Kanika Assignment

8/2/2019 Kanika Assignment

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Master of Business Administration

Semester I

MB0038 Management Process and

Organizational Behaviour- 4 Credits(Book ID:B1127)

Assignment

Q1. Explain the four process of social learningtheory?

Ans. Social Learning Theory

Social learning theory focuses on the learning

that occurs within a social context. It considers

that people learn from one another, includingsuch concepts as observational learning,

imitation, and modeling. Among others Albert

Bandura is considered the leading proponent of

this theory.

A general principle of social learning theoryfollows:


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1. People can learn by observing the behavior is

of others and the outcomes of those behaviors.

2. Learning can occur without a change inbehavior. Behaviorists say that learning has to

be represented by a permanent change in

behavior; in contrast social learning theorists

say that because people can learn through

observation alone, their learning may notnecessarily be shown in their performance.

Learning may or may not result in a behavior

change.

3. Cognition plays a role in learning. Over the

last 30 years social learning theory has becomeincreasingly cognitive in its interpretation of

human learning. Awareness and expectations of

future reinforcements or punishments can have a

major effect on the behaviors that people

exhibit.

4. Social learning theory can be considered a

bridge or a transition between behaviorist


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learning theories and cognitive learning

theories.

Principles of social learning are as follows:

1. The highest level of observational learning is achieved

by first organizing and rehearsing the modeled behavior

symbolically and then enacting it overtly. Coding modeled

behavior into words, labels or images results in betterretention than simply observing.

2. Individuals are more likely to adopt a modeled

behavior, if it results in outcomes they value.

3. Individuals are more likely to adopt a modeled

behavior, if the model is similar to the observer and hasadmired status and the behavior has functional value.

Q2.What are the hindrances that we face in

perception?

Ans. Individuals have a tendency to use a number of

shortcuts when they judge others. An understanding


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of these shortcuts can be helpful toward recognizing

when they can result in significant distortions.

1. Selective Perception

Any characteristic that makes a person, object, or

event stand out will increase the probability that it

will be perceived. It is impossible for an individual

to internalize and assimilate everything that is seen.Only certain stimuli can be taken in selectively.

Selectivity works as a shortcut in judging other

people by allowing us to speed-read others, but,

not without the risk of drawing an inaccurate picture.

The tendency to see what we want to see can make

us draw unwarranted conclusions from anambiguous situation.

2. Halo Effect

The halo effect (Murphy & Anhalt, 1992) occurs

when we draw a general impression on the basis of asingle characteristic. For example, while appraising

the lecturer, students may give prominence to a

single trait, such as, enthusiasm and allow their

entire evaluation to be tainted by how they judge the


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instructor on that one trait which stood out

prominently in their estimation of that person.

Research suggests that it is likely to be most extreme

when the traits to be perceived are ambiguous in

behavioral terms, when the traits have moral

overtones, and when the perceiver is judging traits

with which he or she has had limited experience.

3. Contrast Effects

Individuals do not evaluate a person in isolation.

Their reaction to one person is influenced by other

persons they have encountered recently. For

example, an interview situation in which one sees a

pool of job applicants can distort perception.

Distortions in any given candidates evaluation canoccur as a result of his or her place in the interview

schedule.

4. Projection

This tendency to attribute ones own characteristicsto other people which is called projection can

distort perceptions made about others. When

managers engage in projection, they compromise


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their ability to respond to individual differences.

They tend to see people as more homogeneous than

they really are.

5. Stereotyping

Stereotypingjudging someone on the basis of our

perception of the group to which he or she belongs.

Generalization is not without advantages (Hilton &

Hippel, 1996). It is a means of simplifying acomplex world, and it permits us to maintain

consistency. The problem, of course, is when we

inaccurately stereotype. In organizations, we

frequently hear comments that represent stereotypes

based on gender, age, race, ethnicity, and even

weight. From a perceptual standpoint, if peopleexpect to see these stereotypes, that is what they will

perceive, whether or not they are accurate.6. First-

impression error Individuals place a good deal of

importance on first impressions. First impressions

are lasting impressions. We tend to remember what

we perceive first about a person, and sometimes weare quite reluctant to change our initial impressions.

