge (travel, work, school) would be strategic. Whether to produce a low priced product and

gain market share or produce a high priced product for a niche market would be a strategic decision.

2. Tactical.Tactical decisions support strategic decisions. They tend to be medium range, medium significance,

with moderate consequences.

For example: If your strategic decision were to become a forest ranger, a tactical decision would

include where to go to school and what books to read. Or if your company decided to produce a low


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priced product, a tactical decision might be to build a new factory to produce them at a low

manufacturing cost.

3. Operational.These are every day decisions, used to support tactical decisions. They are often made with little

thought and are structured. Their impact is immediate, short term, short range, and usually low cost.

The consequences of Abad operational decision will be minimal, although a Series of bad or sloppy

operational decisions can cause harm. Operational decisions can be preprogrammed, pre-made, or

set out clearly in policy manuals.

For example: If your tactical decision is to read some books on forestry, your operational decision

would involve where to shop for the books. You might have a personal policy of shopping for books at

a certain store or two. Thus, the operational decision is highly structured: "Whenever books are

needed, look atJoesBooks."

An important comment should be made here. Issues should be examined and decisions should be

made at all of these levels. If you discover that nearly all of your thinking and decision making is

taking place at the operational level, then you are probably not doing enough strategic thinking and

planning. As a result you will lead a reactive life, responding only to the forces around you and never

getting control of your life, your direction or your goals.

Some Techniques for Decision MakingThis is a list of easy, practical techniques that can be applied to simple or complex decisions. They

share the assumption that circumspect analysis is the key to making good decisions. Many decisions

are made with too little information and too little thought, in a non-deliberate way. Think about it for a

moment: how many people do you know who commonly spend even five minutes structuring and

analyzing a decision? Note how these techniques provide a visible, structured, orderly set of factors

involved in a decision, so that the decision maker can consider them in a thoughtful and coherent

way. The first three techniques are especially for whether-type decisions, those involving yes/no,

either/or, or two-possibility decisions.

1. T-Chart.


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A T-Chart is an orderly, graphic representation of alternative features or points involved in a decision.

In one form, it can be a list of positive and negative attributes surrounding a particular choice.

Drawing up such a chart insures that both the positive and negative aspects of each direction or

decision will be taken into account.

For example, what are the pros and cons of deciding to buy a sport utility vehicle?

PRO CON

better visibility higher insurance

Safer structure poorer gas mileage

can take off road more expensive maintenance

In another form, two possible choices are listed, with the good points or arguments or effects listed for

each. Suppose your company is trying to decide whether to create its own advertising or hire an

agency.

Use Outside Agency Write Ads In-House

professional work faster product

expertise of ideas better knowledge of product

media connections use same ad in flyers

To fill out this latter form, more than two choices can be included, and a list of negatives for each

choice can be added as well.

2. PMI. Edward de Bono refines the T-Chart idea into a three part structure, which he calls PMI forplus, minus, and interesting. Here you first list all the plus or good points of the idea, then all the

minus or bad points, and finally all the interesting points--consequences, areas of curiosity or

uncertainty, or attributes that you simply don't care to view as either good or bad at this point


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(consequences that some people might view as good and others might view as bad, for example).

The interesting" category also allows exploration of the idea or choice outside the context of

judgment--you don't have to evaluate the attribute into a positive or negative category.

As simple as this technique seems to be, and as often as others will tell you, "Well, of course,

everyone does that all the time," this is a very powerful but much neglected technique. Most people

believe they list the pluses and minuses of a decision before making it, but in actual practice, many

people make a decision or form an opinion before they consider the evidence in an orderly way. Only

after they make a decision do they hunt around for reasons to support it.

Considering the evidence on both (or all) sides before you commit yourself emotionally and

psychologically to a position will have a major impact on the quality of your decision making.

3. Buriden's Ass. This method of decision making is used when two or more equally attractivealternatives are faced. (From an old fable of an ass placed between two equally nice bales of hay.

The ass couldn't decide which bale to turn to because they were both so attractive, and so it starved

to death from indecision.)The method is simply to list all the negative points or drawbacks about each

decision. That is, when two or more alternatives seem very desirable, we become blinded to any

drawbacks. The Buriden's Ass method simply focuses on the drawbacks.

4. Measured Criteria. With this technique, you list the criteria you want your decision to meet andassign points to each criterion based on its relative importance in the decision. Then, each alternative

is given a certain number of points according to how fully it meets the criterion. For points you can

use a scale of 1 to10, 1 to 100, or any other range that makes sense to you. In the example below,

traveling by train is rated at 25 out of 30 points for the comfort" criterion, while the plane is ranked a

little less comfortable, at 21 out of 30. Once all the alternatives have been assigned their due points

for each criterion, all the points for each alternative are added up and the alternative with the highest

total points is the one chosen. In the example below, that would be the plane.

5. Decision Matrix or Weighted Decision Table. This is a slightly more sophisticated version of themeasured criteria technique. Here a table is set up with each criterion given a weight depending on its

importance in the decision and with each alternative given a ranking for that criterion.


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Q.3 Elaborate the different stages in process of conflict?

ANS: The conflict process can be seen as comprising five stages:

(1)Potential opposition or incompatibility- The first step in the conflict process is the presence onconditions that create opportunities for conflict to rise. These cause or create opportunities for conflict

to rise.

(2)Cognition and personalization-conflict must be perceived by the parties to it whether or not conflictexists is a perception issue.

