SecLlonsSecLlon 1 of 163 MasLer of 8uslness AdmlnlsLraLlonM8A SemesLer 1p 1M80038

ManagemenL rocess and CrganlzaLlon 8ehavlorp 1C1 WrlLe a noLe on Lhe managerlal roles and
skllls?p 1C2 Lxplaln Lhe soclal learnlng Lheory ln deLalls?p 3A 8aslc ConcepLsp 38 Modellng rocessp
4SLep 1 ALLenLlonp 3SLep 2 8eLenLlonp 3SLep 3 8eproducLlonp 3SLep 4 MoLlvaLlonp 3C3 Lxplaln
Lhe 8lg 3 model of personallLy?p 61he blg flve model of personallLyp 6C4 WhaL are Lhe dlfferenL
facLors lnfluenclng percepLlon?p 8C3 WrlLe a noLe on conLemporary work cohorL?p 11C6 WhaL are
Lhe speclal lssues ln moLlvaLlon? ulscussp 13MoLlvaLlng rofesslonalsp 13Managerlal lmpllcaLlonsp
14MoLlvaLlng Lemporary Workersp 14MoLlvaLlng Low Skllled Servlce Workersp 14MoLlvaLlng eople
uolng Plghly 8epeLlLlve 1asksp 13AsslgnmenL SeL 2p 16C1 Lxplaln Lhe Lheorles of emoLlon?p 16C2
ulscuss Lhe Lechnlques of declslon maklng ln groups?p 18AnS lannlng for ueclslon Maklngp 181
lannlng allows Lhe esLabllshmenL of lndependenL goals 1he vlslon whlchp 192 lannlng provldes a
sLandard of measuremenL A plan provldes someLhlng Lop 194 lannlng allows llmlLed resources Lo be
commlLLed ln an orderly wayp 20ueclslon Levelsp 20Some 1echnlques for ueclslon Maklngp 218C
CCnp 22use CuLslde Agency WrlLe Ads lnPousep 233 ueclslon MaLrlx or WelghLed ueclslon 1able
1hls ls a sllghLly morep 23C3 LlaboraLe Lhe dlfferenL sLages ln process of confllcL?p 23C4 WrlLe a noLe
on CAS ( Ceneral AdapLaLlon Syndrome)?p 26SLage Cne Alarmp 26SLage 1wo 8eslsLancep 26SLage
1hree LxhausLlonp 27When ?oure CllenL Pas CAS 1he Case of 8obp 27C3 ulscuss Lhe power and
lnfluence LacLlcs?p 30C6 Lxplaln Lhe characLerlsLlcs of organlzaLlon uevelopmenL?p 31Cu
Approachesp 32Cu 1oolklLsp 33CrganlzaLlonal uevelopmenL lnLervenLlonsp 34CulLural Analyslsp
34rocess ConsulLaLlonp 33SLrucLure Changep 361eam 8ulldlngp 378ole negoLlaLlonp 37MasLer of
8uslness AdmlnlsLraLlon M8A SemesLer 1p 38M80039 8uslness CommunlcaLlonp 38C1 Lxplaln Lhe
dlfferenL Lypes of communlcaLlon wlLh relevanL examples?p 38verbal CommunlcaLlonp 39nonverbal
CommunlcaLlonp 391ypes of CommunlcaLlon 8ased on SLyle and urposep 39lormal CommunlcaLlonp
40lnformal CommunlcaLlonp 40C2 WhaL are Lhe general prlnclples of wrlLlng especlally buslness
wrlLlng?p 40lmporLancep 41C3 Pow would you prepare yourself for an oral buslness presenLaLlon?p
46C3 ulsLlngulsh beLween clrculars and noLlces along wlLh formaLs?p 48announcemenLs LhaL are
dlsLrlbuLed Lo small or selecLlve groups of peoplep 49C1 As a parL of Lop managemenL Leam how
would you communlcaLe Lo yourp 30AM8l1lCuS 1A8CL1Sp 3020112014 S18A1LC?p 30Cu8
SPA8LPCLuL8Sp 31C2 A8C LLd wanLs Lo communlcaLe abouL lLs corporaLe lmage Lo all lLsp
31recommend Lhem Lo do lL?p 312 8ACkC8Cunup 323 CLlC? CCn1Lx1p 324 C1lCnSp 323
8CCSALSp 326 8LS1 vALuL lMLlCA1lCnSp 337 llnAnCL CCnSluL8A1lCnSp 338 8lSkp 349 LLCAL
CCnSluL8A1lCnSp 3410 PuMAn 8LSCu8CLSp 3411 ulvL8Sl1? lMLlCA1lCnSp 3412
SuS1AlnA8lLl1?p 33C3 WhaL ls oral buslness communlcaLlon? Lxplaln lLs beneflLs Lo Lhep
33organlsaLlon and Lo Lhe lndlvldual employeep 33resenLaLlonsp 33CllenL lnLeracLlonp 36lnLerofflce
lnLeracLlonp 368eneflLsp 36C4 Clve shorL noLes on communlcaLlon neLwork ln Lhe organlsaLlon?p
371here are several paLLerns of communlcaLlonp 37C 3 WhaL are Lhe dlfferenL Lypes of buslness
leLLers? Lxplaln wlLh examplep 39LeLs Lake look aL Lhe mosL common Lypes of buslness leLLersp
60MasLer of 8uslness AdmlnlsLraLlon p 62M8A SemesLer 1p 62M80040 S1A1lS1lCS lC8
MAnACLMLn1p 62C 1 WhaL ls Lhe dlfference beLween a quallLaLlve and quanLlLaLlve varlable?p
62CuallLaLlvep 62CuanLlLaLlvep 62ueducLlon and lnducLlon ln experlmenLaLlon and researchp 63C
2 a) Lxplaln Lhe sLeps lnvolved ln plannlng of a sLaLlsLlcal survey?p 64SLep #1 ldenLlfy ?our Cb[ecLlvep
64SLep #2 ueLermlne Pow Much lL Wlll CosLp 63SLep #3 lan 1he LoglsLlcsp 63SLep #4 ueflne ?our
8esourcesp 63SLep #3 Map 1he SLeps 1o CompleLlonp 66Successful ueploymenLp 66b) WhaL are Lhe
merlLs uemerlLs of ulrecL personal observaLlon andp 66lndlrecL Cral lnLervlew?p 66C 3 a) WhaL ls
Lhe maln dlfference beLween correlaLlon analysls andp 68regresslon analysls?p 68C 3 a) ulscuss whaL
ls meanL by CuallLy conLrol and quallLy lmprovemenL?p 83b) WhaL are Lhe llmlLaLlons of a quallLy
conLrol charLs?p 86AnS 1he llmlLaLlons of a quallLy conLrol charLsp 86Lasy Lo Make buL ulfflculL Lo
1roubleshooLp 86MulLlple areLo CharLs May 8e neededp 876 a) SuggesL a more sulLable average ln
each of Lhe followlng casesp 87(l) Average slze of readymade garmenLsp 87AnS CharacLerlsLlcs of a
Cood Averagep 88(b) WhaL are Lhe uses of averages?p 90ArlLhmeLlc Meanp 90CeomeLrlc Meanp
90Parmonlc Meanp 90Modep 91C 3 WhaL ls LesL sLaLlsLlc? Why do we have Lo know Lhe dlsLrlbuLlon
of a LesLp 91sLaLlsLlc?p 918efresher Coursep 92C1 Assure you have [usL sLarLed a Moblle sLore ?ou
sell moblle seLs andp 97and prepare a poslLlon sLaLemenL afLer every LransacLlon uld you flrm earnp
97proflL or lncurred loss aL Lhe end? Make a small commenL on your flnanclalp 97poslLlon aL Lhe endp
97AnS 1here are Lwo Lypes of users( lnLernal and exLernal) llsL of lnLernalp 104MasLer of 8uslness
AdmlnlsLraLlon M8A SemesLer lp 106C1 lncome elasLlclLy of demand has varlous appllcaLlons Lxplaln
eachp 106appllcaLlon wlLh Lhe help of an examplep 106Lxamplep 106racLlcal appllcaLlon of lncome
elasLlclLy of demandp 1071 Pelps ln deLermlnlng Lhe raLe of growLh of Lhe flrmp 1072 Pelps ln Lhe
demand forecasLlng of a flrmp 1083 Pelps ln producLlon plannlng and markeLlngp 1084 Pelps ln
ensurlng sLablllLy ln producLlonp 1083 Pelps ln esLlmaLlng consLrucLlon of housesp 108C2 When ls Lhe
oplnlon survey meLhod used and whaL ls Lhe effecLlveness ofp 108Lhe meLhodp 108C3 Show how
prlce ls deLermlned by Lhe forces of demand and supply byp 111uslng forces of equlllbrlump
111MarkeL Lqulllbrlump 111Lqulllbrlum beLween demand and supply prlcep 112C4 ulsLlngulsh
beLween flxed cosL and varlable cosL uslng an examplep 114C3 ulscuss Marrls CrowLh MaxlmlzaLlon
model ?p 116C6 Lxplaln how flscal pollcy ls used Lo achleve economlc sLablllLyp 117Ansp 1171o acL
as opLlmum allocaLor of resources As mosL of Lhe resources arep 1171o acL as a saverp 117MasLer of
8uslness AdmlnlsLraLlonM8A SemesLer lp 120C1 WrlLe down Lhe dlfference beLween ersonnel
managemenL and Pumanp 1208esource managemenL10 Marksp 120C2 WrlLe a noLe on scope of P8
ln lndla 10 Marksp 121C3 Lxplaln Lhe crlLlcal sLeps ln Puman 8esource lannlng sysLem 10p
123Marksp 123need and lmporLance of P8p 123lacLors affecLlng Puman 8esource lannlngp
124LlmlLaLlons of Puman 8esource lannlngp 123C4 LlsL and explaln Lhe sources of recrulLmenL? 10
Marksp 126C3 uescrlbe Lhe grlevance handllng procedurep 129Ans Pandllng a grlevancep 129Ansp
130Zoom CuL
Zoom ln
lullscreen
LxlL lullscreenSelecL vlew Mode
vlew ModeSlldeshowScroll 8eadcasL
Add a CommenL
Lmbed Share
8eadlng should be soclal! osL a message on your soclal neLworks Lo leL oLhers know whaL youre
readlng SelecL Lhe slLes below and sLarL sharlng8eadcasL Lhls uocumenL
Logln Lo Add a CommenL
Share LmbedAdd Lo CollecLlons
uownload Lhls uocumenL for lreeAuLohlde on
AsslgnmenL SeL 1 MasLer of 8uslness AdmlnlsLraLlonM8A SemesLer 1M80038 ManagemenL rocess
and CrganlzaLlon 8ehavlorC1 WrlLe a noLe on Lhe managerlal roles and skllls? AnSAccordlng Lo
MlnLzberg (1973) managerlal roles are as follows 1 lnformaLlonal roles2 ueclslonal roles3
lnLerpersonal roles1lnformaLlonal roles 1hls lnvolves Lhe role of asslmllaLlng and
dlssemlnaLlnglnformaLlon as and when requlred lollowlng are Lhe maln subroles whlchmanagers
ofLen performa MonlLor collecLlng lnformaLlon from organlzaLlons boLh from lnslde andouLslde of
Lhe organlzaLlonb ulssemlnaLor communlcaLlnglnformaLlon Lo organlzaLlonal membersc
Spokesperson represenLlng Lhe organlzaLlon Lo ouLslders2ueclslonal roleslL lnvolves declslon maklng
Agaln Lhls role can be subdlvlded ln Lo Lhe followlnga LnLrepreneur lnlLlaLlng new ldeas Lo lmprove
organlzaLlonal performanceb ulsLurbance handlers LaklngcorrecLlve acLlonLo cope wlLh adverse
slLuaLlonc 8esource allocaLors allocaLlng human physlcal and moneLary resourcesd negoLlaLor
negoLlaLlng wlLhLrade unlons or any oLher sLakeholders
3 lnLer`personal roles 1hls role lnvolves acLlvlLles wlLh people worklng ln LheorganlzaLlon 1hls ls
supporLlve role for lnformaLlonal and declslonal roleslnLerpersonal roles can be caLegorlzed under Lhree
subheadlngsa llgurehead Ceremonlal and symbollc roleb Leadershlp leadlng organlzaLlon ln Lerms
