Virtual University's HANDOUTS
VUsolutions
Virtual University's HANDOUTS
VUsolutions
Virtual University's HANDOUTS
VUsolutions
Virtual University's HANDOUTS
VUsolutions
Question No.1
Answer:
Grapevine communication:
Every organization has an informal communication network that is known as Grapevine. It supplements official channel. It is important source of information. It is casual conversation of an organization.
It is called so because it stretches throughout the organization in all directions
Irrespective of the authority levels Man as we know is a social animal.
Despite existence of formal channels in an organization, the informal channels tend to develop when he interacts with other people in organization. It exists more at lower levels of an organization. Which they form unions. Sometimes the managers show preferential treatment and favor some employees giving a segregated feeling to other employees. Thus, when employees sense a need to exchange their views, they go for grapevine network as they cannot use the formal channel of communication in that case.
Generally during breaks in cafeteria, the subordinates talk about their superior’s attitude and behavior and exchange views with their peers. They discuss rumours about promotion and transfer of other employees. Thus, grapevine spreads like fire and it is not easy to trace the cause of such communication at times.
Examples of Grapevine Network of Communication:
1. CEO may be in relation to the Production Manager. They may have friendly relations with each other.
2. Suppose the profit amount of a company is known. Rumour is spread that this much profit is there and on that basis bonus is declared.
Advantages of Grapevine Communication:
1. Grapevine channels carry information rapidly. As soon as an employee gets to know some
2. The managers get to know the reactions of their subordinates on their policies. Thus, the feedback obtained is quick compared to formal channel of communication.
3. The grapevine creates a sense of unity among the employees who share and discuss their views with each other. Thus, grapevine helps in developing group cohesiveness.
4. The grapevine serves as an emotional supportive value.
5. The grapevine is a supplement in those cases where formal communication does not work. Confidential information, he becomes inquisitive and passes the details then to his closest friend who in turn passes it to other.
Disadvantages of Grapevine Communication:
1. The grapevine carries partial information at times as it is more based on rumours. Thus, it does not clearly depict the complete state of affairs.
2. The grapevine is not trustworthy always as it does not follow official path of communication and is spread more by gossips and unconfirmed report.
3. The productivity of employees may be hampered as they spend more time talking rather than working.
4. The grapevine leads to making hostility against the executives.
5. The grapevine may hamper the goodwill of the organization as it may carry false negative information about the high level people of the organization.
A smart manager should take care of all the disadvantages of the grapevine and try to minimize them. At the same time, he should make best possible use of advantages of grapevine. Grapevine is a effective communication.
Question No.2
Answer:
Rhetorical Theory:
Rhetorical theory is based on the available means of persuasion. That is, a speaker who is interested in persuading his or her audience should consider three rhetorical proofs:
Logical, emotional, and ethical Audiences are key to effective persuasion as well.
Rhetorical syllogism, requiring audiences to supply missing pieces of a speech, are also used in persuasion.
Why is it more important than two other theories of communication?
Question No.3
Answer:
1. For further detail contact at 555-0001.
2. Please enclosed is a copy of the required document.
3. Due to forecast of heavy rain for June 13, the picnic was rescheduled for June 20.
4. He is an admirable man.
5. Ventura County is in California.
Suppose you are manager of a multinational operating in UAE, your workforce constitutes of people from
ANSWER;
Being a manager of a multinational operating in UAE, I shall take following steps to successfully manage this workforce to achieve organizational goals effectively and efficiently;
· I shall try my best to be unfair.
· I shall have a polite and respective behavior towards every employee.
· I shall try to separate people from their own nationality.
· I shall create an atmosphere which will make the people of different nation as one nation.
· The employees will be ordered to speak the National language of UAE and not speak their native language.
· They will be paid equally on the basis of their performance.
· No discrepancy will be allowed.
· The employees will be given proper leaves on their religious ceremonies.
