Q# ATTEMPT MARKS QUESTION

COMMUNICATION PROCESS
2
SPRING
2013
8
An in-house team of senior managers of Elite Limited has recently completed a
comprehensive study which proposes recommendations of far-reaching changes
in the organisational structure of the company including deletion/addition of
certain product lines and revamping of the delivery system of its products. You
have been assigned the task to critically examine the report prepared by the
team and give your comments/feedback to the team leader prior to its
finalization and presentation to the board for approval. Briefly describe how you
would ensure that your comments/feedback to the team leader is constructive
and positive.
7(a)
SPRING
2013
3 State different Phases of the Communication Process.
8(a)
SPRING
2013
4
List different impediments which adversely affect the Process of Communication
in an organisation from the standpoints of the sender as well as the receiver.
7(a)
AUTUMN
2012
2 What is meant by the term Noise in communication?
9(b)
AUTUMN
2012
7
Identify the types of situations in which the following Channels of
Communication would be most effective from the standpoint of achievement of
their objectives.
(i) Email Message (ii) Face-to-face Conversation (iii) Fax(iv) Letter (v)
Memo (vi) Phone Call
(vii) Video conference or teleconference
12
SPRING
2012
10
Briefly explain any four of the following concepts:
(a) Information Overload (b) Horizontal Communication
(c) Filtering of Information (d) Selective Perception (e) Semantic Noise
2(b)
autumn
2011
5
Explain briefly what is meant by Perception. List any four Internal Factors which
would influence the Perception of an individual towards a particular object.
7(a)
AUTUMN
2010
3 Identify six different phases of the Process of Communication.
11
AUTUMN
2010
6
Noise is a phenomenon which interferes in the delivery of messages. Explain
briefly what is meant by Physical, Psychological and Semantic Noises.
6
Spring
2010
10
Feedback is a critical component of the communication process as it enables the
sender to determine whether the message has been received or understood.
Although feedback is of considerable importance in the communication process,
it is observed that it is often ignored in certain situations.
(a) Give reasons why managers are often reluctant to provide Feedback to their
subordinates?
(b) Narrate any six steps which a manager may take to make the Feedback to
subordinates more acceptable in difficult situations?
7(b)
Spring
2009
5
Feedback is considered to be a critical component of the communication process
as it enables the sender to determine whether the message was, in fact, received
and understood by the receiver as intended by the sender. In spite of its vital
importance, feedback poses serious problems in the communication process.
Explain briefly the circumstances in which such feedback may not prove to be
effective and, in fact, be detrimental to the process of communication.
BCBS TOPIC WISE QUESTION BANK
QUESTIONS

3
Autumn
2008
8
Briefly explain the following concepts:
i. Information Overload
ii. Filtering of Information
iii. Selective Perception
iv. Semantic Noise
6
Autumn
2008
3 List the essential components of the Communication Process.
3
Spring
2008
10
Invariably all communicators make concerted efforts to ensure that their
messages are received and interpreted correctly, fully and in the intended spirit
by their target recipients. However, it is acknowledged that often there are wide
differences between the inherent message conveyed by the communicator and
the message received by the recipient.
Explain five factors which in your opinion contribute towards improved
receptivity of the message by the recipient of communication.
9
Spring
2008
2.5
Briefly explain the following concept:
> Perception
11
Autumn
2007
5 Identify the different phases of the Process of Communication.
5
Spring
2007
13
List and explain the concept and principles of ethical communication to be
practiced in business organizations. Give two examples of unethical
communication under each principle.
1
Autumn
2006
6
In communication, the credibility of the source is often traced to factors like
Personal Appeal, Perceived Authority and Perceived Intentions. Briefly describe
what each of these factors stand for.
1
Spring
2006
10
In an organizational setting, the choice of the medium of communication is a
conscious decision, which is taken after taking into account several factors
related to timing, sensitivity, complexity, distance, confidentiality, etc. What will
be your chosen medium / media of communication in the following situations,
who will be your audience(s), and why?
1) The company is offering 10% of its shares for sale to common investors. There
is detailed information to be given regarding price, date of sale, how to apply,
description of company business, and recent financial performance.
2) A group of unionized employees have been found guilty of financial
wrongdoing and charged. Under disciplinary rules their service is terminated
without any notice / benefits.
3) The company has announced one-months bonus pay to all its 600 employees
at the head office and at field locations all over Pakistan. This is due to
exceptional business performance. The bonus will be disbursed into
the salary accounts in the next 7 working days to coincide with Eid.
4) There are three strong contenders for promotion to the Director Sales
position, from among your senior Sales Managers. The two candidates who will
not be selected are naturally going to be disappointed. These two
individuals are equally valuable to the organization and you cannot afford to
have them demoralized.
5) The company had recently launched a medicine for treatment of cancer. But
due to reports of adverse side-effects of the medicine, the company has decided
to stop its sales and recall all trade stocks.

3
Spring
2006
6
JBS Bank has recently been privatised. Previously as a nationalised bank, the
organisations culture valued length of service and seniority of employees. The
new management consists of young and aggressive managers, who now want to
infuse a result-oriented culture where performance is rewarded. Today the new
Head of Branch Operations, A. Salim, is meeting a senior officer of the banks
Main Branch, S. Akhtar, who is being made to report to a new manager inducted
recently from another bank. The new manager is young and dynamic, but Akhtar
feels his seniority is being undermined and is very upset. The situation goes as:
Salim has a busy schedule, and to save time he has agreed to meet Akhtar over
lunch in the busy officers cafeteria for 15 minutes, and hear his grievances. His
mind is preoccupied with the presentation he has to make to the Directors in the
afternoon. He has his views on Akhtars professional capabilities and feels the
meeting will be an unproductive use of his time, but has agreed to the meeting
as Akhtar has been requesting it for many days. Akhtar on the other hand is
skeptical of the new managements intentions. Salim delivers a jargon-filled
monologue on the new People Development philosophy, and tries to convince
Akhtar that he can still grow professionally without being promoted. Akhtar
hears him out but has difficulty grasping the new organisational concepts
especially since they are explained in high-flown and accented English. During
their luncheon meeting,
several colleagues briefly stop by to greet them. Which types of Noise can you
identify in the above situation? Explain in each case how it can mar the quality of
communication between Akhtar and Salim?
COMMUNICATION SKILLS
9 SPRING 2013 10
(a) Explain briefly by giving two reasons why it is necessary for experienced
speakers to limit the scope of their oral presentations within the pre-determined
parameters.
(b) Assume that you are an office bearer of the Textile Mills Association and
attending a seminar in which a prominent tax expert would present tax
proposals in the presence of an FBR official and invite comments on these
proposals. The tax proposals would have considerable impact on the textile
industry in the country.
Give four reasons why it would be important for you to engage in Critical
Listening of the various proposals presented in the seminar.
9(a) SPRING 2012 6 Identify six traits which are commonly observed in Ineffective Listeners.
11(b
)
SPRING 2012 5
You have to make an Oral Presentation to a knowledgeable audience which
would be followed by a question and answer session. List five important
considerations which you should keep in perspective while making your
Presentation.
11 autumn 2011 10
(a) Even the most brilliant and innovative ideas require support of Effective
Communication Skills to achieve positive results. List six types of
Communication Skills which in your opinion are essential for a business leader to
achieve success and to make ones mark in todays competitive business
environment.
(b) Explain briefly what is meant by Emphatic Listening?
4(a) SPRING 2011 5
State five attributes or abilities which in your opinion are essential for developing
Effective Communication Skills in a competitive business environment.

2 AUTUMN 2010 10
Written Business Communication is most effective when the sender has planned
the proposed message carefully to ensure that the message is conveyed to the
receiver(s) in the same context as is envisaged by the sender.
(a) Identify the five important steps in the planning of written messages to
ensure that the communication is effective.
(b) Give brief explanations of each of the above steps.
3 AUTUMN 2010 6 List six traits each which are observed in a Good Listener and a Poor Listener.
10 Autumn 2009 8
What is meant by the term effective listening skills? Narrate six steps that a
person should take to develop such skills.
10 Spring 2009 10
An empirical research study of a sample of approximately five hundred
diversified business organizations showed that communication skills were lacking
in a large number of candidates who had applied for managerial positions.
Briefly explain the different ingredients of good communication skills that
employers seek and expect from the prospective applicants for managerial
positions.
7(b) 2 Explain what is meant by good communication skills.
7(c ) Autumn 2008 5
Good communication skills are of crucial importance for senior management
positions and a busy executive in a major corporation must possess different
types of communication skills for the conduct of his day-to-day responsibilities.
Identify and give five different situations and the different types of
communication skills a senior executive has to utilize in each case.
9(a) Autumn 2008 5
Poor listening is often a major cause of oral miscommunication. A considerable
number of persons are inefficient listeners. Narrate the steps that would
substantially improve a persons listening capabilities and contribute towards
developing good listening skills
4 Autumn 2007
2.
5
Briefly explain the following concept: Listening Skills
COMMUNICATION IN ORGANIZATION
12(b
)
SPRING 2013 4
List four different purposes of downward messages communicated in a business
organisation which has a number of employees working in several
divisions/departments.
1 AUTUMN 2012 8
Identify and explain briefly four distinct functions performed by an effective
system of internal communication networking a large business entity which has a
well-defined organisational structure.
4(a) autumn 2011 4
What type of problems may create impediments in the Upward Flow of
Communication in a large organisation?
8(a) autumn 2011 5
Identify five characteristics of Formal Communication patterns which are
observed in a large-size business organisation.
5 Spring 2010 6
(b) What is meant by Upward Communication? Narrate the purpose of Upward
Communication.
(c) Why is Upward Communication of particular importance in Learning
Organizations?
3(b) Autumn 2009 5
As an informal communication network, Grapevine exists in all big organizations
and transmits information through unofficial channels. Give five characteristics
which are commonly observed in all Grapevine networks.
6(b) Spring 2009 4
Implementation of an efficient system of Formal Communication Channels is
essential for smooth performance in business organizations. State four main
advantages which accrue to an organization having a well planned system of

formal communications.
3 Autumn 2008 2 Briefly explain the following concept: Horizontal Communication
5(a) Spring 2008 9
It is a well acknowledged fact that all forms of External and Internal Written
Business Communications have an inherently formal and impersonal style which
does not necessarily reflect the personal characteristics/traits of the individuals
responsible for the communication. Give six reasons why this type of style is
strictly adopted in large and complex business organizations.
1 Autumn 2007 10
(a) Explain what do you understand by Formal and Informal Communication?
(b) Enumerate and explain briefly the reasons for establishment of Informal
Communication networks in organizations.
1 Spring 2007 8
Enumerate various conditions and relationships which might become barriers to
communication and hinder smooth flow of departmental and individual co-
ordination and work
5(a) Spring 2006 6 Specify the main features of a trade union environment.
8(b) Spring 2006 6
Managers are often found complaining about lack of coordination. What in your
opinion are the various reasons for lack of coordination?
SEVEN C'S
5 SPRING 2013 5
Re-write the following sentences so that they should more fully adhere to the
Seven Cs of effective communication.
(i) I believe that Mr Mahmoods employment record seems to show that he is
capable of handling the position of senior financial analyst.
(ii) If we do not receive the consignment soon, we will be forced to cancel the
order.
(iii) We insist that you always bring your National Identity Card to receive
prompt service.
(iv) We regret to inform you that we have to recover the late payment charges
from you because of your failure to pay the bill on time.
(v) Vital Information Systems has purchased six new computer chairs for the
programmers with more comfortable seats.
2(b) AUTUMN 2012 2
The Seven Cs of Communication facilitate and promote better understanding of
business messages. You are required to match correctly each of the following
Seven Cs of Communication with its most appropriate desired impact on
business messages. Match one desired impact with each of the Selected Seven
Cs of Communication.
Selected Seven Cs of Communication
(i) Courtesy (iii) Correctness
(ii) Clarity (iv) Conciseness
Desired Impact :
(i) Saves Time (v) Improves Relationships
(ii) Introduces Stability (vi) Builds Confidence
(iii) Reinforces Confidence (vii) Builds Trust
(iv) Makes Comprehension Easier

5 AUTUMN 2012 8
Shahid works as a Shift In-charge for Sultan Textile Mills Limited. He has long-
standing grievances against the Manager of his Department. One afternoon, he
entered the office of the Factory Manager and gave vent to his emotions and
made the following disclosures:
(i) My problem is that I am responsible for the performance of my section. Yet
I have so little authority to get the best results. I am only as effective as my
Manager (Mr Rashid) allows me to be. Unfortunately, Mr Rashid likes to do
everything himself.
(ii) Mr Rashid recruits temporary workers without consulting me and I have to
bear the brunt of unskilled and unwilling workers. I come to know these workers
only when they report to me for work. I do not have access to their personal files
nor do I have any idea of their wage packages. Mr. Rashid tells me this
information is confidential.
(iii) Mr Rashid encourages my subordinates to report to him directly and hears
their complaints without my knowledge.
(iv) As many as 75 workers report to me directly as there is no position of
Assistant Shift In-charge. Obviously, it is very difficult for me to supervise so
many workers and also to attend to my duties as Shift In-charge.
State the organisational principles which are not being adhered to in each of
the above
instances. Give brief reasons for your answer
3 SPRING 2012 6
The concepts of Concreteness and Correctness are important ingredients of the
Seven Cs of Effective Communication. Explain these concepts and state why they
are significant in the communication process.
11(a
)
SPRING 2012 5
Re-write the following messages to remove any negative perceptions and elicit a
positive and favourable response from the recipients.
(i) You should not use this type of paper in the photocopying machine.
(ii) We have wasted an amount of Rs 500,000 by advertising in that new Health
Magazine.
(iii) We regret to inform you that we must deny your request for sale of furniture
on credit.
(iv) Decline in sales from Rs 80 billion to Rs 50 million is due to the very poor
performance of the previous management and this new management certainly
cannot be held responsible for this downslide.
(v) You have been sitting on our order for supply of cement for the past two
months. We want the delivery of the consignment now as we cannot wait any
longer.
4(b) autumn 2011 5
Re-phrase the following sentences to remove their negative connotations so that
they may elicit more favourable responses from the recipients.
(i) The problem with the Spinning Department is its inability to control the high
rate of energy wastage.
(ii) In the event of your failure to make payment of your overdue account within
7 days, we would have no other alternative but to tell our legal advisors to
initiate legal proceedings against you.
(iii) It is not possible for us to repair and replace the damaged parts of your
generator in one day. We would require 2 days to complete the job.
(iv) Your salesman told a lie and misled me to purchase from your shop, a dress
made of mixed silk and polyester fabric instead of 100 percent silk cloth as
claimed by him.
(v) If you fail to return the completed Advertisement Contract Form along with
a cheque for Rs 250,000 by September 30, 2011, your reserved space in the next
issue of our magazine Fashion Trends will be cancelled and would be sold to
another customer.
5(a) SPRING 2011 8
Completeness and Conciseness are both essential principles of written
communication, yet they may appear to be contradictory terms, to an individual
who lacks insight in the communication process. Briefly explain the underlying
concepts of Completeness and Conciseness and illustrate the advantages of
adherence to these concepts. Also state how the essence of these two concepts
can be achieved without sacrificing the efficacy of any one of them.
7(b) AUTUMN 2010 5
It is widely acknowledged by communication experts that positive messages
elicit more favourable responses vis--vis messages which carry negative
undertones.
You are required to transform the messages given below into positive messages
to remove any negative connotations by the recipients.
(i) Our company has a strict policy not to accept orders for amounts of less than
Rs 2.5 million.
(ii) The employees lunch break should not be longer than 45 minutes.
(iii) The inter-city Express Bus Service will not wait for more than 15 minutes at
any stop.
(iv) We do not offer discount to customers who want credit facilities.
(v) Do not apply for the position of Security Officer if your height is less than 185
centimetres.
7 AUTUMN 2010 5
The concepts of Completeness and Clarity are integral ingredients of the Seven
Cs of Communication. Explain briefly these two concepts, stating why they are
accorded high degree of importance in business communications.
5 Spring 2009 6
It is widely acknowledged by communication experts that positive messages
elicit more favourable responses vis--vismessages which carry negative
undertones. You are required to transform the messages given below into
positive messages to remove any negative perceptions by the recipients.
(a) The Board rejected three of the twelve proposals submitted by the
management.
(b) We shall not give discount on orders worth less than Rs. 10,000.
(c) We would not be able to complete the order before the end of the month.
(d) Employees tea breaks should not be longer than 15 minutes.
(e) We cannot begin the printing work until all the revisions are reviewed.
(f) We do not provide insurance cover for a period of less than six months.
5(b) Spring 2008 6
The following inappropriate statements have been observed in written business
communications:
(i) All payments must be made in time.
(ii) You have failed to supply the Product Code and we can not fill the order
until you provide the proper details of the required code
(iii) May I have an appointment for a job interview? You may telephone me on
745986 between Monday and Friday.
Re-write each of the above statements to meet the requirements of Effective
Business Communication. Also indicate the violation of the specific principles of
seven Cs in each of the above cases.
INTERPERSONAL COMMUNICATION
7(b) AUTUMN 2012 6 Explain briefly the concepts of Physical, Psychological and Semantic Noises.
12(a
)
AUTUMN 2012
7.
5
(a) Explain the following Axioms of Interpersonal Communication:(i)
Irreversibility of Communication(ii) Inevitability of Communication(iii)
Content and Relationship Dimensions of Communication
8(b) autumn 2011 5
What is meant by the term Universals of Interpersonal Communication? List
eight Universals of Interpersonal Communication.
3 SPRING 2011 3
Interpersonal Communication takes place in an environment which is influenced,
to a considerable extent, by prevailing attitudes and behaviour of individuals.
The degree of feelings of friendliness or hostility determines the characteristics
of the communication environment.
List three characteristics each which would be readily apparent in:
a Friendly Work Environment, and
a Hostile Work Environment.
Note: Explanations are not required.
11 Autumn 2009 6
Explain the following Axioms of Interpersonal Communication:
(a) Inevitability of Communication
(b) Communication involves a Process of Adjustment
11 Spring 2009 6
Explain the term Universals of Interpersonal Communication. List eight
Universals of Interpersonal Communication.
5 Autumn 2007 6
Explain any TWO of the following Axioms of Interpersonal Communication:
(a) Inevitability of Communication
(b) Irreversibility of Communications
(c) Communication involves a Process of Adjustment
4 Autumn 2006 6
Communication takes place in certain contextual dimensions, namely Physical
dimension, Social / Psychological dimension and Temporal dimension. Describe
what you understand by these contextual dimensions.
7 Autumn 2006 9
What do you understand by the transactional axioms of interpersonal
communication?
Briefly mention the implications of the axioms of interpersonal communication.
BUSINESS MESSAGES
7(b) SPRING 2013 4
Identify four situations in which (i) written media and (ii) oral media would be
the most appropriate means of communication for delivery of information to
the target audience.
4(b) AUTUMN 2012 2 List the steps in the planning of a written business message.
9(a) AUTUMN 2012 3
Briefly explain three major differences between non-verbal and verbal
communication.

12(b
)
AUTUMN 2012
2.
5
State briefly what is meant by the term Paralanguage.
13(b
)
SPRING 2012 5 Identify and describe briefly the advantages of Oral Communications.
10(b
)
autumn 2011 5
The prime purpose of Visual Presentation Aids such as pictures, drawings, charts,
etc is to communicate with greater clarity and to increase the level of
understanding among the audience. What considerations should be kept in
perspective to achieve optimum benefits of Visual Presentation Aids?
3(b) SPRING 2011 5
Briefly explain the implied meaning conveyed in each of the following situations.
(i) A director tells his secretary Dont be late for the Investment Committee
meeting tomorrow!
(ii) A Group Leader while conducting an internal meeting occupies a position
other than at the head of the conference table.
(iii) A CEO invariably comes late to the staff meetings, after the scheduled time,
and makes all the participants wait.
(iv) A job applicant submits a CV containing numerous spelling and presentation
errors.
(v) A subordinate calls his senior manager and asks, May I come to discuss the
sales report? The senior manager responds, Im working on an urgent
assignment and have to meet a strict deadline.
8(a) SPRING 2011 5
List five different situations in which it would be preferable to use the media of
Written Communication and not Oral Communication channels.
5(a) Spring 2010 6
What do you understand by the term non-verbal Communication? Briefly explain
the important characteristics of non-verbal Communication.
9(a) Spring 2010 7
State and explain briefly the important steps involved in the planning of written
messages.
6 Autumn 2009 5
Match any five of the following typical non-verbal communication gestures or
movements
with their interpretations by the recipient of the message:
Non-verbal Gesture
Message Interpreted by Recipient
(i) Standing with hands on hips a) sincerity,
openness/ innocence
(ii) Brisk, erect walk b) defensive
attitude
(iii) Open palms c)
degrading attitude
(iv) Arms crossed on chest d)
confidence
(v) Head tilted forward e) readiness
and aggressive attitude
(vi) Shaking hand with face turned in a
different direction f) showing
deep interest in the message
4(a) Spring 2009 6
Explain what do you understand by a Notice Board. Briefly mention three
drawbacks of communication of information through the Notice Board.
7(a) Autumn 2008 6
Identify the circumstances in which written, oral and electronic media would be
the most appropriate means of communication for delivery of information to the
target audience.