of recrulLlngmoLlvaLlng eLcc Llalson llasonlng wlLh exLernal bodles and publlc relaLlons
acLlvlLlesManagemenL Skllls kaLz (1974) has ldenLlfled LhreeessenLlalmanagemenL skllls Lechnlcal
human and concepLual1echnlcal skllls1he ablllLy lsLo applyspeclallzed knowledge or experLlse All [obs
requlre some speclallzed experLlse and many people develop Lhelr Lechnlcalskllls on Lhe [ob vocaLlonal
and onLhe[ob Lralnlng programs can be usedLodevelopLhls Lype of sklllPuman Sklll1hls ls Lhe ablllLy Lo
work wlLh undersLand and moLlvaLe oLherpeople (boLh lndlvldually and a group) 1hls requlres
senslLlvlLy Lowards oLherslssues andconcerns eople who are proflclenL ln Lechnlcal sklll buL noL
wlLhlnLerpersonal skllls may face dlfflculLy Lo manage Lhelr subordlnaLes 1o acqulreLhe Puman Sklll lL
ls perLlnenL Lo recognlze Lhe feellngs and senLlmenLs of oLhersablllLy Lo moLlvaLe oLhers even ln adverse
slLuaLlon andcommunlcaLeown feellngsLo oLhers ln a poslLlve and lnsplrlng wayConcepLual Sklll1hls ls
an ablllLy Lo crlLlcally analyze dlagnose a slLuaLlon andforward a feaslble soluLlon lL requlres creaLlve
Lhlnklng generaLlng opLlons andchooslng Lhe besL avallable opLlon
C2 Lxplaln Lhe soclal learnlng Lheory ln deLalls?AnS Cne of Lhe mosL lnfluenLlal learnlng Lheorles Lhe
Soclal Learnlng 1heory(SL1) was formulaLed by AlberL 8andura lL encompasses concepLs of
LradlLlonallearnlng Lheory and Lhe operanL condlLlonlng of 8l SklnnerPowever Lhe Lheory sLrongly
lmplles LhaL Lhere are Lypes of learnlng whereln dlrecLrelnforcemenL ls noL Lhe causal mechanlsm
raLher Lhe so called soclal elemenL canresulL Lo Lhe developmenL of new learnlng among lndlvlduals
Soclal Learnlng1heory has been useful ln explalnlng how people can learn new Lhlngs and developnew
behavlors by observlng oLher people lL ls Lo assume Lherefore LhaL SoclalLearnlng 1heory ls concerned
on observaLlonal learnlng process among peopleA 8aslc ConcepLs1 CbservaLlonal Learnlng1he Soclal
Learnlng 1heory says LhaL people canlearn by waLchlng oLher people perform Lhe behavlor
CbservaLlonal learnlngexplalns Lhe naLure of chlldren Lo learn behavlors by waLchlng Lhe behavlorof Lhe
people around Lhem and evenLually lmlLaLlng Lhem WlLh Lhe 8obouoll experlmenL(s)8andura
lncluded an adulL who ls Lasked Lo acLaggresslvely Loward a 8obo uoll whlle Lhe chlldren observe hlm
LaLer8andura leL Lhe chlldren play lnslde a room wlLh Lhe 8obo uoll Pe afflrmedLhaL Lhese chlldren
lmlLaLed Lhe aggresslve behavlor Loward Lhe doll whlchLhey had observed earllerAfLer hls sLudles
8andura was able Lo deLermlne 3 baslc models of observaLlonal learnlng whlch lnclude
a A Llve Model whlch lncludes an acLual person performlng abehavlorb A verbal lnsLrucLlon Model
whlch lnvolves Lelllng of deLalls anddescrlpLlons of a behavlorc A Symbollc Model whlch lncludes elLher
a real or flcLlonal characLerdemonsLraLlng Lhe behavlor vla movles books Lelevlslon radloonllne medla
and oLher medla sources2 1he sLaLe of mlnd (menLal sLaLes) ls cruclal Lo learnlngln Lhls
concepL8andura sLaLed LhaL noL only exLernal relnforcemenL or facLors can affecLlearnlng and behavlor
1here ls also whaL he called lnLrlnslc relnforcemenLwhlch ls ln a form of lnLernal reward or a beLLer
feellng afLer performlng Lhebehavlor (eg sense of accompllshmenL confldence saLlsfacLlon eLc)3
Learnlng does noL mean LhaL Lhere wlll be a change ln Lhe behavlor of anlndlvldual8 Modellng
rocess1he Modellng rocess developed by 8andura helps us undersLand LhaL noL allobserved behavlors
could be learned effecLlvely nor learnlng can necessarlly resulLLo behavloral changes 1he modellng
process lncludes Lhe followlng sLeps ln orderfor us Lo deLermlne wheLher soclal learnlng ls successful or
noL
SLep 1 ALLenLlonSoclal CognlLlve 1heory lmplles LhaL you musL pay aLLenLlon for you Lo learn lf you
wanL Lo learn from Lhe behavlor of Lhe model (Lhe person LhaL demonsLraLes Lhebehavlor) Lhen you
should ellmlnaLe anyLhlng LhaL caLches your aLLenLlon oLherLhan hlm Also Lhe more lnLeresLlng Lhe
model ls Lhe more llkely you are Lo payfull aLLenLlon Lo hlm and learnSLep 2 8eLenLlon8eLenLlon of Lhe
newly learned behavlor ls necessary WlLhouL lL learnlng of Lhebehavlor would noL be esLabllshed and
you mlghL need Lo geL back Lo observlng Lhemodel agaln slnce you were noL able Lo sLore lnformaLlon
abouL Lhe behavlorSLep 3 8eproducLlonWhen you are successful ln paylng aLLenLlon and reLalnlng
relevanL lnformaLlonLhls sLep requlres you Lo demonsLraLe Lhe behavlor ln Lhls phase pracLlce of
Lhebehavlor by repeaLedly dolng lL ls lmporLanL for lmprovemenLSLep 4 MoLlvaLlonleellng moLlvaLed
Lo repeaL Lhe behavlor ls whaL you need ln order Lo keep onperformlng lL 1hls ls where relnforcemenL
and punlshmenL come ln ?ou can berewarded by demonsLraLlng Lhe behavlor properly and punlshed
by dlsplaylng lLlnapproprlaLely
C3 Lxplaln Lhe 8lg 3 model of personallLy? Ans 1he blg flve model of personallLy ls deslgned Lo brlng
ouL behavlors anlndlvldual expresses ln hls deallngs wlLh people as well as ln Lhelr response Lochanges ln
clrcumsLances as well as Lhe envlronmenL Cenerally Lhese flve facLorsof personallLy are used Lo come
up wlLh a descrlpLlon of Lhe human personallLy lnLhls LexL l explaln 1lsha's flndlngs as well as look aL
how Lhe predlcLlons could beused Lo come up wlLh a predlcLlon of her success as a manager1he blg flve
model of personallLyr Cpenness Lo experlence 1hls facLor acLs Lo dlsLlngulsh convenLlonal lndlvlduals
from Lhose who are ln oneway or Lhe oLher lmaglnaLlve 1ralLs llnked Lo lndlvlduals who are open
Loexperlence lnclude lnLellecLual curloslLy senslLlvlLy Lo beauLy as well asresponslveness Lo arL
Accordlng Lo CaLLell PL eL al (2007) such people arevery creaLlve and Lhey are very llkely Lo be more
accommodaLlng Lo bellefsconsldered unconvenLlonal Such people are hence more llkely Lo
beaccommodaLlng Lo Lhe vlews of oLhers ln Lhe organlzaLlonal seLLlng and Lhey aremore llkely Lo
encourage lnnovaLlon aL Lhe workplace 1lsha's hlgh score showsLhaL she wlll be more sLralghLforward
and more llkely see Lhe slmple aspecLs of complex slLuaLlonsr
r ConsclenLlousness 1hls facLor shows an lndlvlduals ablllLy and drlve Lo achleve goals and sLrlve
forachlevemenL lL also lndlcaLes LhaL an lndlvldual has self dlsclpllne and prefersplanned behavlor as
opposed Lo sponLaneous behavlor Crucza eL al (2007) noLesLhaL lndlvlduals who score hlghly ln
consclenLlousness have a good lmpulse conLroland Lend Lo be goal orlenLed 1lsha's very hlgh
performance ln ConsclenLlousnessshows LhaL she ls organlzed and very aLLenLlve Lo deLall ln an
organlzaLlonalseLLlng 1lsha would be more llkely Lo sLrlve Lo ensure LhaL organlzaLlonal goals
andob[ecLlves are meLr LxLraverslon 1hls facLor conslsLs of emoLlons LhaL can be sald Lo be poslLlve as
well as anlndusLrlous personallLy and ablllLy Lo relaLe well wlLh oLhers CaLLell PL eL al(2007) noLes
LhaL exLraverLs en[oy oLher peoples company and Lend Lo be veryacLlve ln group efforLs 1lsha's hlgh
score ln exLraverslon lndlcaLes LhaLln Lhe work seLLlng as a manager she would Lend Lo encourage Leam
work She wlll alsodomlnaLe board and oLher meeLlngs and have a hlgh chance of pushlng herproposals
and suggesLlons forwardr Agreeableness 1hls facLor ls characLerlzed by compasslon and cooperaLlon
Lowards oLhers asopposed Lo anLagonlsm Lendencles CaLLell PL eL al (2007) noLes LhaL such
lndlvlduals are easy Lo geL along wlLh and are more llkely Lo be veryaccommodaLlng Lo Lhe vlews of
oLhers1lsha's moderaLely hlgh score on LhlsfacLor shows LhaL Lhough she wlll beaccommodaLe oLhers
vlew she wlll expecL her vlews also Lo be Laken lnLoconslderaLlon She ls llkely Lo LrusL her subordlnaLes
morer neuroLlclsm 1hls facLor lnvolves a hlgh llkellhood Lo geL angry and have oLher negaLlveemoLlons
llke anxleLy ln mosL cases Lhls characLerlsLlc ls llnked Lo emoLlonallnsLablllLy lndlvlduals scorlng low on
neuroLlclsm wlll experlence bouLs of moodswlngs Lrlggered by frusLraLlons by mlnor lssues aL Lhe
workplace (Crucza eL al2007)1lsha's low score on Lhls facLor shows she wlll be more llkely Lo cope
wlLhproblems as a manager and she wlll Lend Lo be calmer whlle handllng dlfflculLslLuaLlonsC4 WhaL
are Lhe dlfferenL facLors lnfluenclng percepLlon?Ans ercepLlon ls our sensory experlence of Lhe world
around us and lnvolvesboLh Lhe recognlLlon of envlronmenLal sLlmull and acLlon ln response Lo
LhesesLlmull 1hrough Lhe percepLual process we galn lnformaLlon abouL properLles andelemenLs of Lhe
envlronmenL LhaL are crlLlcal Lo our survlvalA number of facLors operaLe Lo shape and someLlmes
