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Business Studies Class 12 Study Material Chapter 7

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0% found this document useful (0 votes)
99 views23 pages

Business Studies Class 12 Study Material Chapter 7

Hello bhai ji

Uploaded by

alitabassum896
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
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CHAPTER – 7

DIRECTING

Meaning

Directing as a function of management, refers to the process of instructing,


guiding, counselling, motivating and leading people in the organisation to achieve
its objectives. It is the force which gives the life to the organisational structure.
Directing comprises of:
a) Issuing orders by a superior to his subordinates.
b) Supervising the employees when they are performing job.
c) Motivating them to perform more effectively.
d) Leading them towards the achievement of overall goals of the concern.

Features:

1. Directing initiates action: The other functions of management prepare a


set-up base for action, but directing initiates action in the organisation.

2. Directing takes place at every level of Management (Pervasive): Every


manager from top executive to supervisor performs the function of
directing.

3. Directing is a continuous process of supervision, communication,


leadership and motivation. It continues throughout the life of the
organisation.

4. Directing flows from top to bottom: It is initiated at the top level and flows
to the bottom through organisational hierarchy.

Importance
1. Initiates Action: It helps to initiate action by the people in the organisation
towards attainment of desired objectives. The employees start working only
when they get instructions and directions from their superiors. It is the
directing function which starts actual work to convert plans into results.
2. Integrates Employee’s Efforts: All the activities of the organisation are
interrelated so it is necessary to coordinate all the activities. It integrates
the activities of subordinates by supervision, guidance and counselling.

3. Means of motivation: It motivates the subordinates to work efficiently and


to contribute their maximum efforts towards the achievement of
organisational goals by satisfying their needs.

4. Facilitates change: Employees often resist changes due to fear of


adverse effects on their employment and promotion. Directing facilitates
adjustment in the organisation to cope with changes in the environment.
Directing instills the spirit of cooperation and commitment among work
force.

5. Stability and balance in the organisation: Managers while performing


directing function instruct, guide, supervise and inspire their subordinates
in a manner that they are able to strike a balance between individual and
organisational interests.
Q.1 A nationalised Indian bank is going to introduce some major changes in
accordance with directions of RBI. Workers under influence of Trade Union
are showing resistance as they fear losing their job. Which function of
management can remedy the situation? (1)
Q.2 ‘Look Good Cosmetics Ltd’ offers commission to its sales manager in
addition to the fixed salary. To earn more commission, the manager wants
to increase sales. He recommends management to introduce the scheme
of “one nail paint free when buying three lipsticks.” But higher officials reject
the scheme as this may cause loss to the firm. Which function of
management can solve the clash? (1)

Elements of Direction

Supervision Motivation

Elements of
Directing
Leadership Communication
1. Supervision: It means observing the subordinates at work to see that they
are working in accordance with plans and to help them in solving their
problems. The important thing in supervision is that it involves face to face
contact between superiors and subordinates. Supervisor’s position is
immediately above the worker.

2. Motivation: In the context of an organisation motivation means stimulating


employees of all levels to work with greater enthusiasm and more efficiency
for the accomplishment of the objectives of the enterprises. It involves
arousing needs and desires in people so as to initiate and direct their
behaviour in a purposive manner.

3. Leadership: Leadership is the activity of influencing people to strive


willingly for organisational goals. Leadership indicates the ability of an
individual to maintain good interpersonal relations with followers and
motivate them to contribute for achieving organisational objectives.
Managers at all levels are expected to be the leaders of their subordinates.

4. Communication: It is the process of exchange of information between two


or more persons to reach common understanding.