8 Spring 2008 10
Describe the types of situations in which indirect approaches of communication
are adopted in framing of business messages. What are the steps that are
generally followed in writing of indirect communications in business?
10 Spring 2008 6
As a Professional Trainer, you have just completed a 3 hour Training Session on
the subject of International Trade Financing for a group of twenty Management
Trainees of Phoenix Bank Limited. You are keen to measure the success of the
presentation and would like to know the extent to which the trainees have
absorbed and benefited from the lecture. Identify four different methods by
which you can obtain feedback from the trainees.
11 Spring 2008 6
TV panel interviews conducted with prominent personalities in various fields
show that these individuals often lack good communication skills. Identify four
of the most common traits which are indicative of their unsatisfactory
communication skills.
9 Autumn 2007 9
What kind of information would normally be included in a House
Journal/Company Newsletter issued by a progressive fertilizer company which
has over 3000 employees in various cadres? Identify nine different types of
information which would be of general interest to the employees.
LETTERS
6 SPRING 2013 6
(a) What are the distinguishing characteristics of a Circular Letter prepared by a
business organisation for issuance to its customers?
(b) State three different occasions on which a business organisation would
usually issue a Circular Letter to:
(i) existing and prospective customers
(ii) external parties, other than its customers.
10(a
)
SPRING 2013 6
Human Resources Department of ABC and Company has written a letter to a
former employer of a job applicant. An extract from the letter is given below:
Dear Mr Siddiqui,
Azam Khan has applied for the post of junior purchase officer in our company.
He has listed you as a reference and claims that he has worked for you as a
Purchase Clerk in the parts department of your company from May2008 to
November 2012. I am impressed with Azam Khans personality and would like to
have your evaluation
of his performance. I am particularly interested in his honesty and trust
worthiness and the manner in which he gets along with his colleagues. I am
eager to know why he left your company. Also, please let me know whether you
would hire him back if there was an opening in your company. In addition, I
would like to know about his character, personal life and attitude.
Thank you for your prompt response.
Yours truly,
Identify four shortcomings in the extract of the above letter. Give reasons why
you consider these shortcomings as inappropriate.
11 SPRING 2013 10
Write a letter on behalf of Edhi Foundation to the President of Famous Bank
Limited requesting that the bank may host the Foundations Blood Collection
Campaigns in Karachi, Lahore, Peshawar and Quetta. The Blood Collection
Campaigns would help Edhi Foundation to collect blood donations from
volunteers which would be provided to the poor patients. The letter should
contain requests for providing funds for purchase of transfusion
bottles and other necessary supplies, payment of daily allowances to doctors and
medical technicians and rental charges of tents, furniture,etc. besides providing
bottled water, orange juice and snacks to the donors. Assume that your name is
Saqib Ahmed and you are the Executive Director of Edhi Foundation.

6 AUTUMN 2012 10
The Good Hope Children Welfare Organisation, a reputable and well-managed
NGO, intends to implement two hospital projects for the Street Children in
Lahore and Karachi. It is estimated that approximately 200,000 Street Children in
both these cities are affected with various diseases, including life-threatening
diseases. Urgent measures are required to address to this grave problem before
the situation deteriorates further. You are required to prepare a persuasive
message to be circulated to the prospective donors seeking their help for this
worthwhile cause. The message should incorporate the principles of good
communication for eliciting a positive response from the donors.
Address of NGO is:
The Good Hope Children Welfare Organisation
250 Orangi Township
Workers Avenue
Karachi 45678
Assume you are the Honorary Chairman of The Good Hope Children Welfare
Organisation and your name is Fazal Mahmood.
10 AUTUMN 2012 10
Consolidated Steel Mills Limited (CSML) is in the business of manufacturing and
selling steel products such as round and flat bars, girders and wires used for
construction purposes. Zenith Property Developers are currently executing
several high-rise building projects in Lahore and Islamabad and are major buyers
of these products. CSML is keen to establish business relations with Zenith as it
would give a substantial boost to their business.
As Director Marketing of CSML, you are required to write a Letter to CEO of
Zenith Property Developers Limited offering to supply steel products for their
projects.
Note:
(i) You may highlight at least three competitive strengths which give CSML a
business edge over its competitors. Assume necessary details to enhance the
effectiveness of the selling points in your letter.
(ii) Assume that your name is Abdul Hafeez
The address of your company is:
Consolidated Steel Mills Limited
E - 43 Main Avenue
SITE
Karachi 34500
The letter should be addressed to:
Chief Executive Officer
Zenith Property Developers Limited
K-48 Block -5
Gulberg
Lahore
13(a
)
AUTUMN 2012 4
Assume that you are the Head of Finance Department of Tasty Foods Industries
Limited. Saulat Khan, an Assistant Manager in your department had resigned
from your company three months ago. He is now being considered for the
position of Manager in Fine Juices Limited and has requested you to write a
Letter of Recommendation to his
prospective employer. List four important points that should be included in your
Letter of Recommendation.

4 SPRING 2012 10
The Selection Committee of Atlas University of Engineering reviewed 35
applications for the
position of Head of Metallurgy Department. After two rounds of eliminations,
the top three
candidates were invited for the final interviews in which the Committee met with
each candidate
for one hour. The top three candidates were then invited to the campus to meet
and exchange
views with the key faculty members and the students representatives.
The Committee finally recommended the selection of Dr. Jamil Ahmed who has a
doctorate in
metallurgy from a prestigious university.
As Secretary of the Selection Committee you are required to write a letter of
approximately 150
words to the candidates who were eliminated in the first two rounds, advising
them that they will
not be receiving offers of employment. This letter should be addressed to:
Mr. XYZ
Plot No. F- 4000
North Nazimabad, Block 5
Karachi - 12345
Note:
(i) Identical letters will be sent to the applicants who were eliminated in the
preliminary rounds
at their respective addresses.
(ii) Assume your name is Khalid Khan.
10 SPRING 2012 10
Two months ago, The Environment Protection Board had ordered the closure of
your Paper and Board manufacturing plant because it was discharging untreated
effluent in the river causing pollution and adversely affecting the agricultural
lands in the area and damaging the marine life in the river. This unit is one of the
largest paper and board mill in the country. The company has since taken
necessary measures to rectify the problem. As the Chief Executive Officer of the
mill you are required to write a letter to the Director, Environment Protection
Board requesting that the factory may be re-opened to enable it to resume its
manufacturing operations. You should emphasise that all necessary measures
have been taken to resolve the problem. You may make assumptions of any
details/information that you may consider relevant to substantiate your case for
the re-opening of the mill.
Assume that the name of your Company is Sterling Paper and Board Mill Limited,
Lahore and
you are Khalil Ahmed.
7 autumn 2011 10
Zenith Fan Company Limited (ZFCL) are manufacturers of different types of
ceiling, pedestal and exhaust fans. ZFCLs products are recognised as being of
superior quality and command premium prices in a highly competitive business
environment. A batch of Ceiling Fans of Cool Air model was launched by ZFCL
for the first time in the market through a selected group of four main
distributors. The distributors have received numerous complaints from their
customers stating that these fans have defective copper coils and are therefore
unable to perform
satisfactorily in the summer months. You are the Director of Electronic Fans, who
are the most important distributors of ZFCL.
Write a letter to Director Marketing, ZFCL advising him of the problem and

requesting for free
replacement of the defective fans returned by the customers. (Imagine that you
are Muhammad Ahsan)
9 SPRING 2011 11
After the widespread floods in the country, the condition of the inter-city roads
has deteriorated considerably with the result that the Goods Transporters are
faced with the problems of escalating costs due to increase in commuting time,
higher fuel consumption and frequent breakdowns caused by the poor condition
of the roads. The collapse of bridges and the creation of temporary diversions
result not only in rapid wear and tear of the vehicles but also cause serious
accidents. As a result the problems of goods transporters have increased
considerably and they are forced to increase the freight charges.
As President of All Pakistan Goods Transport Association, you are required to
write a persuasive letter to the Director General, Roads and Highways Authority,
explaining the gravity of the problem and requesting him for urgent measures for
repairs of the inter-city roads.
Assume that your name is Zahid Khan and your office is located at Badami Bagh
Lahore.
8 AUTUMN 2010 11
You are the manager of Elegant Furnishers which manufactures superior quality
furniture exclusively for the high-end of the market. Your customers belong to
the affluent class who prefer to change the dcor and style of their residences at
regular intervals and purchase furniture of latest contemporary designs and
fashions. Each individual client is important and you would go to any lengths to
retain the goodwill of these customers. Most of your customers have close social
interactions and adverse comments by even a single customer may result in loss
of business from other customers.Mr. Zaman Khan, who is your valued
customer, has complained that the quality of the furniture purchased by him
amounting to Rs two million is not satisfactory. The quality of wood used is
substandard and the workmanship of polishing of the furniture is poor. He has
expressed his disappointment and asked you to replace the entire furniture.
You are required to write a letter to the customer to convey your apologies for
the inconvenience caused and offer to undertake the polishing and other works
at your cost to the entire satisfaction of the customer. Your letter should be
worded politely and convey the message that customer satisfaction is very
important for you.
Assume that your name is Muhammad Sadiq.

10 AUTUMN 2010 10
Superb Fans Limited (SFL) are manufacturers of a wide range of electrical fans
and have been acknowledged as a key player in the market due to the elegant
design, durability and reliable performance of its products. Since the past two
years, SFL has been affected by decline in domestic demand, fall in exports due
to global recession and rising prices of its essential raw material inputs. This has
caused a drop in sales revenues and increase in costs resulting in sharp erosion
of the companys profitability. The board of directors has decided to strictly
curtail all
expenditures, including freezing of salaries, reduction in fringe benefits and
withdrawal of loan facilities to employees.
In your capacity as Chief Executive Officer of SFL, you are required to write a
Circular Letter addressed to the staff explaining the circumstances which have
forced the company to adopt stringent austerity measures. Also inform the staff
that the SFL would avoid layoff of its employees as they have made invaluable
contributions towards the companys achievements. The Circular Letter should
apprise the employees that the hardships would be overcome and the situation
would change with the improvement in the economic conditions.
Assume that your name is Zahid Awan.
8 Spring 2010 12
Mr. Abdul Basit is Director of Student Relations of Palm Tree College of Business,
a prestigious business school which offers courses at the graduate and post
graduate level. On behalf of Mr. Abdul Basit, write an invitation letter to Mr.
Salahuddin Khan, Dean of Business Strategies, who is at present on a private visit
to Karachi requesting him to be the Keynote Speaker and give a lecture on the
topic of Business Strategies of Leading Global Corporations.
4 Autumn 2009 12
Reliable Computers Limited has recently imported 1200 computers from Taiwan.
The consignment packed in 12 pallets was shipped through Eastern Freight
Airways. On examination of the packages, the Consignee has found that 200
computers have been damaged due to mishandling by the loading staff. The
computers have been damaged beyond repairs and have to be considered as a
total loss.
As Manager Imports, you are required to draft a Claim Letter to Eastern Freight
Airways describing the problem and making a strong case for compensation. The
Claim Letter should contain all pertinent information necessary to make a well-
substantiated claim for compensation. Assume that your name is Khalil Ahmed.
9 Autumn 2009 11
The Children Welfare Trust, a highly reputable and wellmanaged organization,
intends to launch a major campaign for raising funds for establishment of a
network of five hundred primary and middle-level schools in the northern areas
which have witnessed widespread destruction in the recent conflict.
You are required to prepare a persuasive message to be circulated to the
prospective donors seeking their help for this noble cause. The message should
incorporate the principles of effective communication for eliciting a favourable
and positive response from the donors.

8 Spring 2009 12
As CEO of Earnest Pharmaceuticals Limited you have today concluded marathon
negotiations for the merger between your Company and Zenith Pharmaceuticals
Limited. You would like to inform your employees about the merger, before the
announcement is made public. The merger agreement contains a number of
detailed clauses. At this stage, you would like to inform the employees of only
the significant aspects of the merger.
Draft a Circular Letter containing between 150 - 200 words, to be addressed to
the employees in all cadres informing them of the circumstances which have led
to the merger. They should also be informed of the imminent lay-offs to cut costs
and revisions in seniority, pay packages and perquisites of the retained
employees. The letter should also apprise the employees that important
developments would be disclosed as they unfold from time to time.
Assume that your name is Shahid Ahmad.
11 Autumn 2008 12
The recent surge in prices of fresh milk has created considerable resentment
among the public who feel that the dairy farmers are charging exorbitant prices
and making excessive profits at the cost of the consumers.
In your capacity as the Chairman of the Pakistan Dairy Farmers Association write
a persuasive Letter to the Editor to be published in the dailies Dawn and The
Nation explaining the viewpoint of the dairy farmers and the factors responsible
for the increase in the cost of production of milk which has forced the dairy
farmers to increase their prices. You may assume any data that you may choose
to make the case of the Pakistan Dairy Farmers Association convincing and
persuasive. Assume that the name of the Chairman is Abdul Rahim Khan.
4 Spring 2008 12
Safe and Swift Transport Company Limited (SSTCL) is an affiliate of a worldwide
group engaged in the business of door-to-door transportation of goods. The
Company has a fleet of 300 trucks in Pakistan with offices in all the important
cities and towns. The Company has highly skilled and competent truck drivers,
loaders and other support staff on its payroll. SSTCL takes pride in the quality of
its prompt, safe and efficient services for which it charges premium freight rates
as compared to other goods transport companies. Consequently, its clientele
includes foreign embassies, top-tier national and multinational companies,
besides high net-worth individuals who value the quality of reliable services
offered by SSTCL. Mr Robert Smith, a senior consular in a foreign embassy in
Islamabad has lodged a complaint that his valuable 60 inch Plasma TV which was
booked from Karachi to Islamabad under Freight Bill No 4896 dated January 28,
2008 has been damaged and is a total loss. The carton containing the television
had the following distinctive markings:
Fragile Handle with Care.
Mr Smith has lodged a claim of Rs 100,000 for the loss of his TV. Mr Smith,
through his Consulate, provides substantial lucrative business to SSTCL on a
regular basis. In your capacity as Director of Operations of SSTCL, Islamabad,
write a polite letter to the customer, offering apologies for the mishap and
undertaking to pay compensation for the loss immediately. Also state that you
will make full investigation in the matter and assure the customer of your
continued safe and efficient services in future.
7 Autumn 2007 12
The entire business of processing and marketing of Pure Water Co Limited
(PWCL) has recently been acquired by Clearwater Limited (CWL), a US-based
multi-national corporation. PWCL is a domestic company established in 1995
and, has over the period, created a reputation as a supplier of superior quality
product with a highly efficient and reliable distribution network in Karachi.
Approximately, 1200 PWCL customers are the large corporate entities and
affluent households who are not only extremely conscious of the quality of water
they consume, but are also willing to pay premium prices for the uninterrupted
and reliable delivery of water at their premises. Consequently, any breakdown in
supplies would drastically affect the water consumption habits of these
customers who may switch-over to other suppliers vying for this highly lucrative
segment of the market. These 1200 customers account for 80-85 per cent of
PWCLs total turnover. CWLs decision to acquire the business of PWCL at a
substantial goodwill was based largely on the retention of this established and
lucrative customer profile. In the intervening period of change of management
and replacement of PWCLs empty/filled bottles, there were considerable
disruptions in supplies. This has created resentment among the important
customers who have threatened not only to switch-over to other suppliers, but
also claim refund of deposits for the empty bottles retained by PWCL. This
threat, if carried out, would adversely affect CWLs business and cause huge
losses. As Director Marketing of CWL, you are required to write a persuasive
letter to be issued to the important customers, apologizing for the inconvenience
and assuring them that such disruption in supplies would not occur in future.
Also state, that as a gesture of goodwill, supplies of water equivalent to the
previous two weeks consumption would be provided free-of-charge to the
customers.
2 Spring 2007 9
Sitara Bank Limited has recently launched a Consumer Finance Scheme and
introduced three new products covering car financing, home financing and credit
card. Prepare a letter addressed to all the existing and potential clients informing
them about the new vision of the company related to consumer financing. The
letter is to be signed by Mr. Adnan Aslam, Business Unit Head, Consumer
Banking.
8 Autumn 2006 9
ANZ Company Limited has been your customer for a long time. There have never
been any issues regarding payment of bills, until recently. However, the last few
bills have not been paid despite repeated verbal reminders. Write a letter to ANZ
Company Limited for settlement of the overdue invoices, bearing in mind that
this is the first written reminder for payment.
Note: Do not write your name, roll number etc. Instead you may use the name
ABC.
2 Spring 2006 7
You are working as the coordinator in a reputable Non Governmental
Organization (NGO). Your NGO is involved in relief work in the northern areas of
Pakistan following the recent earthquake on October 8, 2005.
You are required to write a letter to the Public Relations Officer of a
multinational in Bahrain asking him for additional funds for relief activities. Also
include reasons for additional funds and your bank details for funds transfer. You
may assume any other necessary details.
MEMORANDUM

6 autumn 2011 10
You are the Head of Stitching Department of Mod Garments Limited. Work on
an important export order for Mens Suits amounting to Rs 25 million is in
process. While coming to work, 30 workers i.e. 20 percent of your total
workforce have been seriously injured in a recent bus accident.
You are required to prepare an Inter-office Memo to the Head of the Human
Resources Department requesting for recruitment of 25 temporary workers on
an urgent basis. You may assume any details that may be considered necessary.
Note: Assume that your name is Sohail Ahmed
The name of the Head of the Human Resources Department is Mr Zaheer Khan.
9(a) AUTUMN 2010 5
What is a Memorandum? Why is it used so frequently in inter-office
communications?
2 Autumn 2007 10
Household Technologies Limited (HTL) is engaged in the business of
manufacturing and marketing of a wide range of domestic home appliances. The
Company has achieved outstanding results for the year ended June 30,2007 and
its key indicators of performance viz, production, sales and profits have
exceeded the budget targets. In its recent meeting, the Board of Directors while
appreciating the team effort of the employees have decided to grant a bonus
equivalent to two months basic salary to all the employees. In your capacity as
Director Corporate Affairs, you are required to prepare an Internal
Memorandum addressed to the employees announcing the declaration of bonus.
The Memorandum while conveying managements appreciation of the
employees efforts should briefly mention the target of increase in all the key
parameters by 20 per cent for the next year and the need for development of
new products and markets to achieve sustainable business advantage. The
Memorandum should be prepared with the objective to elicit maximum
employee efforts to enable HTL to achieve leadership position in its line of
business within a period of 4 years.
REPORTS
10(b
)
SPRING 2013 4
Mention the difference between an Information Report and an Analytical Report
and give one example of each.
12(a
)
SPRING 2013 6
Formal Long Business Reports usually include supplementary parts namely,
Appendices, Bibliography and Index. State the purpose of inclusion of each of
these supplementary parts in formal long business reports.
4(a) AUTUMN 2012 8
The following Types of Business Reports are prepared and used widely in
business
organisations:
(i) Project Progress Report (ii) Performance Appraisal Report (iii) Feasibility
Report(iv) Sales and Marketing Report (v) Annual Report of Chairman
Required:
You are required to state the essential information contained in each of the
above Types
of Business Reports.
10(a
)
autumn 2011 5
You have been assigned the task of preparation of a Comprehensive Report on
the status
and performance of an important corporate business enterprise. Give ten
Headings of
important Topics which would be included in your Report.
8(b) SPRING 2011 6
State what is meant by a Business Report. Also list four different purposes for
which Business Reports are prepared in a typical large business organisation.

7(a) Autumn 2009 4
Match the Names of the Reports given below with their nearest description:
Operating Report:
(i) Income tax Return (ii) Report on Bank Borrowings (iii) Sales Call Report (iv)
Monthly Production Report
Personnel Activity Report:
(i) Report of Pension Plan (ii) Report on Staff Loans (iii) Monthly Absenteeism
Report (iv) Report of Monthly Medical Expenses
Justification Report:
(i) Fortnightly Inventory Report (ii) Proposal of Capital Expenditure (iii) Travel
Expense Report (iv) Report of Returns sent to SECP
Final Report:
(i) Report of Progress (ii) Report of Results Achieved (iii) Report of Sales tax
Return (iv) Report of Fresh Recruitment
9 Spring 2009 6
(a) What are the different purpose of preparation of Business Reports?
(b) Explain what do you understand by the term Business Report
6 Spring 2008 5
As a Senior Associate of a firm of professional Management Consultants, you
have been assigned to lead a team who would undertake a comprehensive study
of the unsatisfactory performance of an integrated textile mill with spinning,
weaving and finishing facilities. Identify the Headings of the Parts of your Formal
Report to be submitted to the clients. Please note only the titles of Headings of
the Formal Report are required.
10 Autumn 2007 10
In all large organizations, numerous Internal Reports are prepared by individuals
and departments for review at various management levels. Identify Two Reports
which are, in your opinion, prepared in an integrated steel mill which has several
specialized departments and divisions and employs over 15,000 workers.
You are required to give:
(a) Name/Title of the Report
(b) Name of the Department which has prepared the Report
(c) Date and Purpose of the Report
(d) Name(s) of the Recipients of the Report
(e) List any 4 types of information which would be contained in the Report
10 Spring 2007 12
Newly appointed National Sales Manager of your company convinced the
management to adopt an aggressive approach to expand the companys market
share. Strategy included increased level of production for several existing
products, launching a number of new products, entry into sub urban and rural
markets and aggressive advertising campaigns for the new products. During the
first three months after the implementation of new strategy, company started
experiencing slowing down of sales as compared to budgeted levels, piling of
stocks of raw material and finished goods, high financing costs, slow recovery
from the market and other allied negative impacts apparently created due to
non achievement of sales targets. Management was now concerned about
the gravity of situation and decided to review the strategy. As a management
consultant, the companys management has requested you to investigate the
situation, highlight areas where strategies went wrong and give
recommendations for the new move. You are required to prepare a short formal
report for presentation to the management.