dlsLorL percepLlon 1hesefacLors can resldel) ln Lhe percelver
ll) ln Lhe Cb[ecL or LargeL belng percelved orlll) ln Lhe conLexL of Lhe slLuaLlon ln whlch Lhe percepLlon ls
made1 CharacLerlsLlcs of Lhe ercelver Several characLerlsLlcs of Lhe percelver canaffecL percepLlon
When an lndlvldual looks aL a LargeL and aLLempLs Lo lnLerpreLwhaL he or she sLands for LhaL
lnLerpreLaLlon ls heavlly lnfluenced by personalcharacLerlsLlcs of Lhe lndlvldual percelver 1he ma[or
characLerlsLlcs of Lhepercelver lnfluenclng percepLlon area)ALLlLudes1he perclvers aLLlLudes affecL
percepLlon lor example Mr x lslnLervlewlng candldaLes for a very lmporLanL poslLlon ln hls
organlzaLlon aposlLlon LhaL requlres negoLlaLlng conLracLs wlLh suppllers mosL of whom are maleMr x
may feel LhaL women are noL capable of holdlng Lhelr own ln LoughnegoLlaLlons 1hls aLLlLude wlLh
doubLless affecL hls percepLlons of Lhe femalecandldaLes he lnLervlewsb)MoodsMoods can have a
sLrong lnfluence on Lhe way we percelve someoneWe Lhlnk dlfferenLly when we are happy Lhan we do
when we are depressed lnaddlLlon we remember lnformaLlon LhaL ls conslsLenL wlLh our mood sLaLe
beLLerLhan lnformaLlon LhaL ls lnconslsLenL wlLh our mood sLaLe When ln a poslLlve moodwe form
more poslLlve lmpresslons of oLher When ln a negaLlve mood we Lend LoevaluaLe oLhers
unfavourablyc)MoLlvesunsaLlsfled needs or moLlves sLlmulaLe lndlvlduals and may exerL asLrong
lnfluence on Lhelr percepLlons lor example ln an organlzaLlonal conLexL aboss who ls lnsecure
percelves a sub ordlnaLes efforLs Lo do an ouLsLandlng [ob as aLhreaL Lo hls or her own poslLlon
ersonal lnsecurlLy can be LranslaLed lnLo LhepercepLlon LhaL oLhers are ouL Lo geL my [ob regardless
of Lhe lnLenLlon of LhesubordlnaLes
d)Self ConcepLAnoLher facLor LhaL can affecL soclal percepLlon ls Lhe percelversselfconcepL An
lndlvldual wlLh a poslLlve selfconcepL Lends Lo noLlce poslLlveaLLrlbuLes ln anoLher person ln conLrasL a
negaLlve selfconcepL can lead apercelver Lo plck ouL negaLlve LralLs ln anoLher person CreaLer
undersLandlng of self allows us Lo have more accuraLe percepLlons of oLherse)lnLeresL1he focus of our
aLLenLlon appears Lo be lnfluenced by our lnLeresLs8ecause our lndlvldual lnLeresLs dlffer conslderably
whaL one person noLlces ln aslLuaLlon can dlffer from whaL oLher percelve lor example Lhe supervlsor
who has [usL been reprlmanded by hls boss for comlng laLe ls more llkely Lo noLlce hlscolleagues comlng
laLe Lomorrow Lhan he dld lasL weekf)CognlLlve sLrucLureCognlLlve sLrucLure an lndlvlduals paLLern of
Lhlnklng alsoaffecLs percepLlon Some people have a Lendency Lo percelve physlcal LralLs suchas helghL
welghL and appearance more readlly CognlLlve complexlLy allows aperson Lo percelve mulLlple
characLerlsLlcs of anoLher person raLher Lhan aLLendlngLo [usL a few LralLsg)LxpecLaLlonsllnally
expecLaLlons can dlsLorL your percepLlons ln LhaL you wlllsee whaL you expecL Lo see 1he research
flndlngs of Lhe sLudy conducLed bySheldon S Zalklng and 1lmoLhy W CosLello on some speclflc
characLerlsLlcs of Lhepercelver reveall) knowlng oneself makes lL easler Lo see oLhers accuraLelyll) Cnes
own characLerlsLlcs affecL Lhe characLerlsLlcs one ls llkely Lo see ln oLherlll) eople who accepL
Lhemselves are more llkely Lo be able Lo see favourableaspecLs of oLher peoplelv) Accuracy ln
percelvlng oLhers ls noL a slngle sklll1hese four characLerlsLlcs greaLly lnfluence how a person percelves
oLher lnL he
envlronmenLal slLuaLlon2) CharacLerlsLlcs of Lhe 1argeL CharacLerlsLlcs ln Lhe LargeL LhaL ls belng
observedcan affecL whaL ls percelved hyslcal appearance pals a blg role ln our percepLlonof oLhers
LxLremely aLLracLlve or unaLLracLlve lndlvlduals are more llkely Lo benoLlced ln a group Lhan ordlnary
looklng lndlvlduals MoLlons sound slze andoLher aLLrlbuLes of a LargeL shape Lhe way we see lLverbal
CommunlcaLlon from LargeLs also affecLs our percepLlon of Lhem nonverbalcommunlcaLlon conveys a
greaL deal of lnformaLlon abouL Lhe LargeL 1he percelverdeclphers eye conLacL faclal expresslons body
movemenLs and posLure all ln aaLLempL Lo form an lmpresslon of Lhe LargeL3) CharacLerlsLlcs of Lhe
SlLuaLlon 1he slLuaLlon ln whlch Lhe lnLeracLlon beLweenLhe percelver and Lhe LargeL Lakes place has an
lnfluence on Lhe percelverslmpresslon of Lhe LargeL 1he sLrengLh of Lhe slLuaLlonal cues also affecLs
soclalpercepLlon Some slLuaLlons provlde sLrong cues as Lo approprlaLe behavlour ln LhlsslLuaLlon we
assume LhaL + le lndlvlduals behavlours can be accounLed for by LheslLuaLlon and LhaL lL may noL
reflecL Lhe lndlvlduals dlsposlLlonC3 WrlLe a noLe on conLemporary work cohorL?AnS ConLemporary
Work CohorLConLemporary Work CohorL proposed by 8obblns (2003) dlvldes Lhe work forcelnLo
dlfferenL groups dependlng on Lhe era or perlod ln whlch Lhey have enLered
lnLo work lL sLresses upon lndlvlduals' values whlch reflecL Lhe socleLal values of Lhe perlod ln whlch
Lhey grew up1he cohorLs and Lhe respecLlve values have been llsLed below1veLerans Workers who
enLered Lhe workforce from Lhe early 1940s Lhrough Lheearly 1960s and exhlblLed Lhe followlng value
orlenLaLlons1 1hey were lnfluenced by Lhe CreaL uepresslon and World War ll2 8elleved ln hard work
3 1ended Lo be loyal Lo Lhelr employer4 1ermlnal values ComforLable llfe and famlly
securlLy28oomers Lmployees who enLered Lhe workforce durlng Lhe 1960s Lhrough Lhemld1980s
belonged Lo Lhls caLegory and Lhelr value orlenLaLlons werea lnfluenced heavlly by !ohn l kennedy
Lhe clvll rlghLs and femlnlsL movemenLsLhe 8eaLles Lhe vleLnam War and baby boom compeLlLlonb
ulsLrusLed auLhorlLy buL gave a hlgh emphasls on achlevemenL and maLerlalsuccessc CrganlzaLlons
who employed Lhem were vehlcles for Lhelr careersd 1ermlnal values sense of accompllshmenL and
soclal recognlLlon3xers began Lo enLer Lhe workforce from Lhe mld1980s
1hey cherlshed Lhe followlng valuesa Shaped by globallzaLlon Lwo career parenLs M1v AluS and
compuLersb value flexlblllLy llfe opLlons and achlevemenL of [ob saLlsfacLlonc lamlly and
relaLlonshlps were lmporLanL and en[oyed Leam orlenLed workd Less wllllng Lo make personal sacrlflces
for employers Lhan prevlousgeneraLlonse 1ermlnal values Lrue frlendshlp happlness and
pleasure4ne xLe rs mosL recenL enLranLs lnLo Lhe workforcea Crew up ln prosperous Llmes have
hlgh expecLaLlon belleve ln Lhemselves andconfldenL ln Lhelr ablllLy Lo succeedb never endlng search
for ldeal [ob see noLhlng wrong wlLh [ob hopplngc Seek flnanclal successd Ln[oy Leam work buL are
hlghly self rellanLe 1ermlnal values freedom and comforLable llfeC6 WhaL are Lhe speclal lssues ln
moLlvaLlon? ulscussAns Some of Lhe speclal lssues ln moLlvaLlon are dlscussed belowMoLlvaLlng
rofesslonals1he professlonal employees llkely Lo seek more lnLrlnslc saLlsfacLlon from Lhelrwork Lhan
bluecollar employees 1hey generally have sLrong and long LermcommlLmenLs Lo Lhelr fleld of experLlse
are perhaps more loyal Lo Lhelr professlonLhan Lo Lhelr employer 1hey need Lo regularly updaLe Lhelr
knowledge and LhelrcommlLmenL Lo Lhelr professlon 1herefore exLrlnslc facLors such as money
andpromoLlons would be low on Lhelr prlorlLy llsL 8aLher [ob challenge Lends Lo beranked hlgh 1hey
llke Lo Lackle problems and flnd soluLlons
Managerlal lmpllcaLlonsr rovlde Lhem wlLh ongolng challenglng pro[ecLsr Clve Lhem auLonomy Lo
follow Lhelr lnLeresLs and allow Lhem Lo sLrucLureLhelr workr 8eward Lhem wlLh educaLlonal
opporLunlLlesr Also reward Lhem wlLh recognlLlonMoLlvaLlng Lemporary Workers1emporary workers
may be moLlvaLed lfr 1hey are provlded wlLh permanenL [ob opporLunlLyr 1he opporLunlLy for Lralnlng
ls provlded Lo Lhemr rovlde equlLable payMoLlvaLlng Low Skllled Servlce WorkersCne of Lhe mosL
challenglng managerlal Lasks ln Lo moLlvaLe low skllled workerswho are lnvolved ln repeLlLlve physlcal
work where hlgher educaLlon and skllls arenoL requlred lor Lhls caLegory of people flexlble work
schedules and hlgher paypackage may be proved effecLlve moLlvaLlonal facLors MoLlvaLlng Low
SkllledServlce Workers lnvolvesr 8ecrulL wldelyr lncrease pay and beneflLsr Make [obs more
appeallng
MoLlvaLlng eople uolng Plghly 8epeLlLlve 1asksr 8ecrulL and selecL employees LhaL flL Lhe [obr
CreaLe a pleasanL work envlronmenLr Mechanlze Lhe mosL dlsLasLeful aspecLs of Lhe [ob
AsslgnmenL SeL 2 C1 Lxplaln Lhe Lheorles of emoLlon? AnSsychologlsLs have proposed a number of
Lheorles abouL Lhe orlglns andfuncLlon of emoLlons 1he LheorlsLs behlnd Lhe dlssenLlng vlews do agree