Q.1 Mr. Khanna has recently joined an ‘Interior Decoration’ firm after
completing MBA from America. He feels human resources are the most
important resources in the company. So,
(i) It is important to develop mutual understanding amongst them to inculcate
the sense of co-operation and coordination.
(ii) There is a need to monitor their progress and guide them
(iii) They need to be induced and stimulated to act in desired manner.
a) Identify which function of management is referred above.
b) Name the elements of function (in Q.1). (2)

Supervision

I. Importance of Supervision/Role of a Supervisor /Functions

1. Link between workers and management because the supervisor


explains management policies to workers and brings workers problems to
the notice of the management.
2. Ensures issuing Instructions: To make sure that the instructions are
communicated to each and every employee.

3. Facilities Control: Control means match between actual and planned


output. It ensures checking on the methods in use and progress of work
according to planned schedule.

4. Maintenance of discipline: The strict supervision and guidance of


supervisor encourages the employees and workers to be more disciplined
in the activities.

Under the guidance of superior the workers follow a fixed or strict time table
and execute the plans in right directions.

5. Feedback: The supervisors are directly dealing with the subordinates. As


a result, feedback in the form of suggestions, grievances keep coming to
the management. It improves quality of management decisions and
revision of plans & policies.

6. Improved Motivation: A supervisor with good leadership qualities can


build up high morale among workers.

The relationship with the supervisor is a very good incentive to improve the
motivation level of the employees while guiding the employees, the
supervisors encourage the subordinates to perform to their best capacities.

7. Optimum utilisation of resources : All the activities are under the


observation of supervisor so less wastage and optimum utilisation of
resources is possible.

Q. Mr. Banerjee keeps on checking the workers at work. He provides “on the
job Training” wherever required. At which post is Mr. Banerjee working?

Q. Mr. John is a supervisor in Britannia factor. He always explains


managements’ policies to workers, brings workers problems to the notice
of management. He always motivates the workers. He is friendly but
maintains discipline. What values does Mr. John present? (any two)

II. Motivation

Meaning: It is the process of stimulating people to act to their best ability to


accomplish desired goals.
Motivation means inspiring the employees to work with greater enthusiasm and
more efficiency for the accomplishment of the objectives of the enterprise. It
involves arousing needs and desires in people so as to initiate and direct their
behaviour in a purposive manner.
Bridging the gap between ability to do a certain work and willingness to do a
certain work- Motivation.
Features
1. Motivation is an Internal feeling: Motivation is an internal feeling which
means it cannot be forced on employees. The internal feeling such as need,
desire, aspiration etc. influence human behaviour to behave in a particular
manner.
2. Goal Directed Behaviour: It induces people to behave in such a manner
so that they can achieve their goals. A motivated person works towards the
achievement of desired goals.
3. Motivation can be either positive or Negative: Positive motivation
means inspiring people to work better and appreciating a work that is well
done e.g., pay increase, promotion, recognition. Negative motivation
means forcing people to work by threatening or punishing them. e.g., issue
of memo, demotion, stopping increments etc.
4. Complex Process: It is a complex and difficult process. Individuals differ
in their needs and wants and moreover human needs change from time to
time.
5. Continuous Process: Human needs are unlimited and so they keep on
changing continuously, satisfaction of one need gives rise to another. As
soon as one need is satisfied another need arises. So managers have to
continuously perform the function of motivation.
The importance of motivation can be pointed out by the following benefits:
a) Motivation helps to improve performance levels of employees as well as
the organisation.
b) Motivation helps to change negative attitudes of employee to positive
attitudes.
c) Motivation helps to reduce employee turnover.
d) Motivation helps to reduce absenteeism in the organisation.
e) Motivation helps managers to introduce changes smoothly without
resistance from employees.

Maslow’s Need Hierarchy-Theory of Motivation: Maslow’s Theory focuses on


the needs as the basis for motivation. It classifies human needs into five
categories.

It helps managers to realise that need level of employees should be identified to


provide motivation to them. It is based on the following assumptions:
(i) People’s behaviour is based on their needs
(ii) People’s needs are in hierarchical order.
(iii) A satisfied need can no longer motivate a person.
(iv) A person moves to the next higher level of hierarchy only when the lower
need is satisfied.