5 Autumn 2006 10
Mr. A. Malik works for FMES Corporation which provides machinery, equipment
and engineering services to the food processing & packaging industry. FMES
started operations in Karachi five years ago and after developing good business
in the local industry, started to cultivate clients in Punjab as well. The response
from upcountry
clients has been good and business there is growing rapidly. So far all upcountry
clients are serviced from FMESs Karachi Office. This entails a lot of travel for the
engineers and project managers. Management has been considering the option
of opening an upcountry office in Lahore to be closer to its customers and hence
serve them better. It appears that the cost of running an additional office will be
less than the current cost of travel and stay incurred by the visiting staff. This
could also help accelerate new business development. On behalf of Mr. A. Malik,
write a report to investigate the feasibility of opening the additional upcountry
office in Lahore. You need to consider both the quantitative and qualitative
benefits of this investment i.e. improved service for customers, saving of costs
and new business prospects etc. The report should include a line/bar graph
showing recent growth of upcountry business as a percentage of total business.
You may assume any necessary details.
5(b) Spring 2006 8
You are a Human Resource Manager at a car manufacturing company. Lately,
your company has been experiencing problems with the labour force. Grievances
have been conveyed about the over time issue since employees
have not been fairly compensated. Assuming necessary details, draft a short
report addressed to the Chief Operating Officer on the meeting held between
yourself and the companys labour union representatives, highlighting the issues
at hand and the means to resolve the issue.
6 Spring 2006 6
In writing Business Reports there are certain requirements relating to Objectivity
& Impersonality, Ease of Understanding, and Precision. Please elaborate, what is
meant by each of these requirements.
PROPOSALS
4 Spring 2010 9
(a) Define Request for Proposal (RFP) and identify four important items of
information that are contained in a RFP.
(b) List the various Headings of Paragraphs contained in a detailed Proposal
(Only the Headings are required).
(c) What are the essential qualities of a well-prepared Proposal?
2 Autumn 2006 8
Kamyab Bank Limited (KBL) has issued an advertisement inviting proposals for
developing an integrated computerized Human Resource Management System.
You
work for Media Technologies and are required to submit a proposal on behalf of
your
company to KBL. It is important that your proposal should be specific and yet
informative to enable the bank to arrive at a positive decision in your favour.
BRIEFS

N/A

PRESS RELEASES

6 Autumn 2006 9
Summer season brings with it the phenomena of electricity load-shedding and
power outages. This year the problem has been unprecedented due to a massive
increase in industrial and consumer demand, with no matching addition to the
power generation capacity in the last few years due to the impending
privatisation of the Electric Utility. Newspapers have been full of reports and
letters, blaming the newly privatised Electric
Utility Company for power outages. While there are no hopes for things getting
better this season, the Utility is confident of installing additional generation
capacity before next summer, and promises marked improvement in service.
Draft a Press Release on behalf of Mr. Ali, who is the Public Relations Officer for
the Electric Utility and is required to respond to the barrage of criticism
appearing in the newspapers. The press release should show an understanding
of the problems faced by the public. It should also give an account of the
situation as it exists today. The public should also be assured of the Utilitys
efforts to improve the situation.
7 Spring 2006 8
You are the Public Relations Manager in a large chemicals company which has its
manufacturing plant in SITE Karachi. Yesterday there was an accident in the plant
which resulted in a large amount of toxic chemical being released in the air and
in the nearby Lyari River, causing some environmental damage. Several workers
at the
plant were also exposed to the toxic release and fell sick and unconscious. The
plant management acted swiftly to control the effects of the accident: the
workers were given medical aid and are out of danger; the release was
controlled immediately; and the pollution in the water channel was contained /
neutralised. There is a lot of
anxiety in the community, and in the absence of authentic information the
media may carry speculative and inaccurate account of the incident, which can
further spread panic.
You are assigned to issue a Press Release to be published in all the leading
newspapers to give an account of what has happened and to calm the anxiety
among the public and the authorities about the current situation. (You may
assume any ancillary details).






JOB ADVERTISEMENT
N/A
MEETINGS
4 SPRING 2013 10
(a) What role should the chairman perform to ensure that the proceedings of
the meeting are conducted in an effective manner and a positive outcome is
achieved from the meeting?
(b) What are Minutes of a Meeting?
(c) List eight items which are essentially included in the minutes of meeting of
a company.
7 SPRING 2012 6
Meetings at various levels are a common feature in any business organisation.
Yet complaints are often heard that meetings are a waste of time and effort and
prevent people from attending to their normal work. Identify the important
factors responsible for the widespread complaints about the unsatisfactory
outcomes from meetings.
10 SPRING 2011 6
You are the Secretary of a leading organisation and are required to write and
maintain the Minutes of the various meetings. State the important details which
should be stated/presented in the Minutes of these meetings.
9(b) AUTUMN 2010 4
Write the following decisions as they would be recorded in the Minutes of
meeting of the board of directors of a limited company.
(i) The name of the Company should be changed from Karachi Trading Company
Limited to National Trading Company Limited. Mr. Hameed Ahmed, Secretary
should handle all matters relating to the change of the name of the company.
(ii) Mr. Sohail Ahmed is appointed as Chief Executive Officer from September 1,
2010 at a salary of Rs 6 million per annum plusbenefits, according to the
company policy.
(iii) A bonus equivalent to one months basic salary should be paid to all the
permanent employees of the company for the year ended March 31, 2010.
(iv) Shahid & Company, Chartered Accountants are appointed as statutory
auditors of the Company for the year 2010-2011 on a remuneration of Rs.
200,000.
2(b) Spring 2010 5
It is a widely held belief that the success of a meeting depends to a considerable
extent on the leadership and communication skills of the person presiding the
meeting. Describe the important tasks that the chairman of a meeting is
expected to perform, in order to achieve optimal results from the deliberations
of the meeting.
9 Spring 2010 2
What is meant by Agenda of a meeting? When is the Agenda sent to the
participants of a business meeting?
8 Autumn 2009 8
(a) What do you understand by minutes of a meeting?
(b) List and explain briefly the important principles for writing of effective
minutes.
1 Autumn 2008 8
Explain what do you understand by a Business Meeting and give three reasons
for convening such meetings. List the essential steps that have to be kept in
focus for convening a successful business meeting?
7 Spring 2007 10
The role of a leader or chairperson is very important for having a constructive
discussion. Briefly explain the statement and describe at least seven factors
which identify the range of communication skills required by the controlling
member of a successful discussion

9 Spring 2007 11
You are the secretary of the Executive Committee (EC) of the company where
you work. Managing Director of the company is the Chairman and the functional
heads of Marketing, Production, HR and Finance are members of EC. In its
monthly meeting held on 2nd of January 2007, the EC discussed various issues
and decided the following:
- Investment of Rs. 150m for modernization of plant to increase capacity as per
sales forecast.
- Advertising campaign with an expense of Rs. 10m for the new product for the
next quarter.
- Proposal for opening up new branch office in Dubai to be further refined with
detailed market feasibility and competitive analysis to be presented in the next
meeting.
- Key performance indicators related to quality and customer complaints were
reviewed. Marketing and Production departments were asked to submit detailed
analysis and improvement plans in the next meeting.
- Appointment of M/s Shumail and Company as the new legal advisors in place
of M/s Hanif and Company.
Prepare minutes of the meeting to be circulated to EC members using Action
Format.
Assume necessary additional details and remember that the meeting also carried
out
normal business of reviewing last meetings minutes, deciding date of next
meeting,
vote of thanks etc.
3 Autumn 2006 8
(a) Give three reasons for holding a business meeting.
(b) State briefly what measures must be taken for conducting a meaningful
business meeting within an organisation.
ELECTRONIC OFFICE
5(b) SPRING 2012 5 What rules of etiquette should be followed in sending e-mail messages?
4(b) SPRING 2011 5
Rapid advancements in Information Technology have made significant impact on
the present business environment and have created new avenues of doing
business. Video-conferencing has provided business organisations with an
alternative to face-to-face meetings and can bring together participants even
though they may be separated by long distances. State five advantages of
conducting meetings through the media of Video-conferencing.
7(b) Autumn 2009 6
State the key advantages and limitations associated with e-mail as a media of
interpersonal communications.
6(a) Spring 2009 5
Recent developments in communication and information technology have
enabled organizations to link their world-wide operations and achieve close co-
ordination and control of their businesses located indifferent countries. Satellite
capabilities, advancements in optic fiber band width and software make it
possible to beam
messages from one place to another almost instantly. This has considerably
increased the use of video conferencing technology by business organizations.
List five factors which in your opinion, have contributed to the increasing
popularity of video-conferencing in recent years.
9(b) Autumn 2008 5 What rules of etiquette should be followed in sending e-mail messages?
CV'S, RESUME'

5(a) SPRING 2012 5
List five attributes which would make a Resume distinctive and stand apart from
the large
influx of resumes and attract the interest of an astute Human Resources
Manager.
9(b) autumn 2011 5
Explain briefly what a Chronological Curriculum Vitae is. State the situations in
which an applicant would prefer to use it.
11 SPRING 2011 3
One of your senior colleagues has expressed the following viewpoints regarding
a
well-prepared CV.
(i) It should provide complete listing of the applicants skills and abilities,
background,
education and interests.
(ii) It is read very carefully and completely by the recruiters.
(iii) It holds the key to the decision for the final selection of the applicant for the
position.
You are required to state whether or not you agree with the above viewpoints
and give reasons
in brief to support your response.
10 Autumn 2008 12
Human Resource Managers who are closely involved in the recruitment of
personnel at
management levels are of the opinion that a carefully-prepared resume which
meets the
specific requirements of the post advertised in the media stands a significantly
better
chance of receiving a positive response for an interview vis-a-vis a resume which
follows
a shot-gun approach and is designed to be forwarded to a wide range of
prospective
employers.
(a) List five attributes which would make a resume distinctive and stand apart
from the
run-of-the-mill resumes and attract the interest of a Human Resources
Manager to
meet and assess the prospective applicants suitability for the position.
(b) What are the distinctive characteristics of a chronological-format resume and
a
functional-format resume?
(c) Briefly enumerate the situations in which each of these types of resume is
more
suitable from an applicants standpoint for drawing a favourable response from
the recruiters.




GOOD NEWS& BAD NEWS MESSAGES(THEORETICAL)
2(a) AUTUMN 2012 6
What are the salient features of Direct and Indirect Approaches in conveying of
Bad News Messages? Identify three situations in which it is appropriate to use
the Direct Approach.

13(b
)
SPRING 2012 5
The following types of Buffers are generally used in Business Communications
while conveying bad news messages:
(i) Agreement (ii) Appreciation (iii) Understanding (iv) Fairness (v) Cooperation
Required:
Briefly describe each of the above types of buffers used in conveying bad news
messages.
5(b) SPRING 2011 5
A letter conveying Bad News requires considerable tact and discretion on the
part of the writer as it must uphold the good image of the organisation
conveying the bad news, retain continued goodwill of the receiver and also state
something that is not very pleasant from the receivers standpoint.
Briefly describe the salient features which form part of a carefully-prepared Bad
News letter.
9(b) Spring 2010 5
A well-planned negative message conveys the negative information clearly
while retaining as much goodwill as possible. What are the important points
one should consider in communicating a negative message?
7(a) Spring 2009 6
The use of buffers is recommended to soften the adverse impact of bad news
messages. However, in certain situations it is considered advisable to avoid the
use of buffers while conveying negative or unfavourable messages and come
directly to the point of the message. Briefly explain four situations under which
the direct approach is considered to be the more appropriate and effective
option for conveying bad news messages.
PERSUASIVE MESSAGES(THEORETICAL)
13 autumn 2011 10
(a) Identify and explain briefly the sequence of steps which should be followed
in the preparation of a Persuasive Business Message to attract, create and
sustain the readers interest in the message and elicit a favourable response for
taking action on the basis of the writers proposal/request.
(b) Identify any three real-life situations in which Persuasiveness of the Message
can play a vital role in achieving a positive response.
3(a) SPRING 2011 4
Marketing Experts know that prospective customers receive numerous visual
and audio sales promotion messages. The customers have to discern from these
messages which products or services best satisfy their needs and are also most
cost-effective. Identify the steps which a skilled marketing expert should keep in
mind in the planning and communication of an effective and well-targeted
promotion message.

INTRODUCTION TO OB
13(a
)
SPRING 2013 4 Describe what you understand by the term Organisational Behaviour.

4 Autumn 2008 6
Since its inception in 1980, The Citizens Housing Finance Corporation (CHFC) has
been
managed by executives from varied professional backgrounds and experiences.
Most
members of the senior management team had put in long years of service in
their previous
assignments and were on the verge of retirement when they were hired by
CHFC. Due to
the nature of the composition of its management team and the frequent
changes of
personnel at the senior management levels, CHFC has not been able to develop a
performanceoriented organizational culture and has, over the period, adopted
a highly
bureaucratic style of management. This often causes friction in the internal
working within
the organization and gives rise to frequent complaints from regulators,
customers and other
stakeholders.
Identify and describe four common weaknesses/shortcomings which, in your
opinion,
would be readily apparent in the working of CHFC as it pursues a highly
bureaucratic style
of management.
9 Spring 2008
2.
5
Briefly explain the following concept: Total Quality Management
10 Spring 2006 6 In what ways does a Service offering differ from tangible Products?
12 Spring 2006 14
(a) The New Organisation is said to be shaped by worldwide dynamics around:
1)Globalisation
2)Information Technology
3)Total Quality Management
4)Diversity and ethics
What is your understanding of the above factors, and their impact on the
organisation?
(b) What opportunities and threats do you see arising for Pakistans economy out
of the new business phenomena such as WTO, Outsourcing, Offshore
Production, etc.
ORGANISATION STRUCTURE AND DESIGN
1 autumn 2011 6
During the past 2-3 decades, organisational structures of leading companies
throughout the world have undergone far-reaching changes. These changes are
attributable to unprecedented growth in communication and information
technology, introduction of entirely new range of products and services, changes
in competitive environment and increasing globalisation. State four important
changes which distinguish the organisational structures of presentday
companies from the companies operating 2-3 decades ago.
2(a) autumn 2011 4
Discuss the distinctive characteristics of a highly Decentralized Organisational
Structure.

1 AUTUMN 2010 6
Highly successful companies build Organisational Structures which are closely
aligned with their missions and goals, nature of business, level of technology,
size and location(s) to enable them to achieve distinct competitive advantages
and earn high profits. On the other hand, there are business entities which carry
the burden of serious deficiencies in their organisational structures resulting in
unsatisfactory performance, low profitability and poor returns on investment.
(a) Identify six characteristics which are generally observed in the day-to-day
working of business entities which do not have appropriately designed
organisational structures.
(b) Give brief explanations of each of these characteristics.
3(a) Autumn 2009 4 Explain what is a Matrix Structure.
4(b) Spring 2009 6
What is a Learning Organization? State four distinguishing characteristics of a
Learning Organization.
2(b) SPRING 2012 9
Fashion Planet was established as a one-person ladies dress boutique in 1995. Its
founder, Ms. Humaira Haq, had a masters degree in fashion designing which
meshed well with a deep passion to be a leader of fashion and trend-
setterwhose unique designs would be emulated by the followers. Over the
years, the business has grown considerably and it now has 50 employees on its
payroll. Ms. Haq involved herself increasingly with her staff and a conducive
work environment promoted
both commitment and efficiency in the organisation. She was well aware of her
employees personal and professional needs and was always available with
support and advice. However, during the preceding year some innovative fashion
designs, introduced after mutual consensus of the key employees, failed to gain
acceptance in the niche market and has left the company in a real fix. Fashion
Planet has depleted a large proportion of its cash resources as it had
purchased materials, most of which had to be sold at a substantial loss.
Last Friday, Ms. Haq called a meeting of her staff and told them, either they
would have to accept
a cut in salaries by 30 per cent from the next month or Fashion Planet may have
to wind-up its
operations. Although ample employment opportunities were available in the
area for the trained
staff, the news left them in a state of complete shock. They never thought of Ms.
Haq as a boss but
as their mentor and family member. Almost 90 per cent of the employees
expressed their
willingness to accept the salary cuts until such time that the affairs of the
company are stabilised
once again.
In order to bring the affairs of the business back on track, Ms. Haq has
approached two ex-college
friends who have adequate experience in fashion designing. They have agreed to
make equity
investment and participate actively in the affairs of the business. This would
involve introduction
of a more formal organizational structure in Fashion Planet and adoption of a
workable business
plan for future growth.
Required: Identify and explain the changes in the organisation structure that Ms.
Haq and her incoming partners would have to introduce to achieve the business
objectives and also retain the characteristics of the existing culture of the
organisation.
ORGANSATIONAL CHANGE
1 Spring 2010 12
In the rapidly changing business environment, dynamic organizations have to
continuously anticipate the impact of these changes on their business and
introduce modifications in their organizational structures to enable them to
improve and further consolidate their competitive advantages.
(a) Identify and describe the factors which make it necessary for businesses to
introduce changes in their organizational structures.
(b) Briefly explain the strategies which are usually adopted to overcome the
resistance to change in an organization.
11 Autumn 2006 5
Any major change in internal business environment is bound to face stiff
resistance. What types of organizational strategies are required to introduce
changes successfully and reduce the level of resistance from the employees?
CULTURE
11(b
)
AUTUMN 2012 4
Briefly explain the following concepts:
(i) Organisational Culture
(ii) Job Satisfaction

2(a) SPRING 2012 3
Fashion Planet was established as a one-person ladies dress boutique in 1995. Its
founder, Ms. Humaira Haq, had a masters degree in fashion designing which meshed
well with a deep passion to be a leader of fashion and trend-setterwhose unique
designs would be emulated by the followers. Over the years, the business has grown
considerably and it now has 50 employees on its payroll. Ms. Haq involved herself
increasingly with her staff and a conducive work environment promoted
both commitment and efficiency in the organisation. She was well aware of her
employees personal and professional needs and was always available with support and
advice. However, during the preceding year some innovative fashion designs, introduced
after mutual consensus of the key employees, failed to gain acceptance in the niche
market and has left the company in a real fix. Fashion Planet has depleted a large
proportion of its cash resources as it had
purchased materials, most of which had to be sold at a substantial loss.
Last Friday, Ms. Haq called a meeting of her staff and told them, either they would have
to accept a cut in salaries by 30 per cent from the next month or Fashion Planet may
have to wind-up its operations. Although ample employment opportunities were
available in the area for the trained staff, the news left them in a state of complete
shock. They never thought of Ms. Haq as a boss but as their mentor and family member.
Almost 90 per cent of the employees expressed their willingness to accept the salary cuts
until such time that the affairs of the company are stabilised once again.
In order to bring the affairs of the business backon track, Ms. Haq has approached two
ex-college friends who have adequate experience in fashion designing. They have agreed
to make equity investment and participate actively in the affairs of the business. This
would involve introduction of a more formal organizational structure in Fashion Planet
and adoption of a workable business plan for future growth.
Required:
(a) Identify six key elements of organizational culture presently prevailing in Fashion
Planet.
5 Autumn 2009 9
(a) Briefly explain the term Organizational Culture and its significance for an
organization.
(b) In your opinion, what characteristics are readily apparent in an organization
with firmly entrenched positive cultural traits?
2(a) Autumn 2008 3 What do you understand by the term Organizational Culture?
9 Spring 2008
2.
5
Briefly explain the following concept: Organizational Culture
INDIVIDUAL BEHAVIOR
8(b) SPRING 2013 6
Define the term Perception. Narrate different types of errors of Perception
which result in inaccurate or wrongful impression of other individuals with whom
we interact in our working relationships.
7 SPRING 2011 8
(a) Define what is meant by the term Attitude.
(b) Identify and explain briefly the different Components of Attitude.
3 Spring 2010 6
In all progressive organizations, managers have to delegate authorities to their
subordinates for achieving the business objectives of the organization. Although
the process of delegation of authority is a widely accepted phenomenon, yet
managers are often not able to benefit from effective delegation of authorities.
Identify eight barriers which generally create impediments in the process of
effective delegation of authority.

1 Autumn 2009 10
Winsome Appliances Limited (WAL) is manufacturer of various types of electrical
household appliances such as refrigerators, microwave ovens, vacuum cleaners,
washing machines and grinders. The Companys products which once enjoyed
good reputation in the market have gradually witnessed considerable decline in
sales and alarming reduction in its market share. It has been observed that the
company is facing serious Human Relations problems, both in the management
cadres and at the workers levels resulting in its poor performance. List five
qualitative and five quantifiable factors which would provide insight into the
nature of the problems faced by WAL and enable an independent consultant to
formulate workable HR strategies.
4 Autumn 2007
2.
5
Briefly explain the following concept: Halo Effect
11(a
)
Spring 2006 6
As people mature, they start displaying certain characteristics in terms of self-
control, behaviour, relationships, perspectives etc. Briefly narrate any four
manifestations of maturity in individuals.
GROUPS AND TEAM
8(b) AUTUMN 2012 4
Important Business Decisions which have far-reaching consequences are
invariably made in a group environment with the participation of the senior
management team. Explain briefly the advantages of taking important business
decisions in group settings.
5(b) autumn 2011 3 What is meant by Group Dynamics?
5 autumn 2011 3 List any four factors which create more effective Group Cohesiveness.
2 SPRING 2011 7
(a) What are the distinctive characteristics of a High Performance Team?
(b) List five steps which, in your opinion, should the business leader of a
progressive organisation take in order to create and develop a High Performance
Team.
6(b) AUTUMN 2010 6
Briefly describe the term Group and list six important attributes of a Cohesive
Group.
2 Spring 2008 9
What do you understand by a Group? How are formal and informal groups
formed? Identify and discuss briefly what are the distinct qualitative indicators
of Group Behaviour in situations where there is an:
*Effective Work Group
* Ineffective Work Group
MOTIVATION
13(b
)
SPRING 2013 6
Knowledgeable Human Resource Managers recognise that implementing policies
of Job Enrichment result in strong Intrinsic or Internal Motivation among the
employees. Discuss what is meant by Job Enrichment and Intrinsic Motivation.
8(a) AUTUMN 2012 6
Various studies in Organisational Behaviour have shown that the Expectancy
Theory of Motivation has considerable validity and is widely applied by managers
to achieve high levels of performance from employees. Explain the salient
features of the Expectancy Theory of Motivation.
9(b) SPRING 2012 4
Self-actualisation is a concept which has gained wide recognition in psychological
and motivational theories after its enunciation in Maslows Theory of Hierarchy
of Needs. Explain the concept of self-actualisation.