on oneLhlng however emoLlon has a blologlcal basls 1hls ls evldenced by Lhe facL
LhaLLheamygdala(parL of Lhe llmblc sysLem of Lhe braln) whlch plays a large role lnemoLlon ls acLlvaLed
before any dlrecL lnvolvemenL of Lhecerebral corLex(wherememory awareness and consclous
Lhlnklng Lake place)ln Lhe hlsLory of emoLlon Lheory four ma[or explanaLlons for Lhe complex
menLaland physlcal experlences LhaL we call feellngs have been puL forward 1hey areLhe!amesLange
Lheoryln Lhe 1920s LheCannon8ard Lheoryln Lhe 1930s LheSchacLerSlnger Lheoryln Lhe 1960s and
mosL recenLly LheLazarus Lheorydeveloped ln Lhe 1980s and 90s 1he !amesLange 1heory1he !ames
Lange Lheory proposes LhaL an evenL or sLlmulus causes a physlologlcalarousal wlLhouL any
lnLerpreLaLlon or consclous LhoughL and you experlence LheresulLlng emoLlon only afLer you lnLerpreL
Lhe physlcal response Lxample?oure laLe leavlng work and as you head across Lhe parklng loL Lo your
car youhear fooLsLeps behlnd you ln Lhe dark ?our hearL pounds and your hands sLarL Loshake ?ou
lnLerpreL Lhese physlcal responses as fear
1he Cannon8ard 1heory1he Cannon8ard Lheory on Lhe oLher hand suggesLs LhaL Lhe glven
sLlmulusevokes boLh a physlologlcal and an emoLlonal response slmulLaneously and LhaLnelLher one
causes Lhe oLher Lxample?oure home alone and hear creaklng ln Lhe hallway ouLslde your room ?ou
beglnLo Lremble and sweaL and you feel afrald1he SchacLerSlnger 1heory1he SchachLerSlnger Lheory
Lakes a more cognlLlve approach Lo Lhe lssue SchacLerand Slnger belleve LhaL an evenL causes
physlologlcal arousal buL LhaL you musLLhen ldenLlfy a reason for Lhe arousal before you label Lhe
emoLlon Lxample?oure Laklng Lhe lasL bus of Lhe nlghL and youre Lhe only passenger A slngle
mangeLs on and slLs ln Lhe row behlnd you When your sLop comes around he also geLsoff Lhe bus Pes
walklng behlnd you ?ou feel Llngles down your splne wlLh a rushof adrenallne ?ou know LhaL Lhere
have been several mugglngs ln your clLy overLhe pasL few weeks so you feel afrald
Lhe analyses have lndlcaLed moderaLe supporL for Lhe hypoLheses 1hls sLudyls perhaps Lhe flrsL Lo
generaLe a new seL of power congruence lLems ln whlchslmulLaneous measuremenL from Lwo
perspecLlvessupervlsors andsubordlnaLeswere Laken Lo examlne Lhe aspecL of muLuallLy 1he flrsL
fourhypoLheses whlch lnvesLlgaLe Lhe dlrecL relaLlonshlp beLween supervlsors orsubordlnaLes power
and lnfluence LacLlcs revealed LhaL supervlsors wouldapply varlous lnfluence LacLlcs on Lhelr
subordlnaLes 8aLlonal appeal LacLlcshas exhlblLed Lhe hlghesL mean as compared wlLh sofL and hard
lnfluenceLacLlcs ln Lhe dlrecL relaLlonshlp beLween power and lnfluence LacLlcs lor LhelndlrecL
hypoLheses only one parLlcular dlmenslon of lnfluence LacLlcs wasfound slgnlflcanL for each power
congruence hypoLheses 1he resulLsconflrmed LhaL when boLh supervlsors and subordlnaLes were
percelved Lohave poslLlon power Lhe use of hard lnfluence LacLlcs was mosL apparenLConversely when
boLh of Lhem were seen Lo have personal powersupervlsors would resorL Lo Lhe use of sofL lnfluence
LacLlcs lnevlLably LhlssLudy provldes a concepLual foundaLlon for Lhe effecLlve use of lnfluenceLacLlcs
1hls sLudy may be useful for Lhose who are ln poslLlons of lnfluence Lohelp Lhe supervlsors and
subordlnaLes undersLand more clearly Lhe bases of Lhelr own acLlons and Lhe posslble alLernaLlves Lo
Lhelr acLlons racLlcallyLhls research polnLs Lo Lhe facL LhaL Malayslan managers and execuLlves needLo
beLralned ln Lhe effecLlve use of lnfluence LacLlcsC6 Lxplaln Lhe characLerlsLlcs of organlzaLlon
uevelopmenL?AnSvalues of Cu1hls model places human cenLered values above everyLhlngelse 1hey
are Lhe englne of lLs success 1hese values lnclude muLual LrusL andconfldence honesLy and open
communlcaLlon senslLlvlLy and Lo Lhe feellng and
emoLlons of oLhers shared goals and a commlLmenL Lo addresslng and resolvlngconfllcL (8uchanan
and Puczynskl 1997 p489) 1here are organlzaLlons whovalue Lhese human aLLrlbuLes above all oLher
qulck flx beneflLs SLephen 8obblns(1986 p461) expresses Lhese human values more conclsely as
followsa) 1he lndlvldual should be LreaLed wlLh respecL and dlgnlLyb) 1he organlzaLlon cllmaLe should
be characLerlzed by LrusL openness andsupporLc) Plerarchlcal auLhorlLy and conLrol are noL regarded as
effecLlve mechanlsmsd) roblems and confllcLs should be confronLed and noL dlsgulsed or avoldede)
eople affecLed by change should be lnvolved ln lLs lmplemenLaLlon1hese values make Cu a unlque
model and lL wlll be shown laLer why lL ls LhemosL sulLable approach ln resolvlng human affllcLlons and
problems such aspoverLy allevlaLlonCu Approaches1here are aL leasL Lhree planned change models LhaL
have been ldenLlfled byCummlngs and Worley (1997) as shown ln flgure ll below 1he flrsL and
Lhesecond are prlnclpally dlfferenL buL Lhe Lhlrd one ls an lmproved verslon of AcLlon8esearch
meLhodology whlch has Laken cenLre sLage ln Lhe 1990s Lo Lake care of Lhe Lrend of emerglng mega
organlzaLlons sLraLeglc alllances mergers and publlc prlvaLe parLnershlps 1he lmproved verslon
named Lhe ConLemporary AcLlon8esearch model ls of greaL lnLeresL Lo Lhe workshop parLlclpanLs as lL
can be used LopromoLe pro[ecLs ln boLh publlc and prlvaLe organlzaLlons LaLer ln Lhls paper lL wlllbe
shown how lL can be used Lo promoLe overLy 8educLlon SLraLegles and gendermalnsLreamlng ln local
governmenL
1he dlsLlncLlon beLween Lewln's model and AcLlon 8esearch model ls ln LherepeLlLlve naLure of acLlon
research Lewln's model ls a once only lnLervenLlon8uchanan and Puczynskl (1997) glve seven sLeps
LhaL are followed ln LhlslnLervenLlon1 ScouLlng Lhe lnlLlal sLages of consulLanL and cllenL exchanglng
ldeas on Lheproblem and Lhe approprlaLe approach2 LnLry conLracL ls enLered lnLo Lo formallze Lhe
relaLlonshlp of consulLanL andcllenL3 ulagnosls lnformaLlon gaLherlng Lo deflne Lhe problem and
ldenLlfy causes4 lannlng consulLanL and cllenL members [olnLly esLabllsh Lhe goals of anCu
lnLervenLlon and Lhe proposed approach3 AcLlon Lhe lnLervenLlon sLraLegles are lmplemenLed6
SLablllzaLlon and LvaluaLlon Lhe change ls sLablllzed (freezlng Lakes place)and Lhe ouLcomes are
assessed7 1ermlnaLlon 1he consulLanL wlLhdraws from Lhe asslgnmenL1he acLlon research model
dlffers ln several parLlcular ways wlLh Lhe Lewln'smodel ln acLlon research Lhe ouLcomes are fed back so
LhaL furLher lmprovemenLsand changes can be made 1hls dlsLlngulshes Lhls model as a cycllcal and
lLeraLlveprocess 1he research aspecL connoLes a search3for knowledge LhaL may be used elsewhereCu
1oolklLs1he above ouLllned procedure ls Lhe process Lhrough whlch resulLs area achlevedbuL acLlon
research meLhodology has whaL are descrlbed as LoolklLs 1hese are usedLo address speclflc areas of
problem Cnce dlagnosls ls compleLe and Lhe problem
ldenLlfled one or more of Lhese klLs or lnLervenLlons are employed Lo solve Lheproblem Some of Lhese
lnclude process consulLaLlon change Lhe sLrucLure surveyfeedback Leam bulldlng lnLergroup
developmenL role negoLlaLlon and senslLlvlLyLralnlng 1hese are [usL a number buL acLlon research
allows flexlblllLy for LheconsulLanL Lo formulaLe a package of hls own lnLervenLlons Lo sulL Lhe
cllenL's6needs Such flexlblllLy was lllusLraLed Lhrough an Cu consulLancy ln a localgovernmenL
organlzaLlonCrganlzaLlonal uevelopmenL lnLervenLlons1he LxlsLence of cerLaln condlLlons ln an
organlzaLlon whlch may be descrlbed asLhe lnLernal envlronmenL ls someLlmes assumed 1hose who
have been ln anorganlzaLlon for Loo long cease Lo be consclous of such an envlronmenL andprobably
only newcomers noLlce such condlLlons ulfferenL lnLervenLlons are usedwhen a need arlses Lo change
Lhose condlLlons Some of Lhose lnLervenLlons whlchare menLloned above deserve furLher explanaLlon
hereCulLural Analysls1hls ls perhaps one of Lhe mosL complex change acLlon CorporaLe culLure ls
LheresulL of long Lerm soclal learnlng and consLlLuLes of baslc assumpLlons valuesnorms and arLlfacLs
LhaL have worked well ln an organlzaLlon 1hese are passed onLo succeedlng generaLlons of employees
(Cummlngs and Worley 1997) Some of Lhese may have arlsen from Lhe prlnclples of Lhe founder and
subsequenLlyrelnforced by succeedlng Lop hlerarchles of Lhe organlzaLlon 1hey may have anemphasls
on producL quallLy cusLomer care or employee relaLlons When problemsarlse Lhe flrsL quesLlon whlch
would arlse ls how do we do Lhlngs here? 1he answer
wlll lnform Lhe Lype of soluLlon LhaL emerges 1herefore Lhe organlzaLlonal culLurelnfluences