Organisational examples

Pyramid representing Maslow’s Need Hierarchy


Financial and Non-Financial Incentives: Incentive means all measures which
are used to motivate people to improve performance.

Financial Incentives (which can be calculated in terms of money)

1. Pay and allowances: Salary is the basic monetary incentive. It includes


basic pay, dearness allowance and other allowances.
2. Productivity linked wage incentives: Aims at linking payment of wages
to increase in productivity.
3. Bonus: An incentive offered over and above the wages/salary.
4. Profit sharing: It means to provide a share to employees in the profits. It
creates a feeling of ownership to employees.
5. Co-partnership/Stock option: employees are offered company’s share of
a price which is lower than market price.
6. Retirement benefits: Such as provident fund, pension and gratuity etc.
7. Perquisites: Such as car allowance, medical help etc. these measures
help to provide motivation to the employees.

Non-Financial Incentives (which cannot be calculated in terms of money)

1. Status: Status means ranking of positions in the organisation.


Psychological, social and esteem needs of an individual are satisfied by the
status given to their job.
2. Organisational climate: Employees can be motivated with favourable
atmosphere.
3. Career advancement opportunity: Works as a tonic and encourages
employees to exhibit improved performance.
4. Job enrichment: If jobs are enriched and made interesting, the job itself
becomes a source of motivation to the employees.
5. Employees recognition programmes: Most employees feel that what
they should be recognised by the higher authorities.
6. Job security: Employees want their job to be secured and it is a strong
motivator but on the other hand it makes the employees lazy.
7. Employee participation: It means involving employees in the decision
making.
8. Employee empowerment: Means giving more autonomy and powers to
subordinates.

Q.1 Rahul is an engineer in Jacob Ltd. He works very hard and it is observed
by Production Manager. But he never appreciates the efforts of Mr. Rahul.
Name the element of Direction not exercised by production Manager.

Q.2 Zumroo was working as a clerk in Hindustan Ltd. since last three and a half
years. He was working with full diligence. His boss noticed his performance
and gave him “Confirmation letter”. Which kind of Zumroo’s need was
satisfied?

III. Leadership

Leadership is the activity of influencing people to strive willingly for mutual


objectives. Managers at all levels are expected to be the leaders of their
subordinates.

Leadership indicates the ability of an individual to maintain good interpersonal


relations with followers and motivate them to contribute for achieving
organisational objectives.

Features of leadership

a) Leadership indicates ability of an individual to influence others.


b) Leadership tries to bring change in the behaviour of others.
c) Leadership indicates interpersonal relations between leaders and
followers.
d) Leadership is exercised to achieve common goals of the organistion.
e) Leadership is a continuous process.

Styles of Leadership.

A leader may use all styles over a period of time but one style tends to
predominate as his normal way of using power.
Different types of leadership style are as follows:

l. Autocratic or Authoritarian Leader

An autocratic leader gives orders and insists that they are obeyed. He determines
the policies for the group without consulting them.

He does not give information about future plans but simply tells the group what
immediate steps they must take.

Under this style, all decision making power is centralized in the leader. He does
not give the subordinates any freedom to influence his decisions.

It is like “bossing people around.” This style should normally be used on rare
occasion.

B C D

A is the leader – (Boss – Centered – Leadership)

When should authoritarian leadership be applied?

 It is best applied to situations where is little time for group decision


making.
 Or where the leader is the most knowledgeable member of the group.

Q. Mr. Khanna, Manager (Operation) is always bossing people around. He


never consults his team and does not pay head to their problems, which
style of leadership is he following? What values are lacking in his style of
functioning?

Q. Charu says leadership is required only for less efficient subordinates


while chanda says that leadership is required for all. Who is correct?
Why?
2. Democratic or Participative Leader

Democratic leader gives order only after consulting the group and works out the
policies with the acceptance of the group.