9(a) autumn 2011 5
Employee Motivation involves complex issues requiring insight in theories of
rewards and compensation, human psychology and understanding of
sensitivities of individual employees.
List ten Non-Monetary Factors which would help to create greater Employee
Motivation in individuals towards extra efforts for superior performance.
Note: List only. Explanations are not required.
6(a) AUTUMN 2010 6
Enlightened corporate managers realise that a competent and loyal work force
contributes immensely to the creation of competitive advantage for
organisations engaged in knowledgebased business activities.
Briefly explain four policy measures which enlightened corporate management
should adopt to create an internal environment to retain its most competent
professional workers and discourage them from joining its competitors.
1 Spring 2008 9
Behbood Hospital Services (BHS), located in a populated city area, is a large-size
hospital with facilities of general, semi-private and private wards, besides a busy
out-patient department. BHS is a fully-equipped hospital with several operating
theatres,
a modern laboratory and other ancillary equipments. BHS has on its payroll
renowned
specialists/consultants, besides supporting staff consisting of junior doctors,
qualified
nurses, trainee nurses, lab technicians, receptionists and other staff. The Hospital
enjoys a
good reputation because of the competence, caring attitude and dedication of its
human
resources who function as a coordinated and motivated team. Both the
specialists and the
supporting staff are well aware of the fact that their close team effort and co-
operation are
critical for rendering efficient health-care services to the patients.
However, in the past 12 months, BHS has experienced an unusual phenomenon
as some
of the most competent specialists/consultants have submitted their resignations
because
they have received lucrative offers from the middle-eastern countries. In order
to retain
and recruit more qualified specialists, BHS management has decided to increase,
across
the board, basic salaries of the specialists/consultants by 25 per cent. The
support staff
which can be recruited with comparative ease would receive an increase of 10
per cent in
line with the current rate of inflation.
Identify and explain the anticipated impact of the differences in the pay raises on
the
motivation and performance of the support staff. Also state how could this affect
the
working of the Hospital and the quality of professional care of the patients.
9 Spring 2008
2.
5
Briefly explain the following concept: Job Satisfaction
4 Autumn 2007
2.
5
Briefly explain the following concept: Job Description

6 Autumn 2007 8
Identify and explain briefly the different Levels of Needs as enumerated by
Maslow in his theory of Hierarchy of Needs.
3 Spring 2007 11
In local labour intensive manufacturing companies, it has been observed that the
immediate monetary rewards linked with performance are good motivators and
create a win-win situation. Workers and supervisors are hardly moved by long
term organizational benefits. Some experts treat this as a disadvantageous
situation for our industry as it hinders stable, loyal and committed workforce.
(a) Comment on the power of money as a tool to motivate employees. Does
increase in pay always result in improved productivity and performance? Please
give reasons to support your answer.
(b) How would you define intrinsic motivation and what are the important
factors for creating intrinsic motivation in employees? Identify and explain
briefly.
8 Spring 2007 13
Explain the concept of Psychological Contract. List down individual and
organizational expectations which form the basis of this contract between the
employer and the employee.
9 Spring 2006 6
Briefly describe the key steps involved in the process of Job Design. What
objectives should this process seek to accomplish?
STRESS
3 autumn 2011 7
(a) What is Job Stress? State the apparent Behavioural Symptoms of existence
of Job Stress.
(b) State four factors which can cause Job Stress.
8 Autumn 2008 8
According to empirical studies conducted in widely diversified business
organizations, 20 per cent of the employees perceived their jobs as most
stressful, while 60 per cent of the employees considered their jobs as moderately
stressful. State what do you understand by Job Stress? Identify and explain
briefly how environmental, organizational and personal factors can cause high
levels of stress among employees.
9 Autumn 2006 14
(a) Stress among employees can often be linked to their organisational roles.
Such role stress emanates from phenomena like Role Ambiguity, Role Conflict,
Role Overload, and Role Underload. Explain each of the above with examples
and discuss how they result in stress for the individual concerned.
(b)
Sajid Ali is managing a large department in a service organisation. There are
great
demands on his daily time in office due to the ever increasing workload and tight
deadlines. Since he is a departmental head, most of his assignments come in big
unmanageable chunks where he finds it difficult to keep track of progress. He
tries
to work at several projects at the same time and works monotonously from
morning till late evening at the same pace. While there are several people in his
team, he ends up doing all the detailed work himself. There are many unwanted
diversions and disturbances in office that make him lose focus and
concentration.
Working under pressures of time continuously, Sajid is feeling stressed out.
Considering the above situation, give some tips to Sajid Ali regarding time
management and efficient handling of workload, so he can reduce his time-
related stress and work more effectively?

MISSION, GOAL AND OBJECTIVES

7 Spring 2010 6
(a) What is meant by Management by Objectives (MBO)?
(b) State the steps involved in the process of establishing goals and plans by
MBO.
5 Autumn 2008 9
Fancy Apparel Company Limited is presently in the business of manufacture of
garments for the middle-class segment of the market. The Company has
ambitious plans to enter in the high-fashion ladies garment business. To achieve
effective coordination, the management is of the opinion that various
departments should be assigned specific goals of performance for the next two
years in order to meet stringent delivery schedules. This is particularly important
because a large number of new employees will be recruited who would work in a
team environment with the existing work force. State what advantages would be
achieved by implementing a formal goal setting system in the company?
4(a) Spring 2007 4 Differentiate between an organizations objectives and its mission.
10 Autumn 2006 16
(a) The reason for existence of an organisation can be assessed from its Vision,
Mission, Goals, and Objectives. What do you understand by these terms?
(b) Jet Air has been for long the only national flag carrier airline in the country.
Following governments opening up of the domestic air travel industry to private
enterprise, the market dynamics have changed. Several new private airlines have
started operations and they have been setting new standards in service quality
and
operational efficiencies. Jet Air has been feeling the pinch of keen competition
from these new players and losing ground. Years of working in a protected and
monopolistic environment meant that it had become an ineffective and
inefficient organisation, with huge cost structures and low customer service
standards. Recently, there has been a change in top leadership of the airline, and
the new managers are determined to turn the airline around. Customer
satisfaction, safety, punctuality, and operational efficiency are the new mantra;
and the management is determined to bring about excellence in all departments.
You, as Head of Corporate Strategy, have been assigned to come up with new
statements of Vision and Mission. Also give at least three Goals and Objectives
for the airline. These pronouncements have to be challenging and inspiring for
the employees, and exciting and promising for the customers.
LEADERSHIP
1(a) spring 2013 9
During the past 7-8 years, the crisis of leadership has permeated at all levels in
the organisational hierarchy of Sunrise Motors Limited (SML). The companys
reputation and credibility has deteriorated considerably over the period and it is
presently in the midst of serious leadership, organisational and financial crises.
Briefly describe six main factors which in your opinion may be responsible for
the pervasive crisis of leadership in the organisational hierarchy of SML.
1(b) spring 2013 5
The Leadership Grid or Managerial Grid classifies the different types of
leadership styles in various combinations such as:
(i) 1,1 (ii) 1,9 (iii) 9,1 (iv) 5,5 (v) 9,9
Identify the different types of leadership styles depicted by each of the above
combinations.

11(a
)
AUTUMN 2012 6
Business Leaders exercise a variety of powers which enable them to influence
the performance and motivation levels of their subordinates. Successful Business
Leaders understand the effectiveness of the different sources of powers and
exercise these powers discreetly in specific situations to achieve their objectives.
Explain briefly the following types of Powers which Business Leaders possess
and exercise over their subordinates to achieve optimal results:
(i) Legitimate Power
(ii) Reward Power
(iii) Coercive Power
(iv) Expert Power
6 SPRING 2012 7
Explain briefly the Participative and Authoritarian Styles of Leadership.
State the different situations in which each of these Leadership Styles would be
most effective in achieving optimal results.
5(a) autumn 2011 3 What are the key characteristics of Charismatic Leaders?
6 SPRING 2011 9
(a) Discuss what Transformational Style of Leadership is.
(b) Identify and explain briefly six characteristics and traits which are most
commonly observed in leaders who pursue the Transformational Style of
Leadership.
4 AUTUMN 2010 6
(a) Define Code of Ethics.
(b) State four advantages which soundly-managed business organizations seek
to achieve by adopting Code of Ethics.
5(a) Spring 2010 6
While discussing Styles of Leadership of Managers, Douglas McGregor refers to
Theory X and Theory Y. State the salient features of Styles of Leadership based
on each of these Theories.
10 Spring 2010 8
(a) What is Autocratic style of Leadership?
(b) Give four advantages and disadvantages each of Autocratic style of
Leadership.
2 Autumn 2009 6
Charismatic Leaders by the force of their personality appeals and confidence are
capable of having profound and extraordinary influence on their followers.
Often, they are the role models and most admired visionaries and command
deep respect and adulation amongst their followers. However, responsible and
organization-oriented charismatic leaders are mindful of the pitfalls of their
charismatic styles of leadership.
In your opinion, what steps should a charismatic leader of a highly successful
business organization take to minimize the adverse effects of charismatic style of
leadership?
2 Spring 2009 7
Leaders through their vision, foresight, business acumen and commitment
provide impetus, direction and lay the foundation of some of the largest and
most successful business organizations. Leaders are also known for their ability
to create deep feelings of confidence, trust and respect which inspire and
motivate their followers to achieve positive results.
(a) What are the distinctive styles of transactional and transformational leaders?
(b) Describe the characteristics and approaches of transactional and
transformation leadership.
2(a) Autumn 2008 6 List and briefly explain the four different decision-making styles of leadership.
7 Spring 2008 8
What is Leadership? In your opinion what are leadership skills and why are they
of such critical importance for the success of global operations in the present

business environment? (08)
3 Autumn 2007 9
In the present highly competitive business environment, successful and effective
Business Leaders devote an ever-increasing proportion of their time, effort and
energy to the critical tasks of strategic planning and organizational development
and delegate the recurring operational responsibilities to the lower echelons of
management. Identify and briefly explain any SIX different tasks/responsibilities
which should be performed by the top business leadership in an organization
operating in an intensely competitive business environment.
4 Autumn 2007
2.
5
Briefly explain the following concept: Leadership
CONFLICT AND NEGOTIATION
3 spring 2013 10
Intergroup Conflicts are widely prevalent in organisations where the functions
are segregated and allocated to different groups. Managers recognise intergroup
conflicts as a common feature of group behaviour and must manage and resolve
these conflicts to achieve the organisational goals. The approaches to resolving
intergroup conflicts may be classified as (i) authoritative/commanding (ii)
problem solving/collaborative (iii) avoiding and
(iv) compromising.
Briefly explain each of these four approaches of resolving intergroup conflicts
and state the situations in which each of these approaches would yield optimal
results.
3 AUTUMN 2012 8
(a) What do you understand by the term Functional/Constructive Conflict?
(b) Explain briefly how Functional/Constructive Conflict can contribute to
improve the performance in an organization.
13(b
,c)
AUTUMN 2012 6
(b) What is meant by the term Negotiations?
(c) What roles are performed by a Mediator and an Arbitrator in the
Negotiation process?
1 spring 2012 9
Group Conflicts are accepted as inevitable part of organisational interactions and
bring to mind connotations of antagonism and undesirable state of affairs.
Identify and explain any six factors which are responsible for creating group-
conflicts in business organisations.
8 SPRING 2012 10
Distributive Bargaining and Integrative Bargaining are the two types of
approaches which are usually adopted in the process of Negotiations. These
approaches are different in their bargaining characteristics which include goals,
motivation, focus, interests, information sharing and duration of relationship.
Identify the basic differences between Distributive Bargaining Approach and
Integrative Bargaining Approach in the context of their respective bargaining
characteristics mentioned above.
12 autumn 2011 10
Explain what do you understand by Negotiations? Briefly explain the various
stages of the negotiation process.

1 SPRING 2011 10
White Peak Mountain Resorts Limited (WMRL) owns and operates a chain of
facilities at three different holiday locations in the northern areas. The facilities
include five star hotel accommodation, mountain camping sites, a fleet of
vehicles, horses for riding enthusiasts and a host of other entertainments for
affluent holiday-makers to make their visits enjoyable. A large number of staff
with diverse skills is involved in the management and operation of these
facilities.
A substantial portion of the facilities have been expanded and upgraded at a
considerable cost in the last 2 years. However, the actual performance has not
been satisfactory and the revenues and profitability have fallen far short of
expectations. It appears that rivalries and conflicts among the staff at the three
different facilities have adversely affected the quality of service resulting in
customer complaints which has brought a bad name to WMRL
You are required to identify and explain briefly the factors which could be
responsible for conflicts in WMRL and affecting the quality of services rendered
to the customers.
5(b) AUTUMN 2010 2 List any four positive outcomes of conflict.
2(a) Spring 2010 6
Serious efforts are required to avoid deadlocks in negotiations. Quite often the
deadlock appears when the negotiation process is in an advanced stage. List any
four measures which a skilled negotiator may adopt to avoid a deadlock in the
final stages of negotiations.
12 Autumn 2009 6
List three reasons which give rise to conflicts. Enumerate the situations in which
conflicts may be beneficial for an organization.
1 Spring 2009 12
Apollo Industries Limited (AIL), is currently experiencing intense conflict and
work friction between the Research & Development Department and the
Marketing Department. The Marketing Department often puts forth the
argument that the customers are not willing to pay premium price for the co-
called innovations and improvements in the products. The increase in costs on
account of perceived improvements in product designs results in higher prices
which undermine the marketing efforts in the face of intense competition. The
R&D Department is of the firm opinion that in the absence of sustained efforts to
upgrade and improve the quality of the products, AIL would lose its competitive
advantage and its image as an industry leader would be adversely affected. The
Marketing Department has not been able to achieve its targets and apportions
the blame on the inability of the R&D Department to understand the current
competitive environment. The CEO is most concerned about the situation as it is
adversely affecting the overall performance of the company.
You are required to explain to the management of AIL the following :
(a) Identification of the various factors which give rise to inter-group conflicts.
(b) Both the positive and negative outcomes of internal conflict.
(c) The steps that should be taken by AIL to reduce the negative impact of
internal conflict in the above situation.
3 Spring 2009 9
(a) What do you understand by the term Negotiations?
(b) In what situation would Third Party involvement in Negotiations be
considered to be appropriate?
(c) List and explain briefly the basic roles of the four different types of Third Party
negotiations. Mention the unique characteristics of each of the Third Party
negotiators with their basic differences.
8 Autumn 2007 11
Explain what do you understand by Negotiations? Briefly explain the various
stages of the negotiation process.
4(b) Spring 2007 3
Conflicts may arise between different types of goals in an organization. Briefly
explain how such conflicts are usually dealt with.
6 Spring 2007 6
Usually it is very difficult to avoid being discourteous while communicating your
disagreement or protest. By giving suitable examples, describe how you would
avoid being unpleasant, in such situations.
8(a) Spring 2006 3
Akbar is the Manager Sales in your firm. As a part of his job, Akbar is required to
negotiate every now and then. As a mentor, advise Akbar about the qualities
needed for an effective negotiation.
11(b
)
Spring 2006 2
Do you feel the changing needs of a maturing individual can come into conflict
with the organisation? How and under what circumstances?
Powered By:
Bilal Sulehri
ACPA, ACFA, CICA, MBA, Oracle Certified Expert

Touqeer Ali
Abdul Razzaq
Q# ATTEMPT MARKS ANSWERS
COMMUNICATION PROCESS
2
Spring
2013
8
In order to make the feedback constructive and positive for the team
leader, I would:
(i) Study the report and other relevant data and information very
carefully before suggesting any changes or amendments.
(ii) Suggest specific improvements and recommend concrete measures
for better presentation of any particular point(s) rather than criticising
the report by making unsubstantiated or general remarks.
(iii) Offer impersonal feedback i.e. comment on any particular point of
weakness or lack of clarity in the report rather than on the individual
who made the point.
(iv) Mention any aspect of lack of in-depth knowledge on any particular
issue in the report so that the matter can be examined further and
addressed appropriately.
(v) Send the feedback in time so that the team has sufficient
opportunity to incorporate the suggested changes in the report.
(vi) Seek confirmation from the team leader to make certain that the
feedback/comments are fully understood by him.
7(a)
Spring
2013
3
The different Phases of the Process of Communication are:
(i) The sender has an idea.
(ii) The sender transforms the idea into a message.
(iii) The sender transmits the message after selecting a communication
channel.
(iv) The receiver gets the message.
(v) The receiver interprets the message.
(vi) The receiver reacts and sends feedback to the sender.
8(a)
Spring
2013
4
The different impediments which adversely affect the Process of
Communication in an organisation from the standpoints of the sender
and the receiver are:
Sender
Lack of planning of the message to be communicated.
Ambiguity of the purpose of communication.
Choice of incorrect/improper language.
Selection of improper channel of communication.
Lack of empathy for concerns of the recipient.
Receiver
Poor listening ability.
Inadequate span of attention/concentration for understanding the
core purpose of the message.
Lack of interest in the message.
Semantic difficulties in understanding the essential contents of the
message.
Distrust of the objectives of the sender in conveying the message.
Inappropriate feedback is communicated to the sender.
SOLUTION
7(a)
Autumn
2012
2
Noise is any disturbance which interferes with the transmission and
understanding of a message. Noise is a phenomenon which reduces the
effectiveness or causes confusion or affects the clarity of the message
being transmitted between the sender and the receiver.
9(b)
Autumn
2012
7
The types of situations in which a particular channel of communication would
be most effective are identified below:
(i) Email Message
Retention of record of information is important.
Information has to be conveyed quickly.
Facilitate recipient to respond at a convenient time.
Identical information has to be communicated to many persons.
(ii) Face-to-face Conversation
Interactive communication requiring prompt exchange of viewpoints.
Exchange of persuasive, bad-news and personal messages.
Where non-verbal communication is important.
(iii) Fax
Rapid communication.
Communication of information/copies of documents to different locations.
(iv) Letter
Authentic signatures of the sender are important.
Formal communication with customers, external organizations and officials.
(v) Memo
Explanation of policies and procedures to employees.
Dissemination of important information within an organization.
(vi) Phone Call
Conveying or obtaining quick information is important.
Non-verbal cues are not important.
Face to-face meetings are not convenient.
(vii) Videoconference or Teleconference
Group interactions and consensus are important and members are in
different locations.
Saves time and money.
12
Spring
2012
10
Information Overload: When the available information to work with is in
excess of the processing capacity of the recipient, the result is
information overload. Since the available information is more than the
requirements, individuals tend to select only that information that they
consider to be relevant and ignore, pass or forget the information that is
not of interest to them.
Horizontal Communication: In this type of communication the flow of
information is between persons of the same levels in the organizational
hierarchy. This communication may be within work unit boundaries,
involving individuals of the same rank who report to the same
supervisor, or across work boundaries involving individuals at the same
levels who report to different supervisors.
Filtering of Information: Filtering of information refers to the senders
deliberate suppression or manipulation of information so that it may be
seen in a more favourable perspective by the receiver. It includes
concealment of information by the sender which is not considered to be
in accordance with the expectations or viewpoints of the receiver.
Selective Perception: It is the process by which the sub-conscious mind
subjectively decides which stimuli relating to an object, person or event
are relevant and accepts only such stimuli which is in accordance with
the interests, experience, background and attitude of the recipient to
match or confirm the individuals viewpoints. All other stimuli which are
considered irrelevant by the recipient are ignored and rejected by the
sub-conscious mind.
Semantic Noise: Semantic Noise is the interference in delivery of
message on account of differences in language, social and educational
backgrounds, etc which prevent the receiver from accurately
comprehending the message of the sender. Semantic noise includes
excessive use of jargon and complex words which are not understood by
the receiver and are an obstacle to the delivery of accurate message.
2(b)
Autumn
2011
5
Perception is a process by which individuals organise and interpret their
sensory
impressions in order to give meaning to their environment. Perceptions
enable individuals
to frame their behavioural responses towards particular objects.
Perceptions of an
individual(s) may not necessarily be in accordance with the objective
reality of the
situation.
Perception of an individual towards any object or situation would be
influenced by any
one or a combination of the following factors:
(i) Attitudes
(ii) Motives
(iii) Interests
(iv) Experience
(v) Expectations
(vi) Beliefs


7(a)
Autumn
2010
3
The different phases of the Process of Communication are:
(i) The sender has an idea.
(ii) The sender transforms the idea into a message.
(iii) The sender transmits the message after selecting a communication
channel.
(iv) The receiver gets the message.
(v) The receiver interprets the message.
(vi) The receiver reacts and sends feedback to the sender.
11
Autumn
2010
6
Physical Noise in the communication process is caused by interference
from the external environment
during the conveyance of the message. Disturbance caused by the
surrounding environment e.g.
humming of an air-conditioner or loud playing of music by the
neighbours can cause physical noise and
result in adulteration in the transmission of communication.
Psychological Noise is caused by the differences in the manner in which
the receiver processes and
interprets the message. The extent of mutual trust, individual biases and
pre-conceived prejudices and
poor listening are examples of psychological noises which are
impediments towards the delivery of
messages.
Semantic Noise is the interference in the delivery of message due to
differences in language, social and
educational backgrounds which prevent the receiver from accurately
comprehending the message of the
sender. Semantic noise is also caused by excessive use of jargon and
complex words which are not
understood by the receiver and are an obstacle to the communication of
the message.
6(a)
Spring
2010
4
Managers are often reluctant to provide feedback to their subordinates
due to following reasons:
(i) Fear of the other persons reaction as negative feedback from
managers can evoke defensive and emotional reactions in subordinates.
(ii) In case of decisions involving subjective judgments, the manager
may not be able to offer objective information, if the other person
contests the basis of the feedback.
(iii) Employees tend to have inflated assessment of their own
performance and even if average feedback is provided, employees are
likely to perceive it as biased.
(iv) Most managers prefer to be a coach or a mentor rather than being a
judge and forming opinions about others.
(v) Managers work hard to develop good working relationship with
employees and dont want to risk spoiling it, could result in the
employee becoming demotivated or even angry causing disruption the
spirit of the department.


6(b)
Spring
2010
6
Steps which a manager may take to make the feedback more acceptable
to subordinates, in difficult
situations, may be as follows:
(i) Seek permission to provide the feedback. Ask if it is an appropriate
time or if the subordinate would prefer to select another time and place.
(ii) Use a soft entry. Do not give the feed back immediately give the
person an opportunity to be prepared for the potentially unfavourable
feedback.
(iii) Offer a straightforward and simple feedback as it is effective in
most of the cases.
(iv) Advise the subordinate that the change in behaviour would have a
positive impact and outcome.
(v) Convince the subordinate of the need to change the behaviour
pattern. Determine a time frame to review progress after a suitable
period.
(vi) Try to convince the sub-ordinate that he is capable of achieving the
desired results and highlight his positive points also.
(vii)In the event the problem persists, further clarifications may be
necessary. More pointed feedback and even disciplinary action may be
considered.
(viii)Permit the evaluated person to participate in the feedback making it
more into a two way problem solving exercise rather than an evaluator
telling exercise.
(ix)Feedback should list the goals, goals accomplished and not the
performed characteristics, avoid making personal comments about their
personality attitude or values.
(x)The frequency of the feedback should be more and not just once a
year which will help create awareness of the employee rather than
facing a direct blow.
COMMUNICATIONS SKILLS
9
Spring
2013
10
(a) Experienced speakers consider it necessary to limit the scope of
their oral presentations within well-defined parameters for the following
reasons:
(i) The oral presentation has to be aligned with the needs and
expectations of the audience and elicit their interest.If the oral
presentation is not focussed and does not fulfil the needs and
expectations of the audience, they would lose interest and may even not
care to listen to the oral presentation.
(ii) Speakers are generally allotted time-limits within which they have to
make their presentations.The speakers have to offer introduction,
discuss the main issues and also offer recommendations or concluding
remarks.Consequently, the scope of the oral presentation has to be
limited/determined on the basis of available time.
(b) Critical Listening of the various proposals presented in the seminar
is important for the following reasons:
(i) To ensure that the implications of the tax proposals and their impact
for the textile industry are fully understood.
(ii) To understand the logic and rationale of the changes proposed by
the speaker.
(iii) To understand the validity and authenticity of the arguments given
by the speaker introducing the changes in the tax policies.
(iv) To be able to seek clarifications or provide further input about any
point(s) which have not been adequately considered in the tax
proposals.
9(a)
Spring
2012
6
The traits which are commonly observed in Ineffective Listeners are:
(i) They allow their minds to wander and they are easily distracted.
(ii) They assume that they already know everything that is important
about what the speaker is saying.
(iii) They are unable to differentiate between the main theme points of
the speech and the auxiliary points or the explanatory details.
(iv) They only hear what they want to hear and fail to listen to anything
else.
(v) They are always ready to interrupt the speaker when they do not
agree with the speakers point of view. They are constantly mentally
preparing themselves to offer counter arguments.
(vi) They do not maintain eye contact with the speaker or give
nonverbal feedback to the speaker.
(vii) They are more interested in what they want to say and impress
others than to listen to what the speaker is saying.
(viii) They are more influenced by the speakers personality, appearance
and style and
shift focus away from the words.