organlzaLlonal sLraLegy performance and pollcles 1o changeorganlzaLlonal culLure may be a LraumaLlc
experlence and wlll requlre carefulanalysls and handllng Such ls Lhe Lrauma LhaL was experlenced by
Amerlcancompanles ln Lhe 1980s when Lhey adopLed Lhe !apanese approach whlch waslnfluence by a
sLrong organlzaLlonal culLure of employee parLlclpaLlon opencommunlcaLlon SecurlLy and
equallLyrocess ConsulLaLloneople concelve consulLaLlon as LhaL slLuaLlon where an experL ls lnvlLed Lo
advlsean organlzaLlon LhaL ls experlenclng a problem Ldger Scheln (1998) hasdlsLlngulshed Lhree Lypes
of consulLaLlons as Lhe experLlse model Lhe docLor paLlenL model and Lhe process consulLaLlon
model 1he flrsL model assumes LhaL LhecllenL purchases from Lhe consulLanL some experL lnformaLlon
or servlce LhaL he lsunable Lo provlde for hlmself ln Lhe docLor paLlenL model lnvolves an
acLlvlLyslmllar Lo slckness dlagnosls 1he cllenL who suspecLs or feels Lhere ls someLhlngwrong ln Lhe
organlzaLlon lnvlLes Lhe docLor (consulLanL) Lo dlagnose LheorganlzaLlon so LhaL he can advlse on whaL ls
noL rlghL 1he sympLoms of Lheslckness may be low sales employee lnsLablllLy or falllng producL quallLy
1hedocLor (consulLanL) dlagnoses prescrlbes and admlnlsLers Lhe cure ln Lhls Lwomodels Lhe
knowledge and experLlse remalns wlLh Lhe experL and leaves Lhe cllenLfully dependenL on Lhe experL for
fuLure problems Cu advocaLes processconsulLaLlon promoLed by Scheln who deflnes Lhe process
as1he creaLlon of a relaLlonshlp wlLh Lhe cllenL LhaL permlLs Lhe cllenL Lo percelve undersLands and
acL on Lhe process evenLs LhaL occur ln Lhe cllenL's
lnLernal and exLernal envlronmenL ln order Lo lmprove Lhe slLuaLlon asdeflned by Lhe cllenL (Scheln
1998 p20)Scheln argues LhaL boLh Lhe experL and Lhe docLor models are remedlal modelswhlle as Lhe
process consulLaLlon model ls boLh remedlal and prevenLlve 1hepurporL of Lhls model ls Lo engage an
exLernal consulLanL on a flexlble advlsorycapaclLy Lo work wlLh Lhe cllenLs members ln dlagnoslng Lhe
problems plannlngLhe acLlons and flndlng Lhe soluLlons LogeLher 1hls way Lhe consulLanL helps
LheorganlzaLlon's lndlvlduals Lo undersLand lnLernal problems and bulld capaclLy LoldenLlfy approprlaLe
problem solvlng acLlon 1he consulLanL need noL be an experLln Lhe problem aL hand buL hls experLlse
ls ln faclllLaLlng a process LhaL carrleseverybody ln Lhe search for soluLlons 1hls approach follows Lhe
raLlonale LhaL Lheanswers are wlLh Lhe people So Lhe only help requlred ls leadershlp ln dlagnosesand ln
Lhe process Lhrough Lhe varlous sLages 1he purpose also ls Lo ensure LhaLonce Lhe consulLanL leaves Lhe
people have Lhe capaclLy Lo solve Lhe nexL round of problems ln Lhe flrsL Lwo models Lhe consulLanL wlll
have Lo be recalled each Llmea new problem arlses or an old one recursSLrucLure Change1hls ls an
lnLervenLlon LhaL helps change Lhe sLrucLure of an organlzaLlon Lo makeLhe work more lnLeresLlng
challenglng or producLlvelL may lnvolve such acLlvlLlesas [ob enrlchmenL [ob enlargemenL formaLlon of
auLonomous work Leams orbuslness re englneerlng CLher acLlons may
lnvolvedecenLrallzaLlon/cenLrallzaLlon ln an organlzaLlon flaLLenlng or exLendlng of anorganlzaLlons
sLrucLure or even redeslgnlng of focus from reglon Lo producL or vlceversa
1eam 8ulldlng1eam work ls vlLal Lo Lhe funcLlonlng of modern organlzaLlons Members of Leamsbrlng
dlfferenL sLrlngs Lo Lhe group such as leader lnvesLlgaLor moLlvaLor flnlsherclown coordlnaLor
Lhlnker negoLlaLor or pollLlclan 1hese roles are used aLdlfferenL sLages of producLlon when such role
play becomes essenLlal ln Lhe groupswork 1eams Lake over from hlerarchlcal sysLems where lndlvlduals
are assumed Loknow everyLhlng dependlng on Lhelr level ln Lhe auLhorlLy ladder 1hls sysLemdenles Lhe
organlzaLlon Lhe cumulaLlve advanLage of skllls and sLrengLhs lndlfferenL lndlvlduals8ole negoLlaLlonA
mlsundersLandlng beLween Lwo lndlvlduals ln an organlzaLlon or group can affecLlLs effecLlveness 1hls ls
usually caused by lack of shared awarenessmlsundersLandlng or lack of LrusL 1hls lnLervenLlon helps Lo
clarlfy lndlvldualpercepLlons and muLual expecLaLlons so LhaL dlfferences can be ldenLlfled
andreconclled or resolved
Ass|gnment Set 1
Master of 8us|ness Adm|n|strat|on M8A
Semester 1
M80039 8us|ness Commun|cat|on
1 Lxp|a|n the d|fferent types of commun|cat|on w|th re|evant examp|es?
AnS CommunlcaLlon ls a process LhaL lnvolves exchange of lnformaLlon LhoughLs ldeas and emoLlons
CommunlcaLlon ls a process LhaL lnvolves a sender who encodes and sends Lhe message whlch ls Lhen
carrled vla Lhe communlcaLlon channel Lo Lhe recelver where Lhe recelver decodes Lhe message
processes Lhe lnformaLlon and sends an approprlaLe reply vla Lhe same communlcaLlon channel
1ypes of Commun|cat|on
CommunlcaLlon can occur vla varlous processes and meLhods and dependlng on Lhe channel used and
Lhe sLyle of communlcaLlon Lhere can be varlous Lypes of communlcaLlon
1ypes of Commun|cat|on 8ased on Commun|cat|on Channe|s
8ased on Lhe channels used for communlcaLlng Lhe process of communlcaLlon can be broadly classlfled
as verbal communlcaLlon and nonverbal communlcaLlon
verbal communlcaLlon lncludes wrlLLen and oral communlcaLlon whereas Lhe nonverbal
communlcaLlon lncludes body language faclal expresslons and vlsuals dlagrams or plcLures used for
communlcaLlon
Verba| Commun|cat|on
verbal communlcaLlon ls furLher dlvlded lnLo wrlLLen and oral communlcaLlon 1he oral communlcaLlon
refers Lo Lhe spoken words ln Lhe communlcaLlon process Cral communlcaLlon can elLher be faceLo
face communlcaLlon or a conversaLlon over Lhe phone or on Lhe volce chaL over Lhe lnLerneL Spoken
conversaLlons or dlalogs are lnfluenced by volce modulaLlon plLch volume and even Lhe speed and
clarlLy of speaklng 1he oLher Lype of verbal communlcaLlon ls wrlLLen communlcaLlon WrlLLen
communlcaLlon can be elLher vla snall mall or emall 1he effecLlveness of wrlLLen communlcaLlon
depends on Lhe sLyle of wrlLlng vocabulary used grammar clarlLy and preclslon of language
Nonverba| Commun|cat|on
nonverbal communlcaLlon lncludes Lhe overall body language of Lhe person who ls speaklng whlch wlll
lnclude Lhe body posLure Lhe hand gesLures and overall body movemenLs 1he faclal expresslons also
play a ma[or role whlle communlcaLlon slnce Lhe expresslons on a person's face say a loL abouL hls/her
mood Cn Lhe oLher hand gesLures llke a handshake a smlle or a hug can lndependenLly convey
emoLlons non verbal communlcaLlon can also be ln Lhe form of plcLorlal represenLaLlons slgnboards or
even phoLographs skeLches and palnLlngs
1ypes of Commun|cat|on 8ased on Sty|e and urpose
8ased on Lhe sLyle of communlcaLlon Lhere can be Lwo broad caLegorles of communlcaLlon whlch are
formal and lnformal communlcaLlon LhaL have Lhelr own seL of characLerlsLlc feaLures
Iorma| Commun|cat|on
lormal communlcaLlon lncludes all Lhe lnsLances where communlcaLlon has Lo occur ln a seL formal
formaL 1yplcally Lhls can lnclude all sorLs of buslness communlcaLlon or corporaLe communlcaLlon 1he
sLyle of communlcaLlon ln Lhls form ls very formal and offlclal Cfflclal conferences meeLlngs and
wrlLLen memos and corporaLe leLLers are used for communlcaLlon lormal communlcaLlons can also
occur beLween Lwo sLrangers when Lhey meeL for Lhe flrsL Llme Pence formal communlcaLlon ls
sLralghLforward offlclal and always preclse and has a sLrlngenL and rlgld Lone Lo lL
Informa| Commun|cat|on
lnformal communlcaLlon lncludes lnsLances of free unresLralned communlcaLlon beLween people who
share a casual rapporL wlLh each oLher lnformal communlcaLlon requlres Lwo people Lo have a slmllar
wavelengLh and hence occurs beLween frlends and famlly lnformal communlcaLlon does noL have any
rlgld rules and guldellnes lnformal conversaLlons need noL necessarlly have boundarles of Llme place or
even sub[ecLs for LhaL maLLer slnce we all know LhaL frlendly chaLs wlLh our loved ones can slmply go on
and on
2 What are the genera| pr|nc|p|es of wr|t|ng espec|a||y bus|ness wr|t|ng?
AnS 1he process of good wrlLlng lnvolves Lhree baslc sLeps preparlng wrlLlng and edlLlng racLlclng
Lhe followlng 16 prlnclples wlll help you be a more effecLlve wrlLer
1 know your ob[ect|ve
1hlnk before you wrlLe WhaLs your goal? Make sure you fully undersLand Lhe asslgnmenL Are
you wrlLlng a oneparagraph execuLlve summary or a flvepage reporL? 1ry answerlng Lhls
quesLlon WhaL speclflcally do l wanL Lhe reader Lo know Lhlnk or do?