First-impression error means the tendency to form

lasting opinions about an individual based on initial


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perceptions. Primacy effects can be particularly

dangerous in interviews, given that we form first

impressions quickly and that these impressions may

be the basis for long-term employment relationships.

Q 3. Describe the bases of power?

Ans. CHAPTER THREE: PEOPLE TO PEOPLE 55

Social psychologists French and Raven, in a now-classic study (1959), developed a schema of fi vebases of powerwhich refl ect the different bases or resources thatpower holders rely upon in their relationships withothers.Often our power is based on different combinations

of these.Coercive Powerthis is the application of negative, fear-

based infl uence on others. It might

be based on any of the above power or even physical

strength to ensure the obedience of

those under power. Coercive power tends to be the most

obvious but least effective form ofpower as it builds resentment and resistance. A covert

form of coercive power is the power

of victims to use guilt to infl uence situations in their

favour.


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Positional Powerthis is the formal authority people get

from their position in an organisation

or society, often backed by policy or law. This is one

form ofpower over.Reward Powerthis power depends upon the ability of

the power wielder to give valued

material rewards, such as money, benefi ts, time off,

desired gifts, promotions or increases

in pay or responsibility. In the development sector, this

power is particularly held by donors

and other intermediaries who distribute funding. It is also

power over. Some donors who dispensefunding do so out of a spirit of solidarity and deep

humanity and are uneasy with this

power, preferring to develop partnerships based on powerwith. There is a tension in here

that has not been resolved in the development world, yetis seldom discussed between the

givers and receivers of funding.

Personal Powerthe power or ability of people to attract

others, to build strong interpersonal

relationships, to persuade and build loyalty. This is based

on the charisma and interpersonal

skills of the power holder. This is an example ofpowerwithin, but it can be used aspower over. Where the world is becoming moredemocratic, relying less on positional power


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and more on consensus, this form of power becomes all

the more signifi cant, requiring a

deeper focus on individual empowerment.

Expert Powerthe power people derive from theirskills, knowledge and experience and

the organisations need for those skills and expertise.

Unlike the others, this type of power is

usually highly specifi c and limited to the particular area

in which the expert is trained and

qualifi ed. Being well-informed and up-to-date with

useful information is part of this power.

This is also an example ofpower withinbut it can beused as power over (positively or

negatively) especially where expert skills and knowledge

are perceived to be desperately needed.

Q4.Ms.Chanchal Das Gupta is a recruitment specialist.

For the post of QC Manager, she interviews threecandidates. Given below are the physical characteristics

of the candidates. Candidate Physical Characteristics

Mr.Ravi

Muscular, thick skin, rectangular shaped.Mr.Gineesh


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Thin, delicate build, large brain, tall.

Mr.Ramgopal Soft, round shaped, underdeveloped

muscles.

From the above descriptions, what personality traits canMs. Chanchal derive out of the candidates as per

Sheldons theory of personality?

ANS.

Per Sheldon`s theory of personality, below are the traits

that Ms. Chanchalcan derive:

CANDIDATE Physical Characteristics

MR. RAVI Muscular, thick skin, rectangular

shaped

MR. GINEESH Thin, delicate build, large brain, tallMR. RAMGOPAL Soft, round shaped, underdeveloped

muscles

Mr. Ravi represents Mesomorph body type. He is well-

proportioned. Psychologically he is Adventurous,

Courageous, Indifferent to what others think or want,Assertive/bold, Zest for physical activity, Competitive,

With a desire for power/dominance, And a love of

risk/chance


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Mr. Gineesh represents Ectomorph body type.

