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1. SemesterIIExaminationPapers
IIBM Institute ofBusiness Management
Semester-II Examination Paper MM.100
Business Communication
Section A: Objective Type (30 marks)
 This section consists of Sentence improvement, Multiple choice questions and Short Notes. 
 Answer all the questions. 
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each. 
Part One:
1) Improve the sentencesin sense ofattitude:
1. You failed to sign your check.
2. Your error on your tax form will result in a penalty to you.
3. Don’t drop in without an appointment. Your counselor or caseworker may be unavailable.
4. If you have submitted a travel request, as you claim, we have failed to receive it.
2) Multiple choice:
1. In which country children are taught to look at neck while facing somebody or listening
a. India
b. Korea
c. Puerto Rican
d. Japan
2. Diagonal Communication is
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
3. According to Italians the circle formed with the thumb and first finger means
a. OK
b. Beautiful
c. Delicious
d. Worthless
4. In china ‘white’ color indicates
a. Peace
b. Growth
c. War
d. Mourning
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2. SemesterIIExaminationPapers
5. Kinesics is a study on body movements of an individual which includes gestures, facial
configurations. This study relates to
a. Verbal communication
b. Non verbal communication
c. Informal communication
d. Formal communication
6. If the audience is of extrovert type then
a. One should write a memo and let the reader think about the proposal.
b. One should try to put the proposal more oral than writing.
c. One should put the proposal with step by step reasoning.
d. One should present the proposal quickly.
Part Two:
1. Write something about ‘Culture’ and its types.
2. What do understand by ‘Nonsexist language’?
3. Write a short note on ‘Justification report’.
4. What are ‘T’ letters?
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets. 
 Answer all the questions. 
 Each caselet carries 20 marks. 
 Detailed information should form the part of your answer (Word limit 200 to 250 words). 
Caselet 1
In mid-1984, Kartik, the general manager of Western Exports Ltd, Karachi, Pakistan was striving to
implement a management information system. He was facing resistance from; his most senior supervisor
Kartik wondered what he could do to overcome this resistance. Western Exports was an exporter of
ladies’ cotton cloth garments. It was private company established from, his most senior supervisor Kartik
wondered what he could do to overcome this resistance. Over the past 14 years, the exports of the
company had grown from Rs. 0.71 million in 1972-73 to Rs. 59.76 million in 1984. Almost 90 percent of
the exports went to the USA. It owned no manufacturing facility of any kind. It purchased cotton cloth
from six different textile mills and had the cloth dyed and printed. This fabric was then passed on to 138
stitching subcontractors. The company had been expanding the product line over the years, and by 1983 it
was exporting about one million garments in over 100 basic designs. The 100 designs were presented in
range of fabric types, shades, designs and sizes. When seen in the context that the company got all these
things done through subcontractors, the managerial control of the operations became quite challenging.
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The directors, who had always been actively involved in each and every aspect of the business, and made
all the decisions themselves, felt the heat o the changing situation. The appreciated the problem, and
decided to hire some professional assistance to bring more control to their operations. Kartik was hired in
late 1983 to be the new general manager. He was an agricultural graduate who had about 13 years of
marketing and sales experience with a multinational organization. He had also attended more than a dozen
management development courses. The directors were confident that he could introduce some new
control measures to help ensure the continued success of the company. Kartik quickly determined that if
Western Exports was to remain in business, it must immediately eliminate the haphazardness in its
operations. No proper costing, no scheduling, no progress sheets or order status reports, no follow-up
charts, or for that matter no control procedure worth the name existed. “It was all so nebulous”, he
concluded. He worked late hours to comprehend fully the nature and scope of the company’s business and
its coordination and working relationships with the contractors. Almost immediately, he started to design
a proper system to help cure the black of control and information available. Out of about 200-odd
employees in the company, the key operating manager was joined the company in 1973 as a production
officer, nearly the lowest rung in the company’s hierarchy. He distinguished himself because of his hard
work and was promoted to be a supervisor. By 1982, , under direct supervision of the directors, was
looking after every activity in manufacturing. Right from raw material procurement to packing and
shipping of finished garments, he was coordinating all the activities. Because of the varied nature of his
duties and his dedication to work, he was able to learn all the ins and outs of the business. He was also
considered to be a man with a photographic memory. He virtually ran the whole business from the
information stored in his head. “I have abhorrence for paperwork,” said Saleem. “My work load is so
great that I am always engrossed in my job. Even my dreams are job-related”, he added, “but due
recognition has always been accorded to me by directors”, he added, “but due recognition has always
been accorded to me by my directors”. Saleem initially cooperated with Kartik. However, when Kartik
started to implement some of the mew system and procedures, Saleem refused to go along with them.