2 Make a ||st
WrlLe down Lhe ldeas or polnLs you wanL Lo cover Why? 1hls helps you geL sLarLed ln ldenLlfylng
Lhe key ldeas you wanL Lo dlscuss lf you have Lrouble geLLlng sLarLed Lry dlscusslng your ldeas
wlLh someone elseklcklng an ldea around ofLen helps you clarlfy your ob[ecLlve and flneLune
whaL you are Lrylng Lo accompllsh
3 Crgan|ze your |deas
[usL as lLs dlfflculL Lo flnd whaL you wanL ln a messy dlsorganlzed desk drawer lL's hard Lo flnd
lmporLanL ldeas ln a poorly organlzed message Pere are a few ways you can organlze your
ldeas
O Importance
O 8egln wlLh Lhe mosL lmporLanL plece of lnformaLlon and Lhen move on Lo Lhe nexL
mosL lmporLanL
O Chrono|og|ca| order uescrlbe whaL happened flrsL second Lhlrd
O rob|emSo|ut|on ueflne Lhe problem Lhen descrlbe posslble alLernaLlves or Lhe
soluLlon you recommend
O uest|onAnswer SLaLe a quesLlon and Lhen provlde your answer
Crganlze your ldeas so Lhe reader can easlly follow your argumenL or Lhe polnL you are Lrylng Lo
geL across
4 8ack |t up
Pave an oplnlon buL back lL up supporL wlLh daLa 1here are a number of ways you can supporL
your ldeas lncludlng explanaLlons examples facLs personal experlences sLorles sLaLlsLlcs and
quoLaLlons lLs besL Lo use a comblnaLlon of approaches Lo develop and supporL your ldeas
S Separate ma|n |deas
Lach paragraph should have one maln polnL or ldea capLured ln a Loplc senLence 1he Loplc
senLence ls normally Lhe flrsL senLence ln Lhe paragraph Lach paragraph should be sLarLed by an
lndenLaLlon or by sklpplng a llne
6 Use bu||ets or numbers
lf you are llsLlng or dlscusslng a number of lLems use bulleLs or number your polnLs llke l have
done ln Lhls paper Peres an example of uslng bulleLs
!oln Lhe 8uslness Club Lo
O lncrease sales
O Caln new markeLlng ldeas
O Make new frlends
O Clve back Lo your professlon
7 Wr|te comp|ete sentences
A senLence ls abouL someone dolng someLhlng Laklng acLlon 1he someone maybe a manager
employee cusLomer eLc 1he dolng someLhlng Laklng acLlon canlnclude menLal processes
such as Lhlnklng evaluaLlng and decldlng or physlcal acLlons such as wrlLlng and Lalklng A good
rule Lo pracLlce ls Lo have sub[ecLs closely followed by Lhelr verbs
8 Use short sentences
SenLences should be a maxlmum of 12 Lo 13 words ln lengLh Accordlng Lo Lhe Amerlcan ress
lnsLlLuLe senLences wlLh 13 or fewer words are undersLood 90 of Lhe Llme SenLences wlLh
elghL or fewer words are undersLood 100 of Lhe Llme
9 8e prec|se and accurate
Words llke large small as soon as posslble Lhey people Leamwork and cusLomer
focus are vague and lmpreclse 1he reader may lnLerpreL Lhese words Lo mean someLhlng
dlfferenL Lhan whaL you lnLended
8educe communlcaLlon breakdowns by belng speclflc and preclse ueflne Lerms as needed 1he
reader may noL undersLand cerLaln acronyms and abbrevlaLlons
10Use commas appropr|ate|y
use a comma Lo separaLe Lhe elemenLs ln a serles of Lhree or more lLems nls fovotlte colots ote
teJ wblte ooJ bloe
use a comma Lo seL off lnLroducLory elemenLs Aftet coffee ooJ Jooots tbe meetloq wlll beqlo
use a comma Lo separaLe ad[ecLlves 1bot toll JlstloqolsbeJ qooJlookloq ptofessot teocbes
blstoty
11Use the correct word
Pere are several words LhaL cause confuslon
O ?ou're a conLracLlon for you are ?our means possesslon such as your coaL
O lL's ls a conLracLlon for lL ls lLs lndlcaLes possesslon
O 1helr means possesslon/ownershlpLhelr house1here means locaLlon 1heyrels a
conLracLlon for Lhey are
12Avo|d redundanc|es
lL ls a redundancy Lo use mulLlple words LhaL mean or say Lhe same Lhlng lor example conslder
Lhe followlng
O kedundant My personal bellefs 8ellefs are personal so [usL sLaLe My bellefs
O kedundant l declded Lo palnL Lhe machlne gray ln color Cray ls a color so [usL sLaLe l
declded Lo palnL Lhe machlne gray
13Numbers
When uslng numbers ln Lhe body of your paper spell ouL numbers one Lhrough nlne such as
1hree men declded When uslng numbers 10 or above lLs proper Lo wrlLe Lhe number such
as 1he reporL lndlcaLed 68 cusLomers
14nave a conc|us|on
Would you really en[oy waLchlng a movle or sporLlng evenL LhaL had no concluslon? no 1he
concluslon Lles your polnLs LogeLher 1he reader wanLs Lo know Lhe flnal score Lhe boLLom llne
message
13 LdlL your work 8ead whaL you have wrlLLen several Llmes
O Cn your flrsL read focus on organlzaLlon and senLence sLrucLure ShorLen long
senLences Cross ouL unnecessary words and phrases 8eorganlze maLerlal as needed
O 8ead lL agaln and make sure commas are used approprlaLely and LhaL Lhere ls
puncLuaLlon mark aL Lhe end of every senLence
O 8ead lL a Lhlrd Llme and focus onward cholce Are Lhere cerLaln words LhaL are vague or
unclear? 8eplace Lhem wlLh speclflc words
O 8ead whaL you have wrlLLen aloud Lo yourself or Lo a frlend Lo see lf he or she (and you)
can undersLand lL and lmprove lL ln any way
A slgnlflcanL parL of good wrlLlng lnvolves edlLlng very few people can slL down and wrlLe a
perfecL paragraph on Lhelr flrsL Lry lL requlres mulLlple rewrlLes
Summary
?ou donL have Lo be a greaL wrlLer Lo be successful manager/leader Powever you musL be able
Lo clearly and succlncLly explaln your LhoughLs and ldeas ln wrlLlng
SLrlve Lo be slmple clear and brlef Llke any sklll good wrlLlng requlres pracLlce feedback
and ongolng lmprovemenL
3 now wou|d you prepare yourse|f for an ora| bus|ness presentat|on?
AnS uellverlng a formal presenLaLlon can be elLher falrly sLressfree or nervewrecklng ?our level of
comforL can depend on Lhe slze of your audlence Lhe crlLlcal specLaLors aLLendlng your presenLaLlon or
Lhe feedback LhaL you may anLlclpaLe WhaLever you may flnd as a cause for concerns abouL speaklng
before a group never leL lL be your knowledge abouL whaL you wlll speak WlLh Lhorough and effecLlve
research abouL your sub[ecL you wlll dlscover LhaL you are already halfway prepared Lo address your
llsLeners 1he followlng sLeps can compleLe your preparaLlon
1 SLudy your sub[ecL ?ou may have already been provlded greaL lnformaLlon from whlch you
could pull 8uL lf Lhere are oLher sources such as Lhe lnLerneL or experLs use Lhem Lo
enhance your own lnslghL uolng so can also help you develop more confldence ln your
speech
2 ln Lhe comforL of your own sLudy lab (wherever LhaL may be) anLlclpaLe all Lypes of
respondlng quesLlons from people ln your audlence challenglng quesLlons crlLlcal
quesLlons crazy quesLlons and slmple quesLlons (Lhe ones whlch are so slmple LhaL you
forgoL Lo prepare an answer for) Lqulp yourself wlLh facLs and lnslghL accordlngly lor
enllghLenmenL on peoples vlews l have read several message boards and even complalnL
slLes Lo help me prepare for Lhe unexpecLed
lf your presenLaLlon ls nonlnLeracLlve do noL Lake LhaL for granLed ?ou can sLlll be
approached wlLh quesLlons afLer your speech or afLer Lhe evenL where you gave lL
3 Crganlze Lhe noLes from whlch you wlll speak WheLher Lyped or handwrlLLen you musL be
able Lo comprehend Lhem ln order Lo convey Lhem Lo an audlence So lf you [oL your noLes
down on lndex cards wrlLe leglbly
Also blnd Lhe noLes paper or cards LhaL you plan Lo use durlng yourpresenLaLlon uropplng loose
papers or cards durlng your speech should noLdlsLracL an aLLenLlve llsLener buL lL can cerLalnly dlsLracL
you Lhe speaker Makeyour Lask a Lad blL easler on yourself allevlaLlng Lhe posslblllLy of LhaL problem
4 lf you declde Lo speak wlLh Lhe ald of a ower olnL presenLaLlon bear ln mlnd how you wlll
lnserL lnformaLlon Lo be dlsplayed uonL expecL an audlence Lo read lengLhy senLences or
any paragraph no maLLer how much Llme Lhey are glven
8y all means do noL prepare yourself Lo read every word wrlLLen on LhaL owerolnL 1he
audlence does noL need Lo see Lhe back of your head 1hey donL need Lo hear your volce
drlfL lnLo a sLaLe of monoLony whlch ls whaL can happen lf you read wordforword from
your noLes
3 racLlce your presenLaLlon ln prlvaLe and be wllllng Lo be your own blggesL crlLlc Crab a
Lape recorder or any recordlng devlce Lo llsLen Lo your own speech
6 As l expressed above approach Lhe podlum wlLh a solld knowledge base abouL every polnL
your wlll dlscuss
7 lease do noL lmaglne your audlence ln Lhelr underwear ?ou need Lo focus lf eye conLacL
wlLh any of Lhose llsLeners lnLlmldaLes you Lhen look [usL pasL Lhe lasL row of people Lo land
your slghL on elLher some empLy seaLs or Lhe wall 1here are corners of walls and oLher
lnanlmaLe ob[ecLs where you can place your focus unLll you flnd yourself comforLable
enough Lo make brlef eye conLacL wlLh a few frlendly or neuLral faces
8 8emember LhaL Lhe lasL row of llsLeners need Lo hear your volce unless youhave a rellable
mlcrophone be sure Lo pro[ecL
9 uo noL overesLlmaLe your llsLeners aLLenLlon spans keep Lhelr lnLeresL Clveyour Lone
some range (loglcal range LhaL ls) And wherever your sub[ecL and LhepolnLs from whlch
you speak wlll allow engage your audlence wlLh lllusLraLlonswhlch Lhey can relaLe Lo
10 lease lmpose nelLher overly Lechnlcal Lermlnologles nor acronyms on youraudlence Whlle
Lhese expresslons of lnLelllgence seem effecLlve Lhey acLuallyreflecL a lazy efforL Lo
communlcaLe deLalled and comprehenslble lnformaLlon LollsLeners11 8emember LhaL aL
Lhls polnL Lhere should be no reason Lo lose confldence lf youve sLudled your sub[ecL
grasped a clear undersLandlng of lL and followed Lhe Llps above you have Lhe Lools Lo
conquer any sharp sensaLlon LhaL you may feel ln Lhe plL of your guL golng before any group
S D|st|ngu|sh between c|rcu|ars and not|ces a|ong w|th formats?