11(b)
Spring
2012
5
The important considerations which I should keep in perspective while
making an Oral Presentation to a knowledgeable audience are:
(i) The language of the oral presentation should be specifically adapted
to suit to the level of understanding of the audience.
(ii) The oral presentation should be organised in a sequence that leads
the listeners thoughts in a logical manner towards the conclusion.
(iii) The presentation should be based on proper use of grammar and
pronunciation.
(iv) Eye contact should be maintained with the audience and body
language used to emphasise any particular point(s).
(v) Excessive body movements should be avoided as it would distract
the audience.
(vi) The oral presentation should be concluded with sufficient emphasis
of the main theme point(s) and offering of specific recommendations.
(vii)An alert attitude should be retained to reply to the questions from
the audience and a calm state of mind should be kept even when faced
with provocative questions
11
Autumn
2011
10
(a) The following types of Communication Skills are essential for a
business leader to achieve success and to make ones mark in the
competitive business environment:
(i) skills to organize basic ideas and information in a logical manner
(ii) skills to express and convey ideas and information coherently and
persuasively
(iii) skills to listen effectively
(iv) skills to communicate effectively with people from diverse cultures,
professional backgrounds and experience
(v) skills to use modern communication technologies effectively and
efficiently
(vi) skills to speak and write by applying appropriate standards of
grammar, spelling, and other aspects of high-quality speaking and
writing skills
(vii) skills to communicate in a civilized manner that reflects
contemporary expectations of business etiquette
(viii) skills to communicate ethically, even when the circumstances do
not offer crystal clear choices.
(b) Emphatic Listening means to listen with the objective to understand
the speakers emotions, feelings, needs and wants so that the listener
can appreciate more fully the speakers point of view regardless of the
fact whether or not one agrees with what the speaker has to say.
Through emphatic listening, the recipient can help the speaker to
articulate the pent-up emotions which obscure the speakers thinking
process and prevent a calm and clear-headed approach to the
subject.Often, an individual who is extremely disturbed by a particular
event or issue would want to get it off the chest by approaching
someone who is willing to listen patiently and sympathetically. In such
situations the
preferable course for the emphatic listener would be to listen attentively
to what the speaker has to say and refrain from offering advice unless


the speaker specifically seeks such advice
4(a)
Spring
2011
5
The attributes/abilities essential for developing Effective Communication
Skills in a
competitive business environment are:
(i) ability to organise ideas and information in a comprehensive and
logical manner
(ii) ability to express ideas and information coherently and persuasively
(iii) skills to listen in an effective manner
(iv) ability to communicate with people of diverse backgrounds and
experiences
(v) ability to speak and write with acceptable standards of correct
grammar and business vocabulary
(vi) ability to communicate in a civilised manner according to
acceptable norms of business etiquette
(vii) ability to communicate in an ethical manner even in difficult
situations.
2
Autumn
2010
10
The following steps should be taken in the planning of written business
messages to make them
effective:
(a) Identify the Purpose of the Message - It is important to determine
what is intended to be achieved from the message, whether it is to
convey information, issue directions, acknowledge an order or a letter to
solicit sales.
(b) Analyse the Audience - A careful analysis of the audience is
essential to predict the reaction of the receiver to the message. The
sender should consider the educational level, cultural background,
attitude and age of the recipient while preparing the written message in
order that the communication is received clearly and is free from
misinterpretation.
(c) Select the Ideas - The main points and central ideas to be conveyed
depend on the type of the message, the situation and the cultural
context of the receiver. For example, in case the communication is in
response to a message, the main points should be identified and placed
in the order of their importance from the receivers viewpoint.
(d) Collect the Data The ideas selected should be supported by
specific facts, figures and other forms of evidence to substantiate the
main ideas. At times it may be advisable to enclose brochures, tables
and samples to give further credence to the data in the message.
(e) Organise the Message - The main ideas should be identified and
listed before preparing the first draft of the message. The ideas should
be presented in a logical and coherent order of their importance.
Messages which are not properly organised result in confusion and
would not elicit the appropriate response from the receiver.
3
Autumn
2010
6
A Good Listener
A Poor Listener
i. Identifies areas of interest. i. Avoids
listening if subject is not of interest.
ii. Judges content and ignores delivery errors. ii. Tends to
be inattentive, if delivery is poor.
iii. Does not judge until comprehension is
complete, interrupts only to clarify. iii. Prone
to enter into arguments with the speaker.
iv. Listens for central themes. iv. Shows
false attention.
v. Works hard and exhibits alertness. v. Is
distracted easily.
vi. Fights to avoid distractions; strives hard
and concentrates. vi.
Resists listening to material which requires great
concentration.
vii. Remains open-minded. vii.
Reacts to emotional words.
viii. Listens between the lines and weighs the
evidence. viii.
Tends to be distracted by slow speakers.
10
Autumn
2009
8
(a) Effective Listening is the process of actively decoding and
interpreting verbal messages. Good listening skills can be acquired by
discipline and practice.
(b) Effective Listening skills can be developed by:
(i) Being mentally prepared to listen - the receiver must have a positive
mental attitude to receive the message clearly.
(ii) Resisting distractions both internal and external distractions must
be eliminated and close attention to the speaker should be maintained.
(iii) Listening to understand - the message should be understood in its
context without refuting the message conveyed by the speaker.
(iv) Concentrating on the context the main ideas conveyed by the
speaker should be carefully absorbed.
(v) Looking for non-verbal clues the body language and gestures
convey message to an effective listener.
(vi) Listening carefully and not prejudging - delay judgment about the
principal points and personality of the speaker and absorb the message
conveyed by the speaker.
(vii) Holding your fire do not interrupt the speaker until the speech has
ended.
(viii) Listening with an open mind - resist feelings of being threatened or
insulted if the message conveyed by the speaker contradicts with the
listeners beliefs, values and attitudes.
COMMUNICATION IN ORGANIZATION
12(b)
Spring
2013
4
The purpose of downward messages communicated in a business
organisation which has a number of employees working in several
divisions/departments may include the following:
(i) to give information about the mission, goals and objectives of the
organisation
(ii) to inform the employees of any changes in the official policies and
service rules
(iii) to issue instructions and directions to the employees in various
divisions/ departments at different tiers in the organisational hierarchy
(iv) to describe the tasks which are assigned to the individual employees
(v) to issue a warning letter to an employee who is guilty of serious
misconduct.
(vi) to maintain good working relationships among the employees.
1
Autumn
2012
8
An effective system of internal communication network in a large
business entity which has a well-defined organisational structure,
performs the following functions:
(i) Disseminates Information - The internal communication network
provides useful and relevant information to the employees about the
companys objectives, mission, policies and instructions, in a clear,
complete and concise manner. This is necessary to avoid confusion and
ambiguity which results in internal conflicts.
(ii) Encourages Team Effort amongst Employees - Open
communication network across the organisation encourages employees
to offer honest opinions and feedback which helps to build trust
between the management and employees at all levels.
(iii) Directs Communication to Concerned Individuals - All
communication is addressed to specific individuals/audience to generate
specific response. The internal communication is sent only to the
concerned recipients because messages sent, intentionally or
unintentionally, to irrelevant persons result in misunderstood
communication and information overload.
(iv) Selects Appropriate Channels of Communication and makes
Efficient use of Communication Technology - The selection of
appropriate channels of communication helps in creating conducive
work environment for achieving optimal performance at all levels.
Communication technologies are used efficiently to save time and
money.
4(a)
Autumn
2011
4
The following problems may create impediments in the Upward Flow of
communication in
a large organisation:
(i) Subordinates may consider that the seniors would not be interested
in the opinions or information given by the subordinates.
(ii) Subordinates may think that the seniors are busy and already facing
information overload and would not have time to consider the problems
or suggestions provided
by subordinates.
(iii) Subordinates may fear that reporting of a problem or
communication of a grievance may result in antagonizing or
disappointing the seniors which may have adverse consequences.
(iv) Subordinates may fear that the upward communication may be
considered by their colleagues as a way of getting closer to their seniors
and seeking favours.
8(a)
Autumn
2011
5
The characteristics of Formal Communication patterns observed in a
large-size business organisation are:
(i) The communication flows within the prescribed channels of chain of
command or task responsibility which is determined by the
organisational hierarchy and work relationships.
(ii) The speed of formal communication is generally slow as it flows
throughpredetermined channels.
(iii) The formal communication messages are considered as true and
authentic versions of official policies by the recipients.
(iv) The risks of creation of any distortions in the process of formal
communication are minimum.
(v) The process of formal communication is expensive and time-
consuming as it involves careful planning, appropriate presentation and
relatively greater paper work.
(vi) The process of formal communications has restrictive implications
as information of confidential nature should not be divulged to those
who are not authorised to receive such information.
5(b,c)
Spring
2010
6
(b) Upward Communication flows from lower levels to higher levels in
the organizational hierarchy. Upward communication provides feedback
to the managers and keeps them informed of the progress towards the
achievement of the organizational goals and problems faced by the
subordinates in the performance of their duties. It also informs the
managers how the subordinates feel about their jobs, morale, co
workers and the organization.
(c) In learning organization there exists a shared vision; communication
from the lower level to the upper level is encouraged without any fear of
criticism and punishment. The learning organization has a relatively flat
organizational structure encourages openness and reduces boundaries
between people. Upward communication is one of the characteristics of
the learning organization as all the people work together to achieve the
organizations vision before their own personal self- interest or
departmental interest, they are open to suggestions criticism, new ideas
and are encouraged to take chances Therefore, a culture of more
frequent and candid upward communications and exchange of ideas is
an essential characteristic of a Learning Organization.
3(b)
Autumn
2009
5
The characteristics which are common in all grapevine networks are:
(a) official communication channels are weak or management
deliberately withholds information.
(b) social and personal interaction of the employees exists.
(c) mostly oral communication.
(d) communication is very fast.
(e) mostly among workers, but it is also prevalent among managers.
(f) flows in all directions in the organization, spatially and hierarchically.
(g) people-oriented rather than work-oriented.
SEVEN C'S
5
Spring
2013
5
Rewriting of sentences to adhere more fully to the principles of Seven
Cs of effective communication.
(i) Mr. Mahmoods employment record shows that he is capable of
handling the post of senior financial analyst.
(ii) We will cancel the order if we do not receive the consignment by
March 31 2013.
(iii) Please bring your National Identity Card to receive prompt service.
(iv) We cannot waive the late payment charges because/as the bill was
paid after the due date.
(v) Vital Information Systems has purchased six new computer chairs
with more comfortable seats for the programmers.
2(b)
Autumn
2012
2
Matching of Seven Cs of Communication with their appropriate desired
impact are as follows:
Selected Seven Cs of Communication
Desired Impact
(i) Courtesy
improves relationships
(ii) Clarity
makes comprehension easier
(iii) Correctness
builds confidence or trust
(iv) Conciseness
saves time
5
Autumn
2012
8
The following organisational principles are not being adhered to in each
of the instances:
(i) Failure to Delegate Authority. It would not be fair to hold Shahid
responsible and accountable for performance if Mr Rashid does not
delegate sufficient authority to Shahid.
(ii) Failure of Effective Communication. Shahid should be involved in
matters that are of direct concern to him. Since Shahid is responsible for
the performance of the temporary workers, it is only appropriate that he
should participate in the decisions concerning the appointment of
temporary workers reporting to him.
(iii) Disregard of Principle of Chain of Command and lack of trust in
Shahid. Mr Rashid should consider complaints from the workers in the
presence of Shahid only. Mr. Rashid should discourage the workers from
reporting to him directly.
(iv) Appropriate Span of Control has not been given necessary
consideration. It is not possible for Shahid to directly supervise 75
subordinates and also attend to his own responsibilities as Shift In
charge.
3
Spring
2012
6
Concreteness in the process of communication means being specific and
definite and avoiding words which are of a general nature. The
communication should be direct and explicit and free from ambiguities
to avoid any misinterpretation or misunderstanding in the message.
Concreteness in messages involves stating specific facts and figures,
using active verbs and voice and selecting vivid words which facilitate
image-building in the minds of the readers. The use of precise facts and
figures promotes better understanding of the message by the recipient,
avoids
confusion and saves time. The active verbs make the sentences more
forceful and emphatic.
Correctness in the process of communication can be achieved by using
proper grammar, punctuations and spellings. To achieve correctness in
the communication of messages it is necessary to make careful selection
of words and use the right level of language. It is also necessary to
ensure accuracy of figures, facts and words in order that the recipients
have the right understanding of the message. Correctness of messages is
necessary to build mutual goodwill, avoid unnecessary further exchange
of messages, save time and cost and get the right message in first
attempt.
11(a)
Spring
2012
5
(i) This type of paper does not work very well in the photocopying
machine.
(ii) Our advertisement expenditure of Rs 500,000 in the new Health
Magazine did not yield the desired result; let us analyse the experience
and apply our insights for future guidance.
(iii) For the time being, we can serve you on cash basis only.
(iv) Although it is an uphill task, your new management team would
accept the challenge and make serious efforts to turn around the affairs
of the company.
(v) Timely delivery of cement is critical for meeting our target for
completion of the construction works. Please respond today and give us
a firm date for delivery of our consignment of cement
4(b)
Autumn
2011
5
Rephrasing of sentences to elicit more favourable responses from
recipients
(i) The performance of the Spinning Department can be improved by
implementing more efficient energy utilisation measures.
(ii) We would request you to please make payment within 7 days in
order to prevent us from referring the matter to our legal advisors.
(iii) We would be able to repair your generator and also replace the
damaged parts in 2 days.
(iv) The dress which I had purchased from your shop is made of mixed
silk and polyester fabric and not 100 percent silk cloth as stated by your
salesman. I would not have purchased the dress if I had known that it
was not made of 100 percent silk cloth.
(v) Please send us the completed Advertisement Contract Form along
with a cheque for Rs 250,000 by September 30, 2011 to enable us to
retain the space booked by you in the next issue of our magazine
Fashion Trends.
5(a)
Spring
2011
8
Completeness:
A message is complete when it contains all the necessary information
that the recipient seeks and needs to know to react or respond to a
message without seeking any additional information.Completeness in
messages helps to promote greater understanding and goodwill
between the sender and the recipient. Completeness in messages helps
to avoid delays and expenses in exchange of further information and
also costly law suits arising due to incomplete and misleading
information.
Conciseness :
A concise message provides only that information which is relevant for
the essential purpose of communication of the message. A concise
message uses minimum possible words which convey the precise
meaning, are familiar and easy to understand. Concise messages with
the right type of emphasis are understood readily by the recipients.They
do not divert or distract the attention of the readers, save their time and
create goodwill.
A message can meet the criteria of both completeness and conciseness
by providing all necessary information, answering all pertinent questions
and providing something extra, if considered desirable but at the same
time avoiding unfamiliar expressions, unnecessary repetitions and
focusing only on the essential material.