(3)Intentions-Intentions are decisions to act in a given way intentions intervenebetween peoples perception and emotions and their overt behavior. These

Intentions are Competing, Collaborating, Avoiding, Accommodating or Compromising.

(4)Behavior-This is a stage where conflict becomes visible. The behavior stage includes thestatements, actions and reactions made by the conflicting parties.

(5) Outcome-The action reaction interplay between the conflicting parties result inconsequences.These outcomes may be functional in that the conflict results in an improvement in the

grou ps performance, or dysfunctional in that it hinders group

Performance.

Q.4 Write a note on GAS (General Adaptation Syndrome)?ANS: GAS or General Adaptation Syndrome is a very common medical problem that can have very

serious repercussions if left unattended. It was psychologist Hans Selye who discovered that

prolonged and excessive stress can lead to infection, illness, disease and death. He then named this

condition General Adaptation Syndrome (GAS).

In general, there are three stages of GAS. They are Alarm, Resistance and Exhaustion. Let's talk a bit

about each stage.

Stage One: Alarm


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Alarm is essentially the initiation of the "fight of flight" response which prepares the body for life-

threatening situations. Normal body activities such as the digestive and immune functions are blunted

or nearly shut down in order to supply resources to more immediate muscular and emotional needs.

Stage Two: Resistance

Now, if we're under a constant state of alarm, we are in essence living in constant state of stress. At

this point we start becoming used to these stress levels.

The funny thing about this stage is that initially our body and immune system are becoming more

resistance to stress and disease.

However, this stage requires abnormally high levels of emotional and physical resources. If things do

not change for the better then the next stage of the GAS process is inevitable.

Stage Three: ExhaustionEventually reality kicks in and our bodies are unable to maintain high levels of stress resistance. Parts

of the body literally start to break down and we become very unwell.

To conclude this first section, please understand that Hans Selye and others experts are convinced

that out-of-control stress negatively influences a person's entire organism. Furthermore, these

authorities believe that if left untreated, run away stress can result in disease and eventual death.

The point here is that as a hypnotist, your contribution as a stress management consultant is far more

important than most people realize. Unmanaged stress is not just an 'inconvenience'. It is a health

threaten By the way, remember to take some of your own medicine once in a while and listen to

stress reduction hypnosis CDs. It is much easier to convince a client of the benefits of successful

stress management when you are 100% congruent because of satisfying experience.

By the way, remember to take some of your own medicine once in a while and listen to stressreduction hypnosis CDs. It is much easier to convince a client of the benefits of successful stress

management when you are 100% congruent because of satisfying experience.

Now, let's look at a case history that shows how to help a client suffering from severe GAS.


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When youre Client Has GAS --The Case of BobFirst of all, in order to help a client with G.A.S., they must learn how to F.A.R.T. and B.U.R.P. so they

can ultimately P.O.O.P.

Now, before a person can B.U.R.P. ( Begin Utilizing Response Procedures) or P.O.O.P. (Pursue

Optimal Outcomes Persistently), they have to F.A.R.T. That is, they have to first Formulate

Appropriate Response Techniques.

This can be reduced to a simple statement. When a person starts to suffer from stress, they must

S.T.O.P. and B.E.A.N.O.

That is, they must Start To Observe Purposefully so that they can then Become Excited And

Noticeably Optimistic. If they are unable to S.T.O.P and B.E.A.N.O., then they will have to F.A.R.T.,

B.U.R.P. and most likely, P.O.O.P.

Let's look at a case history involving my client Bob. Bob has suffered for quite some time from severe

stress effects.

When he first came to our office, we realized that he was emotionally plugged up in other words, his

feelings were so bottled up that he absolutely could not P.O.O.P.

The reason became apparent when it was discovered that he had never before learned how to

properly F.A.R.T. and B.U.R.P. in response to stress

I knew this was not a case where the client could simply B.E.A.N.O. because that would not address

the cause of his inability to P.O.O.P.

What he needed was an E.N.E.M.A. (Entirely New Explicit Meaning Association).

As the reader may have guessed, this was a very sensitive situation because it involved reframing a

learned response that was created in response to a family of origin dynamic.

Apparently there was some S.O.B. (Subtle Obfuscating Behavior) responsible forthe onset of the

client's difficulty.

Defeating this without running into family loyalty conflicts and their accompanying resistance effects is

quite a job that requires deft handling and discernment.


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However, since the client was extremely motivated to get past his problem and move on we

advanced a rather bold tactic.

We decided to initiate a reverse E.N.E.M.A. The client became quite excited at the idea. This was

because we explained to him that we would go back in time and teach him as a young child how to

P.O.O.P.

In summary, the client has been relieved of his GAS because after undergoing are reverse

E.N.E.M.A. he was able to B.E.L.C.H. (Begin Expurgating Lousy Childhood History) which enabled

him to successfully F.A.R.T., B.U.R.P. and P.O.O.P.

The point to this second section is that sometimes to heal, we just need to stop hanging onto old

'stuff' from our past because doing so makes us much more pronto insidious medical disorders such

as General Adaptation Syndrome.

One must wonder that if GAS can cause such serious consequences then, what common diseases

are actually the results of prolonged, unhealed stress?

Finally, as you can probably tell, this article was meant to be tongue-in-cheek but the point is very

serious. Helping a client reduce stress is not just a "mental massage" that feels good in the short

term. It is an essential element of a good and happy life.

And, don't forget that the family members of your client are also benefiting from your valuable and

skilled assistance because they have longer to enjoy a healthier and happier mom, dad or other

important person.