Psychologically he is Self-conscious, Private, Introverted,Inhibited, Socially anxious, Artistic, Intense,

Emotionally restrained, Thoughtful

Mr. Ramgopal represents Endomorph body

type. Psychologically he is Sociable, Fun-loving, Loveof food, Tolerant, Even-tempered, Good humored,

Relaxed, with a love of comfort, and has a need for

affection.

Q5. What are the consequences of conflict inorganizations?

Ans:


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Consequences of conflict in organizations

Organizational Conflict can have both positive andnegative consequences.

Negative consequences: Increased costs (time, money)

devoted to dealing with

the conflict, wasted resources and energy spent dealing w

ith the conflict, Decreased productivity, Lowered

motivation, Decreased morale, Poor decision-making,Withdrawal and miscommunication or non-

communication, Complaints and blaming, Backstabbing

and gossip, Attitudes of distrust and hostility (that may

influence all future interactions, (Permanent) erosion to

personal, work, and community relationships, Harm to

others not directly involved in the

conflict,Damaged emotional and psychological well-

being of those involved in the conflict, Dissatisfaction and

stress.

Positive consequences:

Leads to new ideas, Stimulates creativity, Motivateschange, Promotes organizational vitality, Helps individuals an

d groups toestablish identities, Serves as a safety valve to

indicate problems, Buildscooperation, Helps individuals t


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o develop skills on how to manage conflicts, Improving

quality decisions.

Q6. Explain sensitivity training.

Ans:

Sensitivity training

Sensitivity training is a psychological technique in which

intensive group discussion and interaction are used toincrease individual awareness of self and others;

It is practiced in a variety of forms under such names as

T group,

Encounter group,

Human relations and

Group - dynamics training.

The group is usually small and unstructured and chooses

its own goals. A trained leader is generally present to

help maintain a psychologically safe atmosphere in whichparticipants feel free to express themselves and

experiment with new ways of dealing with others. The
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leader remains as much as possible outside the

discussion.

Issues are raised by the group members, and theirinteractions evoke

a wide variety of feelings. The leader encourages particip

ants to examineverbally their own and others reactions.

It is believed that as mutual trust is developed,

interpersonal communication increases, and eventually

attitudes will change and be carried over into relationsoutside the group.

Often, however, these changes do not endure. Sensitivity

training seems to be most effective if sessions are

concentrated and uninterrupted, as in several days of

continuous meetings. Sensitivity-training methods derived

in large part from those ofgroup psychotherapy.

They have been applied to a wide range of social

problems (as in business and industry) in an effort to

enhance trust and communication among individuals and

groups throughout an organization.
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Set-2

Q1. State the characteristics of management.

Ans:

The main characteristics of management are as follows:

I. Management is an activity:

Management is an activity which is concerned with the

efficient utilization of human and non-human resources of

production

II. Invisible Force:

Management is an invisible force. Its existence can be

felt through the enterprise or institution it is managing.

III. Goal Oriented:


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Management is goal oriented as it aims to achieve some

definite goals and objectives. According to the Hayman,

"Effective managementis always management by

objectives". Managers and other personnel officers apply

their knowledge, experience and skills to achieve the

desired objectives

IV. Accomplishment through the efforts of others:Managers cannot do everything themselves. They

must have the necessary ability and skills to get work

accomplished through the efforts of others

V. Universal activity:

Management is universal. Management is required in all

types or organizations. Wherever there are some

activities, there is management. The basic principles of

management are universal and can be applied anywhere

and in every field, such as business, social, religious,cultural, sports, administration, educational, politics

or military.

VI. Art as well as Science:


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Management is both an art and a science. It is a science

as it has an organized body of knowledge which contains

certain universal truths and an art as managing requires

certain skills which apply more or less in every situation.

VII. Multidisciplinary Knowledge:

Though management is a distinct discipline, it contains

principles drawn from many social sciences likepsychology, sociology etc.