7(b,c)
Autumn
2010
10
(b) (i) Our company accepts orders of Rs. 2.5 million or more.
(ii) The employees can avail the lunch break for 45 minutes.
(iii) The inter-city bus service will wait for 15 minutes at all stops.
(iv) We offer discount to all those customers who make cash payments.
(v) You may apply for the position of security officer if your height is
185 centimetres or more. (c)
Completeness: It is important that the communication should provide
complete information to the receiver in order that all the pertinent or
required information is contained in the message. Information which is
not complete would result either in the message being ignored or
require further communication to elicit the relevant information. In
business, time is of critical importance and communication which is not
complete can cause delays, wastage of both time and efforts of the
sender as well as the receiver and entail additional costs.
Clarity: The selection of simple and precise words is essential to
communicate the message with clarity to the receiver. Besides,
construction of easily understandable sentences and coherent
presentation of ideas in the order of their importance contribute
towards clarity and effectiveness of communication In business
communication, clarity is essential to avoid ambiguities and confusion
which would result in wastage of time and effort and may even be the
cause of financial loss and friction in relationship.
INTERPERSONAL COMMUNICATION
7(b)
Autumn
2012
6
Physical Noise in the communication process is caused by interference
from the external environment during the conveyance of the message.
Disturbance caused by the surrounding environment e.g. humming of an
air-conditioner or loud playing of music by the neighbours can cause
physical noise.
Psychological Noise is caused by the differences in the manner in which
the receiver processes and interprets the message. The extent of mutual
trust, individual biases and pre-conceived prejudices and poor listening
are examples of psychological noises which are impediments towards
the delivery of messages.
Semantic Noise is the interference in the delivery of message due to
differences in language, social and educational backgrounds which
prevent the receiver from accurately comprehending the message of the
sender. Semantic noise is also caused by excessive use of jargon and
complex words which are not understood by the receiver and are an
obstacle to the communication of the message.
12(a)
Autumn
2012
7.5
The Axioms of Interpersonal Communication are:
(i) Irreversibility of Communication - Irreversibility of Interpersonal
Communication means that what has once been said or communicated
cannot be retrieved, withdrawn or called back. However, the adverse
impact of the message can
subsequently be somewhat mitigated by sending a qualified message or
an apology. The Irreversibility of Communication imposes obligation on
the sender of the message to exercise care and abstain from stating
something which may later cause embarrassment or regret.
(ii) Inevitability of Communication It refers to the fact that
individuals cannot remain isolated without communicating or being in an
uncommunicative state. An individual with an expressionless face may
not be communicating with others in a group, but may by no means be
uncommunicative. An individual with an expressionless face may not be
communicating with others in a group, but is communicating a great
deal by showing lack of interest or expressing his boredom or a concern
for something else.
8(b)
Autumn
2011
5
The basic concepts which are integral to the process of interpersonal
communication are considered as Universals of Interpersonal
Communication.The basic Universals of Interpersonal Communication
are:
(i) Source-Receiver
(ii) Encoding-Decoding
(iii) Compliance and performance
(iv) Message and their channelling
(v) Noise
(vi) Self feedback and feedback from others
(vii) Context
(viii) Field of experience
(ix) Effects
(x) Ethic
3(c
Spring
2011
3
Friendly Work Environment
Hostile Work Environment
Transparent
cautious/guarded
honest
Defensive
not withholding information
selective or secretive
11
Autumn
2009
6
(a) Inevitability of Communication: Although communication is
generally considered to be deliberate, purposeful and consciously
motivated, the basic human trait which is common is that individuals
cannot remain isolated without communicating or being in an
uncommunicative state. An individual with an expressionless face may
not be communicating with others in a group, but may by no means be
uncommunicative. Indeed, the individual is communicating a great deal
by showing lack of interest or expressing his boredom or a concern for
something else. This individual is communicating even though he many
not communicate as understood in the conventional sense.
(b) Communication involves a Process of Adjustment: Communication
involves a process of adjustment, an understanding of other persons
signals to acquire accurate meaning of communication according to the
system of signals behind the words encoded by the source. If two
individuals speak different languages, they may be able to share a few
common signals but may not be able to communicate effectively with
each other. Furthermore, even if two individuals may speak the same
language, they may not be able to share certain common signals due to
differences in
education, social background, upbringing, age, personal and professional
experience, etc.
BUSINESS MESSAGES
7(b)
Spring
2013
4
Written Media is the appropriate medium of communication in the
following situations:
Immediate feedback from the recipient(s) is not required.
The message is detailed, complex and requires careful planning.
Permanent and verifiable record has to be retained.
The target audience is large and dispersed geographically.
Immediate interaction with the target audience is not necessary or
important.
Oral Media is the appropriate medium of communication in the
following situations:
The message has to be conveyed urgently.
Immediate feedback is required.
Message is straightforward and easy to accept.
Audience can be assembled conveniently and economically.
Interaction is encouraged to solve the problem or obtain group input.
Body language or tone of response of the audience has to be
observed.
4(b)
Autumn
2012
2
The steps in the planning of a business message are:
Identify purpose of the message
Analyze the audience
Choose the ideas
Collect data to support the ideas
Organise the message
9(a)
Autumn
2012
3
Non-verbal communication is different from verbal communication in
following ways:
In face-to-face interactions, non-verbal communication is a
continuous process. Non-verbal communication takes place even in the
absence of verbal communication.
Non-verbal communication is usually considered to be more
important and reliable by the recipients if there is a contradiction
between non-verbal communication and verbal communication.
Non-verbal communication is a more effective way of showing
emotions and attitudes than verbal communication.
12(a)
Autumn
2012
2.5
Paralanguage is the vocal but non-verbal communicationin which speed,
tone, volume, voice variations and differences in stress on words convey
particular and varied meanings to the recipientsin spite of use of the
same words.
13(b)
Spring
2012
5
The advantages of Oral Communications are as follows:
(i) Speed - Oral communications between the speaker and the receiver
is made instantaneously and there is no time lag between the
transmission and reception of the message.
(ii) Personal Involvement of both Speaker and the Listener - The
speaker is in a position to receive instant attention of the listener which
reduces the risks of noise in the communication process.
(iii) Instantaneous Feedback - Since both the speaker and the listener
are physically present, the feedback of the message is instantaneous
which facilitates the process of good communication
(iv) Non-verbal Clues - The individual receiving non-verbal
communication from the speaker can interpret the tone, non-verbal
clues and affects of body language of the speaker to develop better and
more complete understanding of the message.
(v) Confidentiality - Oral communication does not require any records
which can be accessed by others. It therefore helps in achieving
complete confidentiality of the message which is communicated
between sender and listner.
10(b)
Autumn
2011
5
The following considerations should be kept in perspective to achieve
optimum benefits of Visual Presentation Aids:
(i) Visual Aids should be used sparingly to highlight and give greater
credibility to key points. Excessive use of Visual Aids would lose their
efficacy.
(ii) Visual Aids must be clearly visible to the entire audience. It is
irritating for the audience to listen to a presentation that has visual aids
which can be seen only by a portion of the audience in the room.
(iii) Visual Aids should be displayed only at the relevant points in the
speech and should be removed/switched off before moving on to the
new information. An irrelevant Visual Aid creates distractions among the
audience.
(iv) A Visual Aid should contain only such information which can be
easily comprehended by the audience.
(v) A Visual Aid showing Clip Arts from well-known sources should be
avoided as it shows lack of original professional knowledge of the
subject.
(vi) After offering the explanation of the contents of the Visual Aid, the
speaker should immediately turn face towards the audience and
continue to speak.
3(b)
Spring
2011
5
(i) The remark shows that the secretary is not punctual and is often
late.
(ii) The Group Leader intends to demonstrate equality and close
affiliation with the group members.
(iii) The CEO seems to demonstrate that he is an extremely busy
person whose time is more important and the participants are expected
to wait for him.
(iv) The applicants communication skills are deficient or show a lack of
genuine interest in the job.
(v) The senior manager implicitly conveys the message I am very busy
and cannot see you right now.
8(a)
Spring
2011
5
Written Communications would yield more effective results than Oral
Communications in the following situations:
(i) The message is detailed and comprehensive and requires careful
planning before communication to the recipients.
(ii) The message has to be conveyed to a large number of recipients at
widely dispersed locations.
(iii) The message must be understood accurately by the recipient and
risks of any distortions in interpreting the implications of the message
have to be avoided.
(iv) It is not important to receive immediate feedback from the
recipient(s)
(v) It is important to retain a verifiable record of the message.
5(a)
Spring
2010
6
Non-verbal communication involves those unspoken stimuli in the
communication process that are generated by the actions of both the
source (sender) and the recipient(s) of the message and have potential
message value for the source or receiver (listener).The important
characteristics of non-verbal communication are:
(i) Non-verbal behaviour also has a communication value. Everything
about an individuals appearance, such as body movements, facial
expressions and every nuance of voice has potential to convey meaning
to the recipients.
(ii) Quiet often, non verbal communication more powerfully
communicates people from impressions of others. In fact, when non-
verbal behavior appears to contradict a verbal message, the spoken
words carry less weight than the non-verbal clues.
(iii) Non-verbal communication primarily expresses attitudes Non-
verbal behaviour implies how the other person feels about the state of
things e.g. general interests, preferences, disagreements and dislikes.
(iv) Non-verbal behaviour has universal cultural dimensions certain
types of non-verbal gestures and behaviour are universal like
expressions of happiness, fear, surprise, anger or contempt while certain
non-verbal behaviour are different in different cultures.
(v) Non-verbal behaviour may be interpreted differently by different
persons.
9(a)
Spring
2010
7
The important steps involved in the preparation of written messages
are:
(i) Identify the purpose of the message: The sender should have clear
objective of the message and the purpose of writing the message. It
includes conveying information, providing rationale for any action or
decision, giving instructions and seeking advice etc.
(ii) Analyze the audience: The written message should be prepared
keeping in view the attitudes, needs and cultural traits of the receiver.
The format of the message, selection of words should be in accordance
with the accepted norms.
(iii) Select the ideas: The idea to be conveyed in the message should
take cognizance of the needs of the receiver depending on the situation
and ensuring that the main points are stated clearly.
(iv) Support the ideas with data: The ideas must be substantiated by
specific facts, figures and
evidence to support the statements contained in the message.
(v) Organize the message: The message should be organized to
facilitate the recipient in
comprehending the message and eliciting a positive response. Messages
which are prepared with
irrelevant and confusing information or inappropriate presentation of
main ideas would fail to
achieve the proper results.
(vi) Style used: style is defined as putting the right words in the right
order; it involves choices
about vocabulary used, syntax and the tone of the message.
6
Autumn
2009
5
Non-verbal Gesture
Message Interpreted by Recipient
(i) Standing with hands on hips
readiness and aggressive attitude
(ii) Brisk, erect walk
confidence
(iii) Open palms
sincerity, openness/innocence
(iv) Arms crossed on chest
defensive attitude
(v) Head tilted forward
showing deep interest in the message
(vi) Shaking hand with face turned in a different direction
degrading attitude
LETTERS
6
Spring
2013
6
(a) The distinguishing characteristics of a Circular Letter prepared by a
business organisation for issuance to its customers are:
(i) The circular letter carries the same message to a large number of
recipients and is issued at the same time.
(ii) The circular letter is written in a persuasive style to motivate the
recipients to continue to read the entire letter.
(iii) The circular letter is written in an easily understandable style as it is
written to a varied group of recipients.
(iv) The circular letter should not contain very detailed or complex
ideas/highly contentious issues.
(b) A business organisation would usually issue a Circular Letter on the
following occasions:
To Customers:
(i) to announce establishment of a new line of business
(ii) to announce any special discount or offer to the customers
(iii) to announce opening of a new branch or outlet.
To External Parties other than customers:
(i) to announce a change in the constitution of the firm e.g.
introduction of a new partner
(ii) to announce the issuance of dividend to the shareholders
(iii) to announce execution of a technical collaboration agreement with
a renowned international business organisation.
10(a)
Spring
2013
6
The shortcomings in the message to the former employer regarding
reference of a prospective employee are:
(i) It is not advisable to mention the period during which Azam Khan
had worked with Mr Siddiqui. This information should be provided by
the former employer so that it can be verified from the information
provided by the applicant.
(ii) It is inappropriate to mention that the prospective employer is
impressed with the applicants personality. This reveals that the
prospective employer is already prejudiced and the former employer
may therefore refrain from giving an objective opinion.
(iii) The prospective employer should not state that he is eager to
know why Azam Khan left the former employer. The word eager
indicates exaggerated interest or inquisitiveness.
(iv) It is not advisable to ask the former employer if he would hire the
individual back. This request is in bad taste as it would place the former
employer in an embarrassing position. Besides, the information is not of
any significance to the
prospective employer.
(v) It is not advisable to ask for information about personal life of the
job applicant. The former employer would obviously be reluctant to
provide any such information in writing even if he is aware of it as it may
have legal consequences
11
Spring
2013
10 No Suggestion
6
Autumn
2012
10 No Suggestion
10
Autumn
2012
10 No Suggestion
13(a)
Autumn
2012
4
The Letter of Recommendation should include the following important
details:
(i) Full name of the candidate, Saulat Khan
(ii) The designation of job which Saulat Khan is seeking with Fine Juices
Limited.
(iii) Title of the job held by Saulat Khan in your department and reason
for leaving your company.
(iv) Statement that the letter is in response to a request from Saulat
Khan.
(v) The nature of relationship between the writer and the candidate.
(vi) The writers overall evaluation of the suitability of the candidate for
the job.
4
Spring
2012
10 No Suggestion
10
Spring
2012
10 No Suggestion
7
Autumn
2011
10 No Suggestion
9
Spring
2011
11 No Suggestion
8
Autumn
2010
11 No Suggestion
10
Autumn
2010
10 No Suggestion
8
Spring
2010
12 No Suggestion
4
Autumn
2009
12 No Suggestion
9
Autumn
2009
11 No Suggestion
MEMORANDUM
6
Autumn
2011
10 No Suggestion
9(a)
Autumn
2010
5
A Memorandum is a written communication used by officials/staff
within the organisation to communicate with other members in the
organisation. It is the most frequently used form of written
communication and serves to convey and exchange a wide range of
important information within an organisation.
Memorandum are used frequently to convey information because:
(i) written communication in the form of a memorandum avoids
ambiguity and confusion in the message conveyed to the receiver(s).
(ii) it is a record of facts, instructions and decisions and is used to
establish accountability and responsibility.
(iii) the recipient of the memorandum has sufficient time to deliberate
on the contents of the message and make the most appropriate
response.
REPORTS
10(b)
Spring
2013
4
An Information Report focuses on the presentation of facts, figures and
other relevant information on any particularissue without making any
recommendations or proposing new ideas or offering any solutions.
An Analytical Report examines in sufficient depth any particular
problem/issue or assesses a specific situation and recommends a course
of action to resolve the problem or handle the issue(s).
Examples:
Information Report - Report on Implementation of a Policy/Procedure,
Compliance Report, Project Progress Report, etc.
Analytical Report - Market Analysis Report, Due Diligence Report,
Feasibility Report, etc.
12(a)
Spring
2013
6
The purpose of inclusion of Appendices, Bibliography and Index in
formal long business reports are:
(i) Appendices contain additional information that is useful but not of
critical importance to the report. The material included in the
appendices may have details which would not be of significant relevance
to be included in the main body of the report and may be of interest
only to few recipients.
(ii) Bibliography is a list of secondary sources from which
information/data has been drawn for inclusion in the formal long
business report. These sources may be disclosed separately in the last
pages or included as footnotes in the pages in the body of the report.
(iii) Index is an alphabetical list of names, topics, and subjects contained
in the report along with their corresponding pages in the report. The
Index helps the reader to readily refer to the topics/subjects of
immediate interest and their
relevant pages.
4(a)
Autumn
2012
8
The focus of Content of the Different Types of Business Reports is:
(i) Project Progress Report - Outlines the progress of the tasks in a
project, including work completed, work remaining, costs incurred,
remaining cost to complete the project and schedule of original and
anticipated time for completion of the project.
(ii) Performance Appraisal Report - Documents the quality of an
employees work performance for a particular period with identification
of the individuals strengths and weaknesses, training needs and
recommendations of salary
increments/promotions and career planning.
(iii) Feasibility Report - The report examines the viability of the
proposed undertaking from its technical, commercial and economic
standpoints. It presents the benefits that proposal or idea will yield with
details of its initial capital costs, implementation schedule, recurring
operating costs and returns over the useful life of the undertaking.
(iv) Sales and Marketing Report - Provides data of actual sales of
various productsaccording to their quantities/volume, territories, sales
teams and distributors for a specific period. The Report presents analysis
of the actual achievement of sales in comparison with the budget
targets. The Report makes recommendations for pursuing specific
marketing policies.
(v) Annual Report of Chairman - Presents report of financial
performance of the organisation, its achievements and problems
experienced during the period under review. The Report provides
information about future expectations and plans to obtain the desired
results. The Report also informs the stakeholders, primarily existing and
prospective investors, creditors and analysts of the achievements and
future expectations of the organisation.


10(a)
Autumn
2011
5
The Headings of important Topics of the Comprehensive Report should
include:
(i) Authorisation for the Assignment
(ii) Executive Summary
(iii) Purpose of the Report
(iv) Scope of the Report and its coverage of important issues
(v) Sources from which information was obtained
(vi) Methodology involved in the preparation of the Report
(vii) Definitions of terms used in the Report which may be unfamiliar to
the readers
(viii) Limitations and Factors which were constraints in the preparation
of the Report
(ix) Organisation and Rationale for format of the Report
(x) Vote of Thanks to individuals who facilitated in the preparation of
the Report
(xi) Conclusion and Recommendations
(xii) Appendices
8(b)
Spring
2011
6
A Business Report is a written communication of factual information on
a specific subject presented in an orderly and formal manner.Business
Reports are prepared to serve the following purposes in a large business
organisation:
(i) Present information to management giving analysis of any particular
issue, incident or on the state of affairs.
(ii) Provide information in compliance of legal obligations to regulatory
authorities, shareholders, creditors, employees, etc.
(iii) Provide information regarding products or services offered to
customers and general public.
(iv) Furnish professional information/opinion in a comprehensive form
by external consultants on any specific subject in response to an enquiry
from a client.
7(a)
Autumn
2009
4
Matching of the Names of Reports with their nearest types of reports
are:
Operating Report Monthly Production Report
Personnel Activity Report Monthly Absenteeism Report
Justification Report Report of Capital Expenditure
Final Report Report of Results Achieved
PROPOSALS
4(a)
Spring
2010
3
Request for Proposal (RFP) is a formal document that describes a
project, or need for service and invites prospective bidders to propose
solutions. A Request for Proposal should contain the following important
information:
(i) Description of the work to be performed with adequate details.
(ii) Method of submission of the Proposal i.e. on prescribed form to be
delivered by hand or by registered post, etc.
(iii) Mention of the last date and time for submission of the Proposals.
(iv) Terms relating to payments, such as advances or not, interim
payments and any other materialterms and conditions.


4(b)
Spring
2010
3
The Headings of Paragraphs contained in a typical Proposal are:
(i) Reference or Authorization for the Proposal
(ii) Table of Contents
(iii) Proposal Summary
(iv) Purpose or Objective
(v) Problem or Need
(vi) Background
(vii) Benefits of the Proposal
(viii) Description of the Solution
(ix) Methodology of Handling the Proposal
(x) Qualifications of Personnel
(xi) Time Schedule
(xii) Cost
(xiii) Glossary
(xiv) Appendices
(xv) Reference List
(xvi) Name of Primary Contact Person
4(c
Spring
2010
3
The essential qualities of a well-prepared Proposal are:
(i) the purpose of the Proposal is stated clearly
(ii) the problem or need for the Proposal is understood and defined
clearly.
(iii) the suggested solution offered in the Proposal is workable and in the
best interests of the recipient.
(iv) the Proposal is honest, factual and objective.
(v) the benefits to be derived from the proposal outweigh the costs.
(vi) Contains a time schedule including the milestones/checklists of the
projects
(vii) Contains a list of the cost and the resources involved in completion
of the project
BRIEFS
N/A
PRESS RELEASES
N/A
JOB ADVERTISEMENTS
N/A
MEETINGS


4
Spring
2013
10
(a) The chairman should perform the following role to ensure that the
proceedings of the meeting are conducted in an effective manner and a
positive outcome is achieved from the meeting:
(i) Keep the meeting on track at all times according to the given
agenda.
(ii) Encourage the members to participate and make meaningful
contributions.
(iii) Steer the meeting to keep the discussions on course but not
attempt to monopolize the discussions.
(iv) Close the meeting by reiterating all the important points and
decisions reached in the meeting.
(b) Minutes of a Meeting are the formal record of the proceedings of a
meetingand contain important though brief description of the
discussions in the meeting and the decisions reached in the meeting.
(c) The items which are essentially included in the minutes of meeting
of a company are:
(i) Date and Number of the meeting.
(ii) Place where the meeting was held.
(iii) Name and designation of the person who presided over the
meeting.
(iv) Names of the persons who attended the meeting.
(v) Names of persons who were absent and were granted leave of
absence.
(vi) Record of confirmation of the previous minutes and any
amendments agreed by the members.
(vii) Essential background of the items/topics discussed in the meeting
and a precise summary of the discussions.
(viii) An unambiguous record of the decisions reached in the meeting
and the resolutions passed in the meeting.
(ix) Vote of thanks to the chair.
(x) Signature of the individual who presided over the meeting.
7
Spring
2012
6
The important factors responsible for the unsatisfactory outcomes of
meetings are:
(i) The participants in the meeting are not genuinely interested in the
discussions and do not take the meeting seriously.
(ii) The participants do not have sufficient knowledge about the topics
under discussion and are therefore not able to make meaningful
contributions.
(iii) The participants may deliberately lead the discussions into areas
which are outside the scope of the main topic under consideration and
create confusion.
(iv) The participants are reluctant to express their true opinions and
either follow the opinion of the leader or the majority of the
participants.
(v) The meetings are convened without sufficient preparations and
important information is missing. This often results in postponing critical
decisions.
(vi) The meetings continue for long periods without focus on the main


issues of the agenda items.
(vii) The participants may think that the recommendations or decisions
reached in the meeting
will not be considered seriously as the authority to implement the
decisions vests somewhere else.
10
Spring
2011
6
The Minutes of the Meeting of a leading organisation should include the
following items:
(i) Date and Distinctive Number of the Meeting.
(ii) A list of the Names and Designations of the persons who attended
the meeting.
(iii) A list of names of persons who were not present in the meeting and
from whom requests for grant of leave of absence were received.
(iv) Record of confirmation of the Minutes of the previous meeting.
(v) A gist of the agenda items considered along with the essential
features of the discussions in the meeting.
(vi) An unambiguous record of the decisions reached and precise
statement of the resolutions passed in the meeting
(vii) Signatures of person chairing the meeting and date of signature.
9(b)
Autumn
2010
4
(i) Resolved that the name of the company be and is hereby changed
from Karachi Trading Company Limited to National Trading Company
Limited. Further resolved that Mr. Hameed Ahmed, Secretary is to take
up the matter relating to the change in name with the Registrar and
obtain the necessary approval.
(ii) Resolved that Mr. Sohail Ahmed be and is hereby appointed as
Chief Executive Officer of the Company with effect from September 1,
2010 at a salary of Rs 6 million per annum plus benefits, according to the
policy of the company.
(iii) Resolved that bonus equivalent to one months basic salary be paid
to all the permanent employees of the company for the year ended
March 31, 2010.
(iv) Resolved that Shahid & Company, Chartered Accountants be and
are hereby appointed as Statutory Auditors of the Company for the year
2010-2011 at a remuneration of Rs. 200,000


2(b)
Spring
2010
5
The important task that a person presiding a meeting is expected to
perform are as follows:
i. keep the meeting on track at all times according to the set agenda
ii. encourage the members to participate and make meaningful
contributions
iii. steer the meeting to keep the discussions on course but without
monopolizing the discussions
iv. conduct the meeting strictly in accordance with the agreed rules
v. Close the meeting by reiterating all the important points and decisions
reached in the meeting.
vi. Sort and interpret the discussions without imposing in his/her own
views
9(c
Spring
2010
2
Agenda of a business meeting is a list of topics to be discussed or
transacted during the course of the
meeting. The agenda is usually sent to the participants, well in advance
of the meeting.
8
Autumn
2009
8
(a) Minutes of a meeting are the formal written records of proceedings
of a meeting. The minutes are the summary of important discussions
held in the meeting and decisions taken at the meeting.
(b) The principles for writing of effective minutes of meetings are:
(i) Brevity Minutes are selective record of the proceedings and should
state only the material points discussed.
(ii) Clarity Clarity is essential for the recording of the minutes. Even
those persons who were not present in the meeting should be able to
understand the background of the decisions adopted and important
deliberations of the meeting by reading the minutes.
(iii) Record of Decisions Adopted Decisions and resolutions adopted in
the meeting should be precise and the actual language of the decisions
should be reproduced in order that there are no ambiguities in their
interpretation.
(iv) Immediate Recording The minutes should be recorded as soon as
possible after the holding of the meeting.
ELECTRONIC OFFICE
5(b)
Spring
2012
5
The following rules of etiquette should be followed in sending e-mail
messages:
(i) Do not send angry messages by e-mail. If there are areas of serious
disagreement or conflict they should be resolved in face-to-face
conversation and not by exchange of e-mail messages.
(ii) Send only those messages for which the recipient(s) have real need.
Send copies of messages to others only if it is considered necessary.
(iii) Use capital letters only to emphasize a single word or two. Sending
the entire message in capital letters is considered to be rude.
(iv) Send separate short messages on each subject so that the recipients
can store them conveniently in different mail-boxes.
(v) A message composed in the word processor and retrieved for e-mail
message should be converted in short line lengths to avoid awkward line
breaks.