In closing I'd like to share a quote that can point a person toward a significantly more relaxed state of

mind and being.

Q.5 Discuss the power and influence tactics?

ANS: The general objective of this study was to examine the supervisorsand subordinates use ofpower and their relationships to supervisors use of influence tactics. Specifically, the purpose of this


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study was to examine power congruence and its impact on influence tactics in manufacturing

companies in Malaysia. The present research differs from the previous studies by linking power

congruence between supervisors and subordinates power either from self or as perceived by their

subordinates or supervisors with three dimensions of influence tactics known as, hard, soft, and

rational appeal tactics. This study is perhaps the first that tested congruence hypothesis

in leadership framework. The objective was to gain insight into ways by which the management of

manufacturing companies might use their power to enhance the effective use of influence tactics on

their subordinates. Ten broadly hypothesized relationships were tested in a field study with a sample

of 385 pairs of supervisors and subordinates working in 82 manufacturing companies in

Selangor/Kuala Lumpur, Penang, and Sarawak. Data were gathered from both supervisors and their

subordinates by means of questionnaires. Methodologically, past research had been prone to

common method bias. However, this study has demonstrated to be relatively free from this bias by

collecting data from the analyses have indicated moderate support for the hypotheses. This study is

perhaps the first to generate a new set of power congruence items in which simultaneous

measurement from two perspectives-supervisors and subordinates-were taken to examine the aspect

of mutuality. The first four hypotheses which investigate the direct relationship between supervisors or

subordinates power and influence tactics revealed that supervisors would apply various influence

tactics on their subordinates. Rational appeal tactics has exhibited the highest mean as compared

with soft and hard influence tactics in the direct relationship between power and influence tactics. For

the indirect hypotheses, only one particular dimension of influence tactics was found significant for

each power congruence hypotheses. The results confirmed that when both supervisors and

subordinates were perceived to have position power, the use of hard influence tactics was most

apparent. Conversely, when both of them were seen to have personal power, supervisors would

resort to the use of soft influence tactics. Inevitably, this study provides a conceptual foundation for

the effective use of influence tactics. This study may be useful for those who are in positions of

influence, to help the supervisors and subordinates understand more clearly the bases of their own

actions, and the possible alternatives to their actions. Practically, this research points to the fact that

Malaysian managers and executives need to be trained in the effective use of influence tactics.

Q.6 Explain the characteristics of organization Development?


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ANS: Values of OD This model places human centered values above everything else. They are theengine of its success. These values include mutual trust and confidence, honesty and open

communication, sensitivity and to the feeling and emotions of others, shared goals, and a

commitment to addressing and resolving conflict (Buchanan and Huczynski, 1997, p.489). There are

organizations who value these human attributes above all other quick fix benefits. Stephen Robbins

(1986, p.461) expresses these human values more concisely as follows:

a) The individual should be treated with respect and dignity.

b) The organization climate should be characterized by trust, openness and support.

c) Hierarchical authority and control are not regarded as effective mechanisms.

d) Problems and conflicts should be confronted, and not disguised or avoided.

e) People affected by change should be involved in its implementation.

These values make OD a unique model and it will be shown later why it is the most suitable approach

in resolving human afflictions and problems such as poverty alleviation.

OD ApproachesThere are at least three planned change models that have been identified by Cummings and Worley

(1997) as shown in figure II below. The first and the second are principally different but the third one

is an improved version of Action Research methodology which has taken centre stage in the 1990s to

take care of the trend of emerging mega organizations, strategic alliances, mergers and public

private partnerships. The improved version named the Contemporary Action Research model is of

great interest to the workshop participants as it can be used to promote projects in both public and

private organizations. Later in this paper it will be shown how it can be used to promote Poverty

Reduction Strategies and gender mainstreaming in local government.

The distinction between Lewins model and Action Research model is in the repetitive nature of action

research. Lewins model is a once only intervention. Buchanan and Huczynski, (1997) give seven

steps that are followed in this intervention.

1. Scoutingthe initial stages of consultant and client exchanging ideas on the problem and the

appropriate approach

.2. Entrycontract is entered into to formalize the relationship of consultant and client.

3. Diagnosisinformation gathering to define the problem and identify causes.


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4. Planningconsultant and client members jointly establish the goals of an OD intervention and the

proposed approach.

5. Actionthe intervention strategies are implemented.

6. Stabilization and Evaluationthe change is stabilized (freezing takes place) and the outcomes are

assessed.

7. TerminationThe consultant withdraws from the assignment.

The action research model differs in several particular ways with the Lewins model. In action

research the outcomes are fed back so that further improvements and changes can be made. This

distinguishes this model as a cyclical and iterative process. The research aspect connotes a search

5

for knowledge that may be used elsewhere.

OD ToolkitsThe above outlined procedure is the process through which results area achieved but action research

methodology has what are described as toolkits. These are used to address specific areas of

problem. Once diagnosis is complete and the problem identified one or more of these kits or

interventions are employed to solve the problem. Some of these include; process consultation,

change the structure, survey feedback, team building, inter-group development, role negotiation and

sensitivity training. These are just a number but action research allows flexibility for the consultant to

formulate a package of his own interventions to suit the clients

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needs. Such flexibility was illustrated through an OD consultancy in a local government organization.