He never asks people to do things without working out the long term plans on
which they are working. He favours decision making by the group as shown in
the diagram. This improves the attitude of the employees towards their jobs and
the organization thereby increasing their morale.

Using this style is of mutual benefit - it allows them (subordinates) to become part
of the team and helps leaders (seniors) to make better decisions.

A is the leader (Group Centered-Leadership)

When should Participative/democratic leadership be applied?

 It works best in situations where group members are skilled and eager to
share their knowledge.

 It is also important to have plenty of time to allow people to contribute,


develop a plan and then vote on the best course of action.

This style should NOT be used:

In situations where roles are unclear or time is of the essence, democratic


leadership can lead to communication failures and incompleted projects.
3. Laissez Faire or Free Rein Leader

Free rein leader gives complete freedom to the subordinates. Such a leader
avoids use of power. He depends largely upon the group to establish its own
goals and work out its own problems. Group members work themselves as per
their own choice and competence. The leader exists as a contact man with the
outsiders to bring information and the resources which the group requires for
accomplishing the job.

Note: This is also known as laissez faire which means no interference in the
affairs of others. [French laissez means to let/allow fair means to do].

A
B C

D E
A is the leader

(Subordinate - Centered - Leadership)

When should laissez faire/free rein leadership be applied This is an


effective style to use when:

 Followers are highly skilled, experienced and educated.

 Followers have pride in their work and the drive to do it successfully on their
own.

 Outside experts, such as staff specialists or consultants are being used.

 Followers are trustworthy and experienced.

This style should NOT be used when:

 Followers feel insecure at the non - availability of a leader.

 The leader cannot or will not provide regular feedback to his followers.
Q. In Manik Ltd., selection process is very fair, scientific and standardised.
Competent, laborious employees with good work culture are selected. As
a result, subordinates are efficient, responsible and take initiative in every
activity. Which kind of leadership style would be suitable in Manik Ltd.

Q. Pramod was a supervisor at ‘Annapurna Aata’ factory. The factory was


producing 200 quintals of aata every day. His job was to make sure that
the work goes on smoothly and there was no interruption in production. He
was a good leader who would give orders only after consulting his
subordinates and work out the policies with the acceptance of the group.
Identify and describe the leadership style being adopted by Pramod. (3)

Q. Alok is view supervisor of Ram, Rahim and Khan. He consults all his
subordinates while framing work schedules. They provide suggestions and
Alok considers such suggestions if they are productive. Which leadership
style is followed by Alok? What would be the benefits of such leadership
style to the organisation. (3)

Q. Ekta is a very strict foreman. She punishes late comers by reporting


negatively in observation reports of workers. Due to which the wages of
those workers who come late, decline considerably. Which kind of
motivation is applied by Ekta? Do you think, by doing so, the late comers
can be regulated? Explain. (3)

Communication

It is the process of exchange of information between two or more persons to


reach common understanding.

Communication plays key role in the success of a manager. Directing abilities of


manager mainly depend upon his communication skills. That is why organization
always emphasizes on improving communication skills of managers as well as
employees. Communication is important for the directing function because all
other elements of directing become possible only when there is adequate
communication.

Elements of Communication Process

1. Sender: Who conveys his thoughts or ideas.


2. Message: Ideas, feelings, suggestions, order etc.

3. Encoding: Converting the message into communication symbols such as


words/pictures etc.

4. Media: Path/Channel through which encoded message is transmitted to


receiver e.g., face to face, phone call, internet etc.

5. Decoding: Converting encoded symbols of the sender.

6. Receiver: Who receives communication of the sender.

7. Feedback: All those actions of receiver indicating that he has received and
understood the message of the sender.

8. Noise: Some obstruction or hindrance to communication like poor


telephone connection, inattentive receiver.

Importance of Communication

1. Acts as basis of coordination: It provides coordination among


departments, activities and persons in the organisation.