(vi) In the reply to a message, include only the part of the original
message that is essential
4(b)
Spring
2011
5
The advantages of using Video-conferencing for meetings are:
(i) Substantial savings in travelling and related incidental costs are
achieved.
(ii) Valuable time of the participants which would otherwise be spent in
travelling is saved.
(iii) Video-conferencing meetings can be held more readily as the
participants can be assembled for such meetings with a minimum notice
period.
(iv) In such meetings, social exchanges are minimal and therefore the
duration of the meeting is shorter and more focused towards the
primary purpose of the meeting.
(v) The participants are able to avoid inclement weather conditions and
travel related problems.
7(b)
Autumn
2009
6
The key advantages of email are:
(i) can be transmitted speedily.
(ii) highly cost-effective.
(iii) can be made secure and restricted by use of passwords.
(iv) can be retained and retrieved readily from the word processing
packages.
The important limitations of email are:
(i) sometimes the recipients do not check their mail regularly and an
important message may not be able to achieve its purpose.
(ii) a lot of junk mail is transmitted resulting in wastage of time of the
recipients.
(iii) security and confidentiality of the messages can be compromised by
hackers.
(iv) messages in excess of certain bytes are often programmed to be
deleted; this may result in deletion of important messages.
CV'S, RESUME'


5(a)
Spring
2012
5
The important attributes of a wellprepared resume are:
(i) The resume should appear to be absolutely businesslike and adopt a
professional style of presentation.
(ii) The resume should highlight the applicants special talents and
background which will benefit the prospective employer. It should
demonstrate that the applicant can make positive contribution towards
the companys business objectives.
(iii) Action Verbs should be used to list the applicants special skills and
achievements. Quantifiable indicators of achievement should be
mentioned, wherever possible.
(iv) The Resume should be based in an easy-to-read style without a
cluttered presentation. Insert bullets or boxes to indicate separate
points.
(v) The use of pronoun I should be avoided.
(vi) The resume should be most carefully proof-read for error-free
presentation and polished for the use of appropriate vocabulary
9(b)
Autumn
2011
5
In a Chronological CV the particulars of work experience, names of the
organisations with which the candidate was associated, the positions
held by the candidate and a statement of the responsibilities handled
along with dates of joining and leaving the organisation are presented in
the most dominant position. The employment history is presented
beginning with the most recent position held.
It is preferable for an applicant to use a Chronological CV in the following
situations:
(i) the candidate has a strong track record of relevant experience with
companies who have a good reputation for providing sound training to
their employees
(ii) the candidate has demonstrable record of career growth and
progression
(iii) the candidate is being considered for a professional position where
a proven track record of competence, ability to work in a team
environment and soft skills are accorded considerable weight.
11
Spring
2011
3
The appropriate replies should contain the following line of reasoning:
(i) Disagree - The purpose of a well-prepared CV is to generate initial
interest in the applicant and elicit a call for interview. Recruiters do not
require so much information at the initial screening stage and would
probably not read all the details presented in the CV.
(ii) Disagree - A well-prepared CV must make a positive impression at
the preliminary stage as a skilled recruiter would do quick reading for
the key words and decide whether or not it merits further consideration.
(iii) Disagree - A wellprepared CV will at best help to receive an
interview call and the final selection would depend wholly on the
performance in the interview vis--vis other competing candidates.
GOOD NEWS AND BAD NEWS MESSAGES(THEORETICAL)


2(a)
Autumn
2012
6
The Direct Approach to conveying Bad News messages puts the bad
news upfront in the beginning and then states the reasons for the bad
news. The letter is closed with a positive statement.In the Indirect
Approach, the message begins with a neutral or a positive statement
which acts as a buffer, offers explanation or gives reason for the bad
news and states the bad news clearly in the middle of the letter without
much emphasis on the bad news itself. The indirect approach also
concludes the letter on a positive note to retain goodwill of the
recipient.
Direct approach in conveying Bad News messages is appropriate in the
following situations:
(i) The recipient is a busy person and would not like to spend much
time in reading the message.
(ii) The bad news is not of much consequence to the recipient and will
not cause much pain or disappointment.
(iii) The bad news message is an internal communication in the
organisation and the management wants to come to the point right
away.
13(a)
Spring
2012
5
The different types of buffers which are applied in conveying bad news
messages are:
(i) Agreement - This means that the sender and the recipient of the
message share similar viewpoints on any particular issue. It shows that
there is a common ground for understanding on any particular point.
(ii) Appreciation - The sender of the message expresses thanks for
receiving something from the recipient of the message. This may be an
application for employment, expression of interest in the senders
company, products or business, etc.
(iii) Understanding - The sender shows an understanding of the
recipients problems and concerns and expresses empathy in the
message which is being conveyed.
(iv) Fairness - The sender shows that the response in the message is
conveyed after an equitable and objective examination of the issues
involved and the decision has been taken after careful consideration by
the sender.
(v) Cooperation - The sender conveys to the receiver willingness to
extend support and be helpful in any possible in future


5(b)
Spring
2011
5

A Bad News Letter should cover the following points:
(i) Buffer Statement(Agreement) - Begin the letter by mentioning a
neutral buffer
statement or a point of common ground between the sender and the
reader.
(ii) Appreciation - Thank the reader for some act done by him e.g.
sending an
application, request, inquiry, etc.
(iii) Assurance Give assurance to the reader that the matter has
received very careful
consideration of the writer and offer honest explanation of facts
concerning the
problem and state why the writer is unable to offer a positive response.
(iv) Compliment - Compliment the reader for something good about
past record or
achievements.
(v) Cooperation - Convey a sincere desire to be as helpful as possible.
9(b)
Spring
2010
5
The steps to be taken for preparing a well-planned negative message
and also retaining goodwill of the receiver are:
(i) Use a Buffer: A buffer is a neutral or positive statement designed to
soften the impact of the negative message. A good buffer makes the
reader more receptive to the negative message.
(ii) Offer an Explanation: Offering of a sound reason prepares the
ground for the reader to accept the refusal. Explanation includes giving
convincing reasons why the matter must be handled differently from the
expectations of the reader.
(iii) Avoid emphasizing the Refusal: The refusal message should not be
over emphasized, although it should be clearly stated in the message.
(iv) Present an Alternative or Compromise: Offering an alternative
option would give the reader a different perspective and create an
impression that the sender cares about the reader and has a positive
and helpful attitude.
(v) End with a Positive Statement: The ending of an unfavourable
message should be on an assuring and positive note with a reader-
friendly closing.
PERSUASIVE MESSAGES (THEORETICAL)
N/A
INTRODUCTION TO OB
13(a)
Spring
2013
4
Organisational Behaviour is the field of study of structure, functioning
and performance of organisations and the manner of interactions or
behaviour of groups and individuals within the organisations. Study of
OB is concerned with the evaluation of performance of individuals and
their roles in an organisation and theways in which their behaviour
affects the performance of the organisation. OB includes the study of
core topics of motivation, leadership behaviour, authority and power,


interpersonal communication, group structure, learning, attitude,
perception, work design and work stress and draws from the knowledge
of multidisciplinary social sciences of psychology, sociology, social
psychology and economics.
ORGANIZATION STRUCTURE AND DESIGN
2(b)
Spring
2012
9
Ms. Haq and her incoming partners would have to introduce the following
changes in the
organisation structure in order to retain the positive characteristics of the
present organisational culture and also achieve the objectives of the business in
future:
(i) Chain of Command
This would be a continuous line of authority that would extend from the highest
organizational level to the lowest levels and specify the reporting channels. The
incoming partners should be made aware of the positive impact of the existing
organisational culture and its continuation for achieving the business objectives
in the future. Adherence to the line authority would have to be reconciled with
activities which require initiatives at all levels and promote open
communication among the employees.
(ii) Departmentalization
The creation of individual departments would be the basis by which the various
functions to be performed in the organisation would be grouped and classified
in distinct work activities for efficient performance in the organisation and
assignment of responsibilities for their performance. The interactions between
the departments should be aligned with the goals of the organisation and
promote a culture of mutual trust and timely resolution of conflicts.
(iii) Division of Work
This is necessary to produce more and better work from the same effort and
obtain maximum benefits of specialisation. It would involve appropriate job
description of the tasks in the organization. The jobs would be divided into
several steps and individual employees would specialize in doing a specific part
of an activity.
(iv) Centralization and Decentralization
It would be necessary to decide the extent to which decision-making authority
would be concentrated in the top management and its delegation to the lower
levels where the actual work is performed. The employees at all levels should
feel that their participation and involvement is important for the organisation
and that their opinions and suggestions would receive fair consideration.
(v) Span of Control
The new management would have to determine the number of employees a
manager can effectively manage and control for the performance of the various
functions. Appropriate span of control would also help to determine the
number of levels in the organisation hierarchy and the number of managers
required by Fashion Planet.
(vi) Formalization
This would involve standardisation of assignments, introduction of rules and
regulations and procedures within the organization to create a more disciplined
work environment. However, the existing culture of open communication,


loyalty, fairness and positive work attitude should be promoted at all levels
within the organisation
1
Autumn
2011
6
The distinguishing characteristics of organisational structures of present-
day companies and those operating 2-3 decades ago are:
(a) present day companies have more flat organisational structures
with increase in delegation of authorities and responsibilities with a
much greater proportion of employees performing some types of
managerial functions.
(b) present day companies require significant increase in
responsibilities of line managers in the management of employees
working under them.
(c) present day companies have matrix organisation structures and an
increasing proportion of the work is performed in multidisciplinary team
environment.
(d) present day companies create organisational structures in which
managers have a much wider span of control.
(e) present day companies have more flexible organizational structures
which enable them to make necessary adjustments and respond quickly
to the changes in the business environment.
(f) present day companies have hybrid organizational structures and
are prototypes of virtual organizations whose management is linked


through electronic communications.
1
Autumn
2010
6
The characteristics generally observed in the day-to-day working of
business entities which do not have appropriately designed
organisational structures are:
(a) Low Motivation and Morale: The staff has low levels of motivation
and poor morale due to lack of clarity of job definition and
managers/supervisors burdened with work overload.
(b) Delays and Inappropriate Decisions: Lack of proper and timely
communication of information to the relevant individuals on account of
inappropriate delegation of authorities and responsibilities resulting in
delays and poor decision making process.
(c) Conflicts and Lack of Coordination: Conflicting goals and individuals
working at cross-purposes due to lack of clarity of objectives and their
priorities resulting in lack of team environment and inadequate
coordination between planning and actual operational work.
(d) Rising Costs: Tall hierarchal structures with unproductive senior
management positions, excessive red-tape at the expense of genuine
productive work resulting in rising operating costs.
(e) Inability to Seize Business Opportunities: Lack of co-ordination
among the various operating and planning and research departments
prevent the firm from identifying and seizing new business opportunities
as they emerge from time to time.
(f) Inability to Adapt to External Changes in Business Environment:
Lack of coordination among the key management and the various
departments prevent the business entity from foreseeing the changes in
technology to reduce costs and improve efficiency levels.
3(a)
Autumn
2009
4
A Matrix Structure is an organizational structure which is modified
primarily for the purpose of completion of a specialized project.
Essentially, a matrix structure combines two forms of
departmentalization i.e. functional and product. In a matrix structure,
individuals from various functional departments are assigned to a
project while sharing the specialized resources across products. A Matrix
Structure breaks the unity-of-command concept as the employees in a
Matrix Structure report to two supervisors.


ORGANIZATIONAL CHANGE
1(a)
Spring
2010
6
The key factors which would make it necessary for business organizations to
introduce changes in their organizational structures are:
i. Technology: Technology includes machinery and equipment, computers,
accounting procedures, work processes and mode of delivery of services to
clients etc. Changes in technology can therefore have far-reaching affects on
the production / marketing processes, methods and cost and thus require
changes in organizational structures.
ii. Products or Services: Changes in the type of products or services demanded
by the customers require organizations to change their organization structures
to produce products/services according to the changes in the preferences of
customers for new products and services.
iii. Management and Working Relationships: Changes in the mission, culture,
policies and requirements of work skills necessitate changes in the
organizational structures. These include creation or deletion of departments
and divisions, more flat organizational structures and further delegation of
authorities and responsibilities with changes in reporting patterns and work
flows.
iv. State of the Economy: Changes in the overall economic conditions call for
changes in the organizational structures of businesses as they seek to expand
their operations to obtain advantages from a growing economy in order to
maintain and further consolidate their competitive advantage in the market. In
times of down turn in the economy, businesses contract their organization
structures and realign the working relationships to reduce their expenses.
v. Globalization: The increasing globalization of businesses leading to their
overseas expansion requires revamping of organizational structures to avail the
advantages of location of business and also to capture new markets. Businesses
modify and redesign their organizational structures to meet the challenges of
globalization and achieve their missions in the context of the changes
in global vision.
vi.Competition: Keeping abreast of the competitors and staying ahead of them
is essential for survival of the organization it could be creating an alternate
distribution system for faster delivery or other value addition services, with
increasing competition a successful organization needs to be flexible and able to
respond quickly to these changes.
vii.Social trends: The social trends dont remain static the organization may
have to change its structure, strategy to be sensitive to the growing trends.


1(b)
Spring
2010
6
Strategies to be adopted for overcoming the Resistance to Change are:
(i) Education and Communication: Provide information through various
communication methods and tailor it to create an environment of trust
and thus convince the employees of the need for change and seek their
help to reduce group resistance.
(ii) Participation and involvement: Invite inputs from all those affected
by the change and assure them that they can make meaningful
contribution to the process of change. Employees who have participated
in the decisions will be less averse to the process of change.
(iii) Building Support and Commitment: Management can reduce
employees fears and resistance to change by providing them training in
new skills and taking other similar facilitation measures.
(iv) Negotiations and Agreement: Offer incentives and trade-offs to
those affected by the change in exchange for acceptance of change.
(v) Identify Individuals who are willing to Accept Change: Individuals
with positive attitudes and high levels of tolerance are more willing to
accept changes. Organizations can facilitate the change process by
identifying such individuals and reduce the resistance to change through
them. These individuals often serve as role models and induce others to
accept changes without much resistance.
(vi) Coercion: This entails direct use of threats or force on those
individuals who adopt more negative attitudes and strongly resist the
change process. The use of force includes withholding of promotions or
benefits, unfavourable transfers and pay cuts etc.
CULTURE
11(b)
Autumn
2012
4
(i) Organisational Culture - Organisational Culture is the commonly held
pattern of shared values, norms, beliefs and attitudes that exist in an
organisation. Organisational culture is the manner in which the people in
an organisation,
individually and collectively, behave and perform their duties and carry
out their responsibilities.
(ii) Job Satisfaction - Job satisfaction refers to the attitudes and feelings,
the employees have towards their jobs. The extent of positive and
favourable attitudes towards the job indicates the level of job
satisfaction. The level of Job satisfaction is influenced by rewards,
recognition, quality of supervision, social relationship with the work
group
and the extent to which the individual is successful in the performance
of his duties.


2(a)
Spring
2012
3
The salient features of the organization culture prevailing in Fashion
Planet are:
(i) A highly informal and friendly work environment where the
employees openly exchange and share information, both on professional
and personal matters.
(ii) The owner, Ms Haq, is considered to be a mentor or even a parental
figure.
(iii) Fashion Planet has a strong culture of group loyalty, cohesion and
upholding of traditions.
(iv) There is concern among employees about the long-term success of
the company.
(v) Deep-rooted concern for the welfare of individuals in the
organisation.
(vi) A premium is placed on teamwork, participation and consensus.
5
Autumn
2009
9
(a) Organizational Culture refers to a pattern of shared attitudes, beliefs,
values and norms by the members of an organization which guide the
behaviour of individuals and groups in the organization. It is widely
believed that the organizational culture distinguishes and sets an
organization apart from all other organizations.
(b) The characteristics of an organization with firmly entrenched
positive cultural traits are:
(i) Emphasis on planning and strategy formulation: Pursuance of a
carefully conceived strategy fully aligned with the organizations
resources along with implementation of adequate control, monitoring
and review systems.
(ii) Innovation and risk taking: The employees are encouraged to be
innovative and take calculated risks for achieving the objectives of the
organization.
(iii) Attention to details: Considerable emphasis on the employees
abilities and skills to exhibit precision, analysis and close attention to
details in the performance of their work assignments.
(iv) Outcome orientation: Commitment of the management on
achievement of goals and targets envisaged in the corporate strategy.
(v) Employee orientation: The degree to which management decisions
take consideration of their impact on the employees in the organization.
(vi) Team work: The work activities are organized around teams rather
than individuals.
(vii) Motivation: Employees are motivated and rewarded to be
competitive and goal-oriented towards achievement of the
organizational goals.
(viii) Sustained Growth: The extent to which the work activities lay
emphasis on progress and growth rather than maintenance of status
quo.
INDIVIDUAL BEHAVIOR


8(b)
Spring
2013
6
Perception is the process by which individuals receive, organise and
interpret their sensory impressions about people, objects and events to
give them meaning and how they react to them in terms of their own
beliefs, values and expectations.The different types of errors of
Perception which often result in inaccurate or wrongful impression of
other individuals with whom we interact in our working relationships
are:
(i) The incorrect perception may be formed on the basis of inadequate
or incomplete information which appeals to us the most and influences
our judgement. This type of incorrect perception is the halo effect.
(ii) The incorrect perception may be based on irrelevant
information/traits of certain groups which that individual represents. We
assume that the individual with whom we interact would also
necessarily bear characteristics which are similar to those of the group
members which that individual represents. This type of incorrect
perception is called stereotyping.
7
Spring
2011
8
(a) Attitude means a tendency in an individual to persistently feel and
behave in a particular manner towards any object or situation with
which it is related. Attitudes are subjective i.e. dependent on perception,
personal experience and information and influence of other people;
attitudes are not necessarily wholly objective.
(b) The Components of Attitude are:
(i) Knowledge or Informational/Cognitive Component - This
component of attitude consists of beliefs, perceptions and information
that an individual has about an object. It does not matter whether the
informational component is accurate or based on some assumed
premise.
(ii) Feelings or Emotional/Affective Component - A persons feelings or
emotions may be positive, negative or neutral towards an object or
situation. In certain situations, individuals may be asked to show
particular types of behaviour which may be different from their innate
natural feelings .
(iii) Behavioural Component - This attitude consists of an individuals
tendency to behave, respond or perform in a particular manner towards
an object or in a particular situation. Unlike the other two components
of attitude, the behavioural attitude can be observed directly.


3
Spring
2010
6
The barriers which create impediments in the process of effective
delegation are:
(i) retention of maximum authority by the managers and lack of
willingness on their part to transfer authority to subordinates.
(ii) delegation of inadequate authority and thereby restricting the ability
of the subordinates to perform effectively.
(iii) lack of skills among the managers to direct and control the
subordinates.
(iv) lack of confidence and trust in the subordinates.
(v) lack of skills and expertise among the subordinates.
(vi) scope of the authorities and responsibilities of the task are
ambiguous to the subordinates
(vii) lack of resources to complete the task.
(viii) inadequate incentives and weak motivation on the part of the
subordinates.
1
Autumn
2009
10
The qualitative and quantitative factors which would provide insight into
the HR problems of Winsome Appliances Limited (WAL) are listed below:
Qualitative Factors:
(i) Extent of awareness in the organization about the Mission and Vision
of WAL.
(ii) Degree of commitment and motivation towards the achievement of
corporate goals.
(iii) Level of communication within the various cadres of management
and workers.
(iv) Capability of the management and work groups to generate new
ideas.
(v) Extent of planning and research effort to get to the roots of the
issues and resolve them.
(vi) Nature of internal conflict and hostility among the work groups in
the organization.
Quantitative Factors:
(i) Rate of employee turnover at various levels.
(ii) Rate of absenteeism.
(iii) Level of worker productivity.
(iv) Rate of wastage of expensive raw material inputs and rejects of
finished products.
(v) Work time lost due to casual attitude of the workers.
(vi) Shortfalls between actual performances and the targets.
GROUPS AND TEAMS


8(b)
Autumn
2012
4
The advantages of taking important business decisions in group settings
are:
(i) Cumulative Pool of Knowledge:
A group of persons can bring a substantial (cumulative) pool of
information, skills, expertise and experience to bear on the decision-
making process.
(ii) Better Comprehension of the Decision-making Process:
The group participants with diverse backgrounds who are personally
involved in the give-and-take of the decision-making process and
discussions of the implications of the alternative courses of actions tend
to understand better the rationale behind the final decision.
(iii) Increased Acceptance and Ownership of the Decision:
The participants who play an active role in group decision-making
process and problem solving readily accept the ownership of the
decision.
(iv) Opportunity for Training of Participants with Less Experience :
Participants with less experience have the opportunity to learn,
understand and appreciate the group dynamics by actually being
involved in the decision making process.
5(b)
Autumn
2011

Group Dynamics is the study of interactions and forces operating within
the groups. It is influenced by the internal structure and composition of
the groups, the manner in which the groups are formed and function
and the ways in which the group members interrelate to each other and
towards other groups.
5(c
Autumn
2011
3
The factors which create more effective Group Cohesiveness are:
(i) agreement and acceptance of Group goals by the members
(ii) effectiveness of the role of Group leadership
(iii) frequency of Group interactions amongst the members
(iv) relatively small size of the Group
(v) extent of Group competition and rivalry with other groups.
2
Spring
2011
7
(a) A High Performance Team is one in which the members are highly
focused on their goals, deeply committed to the personal growth and
success of the individual members and have strong determination to
significantly outperform other teams.
(b) The Business Leader can create and develop a High Performance
Team by taking the following steps:
(i) select the team members with the necessary mix of skills to
complete the job effectively
(ii) communicate to the team members the specifications of the
desired end product/result, expectations of high standards of
performance with challenging goals
(iii) ensure that all necessary resources are provided to the team to
achieve the goals
(iv) inspire a sense of technical competence in the members and build-
up their confidence and create motivation for joint efforts
(v) offer encouragement through positive feedback
(vi) reward outstanding performance


(vii) resolve conflicts in a timely manner.
6(b)
Autumn
2010
6
A Group is a collection of two or more individuals who interact with one
another, have a stable pattern of relationships among them and share
common goals and perceive themselves as a group.The main attributes
of a Cohesive Group are:
(i) Number of members in the group is small.
(ii) Members of the group interact among themselves frequently and
engage in effective interpersonal communication.
(iii) Members have a high degree of group loyalty.
(iv) Members are united against any perceived external threat to the
group.
(v) Members consider that their interests would be satisfied best by the
group.
(vi) Group affiliation is reinforced by effective leadership which provides
continuous impetus to the members to achieve a feeling of belonging to
the group.
(vii) Members are proud to be identified with the group if it is
considered to be competent and has a track record of successful
achievements.
MOTIVATION
13(b)
Spring
2013
6
Job Enrichment - Job Enrichment entails vertical expansion of a job so
that the individual has the opportunity to experience achievement and
progress by being involved in stimulating work and assuming greater
responsibility. In job enrichment the employees perform varied tasks
rather than engage in work of a similar or repetitive nature. Job
enrichment increases the extent to which an employee is involved in
controlling, planning and evaluating the work.
Intrinsic Motivation - Intrinsic Motivation is a positive feeling associated
with doing a job well and occurs from a sense of achievement and
responsibility and the nature of work itselfrather than external factors
such as incentive pay or a compliment by the supervisor. Intrinsic
motivation is achieved by individuals who are driven to perform for the
passion or the challenge of the job of ones choice or preference.