Organizational Development InterventionsThe Existence of certain conditions in an organization which may be described as the internal

environment is sometimes assumed. Those who have been in an organization for too long cease to

be conscious of such an environment and probably only newcomers notice such conditions. Different

interventions are used when a need arises to change those conditions. Some of those interventions

which are mentioned above deserve further explanation here.

Cultural Analysis


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This is perhaps one of the most complex change action. Corporate culture is the result of long term

social learning and constitutes of basic assumptions, values, norms and artifacts that have worked

well in an organization. These are passed onto succeeding generations of employees (Cummings

and Worley, 1997). Some of these may have arisen from the principles of the founder and

subsequently reinforced by succeeding top hierarchies of the organization. They may have an

emphasis on product quality, customer care or employee relations. When problems arise the first

question which would arise is how do we do things here? The answer will inform the type of solution

that emerges. Therefore the organizational culture influences organizational strategy, performance

and policies. To change organizational culture may be a traumatic experience and will require careful

analysis and handling. Such is the trauma that was experienced by American companies in the 1980s

when they adopted the Japanese approach which was influence by a strong organizational culture of

employee participation, open communication, Security and equality.

Process ConsultationPeople conceive consultation as that situation where an expert is invited to advise an organization

that is experiencing a problem. Edger Schein, (1998) has distinguished three types of consultations

as; the expertise model, the doctorpatient model and the process consultation model. The first

model assumes that the client purchases from the consultant some expert information or service that

he is unable to provide for himself. In the doctorpatient model involves an activity similar to

sickness diagnosis. The client who suspects or feels there is something wrong in the organization

invites the doctor (consultant) to diagnose the organization so that he can advise on what is not right.The symptoms of the sickness may be low sales, employee instability or falling product quality. The

doctor (consultant) diagnoses, prescribes and administers the cure. In this two models the knowledge

and expertise remains with the expert and leaves the client fully dependent on the expert for future

problems. OD advocates process consultation promoted by Schein who defines the process as:

The creation of a relationship with the client that permits the client to perceive, understands, and

act on the process events that occur in the clients internal and external environment in order to

improve the situation as defined by the client (Schein, 1998, p.20).

Schein argues that both the expert and the doctor models are remedial models while as the process

consultation model is both remedial and preventive. The purport of this model is to engage an

external consultant on a flexible advisory capacity to work with the clients members in diagnosing the

problems, planning the actions and finding the solutions together. This way the consultant helps the

organizations individuals to understand internal problems and build capacity to Identify appropriate

problemsolving action. The consultant need not be an expert in the problem at hand but his


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expertise is in facilitating a process that carries everybody in the search for solutions. This approach

follows the rationale that the answers are with the people. So the only help required is leadership in

diagnoses and in the process through the various stages. The purpose also is to ensure that once the

consultant leaves the people have the capacity to solve the next round of problems. In the first two

models the consultant will have to be recalled each time a new problem arises or an old one recurs.

Structure ChangeThis is an intervention that helps change the structure of an organization to make the work more

interesting, challenging or productive It may involve such activities as job enrichment, job

enlargement, formation of autonomous work teams or business reengineering. Other actions may

involve decentralization/centralization in an organization, flattening or extending of an organizations

structure or even redesigning of focus from region to product or vice versa.

Team BuildingTeam work is vital to the functioning of modern organizations. Members of teams bring different

strings to the group such as leader, investigator, motivator, finisher, clown, coordinator, thinker,

negotiator or politician. These roles are used at different stages of production when such role play

becomes essential in the groups work. Teams take over from hierarchical systems where individuals

are assumed to know everything depending on their level in the authority ladder. This system denies

the organization the cumulative advantage of skills and strengths indifferent individuals.

Role NegotiationMisunderstandings between two individuals in an organization or group can affect its effectiveness.

This is usually caused by lack of shared awareness, misunderstanding or lack of trust. This

intervention helps to clarify individual perceptions and mutual expectations so that differences can be

identified and reconciled or resolved.


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Master of Business Administration-MBA Semester 1MB0039 Business Communication 4 Credits

Assignment Set 1

Q.1 Explain the different types of communication with relevant examples?ANS: Communication is a process that involves exchange of information, thoughts, ideas and

emotions. Communication is a process that involves a sender who encodes and sends the message,

which is then carried via the communication channel to the receiver where the receiver decodes the

message, processes the information and sends an appropriate reply via the same communication

channel.

Types of Communication

Communication can occur via various processes and methods and depending on the channel used

and the style of communication there can be various types of communication.

Types of Communication Based on Communication Channels

Based on the channels used for communicating, the process of communication can be broadly

classified as verbal communication and non-verbal communication. Verbal communication includes

written and oral communication whereas the non-verbal communication includes body language,

facial expressions and visuals diagrams or pictures used for communication.

Verbal CommunicationVerbal communication is further divided into written and oral communication. The oral

communication refers to the spoken words in the communication process. Oral communication can

either be face-to-face communication or a conversation over the phone or on the voice chat over the

Internet. Spoken conversations or dialogs are influenced by voice modulation, pitch, volume and even

the speed and clarity of speaking. The other type of verbal communication is written communication.

Written communication can be either via snail mail, or email. The effectiveness of written

communication depends on the style of writing, vocabulary used, grammar, clarity and precision of

language.


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Nonverbal CommunicationNon-verbal communication includes the overall body language of the person who is speaking, which

will include the body posture, the hand gestures, and overall body movements. The facial expressions

also play a major role while communication since the expressions on a persons face say a lot about

his/her mood. On the other hand gestures like a handshake, a smile or a hug can independently

convey emotions. Non verbal communication can also be in the form of pictorial representations,

signboards, or even photographs, sketches and paintings.