AnS noLlce A message / lnformaLlons brlnglng Lo all whlch wlll be puL up ln common place
Clrcular A message / lnformaLlons brlnglng Lo cerLaln group of people belonglng Lo Lhe
lnformaLlon's
Llke memos clrculars and noLlces are also wrlLLen forms of communlcaLlon wlLhln Lhe
organlzaLlon
1he dlfference beLween a clrcular and a noLlce ls LhaL c|rcu|ars are announcements that are
d|str|buted to sma|| or se|ect|ve groups of people wlLhln Lhe organlzaLlon whereas not|ces are meant
for a |arger group of peop|e
Lxamp|e lf a manager wanLs Lo call a meeLlng of heads of deparLmenLs he wlll pass around a clrcular
only Lo Lhe heads requesLlng Lhem Lo aLLend LhaL meeLlng Cn Lhe oLher hand noLlces generally conLaln
lnformaLlon or announcemenLs LhaL are meanL for all Lhe employees of an organlzaLlon
Lxamp|e A llsL of declared holldays for a calendar year ls a noLlce slnce Lhe lnformaLlon ls relevanL Lo
all employees
A noLlce ls Lherefore a legal documenL LhaL has Lo be puL up on an offlclal noLlce or bulleLln board
LeL us examlne anoLher example of a clrcular and a noLlce
lmaglne LhaL you are Lhe resldenL of Lhe SLudenL CommlLLee ln a managemenL college and wlsh Lo hold
a meeLlng Lo plan for Lhe Annual ManagemenL lesL of Lhe college ?ou wlll have Lo send some
lnformaLlon Lo Lhose whom you wanL Lo lnvolve ln organlzlng Lhe lesL ?ou may noL wanL all Lhe
sLudenLs Lo be lnvolved lnlLlally slnce lL may Lake a loL of Llme and Lhere may be Loo many suggesLlons
lnsLead you may choose Lo lnvlLe only Lhe commlLLee members Lo dlscuss deLalls such as Lhe daLe
venue duraLlon how Lo geL sponsors and so on lor Lhls purpose you may send a clrcular only Lo Lhe
sLudenL commlLLee members requesLlng Lhem Lo aLLend Lhe meeLlng uurlng Lhe meeLlng Lhe daLe and
venue may be flnallzed and varlous smaller commlLLees may be formed such as a recepLlon commlLLee
sLage commlLLee and so on ?ou may also declde Lo geL each sLudenL Lo conLrlbuLe a nomlnal amounL
for Lhe lesL
Ass|gnment Set 2
1 As a part of top management team how wou|d you commun|cate to your shareho|ders about the
company's expans|on p|ans?
AnS CommlLmenL 2014 ls a flrm and confldenL amblLlon and lL sLands for proflLable organlc growLh Cur
amblLlon for 2014 ls Lo become Lhe Luropean benchmark ln unlversal CusLomerfocused 8anklng We
lnLend Lo enhance our leadershlp based on an effecLlve producL range and hlghquallLy servlce
forglngclose llnks beLween reLall banklng and relaLed speclallsed buslnesses
AM8I1ICUS 1AkGL1S
8y 2014 we LargeL amblLlous proflLablllLy levels underplnned by sound fundamenLals neL banklng
lncome of more Lhan t23 bllllon (t201 bllllon ln 2010)and neL lncome Croup share of t6 bllllon Lo t7
bllllon (t13 bllllon ln 2010) Cur ob[ecLlve ls also Lo have a cosL Lo lncome raLlo of less Lhan 60 and a
reLurn on equlLy raLlo of 10 Lo 12 1hese LargeLs Lake lnLo accounL Lhe new 8asel lll regulaLory
envlronmenL as lL ls currenLly undersLood ln Lerms of caplLal adequacy CredlL Agrlcole SA wlll meeL
Lhe 8asel lll requlremenLs and CredlL Agrlcole Croup ranklng among Lhe sLrongesL banks ls conflrmed
20112014 S1kA1LG
Cur acLlons ln Lhe perlod 20112014 wlll be based on Lhree prlnclples llrsL we shall sLlmulaLe organlc
growLh 1o achleve Lhls we shall enhance growLh ln reLall banklng boLh ln lrance and elsewhere ln
Lurope speed up growLh ln Lhe savlngs managemenL buslnesses one of our undlspuLed sLrengLhs and
flnally focus on growLh ln lnvesLmenL banklng and credlL buslnesses 1hese buslnesses wlll conLlnue Lo
grow buL selecLlvely because of Lhelr heavy caplLal consumpLlon 1he second prlnclple behlnd our
sLraLegy ls LhaL we shall enhance Lhe Croup effecL by sLrengLhenlng Lles beLween our buslness llnes 1he
Lhlrd prlnclple ls LhaL we shall acL as a commlLLed and responslble Croup ln deallng wlLh sLakeholders
and ln parLlcular our shareholders
CUk SnAkLnCLDLkS
CredlL Agrlcole SA has seL up a comprehenslve shareholder lnformaLlon and communlcaLlon
framework 1he new layouL of Lhe Shareholders'Club newsleLLer Ln dlrecL you dlscover Loday ls
almed aL sLrengLhenlng Lhls dlrecL llnk beLween you and us and ls parL of a broader aLLempL Lo make full
and LransparenL lnformaLlon avallable Lo you Cur dlvldend pollcy LargeLs a payouL raLe of 33from
2011 (pald ln 2012) ln cash 1hrough CommlLmenL 2014 we wanL Lo Lhank our shareholders for Lhelr
loyalLy by paylng an lncreased dlvldend
2 A8C Ltd wants to commun|cate about |ts corporate |mage to a|| |ts stakeho|ders and a|so to the
genera| pub||c As an adv|sor how do you recommend them to do |t?
AnS Cur communlcaLlons and engagemenL sLraLegy needs Lo be slmple because we are worklng ln a
complex envlronmenL oLherwlse our acLlons become confuslng Lo Lhe people we work wlLh 1he
sLraLegy Lherefore hlghllghLs [usL 20 key sLeps we wlll Lake Lo communlcaLe and engage wlLh people
effecLlvely lL also explalns our slmpllfled approach Lo ouLreach work lncludlng evenLs and fesLlvals
kecommendotion thot you oqree the stroteqy ond its ossocioted onnexes
2 8ACkGkCUND
21 We have slgnlflcanLly lmproved Lhe way we communlcaLe and engage wlLh people over Lhe lasL few
years 1hls has been recognlzed Lhrough anecdoLal evldence and Lhe recenL CusLomer Servlce Lxcellence
award Powever we need a sLraLegy Lo coordlnaLe our acLlvlLles and gulde fuLure buslness plannlng We
also need Lo be able Lo measure our success more effecLlvely A8C our communlcaLlons and
engagemenL sLraLegy' (Annex 1) alms Lo do Lhls
3 CLIC CCN1Lk1
31 1he adopLlon of a CommunlcaLlons and LngagemenL SLraLegy ls acLlon 32 ln Lhe 8uslness lan !uly
2006March 2009 (revlsed CcLober 2007)
32 1he sLraLegy supporLs Lhe dellvery of our 8uslness lan ln lLs enLlreLy 1he messages wlLhln lL explaln
LhaL we musL be excellenL communlcaLors promoLlng learnlng and lnsplrlng people abouL Lhe naLlonal
ark ln all LhaL we do
4 C1ICNS
41 CpLlon 1 ?ou agree Lhe recommendaLlon
CpLlon 2 ?ou agree Lhe recommendaLlon wlLh furLher developmenL of some sLeps
CpLlon 3 ?ou do noL agree Lhe recommendaLlon
S kCCSALS
31 1he CommunlcaLlons and LngagemenL 1ask and llnlsh Croup was esLabllshed Lo develop Lhls
sLraLegy lL lncludes sLaff from Lhe CommunlcaLlons and Learnlng 1eam and members 1hey underLook a
SWC1 analysls (SLrengLhs Weaknesses CpporLunlLles and 1hreaLs) and agreed Lhe slmple approach
recommended 1hey commenLed on Lhe 20 key sLeps ensurlng LhaL Lhey were sLraLeglc and noL Loo
deLalled CpLlon 1 ls recommended for approval and lL ls hoped LhaL members wlll be lnvolved ln Lhe
dellvery and revlew of Lhe sLraLegy as lL progresses
6 8LS1 VALUL IMLICA1ICNS
61 1he sLaLuLory duLy of besL value requlres organlzaLlons Lo consulL servlce users and oLher
sLakeholders abouL servlces and prlorlLles 1he duLy was revlsed ln Lhe Local CovernmenL and ubllc
lnvolvemenL ln PealLh 8lll ln May 2007 Lo engage more wlLh hardLoreach groups and Lo secure
parLlclpaLlon of communlLles ln dellvery of local publlc servlces 1hls sLraLegy supporLs Lhe dellvery of
Lhls funcLlon by focuslng on engagemenL wlLh parLners and local people parLlcularly Lhrough Lwo of our
four key
Lake ulsLrlcL naLlonal ark AuLhorlLy Agenda lLem 9
AuLhorlLy 22 May 2008
requlremenLs for effecLlve communlcaLlons llsLenlng and lnLerpreLlng demands unravellng complex
lssues
7 IINANCL CCNSIDLkA1ICNS
71 1here are flnanclal lmpllcaLlons ln Lhe dellvery of Lhe sLraLegy ?ou have already agreed revenue
growLh blds (LoLallng 43000) Lo supporL sLep 9 ln Lhe sLraLegy and developmenL of Level Cne evenLs
and fesLlvals whlch we sponsor(Annex 8) ?ou have also agreed exlsLlng budgeLs Lo supporL ongolng
work led by Lhe CommunlcaLlons and Learnlng 1eam AgreemenL of any addlLlonal budgeLary
requlremenLs Lo dellver all sLeps ln Lhe sLraLegy wlll form parL of Lhe corporaLe plannlng and
performance cycle
8 kISk
81 Lach sLep ln Lhe sLraLegy has a dlfferenL degree of rlsk whlch wlll be managed Lhrough respecLlve