2. Helps in smooth working of an enterprise: communication is basic to an


organisation existence right from its birth through its continuing life.

3. Act as basis of decision making: Communication provides needed


information for decision making.

4. Increases managerial efficiency: Communication is essential for quick


and effective performance of managerial functions.

5. Promotes cooperation and Industrial Peace: The two-way


communication promotes cooperation and mutual understanding between
the management and workers and brings peace in the organisation.

6. Establishes effective leadership: Effective communication helps to


influence subordinates. While influencing, a leader should possess good
communication skills.
Q1. You are working as Human Resource Manager. General Manager sent a
message to you, which you received and understood well. Is the
communication process complete? Give reason. (1)
Q2. Give one example of ‘Noise’ in the process of communication. (1)
Communication taking place within an organisation may be broadly classified into
two categories.
I. Formal Communication: refers to official communication which takes
place following the chain of command. Classification of formal
communication-
1. Vertical Communication: Flows vertically i.e., upwards or
downwards through formal channels.
(i) Downward Communication: Higher to lower level like
plans, policies, rules etc.
(ii) Upward Communication: Subordinate too superior like
suggestions, grievances, reports etc.
2. Horizontal/lateral Communication: between persons holding
positions at the same level of the organisation e.g., production
manager may contact marketing manager about product design,
quality etc.
Communication Networks of a Formal Communication
Merits and demerits of formal communication
Merits :
1. Orderly flow of information
2. Easy knowledge of source of information
3. Fixation of responsibility
4. Easy in control

Demerits:
3. Rigidity
1. Slow process
4. Overload of work
2. Lack of personal interest
II. Informal Communication: Communication that takes place without following
the formal lines of communication is said to be informal communication. There is
no fixed direction or path for the flow of information. It is based on informal
relations and arises out of personal and social needs of the employees.

Grapevine or Informal Communication Networks

1. Single Strand: Each person communicates with the other in a sequence.


2. Gossip: Each person communicates with all on non-selective basis. A
person shares the information with many other people in his social group.
3. Probability: The individual communicates randomly with other individuals.
4. Cluster: The individual communicates with only those people whom he
trusts.

Single Strand Gossip Probability Cluster


Merits and demerits of Informal communication
Merits :
1. Fast communication
2. Improved relation
3. Social satisfaction
4. Fill the gaps
Demerits :
1. Misrepresentation of messages
2. Carry rumours
3. Unorganised and irregular
4. Leakage of important facts

Difference between Formal & Informal Communication


Basis Formal Communication Informal Communication

1. Meaning Follows the official chain of Between individuals and


command groups which are not
officially recognised.
2. Channel Through a definite path No definite path.

3. Speed Slow: because all information Very fast - Cuts across all
has to pass through an the official channels.
established scalar chain.

4. Nature More rigid and cannot be Flexible and varies from


modified individual to individual.
5.Expression It is mostly expressed in It mostly tends to be oral.
written form.
6. Purpose Achieve organisation goals. Meet personal and social
needs of employees.

Barriers to Effective Communication


Semantic Barriers: Concerned with problems and obstructions in the process
of encoding or decoding of message into words or impressions. Semantic
barriers are as follows:
1. Badly expressed message: Sometimes intended meaning may not be
conveyed.
2. Words with different meanings confuses the receiver.
3. Faulty translations may transfer wrong messages.
4. Unclarified assumption: Different interpretations may result in confusion.
5. Technical Jargon: Technical words may not be understood by the workers.

Psychological/Emotional barriers
1. Premature evaluation-judgement before listening leads to
misunderstanding.
2. Lack of attention/poor listening may disappoint the employees.
3. Loss by transmission and poor retention: When oral communication passes
through various levels it destroys the structure of the message or leads to
transmission of inaccurate message.
4. Distrust: If the parties do not believe each other. They cannot understand
each other’s message in its original sense.