Types of Communication Based on Style and PurposeBased on the style of communication, there can be two broad categories of communication, which

are formal and informal communication that have their own set of characteristic features.

Formal CommunicationFormal communication includes all the instances where communication has to occur in a set formal

format. Typically this can include all sorts of business communication or corporate communication.

The style of communication in this form is very formal and official. Official conferences, meetings and

written memos and corporate letters are used for communication. Formal communications can also

occur between two strangers when they meet for the first time. Hence formal communication is

straightforward, official and always precise and has a stringent and rigid tone to it.

Informal CommunicationInformal communication includes instances of free unrestrained communication between people who

share a casual rapport with each other. Informal communication requires two people to have a similar

wavelength and hence occurs between friends and family. Informal communication does not have

any rigid rules and guidelines. Informal conversations need not necessarily have boundaries of time,

place or even subjects for that matter since we all know that friendly chats with our loved ones can

simply go on and on.

Q.2 What are the general principles of writing especially business writing?ANS: The process of good writing involves three basic steps - preparing, writing, and editing.Practicing the following 16 principles will help you be a more effective writer.

1. Know your objective


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Think before you write. What's your goal? Make sure you fully understand the assignment. Are you

writing a one-paragraph executive summary or a five-pagereport? Try answering this question:What specifically do I want the reader to know, think, or do?2. Make a listWrite down the ideas or points you want to cover. Why? This helps you get started in identifying the

key ideas you want to discuss.

If you have trouble getting started, try discussing your ideas with someone else."Kicking an idea

around" often helps you clarify your objective and fine-tune what you are trying to accomplish.

3. Organize your ideasJust as it's difficult to find what you want in a messy, disorganized desk drawer, its hard to find

important ideas in a poorly organized message. Here are a few ways you can organize your ideas:

- Begin with the most important piece of information and then move on to the next most important.

- Describe what happened first, second, third.

Problem-Solution- Define the problem, then describe possible alternatives or the solution yourecommend.

-Answer- State a question and then provide your answer.

Organize your ideas so the reader can easily follow your argument or the point you are trying to get

across.

4. Back it upHave an opinion but back it up - support with data. There are a number of ways you can support your

ideas, including explanations, examples, facts, personal experiences, stories, statistics, and

quotations. It's best to use a combination of approaches to develop and support your ideas.

5. Separate main ideasEach paragraph should have one main point or idea captured in a topic sentence. The topic sentence

is normally the first sentence in the paragraph. Each paragraph should be started by an indentation or

by skipping a line.


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6. Use bullets or numbersIf you are listing or discussing a number of items, use bullets or number your points like I have done

in this paper. Here's an example of using bullets.

Join the Business Club to:

Increase sales

Make new friends

7. Write complete sentencesA sentence is about someone doing something - taking action. The someone maybe a manager,

employee, customer, etc. The "doing something - taking action" can include mental processes such

as thinking, evaluating, and deciding, or physical actions such as writing and talking. A good rule to

practice is to have subjects closely followed by their verbs.

8. Use short sentences

Sentences should be a maximum of 12 to 15 words in length. According to the American Press

Institute, sentences with 15 or fewer words are understood 90% of the time. Sentences with eight or

fewer words are understood 100% of the time.

9. Be precise and accurate

. Words like "large," "small," "as soon as possible," "they," "people," "teamwork, and "customer

focus" are vague and imprecise. The reader may interpret these words to mean something different

than what you intended. Reduce communication breakdowns by being specific and precise. Define

terms as needed. The reader may not understand certain acronyms and abbreviations.

10. Use commas appropriately

Use a comma to separate the elements in a series of three or more items:

His favorite colors are red, white, and blue.


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Use a comma to set off introductory elements:After coffee and donuts, the meeting will begin.

Use a comma to separate adjectives:That tall, distinguished, good-looking professor teaches history.

11. Use the correct word

Here are several words that cause confusion.

is a contraction for "you are" Your means possession, such as "yourcoat."

It's is a contraction for "it is." Its indicates possession.

means possession/ownership-"their house."There means location.They're is a contraction for

"they are."

12. Avoid redundancies

It is a redundancy to use multiple words that mean or say the same thing. For example, consider the

following:

- My personal beliefs Beliefs are personal, so just state, My beliefs...

Redundant-I decided to paint the machine gray in color. Gray is a color, so just state, I decided topaint the machine gray.

13. Numbers

When using numbers in the body of your paper, spell out numbers one through nine, such as

"Three men decided" When using numbers 10 or above its proper to write the number, such as

"The report indicated 68 customers"

14. Have a conclusion

Would you really enjoy watching a movie or sporting event that had no conclusion? No. The

conclusion ties your points together. The reader wants to know the final score - the bottom line

message.


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15. Edit your work

Read what you have written several times.

first read, focus on organization and sentence structure. Shorten long sentences. Crossout unnecessary words and phrases. Reorganize material as needed.

again and make sure commas are used appropriately and that there isa punctuation markat the end of every sentence.

third time and focus onward Are there certain words that are vague or unclear? Replacethem with specific words.

aloud to yourself or to a friend to see if he or she (and you) canunderstand it and improve it in any way.

A significant part of good writing involves editing. Very few people can sit down and write a perfect

paragraph on their first try. It requires multiple rewrites.