VIII. Management is distinct from ownership:

In modern times, there is a divorce of management from

ownership. Today, big corporations are owned by a vastnumber of shareholders while their management is in the

hands of paid qualified, competent and experienced

managerial personnel

IX. Need at all levels:

According to the nature of task and scope of authority,

management is needed at all levels of the organization,

i.e., top level, middle and lower level


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X. Integrated process:

Management is an integrated process. It integrates the

men, machine and material to carry out the operations of

the enterprise efficiently and successfully. This

integrating process is result oriented.

Q2. Mr. Suresh Kumar is the VP- HR of a leading

financial services company. He is having a meeting with

Ms. Rejani chandran leading HR consultant. Mr.

Suresh is concerned about creating an environment that

helps in increasing the jobsatisfaction amongst employees.

Assume that you are Ms. Rejani, the HR consultant.


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What suggestion you will give to Mr. Suresh, for creatin

g an environment that increases job satisfaction?

Ans:

Suggestions that

I will give to Mr. Suresh, for creating an environment

that increases job satisfaction are:

Below are the suggestions for creating an

environment with increased job satisfaction from an

HR perspective:

Provide workers with responsibility-and then let them

use it

Show respect

Provide a positive working environment


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Reward and recognition

Involve and increase employee engagement

Develop the skills and potential of your workforce

Evaluate and measure job satisfaction

Q3. Define emotional intelligence. Explain Goldmans

model of emotional intelligence.

Ans:

Emotional intelligence

Emotional intelligence (EI) refers to the ability to

perceive, control and evaluate emotions. Someresearchers suggest that emotional intelligence can be

learned and strengthened, while others claim it is an

inborn characteristic. Since1990, Peter Salvoes and John


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D. Mayer have been the leading researchers on emotional

intelligence. In their influential article "Emotional

Intelligence," they defined emotional intelligence as, "the

subset of social intelligence that involves the ability to

monitor one's own and others' feelings and emotions, to

discriminate among them and to use this information to

guide one's thinking and actions" (1990).

Goleman identified the five 'domains' of EQ as:

1. Knowing your emotions.

2. Managing your own emotions.

3. Motivating yourself.

4.

Recognizing and understanding other people's emotions.5. Managing relationships, i.e., managing the emotions

of others.

Emotional Intelligence embraces and draws from

numerous other branches of behavioral, emotional and

communications theories, such as NLP (Neuro-LinguisticProgramming), Transactional Analysis, and empathy.

By developing our Emotional Intelligence in these areas

and the five EQ domains we can become more productive


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and successful at what we do, and help others to be more

productive and successful too. The process and outcomes

of Emotional Intelligence development also contain many

elements known to reduce stress for individuals and

organizations, by decreasing conflict, improving

relationships and understanding, and increasing stability,

continuity and harmony.

Q4. Explain the different leadership styles as per

ManagerialLeadership Grid Theory.

Ans:

Leadership styles as per ManagerialLeadership

Grid Theory

The Managerial Grid is based on two behavioral

dimensions:


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Concern for PeopleThis is the degree to which a

leader considers the needs of team members, their

interests, and areas of personal development when

deciding how best to accomplish a task.

Concern for ProductionThis is the degree to which

a leader emphasizes concrete objectives,

organizational efficiency and high productivity whendeciding how best to accomplish a task.

Country Club Leadership

High People/Low Production This style of leader is

most concerned about the needs and feelingsof members of his/her team. These people operate

under the assumption that as long as team members

are happy and secure then they will work hard. What

tends to result is a work environment that is very

relaxed and fun but where production suffers due to

lack of direction and control.

Produce or Perish LeadershipHigh

Production/Low People Also known as Authoritarian


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or Compliance Leaders, people in this category

believe that employees are simply a means to an

end. Employee needs are always secondary to

the need for efficient and productive workplaces. This

type of leader is very autocratic, has strict work

rules, policies, and procedures, and views

punishment as the most effective means to motivate

employees.