Organisational Barriers

Factors related to organisation structure:


1. If organizational policy does not support free flow of information it creates
problem.
2. Rules and regulations: Rigid rules and regulations may lead to red tapism
and delay of action.
3. Status conscious managers may not allow subordinates to express their
feelings freely.
4. Complexity in organization structure results in delay and distortion.

Personal Barriers: of superiors and subordinates.

1. Fear of challenge to authority may withhold or suppress a particular


communication.
2. Lack of confidence of superior in his subordinates.
3. Unwillingness to communicate. e.g., fear of punishment/demotion.
4. Lack of proper incentives stops the subordinates to offer useful
suggestions.

Improving Communication Effectiveness

1. Clarify the ideas before communication.

2. Communicate according to the needs of receiver.

3. Consult others before communicating.

4. Be aware of language, tone and content of message.

5. Ensure proper feedback. Feedback provides opportunity for suggestions


and criticism.

6. Follow up communication helps to remove hurdles, misunderstanding of


information given by managers to subordination.

7. Be a good listener.
Questions for Practice
Q.1 Following communications indicate barriers to effective communication.
Identify them and also mention the measures to be taken to improve the
effectiveness of communication:
a) The National Sales Manager during his visit to the southern zone,
spoke to the sales managers in Hindi.
b) During a meeting, the manager was addressing to the problem of
competitors pricing policy. The two executives were busy talking
to each other about their plans for the upcoming long weekend.
The manager got distracted and forgot to inform the major
changes in company’s pricing policy.
c) Mohit prefers to stay away from his boss. He is always scared of,
what if his boss does not approve his suggestions.
d) The sales manager while addressing to fresh graduates explained
the threats and opportunities company was facing. He used lot of
technical words which he had learnt in his MBA classes.
e) Sonu Garments Ltd. follows scalar chain very strictly. No
employee, (whatsoever may be the emergency) is allowed to
divert from the defined path of communications. (5)
Q.2 Subermanyam is a newly appointed Human Resource Manager in Times
Ltd. in Punjab. He is a Tamilian basically. He is good in Tamil and
English. Most of his subordinates belong to Punjab and they are not very
much fluent in English. He feels it much difficult to make them understand
his instructions.
1. Identify the concerned communication barrier.
2. State the category of such barrier.
3. Explain any other category of same barrier.

Q.3 Neeraj, a sales representative of ‘Omida Ltd’ has changed seven jobs in
the last one year. He is a hard working person but is not able to finalise
deals with the customers due to his inadequate vocabulary and omission
of needed words. Sometimes he uses wrong words because of which
intended meaning is nor conveyed. All this creates a misunderstanding
between him and his clients.
1. Identify the communication barrier discussed above.
2. State the category of this communication barrier.
3. Explain any other communication barrier of the same category. (3)

Q.4 Raju is good orator, but he lacks good listening skills. Due to it, he does
not listen the instructions given by supervisor carefully and completely.
Therefore, he doesn’t complete the work as her given instructions.

1. Identify the concerned communication barriers


2. State the category of such barriers.
3. How such barriers can be mitigated? (3)

Q.5 ‘Dr. Plus Ltd.’ a company manufacturing pharmaceuticals organised a


seminar for the lower level team of “Production Department”. The
resource person emphasized on the following points:

In order to realize organisational goals, the supervisor must have the


ability of influencing people to strive willingly for mutual objectives. He
should possess the art of transferring facts, ideas, feelings etc from one
person to another and making them understand them. He needs to
monitor the progress of routine work of the subordinates and guide them
properly. He has to identify what excites people to work for the attainment
of a desired objective so as to induce them to act in a desired manner.

1. Which functions of management are referred in the above? (1)


2. Identify quoting lines, the elements of one of the functions referred
in above para. (4)
i) (Staffing, Directing)
ii) (Leadership, Communisation, Supervision, Motivation)

Q.6 ‘Rose Ltd’ is manufacturing- Textiles, Cosmetics and Kitchenware item.