SummaryYou don't have to be a great writer to be successful manager/leader. However you must be able to

clearly and succinctly explain your thoughts and ideas in writing. Strive to be simple, clear, and brief.

Like any skill, "good writing" requires practice, feedback, and ongoing improvement.

Q.3 How would you prepare yourself for an oral business presentation?

ANS: Delivering a formal presentation can be either fairly stress-free or nerve-wrecking. Your level ofcomfort can depend on the size of your audience, the critical spectators attending your presentation,

or the feedback that you may anticipate. Whatever you may find as a cause for concerns about

speaking before a group, never let it be your knowledge about what you will speak. With thorough

and effective research about your subject, you will discover that you are already halfway prepared to

address your listeners. The following steps can complete your preparation.


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1 Study your subject. You may have already been provided great information from which you could

pull. But if there are other sources, such as the Internet or experts, use them to enhance your own

insight. Doing so can also help you develop more confidence in your speech.

2 In the comfort of your own study lab (wherever that may be), anticipate all types of responding

questions from people in your audience: challenging questions, critical questions, crazy questions,

and simple questions (the ones which are so simple that you forgot to prepare an answer for). Equip

yourself with facts and insight accordingly. For enlightenment on people's views, I have read several

message boards and even complaint sites to help me prepare for the unexpected. If your

presentation is non-interactive, do not take that for granted. You can still be approached with

questions after your speech or after the event where you gave it.

3 Organize the notes from which you will speak. Whether typed or handwritten, you must be able to

comprehend them in order to convey them to an audience. So, if you got your notes down on index

cards, write legibly.

Also, bind the notes - paper or cards - that you plan to use during your presentation. Dropping loose

papers or cards during your speech should not distract an attentive listener, but it can certainly

distract you, the speaker. Make your task a tad bit easier on yourself alleviating the possibility of that

problem.

4 If you decide to speak with the aid of a Power Point presentation, bear in mind how you will insert

information to be displayed. Don't expect an audience to read lengthy sentences or any paragraph -

no matter how much time they are given.

By all means, do not prepare yourself to read every word written on that PowerPoint. The audience

does not need to see the back of your head. They don't need to hear your voice drift into a state of

monotony, which is what can happen if you read word-for-word from your notes.

5 Practice your presentation in private and be willing to be your own biggest critic. Grab a tape

recorder or any recording device to listen to your own speech.

6 As I expressed above, approach the podium with a solid knowledge base about every point your will

discuss.


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7 Please do not imagine your audience in their underwear. You need to focus. If eye contact with any

of those listeners intimidates you, then look just past the last row of people to land your sight on either

some empty seats or the wall. There are corners of walls and other inanimate objects where you can

place your focus until you find yourself comfortable enough to make brief eye contact with a few

friendly or neutral faces.

8 Remember that the last row of listeners needs to hear your voice. Unless you have a reliable

microphone, be sure to project.

9 Do not overestimate your listeners' attention spans. Keep their interest. Give your tone some range

(logical range, that is). And wherever your subject and the points from which you speak will allow,

engage your audience with illustrations which they can relate to.

10 Please impose neither overly technical terminologies nor acronyms on your audience. While these

expressions of intelligence seem effective, they actually reflect a lazy effort to communicate detailed

and comprehensible information to listeners.

11 Remember that, at this point, there should be no reason to lose confidence. If you've

studied your subject, grasped a clear understanding of it, and followed the tips above, you

have the tools to conquer any sharp sensation that you may feel in the pit of your gut going

before any group.

Q.5 Distinguish between circulars and notices along with formats?

ANS: Notice - A message / information's bringing to all which will be put up in common place Circular-

A message / information's bringing to certain group of people belonging to the informations. Like

memos, circulars and notices are also written forms of communication within the organization.

The difference between a circular and a notice is that circulars are announcements that are

distributed to small or selective groups of people within the organization, whereas Notices are meant

for a larger group of people.

Example If a manager wants to call a meeting of heads of departments, he will pass around acircular only to the heads, requesting them to attend that meeting. On the other hand, notices


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generally contain information or announcements that are meant for all the employees of an

organization.

Example A list of declared holidays for a calendar year is a notice, since the information is relevantto all employees.

A notice is therefore a legal document that has to be put up on an official notice or bulletin board.

Let us examine another example of a circular and a notice.

Imagine that you are the President of the Student Committee in a management college and wish to

hold a meeting to plan for the Annual Management Fest of the college. You will have to send some

information to those whom you want to involve in organizing the Fest. You may not want all the

students to be involved initially, since it may take a lot of time and there may be too many

suggestions. Instead, you may choose to invite only the committee members to discuss details such

as the date, venue, duration, how to get sponsors and so on. For this purpose, you may send a

circular only to the student committee members, requesting them to attend the meeting. During the

meeting, the date and venue may be finalized and various smaller committees may be formed, such

as a reception committee, stage committee and so on. You may also decide to get each student to

contribute a nominal amount for the Fest


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Assignment Set- 2

Q.1 As a part of top management team, how would you communicate to yourShareholders about the companys expansion plans?

ANS: Commitment 2014 is a firm and confident ambition and it stands for profitable organic growth.Our ambition for 2014 is to become the European benchmark in Universal Customer-focused

Banking. We intend to enhance our leadership based on an effective product range and high-quality

service, forging close links between retail banking and related specialized businesses.