Impoverished LeadershipLow Production/Low

People This leader is mostly ineffective. He/she has

neither a high regard for creating systems for getting

the job done, nor for creating a work environment

that is satisfying and motivating. The result is a placeof disorganization, dissatisfaction and disharmony.

Middle-of-the-Road LeadershipMedium

Production/Medium People This style seems to be a

balance of the two competing concerns. It may at first

appear to be an ideal compromise. Therein lies the

problem, though: When you compromise, you

necessarily give away a bit of each concern so that

neither production nor people needs are fully met.


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Leaders who use this style settle for average

performance and often believe that this is the most

anyone can expect.

Team LeadershipHigh Production/High People

According to the Blake Mouton model, this is the

pinnacle of managerial style. These leaders stress

production needs and the needs of the people equallyhighly. The premise here is that employees are

involved in understanding organizational

purpose and determining production needs. When

employees are committed to, and have a stake in the

organizations success, their needs and production

needs coincide. This creates a team environmentbased on trust and respect, which leads to high

satisfaction and motivation and, as a result, high

production.


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Q5. Distinguish between internal and external forces

of change.

Ans:

Internal and external forces of change

Internal Forces:

Poor financial performance

Employee dissatisfaction

Inefficiency of existing business processes and systems

Need to increase profitability

Existence of cultural misfits to organization goals

and objectives

External Forces:

Changes in technology

Political factors

General macro-economic environment


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Changes in consumer tastes, preferences, purchasing

patterns & frequencies

Declining market shares due to competition.

Q6. What are the 14 principles of management of

Henri Fayol?

Ans:

Following are the 14 principles of management of

Henri Fayol:

1. DIVISION OF WORK:

Work should be divided among individuals and groups to

ensure that effort and attention are focused on special

portions of the task. Fayol presented work specialization

as the best way to use the human resources of the

organization.

2. AUTHORITY:

The concepts of Authority and responsibility are closely

related. Authority was defined by Fayol as the right to

give orders and the power to exact obedience.

Responsibility involves being accountable, and is


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therefore naturally associated with authority. Whoever

assumes authority also assumes responsibility.

3. DISCIPLINE:

A successful organization requires the common effort

of workers. Penalties should be applied judiciously to

encourage this common effort.

4. UNITY OF COMMAND:

Workers should receive orders from only one manager.

5. UNITY OF DIRECTION:

The entire organization should be moving towards a

common objective in a common direction.

6. SUBORDINATION OF INDIVIDUAL

INTERESTS TO THE GENERALINTERESTS:

The interests of one person should not take priority over

the interests of the organization as a whole.

7. REMUNERATION:

Many variables, such as cost of living, supply of qualifiedpersonnel, general business conditions, and success of the

business, should be considered in determining a workers

rate of pay.


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8. CENTRALIZATION:

Fayol defined centralization as lowering the importance

of the subordinate role. Decentralization is increasing the

importance. The degree to which centralization

or decentralization should be adopted depends on the

specific organization in which the manager is working.

9. SCALAR CHAIN:

Managers in hierarchies are part of a chain like authority

scale. Each manager, from the first line supervisor to the

president, possesses certain amounts of authority. The

President possesses the most authority; the first line

supervisor the least. Lower level managers should always

keep upper level managers informed of their work

activities. The existence of a scalar chain and adherence

to it are necessary if the organization is to be successful.

10. ORDER:

For the sake of efficiency and coordination, all materials

and people related to a specific kind of work should be

treated as equally as possible.

11. EQUITY:


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All employees should be treated as equally as possible.

12. STABILITY OF TENURE OF PERSONNEL:

Retaining productive employees should always be a high

priority of management. Recruitment and Selection Costs,

as well as increased product-reject rates are usually

associated with hiring new workers.

13. INITIATIVE:

Management should take steps to encourage workerinitiative, which is defined as new or additional work

activity undertaken through self direction.