Saleem even questioned the very need for such a drastic change. “Ask me about anything – any detail of
fabric, any garment, or any export order-for that matter anything that has happened in this company since
I joined, and I will tell you instantly. Why are you bothering the people here with such clerical burdens?
These luxuries are alright for big companies, but not for us. We cannot spare people for such
unproductive things.”Kartik understood that was close to the director and was the senior most
supervisors. Therefore, his opposition could not be taken lightly. Kartik also felt that the other might say
that he had neither the general management experience, not any particular experience in the garment
industry. Nevertheless, Kartik, was confident that he company did need the change, and as soon as
possible. He was troubled, however, with the resistance of. Unless he could somehow overcome Saleem’s
reluctance to accommodate his new systems, he would not be to do the job.
1. Do you agree with Saleem that “Such luxuries are for big companies, but not for us”? Why or
why not?
2. How should Kartik handle the current situation?
Caselet 2
The national Globe Company of Calcutta put in an advertisement in the situations vacant column of the
Statesman for a typist, and applications came in from al over the country. After screening the
applications, Ram Raj, 25 years old and a graduate of Bihar University, received an appointment letter
from the company. Ram Raj joined the company on I June, 1980. He was asked to report to the section
officer in charge of the typing section. Ram Raj was on probation for a period of six months. During the
first month, it was observed that Ram Raj did his work on time and intelligently. According, to one filling
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clerk, he grasped his work so quickly and easily that it made some of his colleagues green with envy.
Usually, after having finished his own assignments, he helped other people in the section. After about six
months when the probation period was over, the section officer noticed that Ram Raj started leaving his
room quite often. Having observed Ran Raj for about a week in his new habit, the section officer. Sexena,
called him in to his room.
Saxena: Ram Raj, I see you leaving your seat too often these days.
Ram Raj: When I finish my work, I go to the canteen to take my tea.
Saxena: It is against office discipline to get to the canteen during the working hours, you can go to the
canteen during the lunch interval.
Ram: you should be satisfied as long as I do my work. If my visit to the canteen interferes with my work,
then I will stop going out.
Saxena followed up his conversations by keeping Ram Raj under close observation. The section officer
started giving Raj more work than was due to him. One morning there was unpleasantness between Raj
and Saxena. Saxena had asked him to carry out a additional assignment.
Ram Raj: Ever since I started going to the canteen for tea, you have been wanting my blood. If I default in
my assignment, you have every right to pull me up.
Why for relating after every two hours? You are now giving me an assignment which is in addition to my
normal work. is it fair?
Saxena: you are exceeding your limits, Raj. In this office have to accept what I say. You have to carry out
my say. You have to carry out my instructions. You will have to do this assignment also or be prepared to
suffer the consequences.
Ram Raj: you are threatening me now! I know your motive. The motive is not to get work
done. It is to teach me a lesson.
Saxena: I warn you, your behavior is undesirable…
Ram Raj: I know what you are driving at. I might as well as tell you it is not easy to dismiss me. Even if
you succeed in dismissing me, there is no dearth of jobs for a good typist.
Having said this, Ram raj walked out. Saxena. Reported this to the manager in charge of the section. The
manager called him and administered a strict warning.
Manager: Saxena has told me everything. You have to observe office discipline regardless of your
efficiency. And also avoid using strong language when talking to superiors.
Ram raj: yes Sir…
Manager: Now Saxena has already told me everything. Try to mend your ways. That is all I want to tell
you.
1. How do you tackle this type of situation as manager?
2. What leadership style of communication would you suggest in the following situation to deal the
problem?
END OF SECTION B
IIBMInstitute of BusinessManagement

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Section C: Applied Theory (30 marks)
 This section consists of Long Questions. 
 Answer all the questions. 
 Each question carries 15 marks. 
1. “Downward communication is like water streaming down from a waterfall or stream head. It
pours easily with great force and wets a large area, while upward communication is like a small
spurt of water shooting up from a fountain against the pull of gravity. The higher it travels, the
more it loses its force. Elucidate.
2. In dynamic interpersonal aspects of communication interactive way of communication is
considered to be more relevant and appropriate. Elucidate.
END OF SECTION C
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IIBMInstitute of BusinessManagement