Particulars | Rs. | Rs. |
Direct Material | ||
Opening Material | 8000 | |
+Material Purchased | +90000 | |
Material Available for use | 98000 | |
-Closing Inventory | -43000 | |
Material Consumed | 55000 | |
+Direct Labour | +35000 | |
Prime Cost 60% of C.G.M (W-3) | 90000 | |
+FOH 30% of the Conversion (W-2) | +15000 | |
Total Factory Cost | 105000 | |
+Opening Work in Process | +70000 | |
Cost of Goods to be Manufactured | 175000 | |
-Closing Work in Process | -25000 | |
Cost of Goods Manufactured | 150000 | |
+Opening Finished Goods | +50000 | |
Cost of Goods Available for | 200000 | |
-Closing Finished Goods | -48800 | |
Cost of Goods Sold (W-1) | 151200 |
Particulars | Rs. | Rs. |
218800 | ||
-Sales Return | -28000 | |
Net | 216000 | |
-Cost of Goods Sold | -151200 | |
Gross Profit | 64800 | |
-Selling and Administration Expenses | ||
Selling Expenses 5% of Net | 10800 | |
-Administration Expenses 8% of Net | 17280 | 28080 |
Operating Profit | 36720 | |
-Financial Expenses | -600 | |
Net Profit | 36120 |
The Ford Motor Company entered the 1980s with two years of losses totaling over $1.6 billion, and then-chairman Donald E. Petersen grew to realize that consumers were disappointed in the performance of automobiles built In the United States. He had to restore customer, satisfaction by improving quality and put the company back into overdrive by increasing productivity.
One of Petersen’s first moves was an appeal for help from quality guru W. Edwards Deming, who started by ‘focusing management attention on processes and the people involved in those processes. Next, under the banner “Quality is Job 1,” Petersen instituted an array of programs designed to increase quality and productivity by obtaining greater input from customers, employees, and suppliers. New consumer surveys, dubbed competitive new vehicle quality (CNVQ) studies are reviewed twice a month at meetings that typically involve 100 Ford people and List from four to seven hours, Consumer comments are used to tune the design and performance standards of Ford cars to better provide what customers want.
An employee involvement (El) program was designed to obtain as much input as possible from the company’s employees. In the spirit of participative management, managers and employees are now expected to share power in the workplace, solving problems jointly. Every week, more than 30 of these El warns meet to discuss new ideas for improving Ford cars. In the company’s new design for a Lincoln Town Car, over 2,600 suggestions from employees were incorporated into the final product.
From the above case study determine the following
1. How TQ organizations differs from the traditional organizations in terms of
a. Changing Relationship with Customers and Supplier 5
Answer : In traditional management, quality is defined as adherence to internal specifications and standards. Quality is defined as adherence to internal specifications and standards. Quality is measured only by the absence of defects. Inspection of people’s work by others is necessary to control defects. In TQ, quality is defined as products and services beyond present needs and expectations of customers. Innovation is required to meet and exceed customers’ needs. Traditional management places customers outside of the enterprise and within the domain of marketing and sales. TQ views everyone inside the enterprise as a customer of an internal or external supplier, and a supplier of an external or internal customer. Marketing concepts and tools can be used to assess internal customer needs and to communicate internal supplier capabilities.
b. Motivation 5
Answer : TQ organizations support the premise of workers are self-motivated, seek responsibility, and exhibit a high degree of imagination and creativity at work. TQ managers provide leadership rather than overt intervention in the processes of their subordinates, who are viewed as process managers rather than functional specialists. People are motivated to make meaningful contributions to what they believe is an important and noble cause, of value to the enterprise and society. TQ reward systems recognize individual as well as team contributions and reinforce cooperation.
c. Management and Leadership 5
Answer : Traditional management views people as interchangeable commodities, developed to meet the perceived needs of the enterprise. People are passive contributors with little autonomy-doing what they are told and nothing more. TQ views people as the enterprise’s true competitive edge. Leadership provides people with opportunities for personal growth and development. People are able to take pride and joy in learning and accomplishment, and the ability of the enterprise to succeed is enhanced. People are active contributors, valued for their creativity and intelligence. Every person is a process manager presiding over the transformation of inputs to outputs of greater value to the enterprise and to the ultimate customer. 5
2. How did Ford motors get competitive advantage on the basis of quality strategy? 5
Answer : Ford as company take the lead started by ‘focusing management attention on processes and the people involved in those processes.
Next move is “Quality is Job 1,” implement an array of programs designed to increase quality and productivity by obtaining greater input from customers, employees, and suppliers and further revised consumer surveys, dubbed Competitive new vehicle quality (CNVQ) studies are reviewed twice a month at meetings that typically involve 100 Ford people and lasted from four to seven hours, Consumer comments are used to tune the design and performance standards of Ford cars to better provide what customers want.
An employee involvement (El) program was designed to obtain as much input as possible from the company’s employees. In the spirit of participative management, managers and employees are now expected to share power in the workplace, solving problems jointly.