14. ESPIRIT DE CORPS:

Management should encourage harmony and general

good feelings among employees.


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Set-2

Q1.List the importance of effective communication in the workplace?

Ans. Communication is the nerve center of business today. As you go up the corporate ladder,you will find that communication skills are required, more than technical skills. Communication

research has revealed that among the factors most important for managerial success,

communication skills rank above technical skills. Several surveys conducted among people who

have been successful in their professions have indicated that communication skills are more vital

to job success than subjects taken in college.

Communication has assumed even greater importance today, since the new model of business is

based on teamwork, rather than on individual action. Teamwork requires greater coordination

and communication.

Communication is also required all the more in this age of information and technology. Without

communication and human skills, technology will overwhelm an organization. Communication

helps to make sense of technology and to manage all this information. For example,

communication is required to explain a new computer program or software. While computers can

perform routine tasks, jobs like responding to customers needs require a high degree of

communication skills.

Effective communication serves the following specific purposes in an organization :

Greater Awareness of Organizational Goals and TeamworkWhen there is opencommunication between superiors, co-workers and subordinates, there is smooth flow of

information regarding the goals of the organization. Coordination between the different

departments in particular, leads to greater motivation to work together towards achieving

a common organizational goal, rather than working in isolation.

Better Employer-employee RelationshipsBy listening to employees, showing empathy

and giving them the freedom to express their opinions without fear of being repressed, a

manager can create a climate of openness that leads to better work relationships.

Employees will then feel more comfortable in approaching their superiors and discussing

any matter with them.

Problem-solvingEffective communication can help resolve conflicts between co-

workers, work related and performance related problems. Faceto-face communication isespecially suited for achieving this task, since it is one to one and highly personalized in

nature.

Improved PerformanceEffective communication by managers at the time of appraisingthe performance of their employees can point out areas for improvement. A constructive

review of performance, through which a manager gives positive feedback and counsels

the employee, instead of criticizing him for poor performance, can motivate the employee

to perform better.


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Stronger Link between Managers and the External EnvironmentApart from internal

communication within the organization, effective communication by managers with

external audiences such as customers, government, bankers, media and suppliers leads to

a better rapport with them.A manager will be able to understand the needs of his

customers, be aware of the presence of quality suppliers of material, of government

regulations and of the expectations of the community at large, only through propercommunication.

Q2. Explain the different aspects of non-verbalcommunication?

Ans. Non-verbal communication, defined as communication without words. It refers to any way ofconveying meanings without the use of verbal language. The game of dumb charades is a perfect

example. Non-verbal communication is generally unintentional, unlike verbal communication. All of us

tend to communicate silently and unknowingly send signals and messages by what we do, apart fromwhat we say. Gestures, facial expressions, posture and the way we dress, are all part of non-verbal

communication. Non-verbal communication can have a greater impact than verbal communication,

since how you say something is sometimes more important than what you say. Although non-verbal

communication can affect both our personal and business relationships, it is particularly important in

the workplace. while the spoken or written words may be perfect, the non-verbal aspects could convey

the exact opposite meaning. Aspects of non-verbal communication: 1. Kinesics This is the most often

studied and important area of non-verbal communication and refers to body movements of any kind.

Different body movements can express inner states of emotion. Facial Expressions can convey feelings

of surprise, happiness, anger and sadness. If you meet a long lost friend and say Im very happy to

meet you again, but with a sad facial expression, it conveys the exact opposite meaning. Eye

Movements, such as wide open pupils express feelings of surprise, excitement or even fear. The

importance of eye contact with ones audience was pointed out earlier. Direct eye contact is an

indication of intensity and interest, while lack of it can convey feelings of nervousness and guilt.