8(a)
Autumn
2012
6
According to the Expectancy Theory of Motivation, there is a high
probability that the employees will be motivated to exert high levels of
efforts, if they believe that these efforts will lead to good performance
appraisaland that good performance appraisalwould lead to the desired
outcome i.e. higher reward. Finally, the employee motivation would
depend upon the extent of importance of the reward to the employees.
The value placed on the potential outcome is the valence component.If
the rewards are of greater interest to the employees, the valence would
be high.
9(b)
Spring
2012
4
Self-actualisation is the highest order of human need of growth for
achieving ones potential and self-fulfilment. Self-actualisation is a
motivational need which arises after the lower order physiological,
safety and esteem needs have been satisfied. The need for self-
actualisation is satisfied internally while the lower order needs of food,
shelter and security are satisfied externally. Self-actualisation need
manifests in being able to be creative in specific pursuits and
accomplishing an outstanding job. In practice, few individuals are
motivated and able to reach the high level of satisfaction of self-
actualisation needs.
9(a)
Autumn
2011
5
The Non-Monetary Factors which would create greater Employee
Motivation are:
(i) Efficient organisational structure
(ii) Committed and competent leadership
(iii) Fair and merit-based promotion system
(iv) Congenial work environment
(v) Prospects of growth
(vi) Recognition of performance
(vii) Award of status
(viii) Job satisfaction
(ix) Job security
(x) Job enrichment
(xi) Efficient system of handling grievances
(xii) Freedom of association and expression


6(a)
Autumn
2010
6
An enlightened corporate management should adopt the following
policy measures to retain its most competent professional staff and
prevent it from joining its competitors:
(i) Fairness and Satisfaction the most important ingredient for
creating staff loyalty is positive and equitable work environment.
Employees tend to develop commitment if they perceive the
management to be supportive and treats them in a fair manner.
Commitment in a knowledge-based organization can also be increased
by sharing profits and offering companys shares to the employees.
(ii) Job Security -threats of layoffs can undermine loyalty of the
employees. The staff should be provided with adequate job security to
be assured of employment stability and long-term mutually rewarding
employment relationship.
(iii) Staff Involvement in Decisions - professional staff consider
themselves as integral part of the organization when they participate in
decisions which guide the organizations progress and growth. Staff
involvement also builds loyalty because it is perceived as a
demonstration of the companys confidence in their capabilities.
(iv) Trust in Staff - The element of trust shows placement of faith in the
other person or group. Trust is important for organizational commitment
because employees identify with the organization and feel obligated to
live up to the trust reposed in them by the organization and its leaders.
STRESS
3
Autumn
2011
7
(a) Job Stress is a harmful physical and emotional condition arising from
interaction of individuals with their jobs.
Job Stress manifests by changes within the individuals which force them
to deviate or behave differently from their normal behaviour and
performance patterns.The Behavioural Symptoms of job stress are
changes in eating habits, sleeping disorders, procrastination, isolation,
smoking, drug addiction and nail biting, etc.
(b) Job Stress can be caused by one or a combination of the following
factors:
(i) Jobs which create multiple and conflicting demands on individuals or
in which there is ambiguity or confusion regarding the individuals role in
terms of duties, authority and responsibilities.
(ii) Jobs which do not offer much variety in their performance and are
of a highly repetitive nature.
(iii) Jobs which require adherence to stringent working conditions, lack
autonomy and have low opportunities for career growth.
(iv) Jobs which offer low remuneration resulting in difficult financial
circumstances.
(v) Jobs which are performed in poor working environment, e.g.
excessive noise, humidity or dangerous work conditions.
(vi) Jobs which are perceived to be of menial nature and are considered
to be of low value by the society.
MISSION, GOALS AND OBJECTIVES


7
Spring
2010
6
(a) Management by Objectives is a process by which specific goals are
set for the whole organization and each individual unit within the
organization. These goals form the basis of planning and managing the
organizational activities and rewarding the efforts. MBO involves
considerable participation at the various levels of management and the
subordinates in setting of the goals.
(b) The steps in the process of establishing goals and plans by the MBO
approach are:
(i) Define the attainable objectives in term of their contribution to the
total organization.
(ii) Determining overall objectives and action plans, linking the short
term plans with longer term plans and goals.
(iii) Establishing specific goals for the departments, individual units and
individuals.
(iv) Formulating action plan.
(v) Implementing the plans and creating effective control systems.
(vi) Reviewing the progress at regular intervals.
(vii) Appraising the performance.
LEADERSHIP
1(a)
Spring
2013
9
The main factors which may be responsible for the pervasive crisis of
leadership in the organisational hierarchy of SML are:
(i) Lack of ability on the part of leadership at senior levels to do creative
thinking and bring about innovative changes in the types and models of
vehicles that meet the requirements of its target market.
(ii) Induction of incompetent employees at various levels who may not
have the necessary skills and commitment to achieve the organisational
goals. Such employees are not only poor performers themselves but
they also create
obstructions and undermine the level of motivation among other
workers.
(iii) Inappropriate/inefficient management of resources such as
manpower, equipment and information which prevents the organisation
from achieving optimum levels of performance.
(iv) Inability to attend to the required details and failure of management
to coordinate the work activities in various divisions/departments.
(v) Failure to delegate authority and responsibilities where they are due.
(vi) Emphasis on the 'authority of leadership' and failure to motivate the
employees at different levels to participate in achieving the corporate
goals.
(vii) Inequitable and unfair compensation and reward system based on
favouritism and social affiliations rather than on merit
1(b)
Spring
2013
5
The Leadership Grid or Managerial Grid classifies the different types of
leadership styles as follows:
1,1 - Low concern for both production and people/Impoverished
leadership style.
1,9 - Low concern for production and high concern for people/Country
club leadership style.


9,1 - High concern for production and low concern for people/Task
oriented leadership Style.
5,5 - Moderate concern for both production and people/Middle of the
road leadership style.
9,9 - High concern for both production and people/Team oriented
leadership style.
11(a)
Autumn
2012
6
The Different types of Powers which Business Leaders exercise to
influence the performance and motivation of their subordinates are:
(i) Legitimate Power - refers to the powers vested in Business Leaders
due to their formal position or authority to influence or control the
behavior of their subordinates. Business Leaders at different tiers in the
organizational hierarchy wield varied levels of legitimate powers.
(ii) Reward Power - Business Leaders have reward powers if they can
obtain compliance from their subordinates by promising or granting
rewards. Reward Power is effective when the recipients have a
perception of its fair and equitable
distribution on the basis of merit and performance. Increments,
promotions, fringe benefits and postings of choice are examples of
reward powers.
(iii) Coercive Power - Threats of punishment and actual punishment
enable Business Leaders to exercise coercive power over their
subordinates. Coercive power has a negative impact and the potential
negative consequences of its application should be considered carefully
before it is exercised.
(iv) Expert Power - Business Leaders achieve and exercise expert
powers due to their particular talents, skills, knowledge, abilities or past
experience.
6
Spring
2012
7
Participative Style of Leadership uses both task-centred and people-
centred approaches to leading subordinates. The decision-making
process is decentralised and subordinates are expected to contribute
their knowledge and skills in solving problems which increases their
motivation and interest in their work.
Authoritarian Style of Leadership uses only work-centred behaviour
from subordinates to ensure the accomplishment of tasks. All the
decision-making powers are highly centralised and ideas emanating from
subordinates, if any, are discouraged. The subordinates are expected to
carry out the orders given to them by the leader.
Participative Style of Leadership is most effective in situations in which
the leaders:
(i) have confidence and trust in the subordinates to perform their
assigned tasks
(ii) are willing and interested in sharing their skills with the
subordinates
(iii) are interested in the personal development of the subordinates
(iv) want to devote their own efforts to attend to other tasks which they
consider to be of more importance.
Authoritarian Style of Leadership is effective in the following situations:


(i) the leaders want immediate implementation of their decisions
(ii) the leaders do not have faith in their subordinates competence
and/or reliability
(iii) the jobs are of a highly repetitive nature
(iv) the leaders believe that employee participation would not make any
positive contribution to the overall results.
5(a)
Autumn
2011
3
The key characteristics of Charismatic Leaders are:
(i) Charismatic Leaders have a vision of an idealised goal of a change for
a better future and are able to articulate their vision in a manner that is
understandable to their followers.
(ii) Charismatic Leaders are willing to take high personal risks and
engage in self-sacrifice to achieve their vision.
(iii) Charismatic Leaders engage in behaviours that are perceived as
exceptional and are different from the prevailing norms.
(iv) Charismatic Leaders are sensitive to the needs, feelings and abilities
of their followers and motivate them to achieve the visions of the
leaders.


6
Spring
2011
9
(a) Transformational Leaders inspire their followers to transcend their
own self-interest for the greater good of the organisation they serve.
Transformational Leaders create a profound affect on their followers
and have the capability to inspire and motivate their followers to make
extra efforts to achieve group goals. Transformational Leaders recognise
the developmental needs of their followers and help them to change
their attitudes, to achieve group goals.
(b) Transformational Leaders display the following characteristics and
traits:
(i) Sincerity-Transformational leaders are genuinely sincere towards
the achievement of the goals of the organisation.
(ii) Role Models-Transformational leaders serve as role models and
adopt lifestyles and code of ethics which they want their followers to
pursue and emulate.
(iii) Create Bond-Transformational leaders develop organisations as a
family and develop strong personal relationships, show concern for the
problems of the followers and are readily accessible.
(iv) Consultation and ParticipationTransformational leaders motivate
their followers to openly express their viewpoints and opinions and also
encourage their participation in matters concerning them.
(v) Empowerment and SupportiveTransformational leaders repose
trust and confidence in their followers and delegate authority and
powers to enable them to carry out their responsibilities.
(vi) Team Work - Transformational leaders encourage team work and
are strong believers that best results can be achieved through joint
efforts.
(vii) Continuous Change and Innovation Transformational Leaders
are creative individuals and are always open to new ideas and introduce
changes for improved performance without causing abrupt disruptions
in the organisation.
4
Autumn
2010
6
(a) Code of Ethics is a statement that defines an organisations value
systems, morals and beliefs that
individuals are required to imbibe and uphold to continue as members
of an organization. Code of
Ethics lays down parameters of moral issues in the day-to-day dealings
and conduct of the
companys business.
(b) Soundly-managed business organisations adopt Code of Ethics to
achieve the following advantages:
(i) A clearly articulated Code of Ethics provides guidelines to employees
to deal with situations
within the company according to policies which are considered to be fair
and morally correct.
(ii) The Code of Ethics helps employees to align their personal values
with those of the
organisation and create a strong bond with co-workers and the
management.
(iii) The Code of Ethics sets guidelines for dealing with suppliers,


customers, shareholders which
are morally fair and equitable and avoid decisions that may lead to
litigation and government
intervention.
(iv) The Code of Ethics provides guidelines for management and staff
pertaining to acceptable
moral behaviour.
5(a)
Autumn
2010
6
The salient features of the Style of Leadership of Managers are:
Theory X
(i) Employees inherently dislike work and, whenever possible, will
attempt to avoid it.
(ii) Employees dislike work and must therefore be coerced, controlled,
or threatened with punishment to achieve goals.
(iii) Employees will avoid responsibilities and seek formal direction
whenever possible.
(iv) Most workers place security above all other factors associated with
work and lack ambition.
Theory Y
(i) Employees will view work as a natural phenomenon.
(ii) Individuals will exercise self-direction and self-control if they want to
achieve their objectives.
(iii) An average person can learn to accept responsibility.
(iv) The ability to make innovative decisions varies widely and is not
necessarily confined to individuals in management positions.


10
Spring
2010
8
(a) In an Autocratic style of Leadership, the leader makes all the
decisions independently and gives orders. The leader expects that the
orders would be obeyed by the subordinates without any questions or
resistance.
(b) The advantages of Autocratic style of Leadership are:
(i) There is a strong motivation in the manager exercising this style of
leadership to achieve results.
(ii) Prompt and effective decisions can be reached under autocratic style
of leadership.
(iii) Subordinates with less competence do not have to participate in
planning and decision making and are satisfied to carry out the orders
given by the leader.
(iv) Some individuals prefer to work under a centralised authority in an
environment of strict discipline.
The disadvantages of Authoritative style of Leadership are:
(i) The manager is interested only in the immediate results and has no
concern for the subordinates.
(ii) The decisions are made unilaterally and do not draw on the skills and
expertise of the subordinates.
(iii) The subordinates are often suppressed and are required to submit
to the demands of the leader.
(iv) The autocratic leader places more reliance on negative motivation
of the subordinates.
(v) One way communication, it does not ensure whether the orders
have been understood properly until afterwards
(vi) It doesnt encourage initiative and commitment from the
subordinates.
2
Autumn
2009
6
The Charismatic Leader of a highly successful business organization
should take the following steps to minimize the adverse effects of
Charismatic Style of Leadership:
(i) Encourage dissent so that the subordinates can disagree without
feeling of being disloyal to the leader.
(ii) Establish systems in the organization that will be durable and outlast
the tenure of the charismatic leader.
(iii) Plan for a competent replacement to transfer the personal bonds of
charisma attached with the present leader to the organization or to the
new leader.
(iv) Use charisma to overcome problems in the short-term. In the long-
term, adopt measures to ensure that the power vests in the organization
and not in the personality of the leader.
(v) Assess the environmental conditions and take measures with a sense
of awareness that although charisma creates safety in crisis situations, it
is less effective in times of stability
CONFLICT AND NEGOTIATION


3
Spring
2013
10
The approaches to resolving Intergroup Conflicts and the situations in
which these approaches would yield optimal results are:
(i) Authoritative/Commanding approach The manager uses formal
authority to resolve the conflict and communicates the decision to the
parties involved in the conflict. The authoritative/commanding approach
is applied when immediate and decisive action is important and the
manager is certain that the benefits of the decision would outweigh the
disadvantages of negative feelings of the dominated group.
(ii) Problem Solving/Collaborative approach The manager attempts
to find an integrative solution through open discussions and seeks to
merge the viewpoints of the groups with different perspectives to gain
their consensus. The problem solving/ collaborative approach is followed
when the parties are at senior management level and have interest in
solving the problem by clarifying their differences to reach a win-win
solution.
(iii) Avoiding approach The manager withdraws from or suppresses
the conflict and emphasises the common interests of the parties to
continue to perform their activities. This approach is followed when the
manager seeks to obtain more information or gain time to resolve the
problem rather than reach an immediate decision. This approach is also
pursued when the issues are of a trivial or insignificant nature.
(iv) Compromising approach In this approach the manger seeks a
middle ground and asks all the parties to the conflict to give up
something of value. The resolution of theconflict is important as conflict
may lead to disruption due to assertive approaches of the parties. The
compromising approach is preferable when the parties are of equal
strength and/or other approaches have not been successful in resolving
the problem.


3
Autumn
2012
8
(a) Functional/Constructive Conflict is a conflict which supports the
goals of the group and helps to improve its performance. In
functional/constructive conflicts, it is important to separate personalities
of the parties from the issues which cause or create conflicts. The
individuals involved in functional conflict do not take disagreements
personally but in a spirit of harmony to examine and understand all the
aspects which have a bearing on the issue to achieve optimal results for
achieving the goals of the group.
(b) Functional/Constructive Conflict can contribute to improve the
performance in an organization by:
(i) Evaluating the current position objectively and promoting
reassessment of group activities and goals as an ongoing process.
(ii) Stimulating creativity and innovation among the participants who
express their opinions and views in an open and constructive manner.
(iii) Creating initiatives for changes in an orderly manner without
causing disruptions or affecting the smooth coordination of activities of
the organization.
(iv) Releasing of pent-up tensions of the participants because the
individuals feel that their opinions have received consideration.
(v) Providing opportunities to dissidents to self-evaluate their own
analytical abilities and the expertise they bring on important issues.
(vi) Introducing a culture in which groupthink or rubber-stamping of
decisions taken by the comparatively more articulate or dominating
personalities is discouraged.
13(b,c)
Autumn
2012
6
(b) Negotiation is a process in which two or more parties who consider
that they need to be jointly involved in an outcome, but who initially
have different objectives, seek by use of arguments and persuasion to
resolve their differences in order to achieve a solution which is
acceptable to all the parties involved in the negotiations.
(c) Mediator - A mediator is a neutral third party who facilitates the
parties to the negotiations to reach an acceptable solution through
reasoning and persuasion and by offering suggestions for pursuing
different alternatives.
Arbitrator - An arbitrator is a third party with the authority to dictate an
agreement which should be acceptable to the parties to the
negotiations. Arbitration can be voluntary, i.e. requested by the parties
themselves, or compulsory, i.e. forced on the parties by law or contract.


8
Spring
2012
10
The basic differences between Distributive Bargaining approach and
Integrative Bargaining approach in the process of Negotiations from the
standpoint of their bargaining characteristics are:
(i) Goals: In the distributive bargaining approach, each party strives to
obtain the maximum advantage for its own self interest, whereas in an
integrative bargaining approach both the parties attempt to expand the
scope and size of the benefits to be able to maximise them to their
mutual advantage.
(ii) Motivation: In the distributive bargaining approach, the motivation
for each party is to adopt a win-lose position in which the gain of one
party is at the expense of the other, but in the integrative bargaining
approach the motivation is that both the parties should emerge as
winners in a win-win situation
(iii) Focus: In the distributive bargaining approach the focus is to
assume a particular position and stick to it to obtain the opponents
agreement to a specific target or as close to it as possible, whereas in an
integrative bargaining approach the focus is on understanding the
respective positions of each of the parties and try to reach a mutually
acceptable outcome.
(iv) Interests: In a distributive bargaining approach, the interests of each
of the parties are opposite, whereas in an integrative bargaining
approach there is a convergence of interests of both the parties to arrive
at a mutually acceptable position.
(v) Sharing of Information: In a distributive bargaining approach, each
party withholds information to out manoeuvre the other party, but in an
integrative bargaining approachboth the parties share information to
satisfy the interests of each of the parties.
(vi) Duration of Relationship: In the distributive bargaining approach,
the duration of relationship between the parties is of a short-term
nature, whereas in the integrative bargaining approach the engagement
or relationship between the parties is of a long-term character.


1
Spring
2012
9
The factors which are responsible for creating Group Conflicts in
business organisations are:
(i) Interpersonal Differences/Group Politics - The inherent differences
in personality, temperament and outlook of individuals are often the
main sources of interpersonal and group conflicts. Discerning managers
recognise these differences and make efforts to create a conducive
environment in which people with interpersonal differences are able to
work together as cohesive groups.
(ii) Differences in Values and Beliefs - Values and beliefs of individuals
are shaped by their upbringing and life experiences and therefore differ
considerably. Values such as honesty, affiliations, beliefs and
competitiveness are often deep rooted in individuals and may at times
result in discrimination, consciously or subconsciously, in their group
interactions which can cause conflicts.
(iii) Differences in Allocation of Resources - Groups have different
interests in the allocation of resources such as salaries and perquisites,
deployment of staff and equipment and allotment of space. Each group
has its own goals and perceptions of favouritism in allocation of
resources which gives rise to inter-group conflicts. Incompatibility of
goals and objectives and allocation of resources thus give rise to inter-
group conflicts.
(iv) Task Interdependence In business organisations, various groups
have to share outputs and inputs from different departments/divisions
for completion of their allocated tasks. Inability to adhere to time
schedules, quality of workmanship and allocation of responsibilities can
result in group conflicts.
(v) Ambiguous Roles - Uncertainty among the different departments
about their specific roles and authorities and responsibilities in the
organisation can give rise to inter-group conflicts. The ambiguities are
often the result of weaknesses in organisation structures.
(vi) Communication Problems - Absence of an environment of open
communications and withholding of important information from others
can affect the performance and undermine the trust between groups
and can give rise to group conflicts.


12
Autumn
2011
10
Negotiations is a process in which there are at least two parties and each
party needs the involvement of the other to reach a desired outcome.
The parties begin negotiations with different set of objectives and each
party considers that the other party will be willing to modify its initial
position and compromise for successful outcome of the negotiation
process.The various stages of the negotiation process are:
(i) Preparation and Planning: This includes understanding the nature of
the conflict and perceptions of the parties to the conflict. The outcome
of the negotiation process from the most favourable to the minimum
acceptable is determined. The weaknesses and strengths of the other
party are identified and a strategy is developed for conducting the
negotiations.
(ii) Definition of Ground Rules: This includes agreement on procedures
for conducting the negotiations, including names of the participants,
venue and time limits, if any, for conduct and conclusion of the
negotiations.
(iii) Clarification and Justification: After both the parties have presented
their initial viewpoints, each party offers its explanations, clarifications,
and justifications. This exchange of information brings into focus the
importance of the issues to the parties and rationale for fairness of their
respective positions.
(iv) Bargaining and Problem Solving: The parties make concessions and
yield from their initial positions in order to reach consensus and move
towards a mutually acceptable agreement.
(v) Closure and Agreement: The consensus reached between the parties
is stated in a formal agreement and include a procedure for its
implementation and monitoring.


1
Spring
2011
10
The intergroup rivalry and conflict in WMRL and unsatisfactory service provided
to the customers could be attributable to the following factors:
(a) Lack of Leadership Leadership which is not able to articulate the goals and
objectives of WRML and provide a clear-cut sense of direction to the staff would
create confusion within the organisation and result in rivalry and conflict and
adversely affect the quality of service to the customers.
(b) Lack of Co-ordination - Lack of proper control and coordination resulting in
lapses at any one location can create conflict and affect the performance of the
other facilities and have adverse impact on the overall performance of WMRL.
(c) Unrealistic Targets - The targets may be unrealistic and over ambitious and
not attainable due to the overall economic constraints and political situation.
This may adversely affect the motivation and morale of the staff and create
internal conflicts which would adversely affect the quality of services rendered
to the customers.
(d) Role Ambiguity - WMRL may be faced with problems of conflicting roles,
lack of clear job descriptions, or overlapping of responsibilities. This would
create conflict among the staff at different locations and affect the quality of
service rendered to the customers.
(e) Incompatibility among the Staff The staff at the various locations may not
be able to work in a team environment due to their internal differences arising
from strong group affiliations and loyalties which would create rivalry and
conflict and thereby adversely
affect the overall performance of WRML.
(f) Biased Attitude of Management - It is possible that the staff at any one
location of WRML or a particular category of staff is being treated in a biased
manner affecting terms of rewards, perquisites, job designations and working
conditions. Such a situation or even its perception among the staff could result
in internal conflict and poor service to the customers.
(g) Lack of Recognition The management may not be giving due recognition
or rewarding those employees who may have made significant contribution
towards achievement of the companys goals in the past. They may, therefore,
not be fully motivated which could create internal conflicts and affect the
overall quality of services provided to the customers.
5(b)
Autumn
2010
2
The positive outcomes of conflict are:
(i) employees are forced to search for new approaches and ideas
(ii) long-standing problems are brought to the surface and resolved
(iii) clarification and acceptance of sound viewpoints of individuals
(iv) stimulation of interest and creativity
(v) opportunities are provided to employees to test their capabilities.
2(a)
Spring
2010
6
In the case of a threat of last minute breakdown or collapse of the
negotiation process, the following measures may be adopted:
(i) Offer a comprehensive and convincing explanation of the reasons
why the concessions sought by the other party cannot be accepted.
(ii) Express willingness to review the matter or concessions or benefits
sought by the other party, in the future.
(iii) Attempt to close the deal by offering some benefits in the future by
giving additional concessions or benefits in an ancillary contract while
finalizing the main contract.
(iv) State discreetly the consequences of failure to reach an agreement
and emphasize the advantages and benefits of concluding the deal


without any further loss of time.
12
Autumn
2009
6
The following reasons give rise to Conflicts:
(i) incompatibility of goals,
(ii) differences over interpretation of facts,
(iii) disagreements based on expectations of the parties.
Conflicts may be beneficial for an organization in the following
situations:
(i) help to bring about radical changes to alter existing power structures
and entrenched attitudes which lead to complacency in the organisation.
(ii) encourage innovation and testing of new ideas and eliminate
groupthink attitude.
(iii) bring emotions in the open and therefore result in release of
internal hostile feelings.
(iv) result in constructive levels of tension within the organization and
motivate individuals to work to their optimum levels of capabilities.


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Bilal Sulehri
ACPA, ACFA, CICA, MBA, Oracle Certified Expert

Touqeer Ali
Abdul Razzaq