The company has recruited all female fresher’s directly from a
Management Institute located in the city. Each product is headed by
different female manager.
Ms Pooja is looking after Textile. She believes in decentralisation and
takes decisions regarding different work by consulting her subordinates.
Ms Mona, head of cosmetics, takes little interest in managerial functions
and the subordinates are left on their own.

Ms Anu is heading Kitchenware items. She has kept all the authority in
her own hands and makes employees perform the work exactly as per
her orders.

1. Which kind of organisational structure has the company adopted?


(1)
2. State the specific source of recruitment used by the company?
(1)
3. Identify the leadership styles practised by the 3 heads. (3)
4. State any one value adopted by the company. (1)

[Hints: 1. Divisional structure; 2. Campus recruitment; 3. Democratic, Free rein,


Authoritative; 4. Providing employment opportunities to females.]

Q.7 The psychology lecture of MBA students of ‘Ikon Institute’ was going on.
The lecturer discussed that some employees have the desire for status
or ego of self-respect and recognition.

Some have the desire to be what they want to be.


Some aspire for acceptance and sense of belongingness.
Some need defence against unexpected problems in future.
1. Identify the topic of psychology lecture. (1)
2. Identify the desires of employees discussed above along with,
how can a manager fulfil such desires respectively. (4)
[Hints: 1.Human needs, Motivations; 2. Esteem needs, Self-actualisation, Social
needs, safety/security need]
Q.8 ‘E.Com Ltd’ recently ventured into cosmetics business. They took help of
professional recruiters for filling their managerial position, who charged
fees for it.
The company appointed the necessary personnel and started the work. All
the workers/officials used official channels of communication, which are as
follow:
 Mr. Arun, the marketing manager co-ordinates all his activities with
production manager.
 Mr. Amit (finance manager) has prepared cash budget and communicated
it to his two accountants.
 Mr. Rakesh (store manager) has requested/ suggested the purchase
manager - Mr. Ankush that special temperature controlled warehouse is
required to keep chemicals and cosmetics.
 The marketing manager Mr. Arun has given feedback to production
supervisor, Mr. Ved regarding complaints in recently launched bleach
cream.

1. Which specific source of recruitment is used by the company (1)


2. Identify different forms of communication referred in above
paragraph (4)

[Hints: 1. Management consultants; 2. Horizontal communication, Vertical


(downward), Vertical (upward), Diagonal communication]

Q.9 Anju and Manju work as Supervisor and clerk in Production and Finance
Dept. respectively. They’re close friends and have lunch together. One
noon while having lunch Anju shared with Manju that twenty employees
will be transferred to the foreign branch next month.

1. Which kind of communication took place between Anju and Manju.


2. Write any two limitations of such communication. (3)
Q.10

NOTICE
A meeting of all supervisor
is scheduled on 18th May,
2014
This Notice Board was placed in reception area of ABC Ltd. The notice placed
here did not mention clear specification regarding the time. This resulted in
ambiguity of message. Which barrier of communication is ‘referred to’ here?
Explain any three other forms of barriers of effective communication. (4)

Q.11 Kareena is working in an MNC’ She has been given an option to buy the
shares of the company at an amount less than the market price because
of her performance as an incentive. Katrina has been awarded “Employee
of the month” award. Which forms of incentive is being referred here.
Explain the incentives along with any other three incentives. (4)

Q.12 You are a soft skill trainer who trains people in their speaking & writing
skills. What ideas can you give to the trainees about improving their
communication effectiveness?

Q.13 Manoj is working as a supervisor in Galaxy Ltd. He listens to worker’s


suggestions and grievances. He rewards the workers for good
suggestions and handles the grievances timely. He insists on free flow of
communication to solve the conflict among mgt. and workers. While
scheduling the duties, he also consults the workers.

Explain functions performed by Manoj as supervisor by quoting lines


firm the above paragraph.

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