Gestures, such as movement of the hands while giving a lecture or presentation indicates a high level of

involvement in what you are saying. On the other hand, shuffling of the feet is a sign of nervousness and

speaking with ones hands in ones pockets is considered to be casual or even rude. Head Movements

like nodding the head can convey interest, appreciation, agreement or understanding. Body Shape and

PostureBody shape is not within ones control but can be stereotyped to convey certain meanings. For

example, someone who is strong and muscular is generally thought to be athletic, as opposed to a

person who is short and fat! Posture on the other hand is within our control. In formal settings such as

job interviews or classroom settings, it is essential that you maintain an erect posture to convey that you

are attentive, since slouching or a relaxed posture conveys a casual attitude. Physical Appearance Our

outward appearance, including the way we dress and the jewelry and make-up that we wear can conveyan impression of formality or informality. Going to a job interview dressed in blue jeans or not sticking to

a stipulated dress code at the workplace can convey that you are a rebel, non-conformist or a very

casual person. Therefore, it is important to take care of your appearance, so that you convey the right

meaning to others. 2. Proxemics Proxemics is derived from the word proximity or closeness and is the

communication term for personal space and distance. The space and distance which we choose to keep

from people is also part of non-verbal communication. Each of us has our own inner and outer circles,

which differ for different people. Our inner most circle is an intimate space, into which we generally


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admit only select people such as family and close friends. Next comes a personal space which might

include other friends and colleagues or coworkers. These two spaces involve communication of an

informal nature. Most of us also have a social and public space, which includes official or workplace

relationships, where the communication is of a more formal nature. In a business context, it is more

relevant to understand the concept of fixed space and semi-fixed space. Fixed space means that the

physical features of the work environment such as furniture, room size and seating arrangement are

permanent. 3. Time Language This refers to the meaning or importance attached to time and varies

between different people. One person may value time more than another. Similarly, time language also

varies across cultures. In most western cultures for example, punctuality is considered to be important.

Arriving late for a business meeting is inexcusable. In other cultures, it is more relaxed and time is not

given that much importance. We convey messages to others through the time we spend on a work

related activity or by the importance that we give to time. Arriving early at work or for a job interview

shows interest, involvement and seriousness. Spending time with an employee and giving him

suggestions on how to improve his performance shows interest and involvement in his career growth. 4.

Paralanguage Para means like or similar to, therefore paralanguage means like language. Of all the

forms of non-verbal communication, paralanguage is closest to verbal communication. It refers to the

tone of voice with which something is said. In other words, it is how something is said, and not what

is said. The tone of voice includes the pitch (high or low pitch), the pace (slow or fast) the emphasis onwords and the volume (soft or loud) and can convey different moods and emotions, as mentioned

earlier in this unit. Example: The statement I practice good business communication can be

understood in different ways, depending on the emphasis on certain words. Saying I practice good

business communication means that I alone practice it above anyone else. On the other hand, saying I

practice good business communication could be interpreted to mean that you communicate

particularly well in a business context, rather than in a general context. The important point to keep in

mind regarding tone of voice is to avoid mixed signals that is, making sure that what you say is

consistent with how you say it. 5. Physical Context : This refers to the physical environment or

surroundings within which we communicate and includes two aspects 1) color and layout and 2)

design. Colors are known for their symbolic meaning and have associations with different feelings. For

example, colors like black and grey are associated with death, mourning and negative feelings. Yellowand green are associated with more positive feelings. Of course, these can also vary across cultures. The

point to remember is that you can make the right impressions with use of the right colors. Layout in a

work environment refers to the size of an office, or the arrangement of furniture. Design refers to the

type of chairs, desks or carpeting. All these can convey status, formality or informality. We have seen

how the types of non-verbal communication outnumber the types of verbal communication. Non-verbal

communication is an important supplement to verbal communication and can enhance verbal

communication, if used in a positive way. The sender should use the right non-verbal cues to convey a

positive message,

Q3. Write short notes on (a) Upward communication (b) Downward communication (c)Horizontal communication

Ans.

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