AMBITIOUS TARGETSBy 2014, we target ambitious profitability levels underpinned by sound

Fundamentals: Net banking income of more than 25 billion (20.1 billion in 2010)and net income,

Group share of 6 billion to 7 billion (1.3 billion in 2010). OurObjective is also to have a cost to

income ratio of less than 60% and a return on equity ratio of 10% to 12%. These targets take into

account the new Basel III regulatory environment, as it is currently understood. In terms of capital

adequacy, Credit Agricole S.A. will meet the Basel III requirements and Credit Agricole Group ranking

among the strongest banks is confirmed.

2011-2014 STRATEGYOur actions in the period 2011-2014 will be based on three principles. First, we shall stimulate organic

growth. To achieve this, we shall enhance growth in retail banking, both in France and elsewhere in

Europe; speed up growth in the savings management businesses, one of our undisputed strengths;

and finally, focus on growth in investment banking and credit businesses. These businesses will

continue to grow, but selectively, because of their heavy capital consumption. The second principle

behind our strategy is that we shall enhance the Group effect by strengthening ties between our

business lines. The third principle is that we shall act as a committed and responsible Group in

dealing with stakeholders, and in particular our shareholders.

OUR SHAREHOLDERSCredit Agricole S.A. has set up a comprehensive shareholder information and communication

framework. The new layout of the ShareholdersClub Newsletter, En direct you discover today, is

aimed at strengthening this direct link between you and us, and is part of a broader attempt to make


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full and transparent information available to you. Our dividend policy targets a payout rate of 35%from

2011 (paid in 2012), in cash. Through Commitment 2014, we want to thank our shareholders for their

loyalty by paying an increased dividend.

Q.2 ABC Ltd. wants to communicate about its corporate image to all its stakeholders and also to thegeneral public. As an advisor, how do you recommend them to do it?ANS: Our communications and engagement strategy needs to be simple because we are working ina complex environmentotherwise our actions become confusing to the people we work with. The

strategy therefore highlights just 20 key steps we will take to communicate and engage with people

effectively. It also explains our simplified

Approach to outreach work, including events and festivals.

Recommendation that: you agree the strategy and its associated annexes.

2 BACKGROUND2.1 We have significantly improved the way we communicate and engage with people over the last

few years. This has been recognized through anecdotal evidence and the recent Customer Service

Excellence award. However, we need a strategy to coordinate our activities and guide future business

planning. We also need to be able to measure our success more effectively. ABC -our

communications and engagement strategy (Annex 1) aims to do this.

3 POLICY CONTEXT3.1 The adoption of a Communications and Engagement Strategy is action 3.2 in the Business Plan

July 2006-March 2009 (revised October 2007).3.2 the strategy supports the delivery of our Business

Plan in its entirety. The messages within it explain that we must be excellent communicators,

promoting learning and inspiring people about the National Park in all that we do.

4 OPTIONS4.1 Option 1: You agree the recommendation

Option 2: You agree the recommendation with further development of some steps

Option 3: You do not agree the recommendation

5 PROPOSALS


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5.1 The Communications and Engagement Task and Finish Group was established to develop this

strategy. It includes staff from the Communications and Learning Team and members. They

undertook a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats) and agreed the

simple approach recommended. They commented on the 20 key steps ensuring that they were

strategic and not too detailed. Option 1 is recommended for approval and it is hoped that members

will be involved in the delivery and review of the strategy as it progresses.

6 BEST VALUE IMPLICATIONS6.1 The statutory duty of best value requires organizations to consult service users and other

stakeholders about services and priorities. The duty was revised in the Local Government and Public

Involvement in Health Bill in May 2007 to engage more with hard-to-reach groups and to secure

participation of communities in delivery of local public services. This strategy supports the delivery of

this function by focusing on engagement with partners and local people, particularly through two of

our four key

Lake District National Park Authority Agenda Item: 9Authority: 22 May 2008

requirements for effective communicationslistening and interpreting demands; unraveling complex

issues.

7 FINANCE CONSIDERATIONS7.1 There are financial implications in the delivery of the strategy. You have already agreed revenue

growth bids (totaling 45,000) to support step 9 in the strategy and development of Level One events

and festivals which we sponsor(Annex B). You have also agreed existing budgets to support ongoing

work led by the Communications and Learning Team. Agreement of any additional budgetary

requirements to deliver all steps in the strategy will form part of the corporate planning and

performance cycle.

8 RISK8.1 Each step in the strategy has a different degree of risk which will be managed through respective

service plans. Overall, if we do not develop our communications and engagement activities, there is a

significant risk that we lose our Customer Service Excellence standard.

9 LEGAL CONSIDERATIONS


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9.1 Effective communication is key to performance of our statutory objectives. The proposed strategy

will assist with good governance by improving communication within the Authority and will help clarify

relationships with partners.

10 HUMAN RESOURCES10.1 The Communications and Learning Team, including its Outreach Unit, are part of the established

structure and will take a clear coordinating role in delivering the strategy.

The strategy also makes it clear that new approaches to communications and engagement should be

a part of existing roles across the organization. This will be dealt with through Service Planning and

Personal Development Reviews.

11 DIVERSITY IMPLICATIONS11.1 This strategy is of high importance to diversity. In the past, our approach to targeting groups may

have had an adverse impact on particular groups already using our services. The strategy explains

that we will now base our actions on the needs of different groups and clear evidence. Annex A

(Reaching Out) explains how we will not target people, but work with focus groups to identify needs

overtime. We want to reach out to everyone and use the National Park to build links between different

cultures.

12 SUSTAINABILITY12.1 The strategy will contribute to the promotion of learning and inspiring people about all aspects of

sustainability which is at the heart of the Vision for the National Park.

Author/Post Bob Sutcliffe, Head of Plans and Communications

Date Written 2 May 2008

Q.3 What is oral business communication? Explain its benefits to the organisation and to theindividual employee.ANS: According to a 2005 study published in the Journal of Employment Counseling, oralcommunication skills are being increasingly sought after by employers. When surveying over 100

successful businesses, researchers found that more and more employers are emphasizing the


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development of good speaking skills in their employees. With this in mind, the concept of oral

communication is an important idea to study and understand in the context of business.

Presentations:One form of oral communication in a business setting is a presentation. Presentations are usually an

organized conveyance of information to a group of people. Stylistically, they tend to be far more

formal than informal, and rely more heavily on data and facts than they do analysis. Presentations are

sometimes more persuasive in nature, like a pitch for an ad campaign, but tend to be informative

more often, such as an employee briefing or are port on quarterly earnings.

Presentations may include some dialog after the sender of the message has finished their speech,

but they are, by and large, much more monologue reliant. This makes it important for the speaker to

anticipate possible objections to the message and address them in the actual speech.

Client Interaction:Another form of oral communication in business encompasses interaction with clients.

Depending on the level of connection between the employee and the client, the communication in

these interactions can range from incredibly formal to informal and casual. These interactions usually

include a combination of data and analysis, and will be more persuasive than informative in nature, as

the employee is trying to encourage continued and expanded business with the client. Because of the

nature of these interactions, the communication is definitely a dialog, making listening skills incredibly

important.

Interoffice Interaction:Oral communication in the office can be referred to as interoffice interaction. This is comprised of

conversations with superiors, subordinates and co-workers. Depending on the levels of power

separation between the individuals engaging in conversation, the communication will fluctuate

between formal and informal, though it should always remain professional. Conversations in thiscontext may reference data, but will be much more analysis heavy, and will be dialog by nature.

Benefits:Oral communication in business provides a variety of benefits. First, oral communication is

accompanied by nonverbal signifiers, which provides context that can enhance understanding in the

communication process. Posture, facialexpressions, and habitual movements may provide


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clues as to individuals feelings about the ideas being discussed. Even intelephone conversations,

pitch, rate, volume and tone of the respective speakerscan help in understanding sentiments.

Oral communication also provides a springboard for relational development.Unlike with email, memos

and chat functions, which tend to take a task-orientedapproach to communication, the immediacy

involved in oral communicationallows for instant feedback and a more relational approach. This is

important, asstrong relationships in business often lead to more profitable and productive

cooperation.

Q.4. Give short notes on communication network in the organisation?ANS: Networks are another aspect of direction and flow of communication. Bavelas has shown thatcommunication patterns, or networks, influence groups in several important ways.

Communication networks may affect the group's completion of the assigned task on time, the position

of the de facto leader in the group, or they may affect thegroup members' satisfaction from occupying

certain positions in the network.Although these findings are based on laboratory experiments, they

have importantimplications for the dynamics of communication in formal organizations.

There are several patterns of communication:"Chain",

"Wheel",

"Star",

All-Channel" network,

"Circle".

The Chain can readily be seen to represent the hierarchical pattern that characterizes strictly formal

information flow, "from the top down," in military and some types of business organizations. The

Wheel can be compared with a typical autocratic organization, meaning one man rule and limited

employee participation. The Star is similar to the basic formal structure of many organizations. The

All-Channel network, which is an elaboration of Bavelas's Circle used by Guetzkow, is analogous to

the free-flow of communication in a group that encourages all of its members to become involved in

group decision processes. The All-Channel network may also be compared to some of the informal

communication networks. If it's assumed that messages may move in both directions between


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stations in the networks, it is easy to see that some individuals occupy key positions with regard to

the number of messages they handle and the degree to which they exercise control over the flow of

information. For example, the person represented by the central dot in the "Star" handles all

messages in the group. In contrast, individuals who occupy stations at the edges of the pattern

handle fewer messages and have little or no control over the flow of information. These peripheral"

individuals can communicate with only one or two other persons and must depend entirely on others

to relay their messages if they wish to extend their range.

In reporting the results of experiments involving the Circle, Wheel, and Star configurations, Bavelas

came to the following tentative conclusions. In patterns with positions located centrally, such as the

Wheel and the Star, an organization quickly develops around the people occupying these central

positions. In such patterns, the organization is more stable and errors in performance are lower than

in patterns having a lower degree of centrality, such as the Circle.

However, he also found that the morale of members in high centrality patterns is relatively low.

Bavelas speculated that this lower morale could, in the long run, lower the accuracy and speed of

such networks.

In problem solving requiring the pooling of data and judgments, or "insight,"Bavelas suggested that

the ability to evaluate partial results, to look at alternatives, and to restructure problems fell off rapidly

when one person was able to assume amore central (that is, more controlling) position in the

information flow. For example, insight into a problem requiring change would be less in the Wheel

and the Star than in the Circle or the Chain because of the bottlenecking" effect of data control bycentral members. It may be concluded from these laboratory results that the structure

of communications within an organization will have a significant influence on the accuracy of

decisions, the speed with which they can be reached, and the satisfaction of the people involved.

Consequently, in networks in which the responsibility for initiating and passing along messages is

shared more evenly among the members, the better the group's morale in the long run.

Q. 5 What are the different types of business letters? Explain with example.ANS: Business letter is an old form of offic

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