servlce plans Cverall lf we do noL develop our communlcaLlons and engagemenL acLlvlLles Lhere ls a
slgnlflcanL rlsk LhaL we lose our CusLomer Servlce Lxcellence sLandard
9 LLCAL CCnSluL8A1lCnS
91 LffecLlve communlcaLlon ls key Lo performance of our sLaLuLory ob[ecLlves 1he proposed sLraLegy
wlll asslsL wlLh good governance by lmprovlng communlcaLlon wlLhln Lhe AuLhorlLy and wlll help clarlfy
relaLlonshlps wlLh parLners
10 nUMAN kLSCUkCLS
1011he CommunlcaLlons and Learnlng 1eam lncludlng lLs CuLreach unlL are parL of Lhe
esLabllshed sLrucLure and wlll Lake a clear coordlnaLlng role ln dellverlng Lhe sLraLegy
1he sLraLegy also makes lL clear LhaL new approaches Lo communlcaLlons and engagemenL
should be a parL of exlsLlng roles across Lhe organlzaLlon 1hls wlll be dealL wlLh Lhrough
Servlce lannlng and ersonal uevelopmenL 8evlews
11 DIVLkSI1 IMLICA1ICNS
111 1hls sLraLegy ls of hlgh lmporLance Lo dlverslLy ln Lhe pasL our approach Lo LargeLlng
groups may have had an adverse lmpacL on parLlcular groups already uslng our servlces
1he sLraLegy explalns LhaL we wlll now base our acLlons on Lhe needs of dlfferenL groups
and clear evldence Annex A (8eachlng CuL') explaln show we wlll noL LargeL people buL
work wlLh focus groups Lo ldenLlfy needs overLlme We wanL Lo reach ouL Lo everyone and
use Lhe naLlonal ark Lo bulld llnks beLween dlfferenL culLures
12 SUS1AINA8ILI1
121 1he sLraLegy wlll conLrlbuLe Lo Lhe promoLlon of learnlng and lnsplrlng people abouL all
aspecLs of susLalnablllLy whlch ls aL Lhe hearL of Lhe vlslon for Lhe naLlonal ark
AuLhor/osL 8ob SuLcllffe Pead of lans and CommunlcaLlons uaLe WrlLLen 2 May 2008
3 What |s ora| bus|ness commun|cat|on? Lxp|a|n |ts benef|ts to the organ|zat|on and to
the |nd|v|dua| emp|oyee
AnS Accordlng Lo a 2003 sLudy publlshed ln Lhe !ournal of LmploymenL Counsellng oral
communlcaLlon skllls are belng lncreaslngly soughL afLer by employers When surveylng
over 100 successful buslnesses researchers found LhaL more and more employers are
emphaslzlng Lhe developmenL of good speaklng skllls ln Lhelr employees WlLh Lhls ln mlnd
Lhe concepL of oral communlcaLlon ls an lmporLanL ldea Lo sLudy and undersLand ln Lhe
conLexL of buslness
resentat|ons
Cne form of oral communlcaLlon ln a buslness seLLlng ls a presenLaLlon resenLaLlons are
usually an organlzed conveyance of lnformaLlon Lo a group of people SLyllsLlcally Lhey Lend
Lo be far more formal Lhan lnformal and rely more heavlly on daLa and facLs Lhan Lhey do
analysls resenLaLlons are someLlmes more persuaslve ln naLure llke a plLch for an ad
campalgn buL Lend Lo be lnformaLlve more ofLen such as an employee brleflng or a reporL
on quarLerly earnlngs
resenLaLlons may lnclude some dlalog afLer Lhe sender of Lhe message has flnlshed Lhelr
speech buL Lhey are by and large much more monologue rellanL 1hls makes lL lmporLanL
for Lhe speaker Lo anLlclpaLe posslble ob[ecLlons Lo Lhe message and address Lhem ln Lhe
acLual speech
C||ent Interact|on
AnoLher form of oral communlcaLlon ln buslness encompasses lnLeracLlon wlLh cllenLs
uependlng on Lhe level of connecLlon beLween Lhe employee and Lhe cllenL Lhe
communlcaLlon ln Lhese lnLeracLlons can range from lncredlbly formal Lo lnformal and
casual 1hese lnLeracLlons usually lnclude a comblnaLlon of daLa and analysls and wlll be
more persuaslve Lhan lnformaLlve ln naLure as Lhe employee ls Lrylng Lo encourage
conLlnued and expanded buslness wlLh Lhe cllenL 8ecause of Lhe naLure of Lhese
lnLeracLlons Lhe communlcaLlon ls deflnlLely a dlalog maklng llsLenlng skllls lncredlbly
lmporLanL
Interoff|ce Interact|on
Cral communlcaLlon ln Lhe offlce can be referred Lo as lnLerofflce lnLeracLlon 1hls ls
comprlsed of conversaLlons wlLh superlors subordlnaLes and coworkers uependlng on Lhe
levels of power separaLlon beLween Lhe lndlvlduals engaglng ln conversaLlon Lhe
communlcaLlon wlll flucLuaLe beLween formal and lnformal Lhough lL should always remaln
professlonal ConversaLlons ln Lhls conLexL may reference daLa buL wlll be much more
analysls heavy and wlll be a dlalog by naLure
8enef|ts
Cral communlcaLlon ln buslness provldes a varleLy of beneflLs llrsL oral communlcaLlon ls
accompanled by nonverbal slgnlflers whlch provldes conLexL LhaL can enhance
undersLandlng ln Lhe communlcaLlon process osLure faclal expresslons and hablLual
movemenLs may provlde clues as Lo an lndlvldual's feellngs abouL Lhe ldeas belng
dlscussed Lven ln Lelephone conversaLlons plLch raLe volume and Lone of Lhe respecLlve
speakers can help ln undersLandlng senLlmenLs Cral communlcaLlon also provldes a
sprlngboard for relaLlonal developmenL unllke wlLh emall memos and chaL funcLlons
whlch Lend Lo Lake a LaskorlenLed approach Lo communlcaLlon Lhe lmmedlacy lnvolved ln
oral communlcaLlon allows for lnsLanL feedback and a more relaLlonal approach 1hls ls
lmporLanL as sLrong relaLlonshlps ln buslness ofLen lead Lo more proflLable and
producLlvecooperaLlon
4 G|ve short notes on commun|cat|on network |n the organ|sat|on?
AnS neLworks are anoLher aspecL of dlrecLlon and flow of communlcaLlon 8avel as has
shown LhaL communlcaLlon paLLerns or neLworks lnfluence groups ln several lmporLanL
ways
CommunlcaLlon neLworks may affecL Lhe groups compleLlon of Lhe asslgned Lask on Llme
Lhe poslLlon of Lhe de facLo leader ln Lhe group or Lhey may affecL Lhe group members
saLlsfacLlon from occupylng cerLaln poslLlons ln Lhe neLwork AlLhough Lhese flndlngs are
based on laboraLory experlmenLs Lhey have lmporLanL lmpllcaLlons for Lhe dynamlcs of
communlcaLlon ln formal organlzaLlons
1here are severa| patterns of commun|cat|on
Chaln
Wheel
SLar
AllChannel neLwork
Clrcle
Crder LeLLer 1hls leLLer ls as Lhe name suggesLs ls used for orderlng producLs 1hls leLLer can be used as
a legal documenL Lo show Lhe LransacLlon beLween Lhe cusLomer and vendor LeLLer of
8ecommendaLlon 1hls Lype of leLLer ls wrlLLen Lo recommend a person for a [ob poslLlon 1he leLLer
sLaLes Lhe poslLlve aspecLs of Lhe appllcanL's personallLy and how he/she would be an asseL for Lhe
organlzaLlon LeLLer of recommendaLlon ls even used for promoLlng a person ln Lhe organlzaLlon
AsslgnmenL SeL 1MasLer of 8uslness AdmlnlsLraLlon M8A SemesLer1M80040 S1A1lS1lCS lC8
MAnACLMLn1C 1 WhaL ls Lhe dlfference beLween a quallLaLlve and quanLlLaLlve varlable?AnS
SclenLlflc experlmenLs wlll normally have Lhree Lypes of varlablesconLrolled lndependenL and
dependenL varlables are a condlLlon or facLor LhaL lsused ln LesLlng a hypoLhesls and generaLlng a
concluslon 1hese Lhree Lypes of varlables can also be quanLlLaLlve or quallLaLlve ln naLureCuallLaLlve8y
deflnlLlon someLhlng LhaL ls quallLaLlve concerns or descrlbes a quallLy AquallLaLlve varlable ls a
descrlpLlve CuallLaLlve varlable are someLlmes referred Loas caLegorlcal 1he varlable may be colors ln
Lhe llghL specLrum or a comparlsonbeLween red and green grapes CuallLaLlve varlables can lnfluence
Lhe ouLcome of an experlmenL or research because Lhey can lnfluence oLher facLors or
parameLersCuallLaLlve varlables are frequenLly used ln soclal research CuallLaLlve research
lsconsldered Lo be lnducLlveCuanLlLaLlve8y deflnlLlon someLhlng LhaL ls quanLlLaLlve can be expressed
as a quanLlLy ornumber CuanLlLaLlve varlables are someLhlng LhaL can be measured
CuanLlLaLlvevarlables are numerlcal A quanLlLaLlve varlable can be a percenLage of someLhlnga number
of unlLs or any oLher measuremenL
1emperaLure ls a quanLlLaLlve value or varlable by Lhe number of degrees Speedarea populaLlon
volLage and Llme are all examples of quanLlLaLlve varlables LhaL canbe measured CuanLlLaLlve varlables
are mosL ofLen consldered Lo be deducLlve lnnaLureueducLlon and lnducLlon ln experlmenLaLlon and
researchueducLlon works from a general ldea Lo a speclflc ldea ueducLlve research sLarLswlLh a Lheory
forms a hypoLhesls gaLhers observaLlons and Lhen conflrms ordlsproves Lhe orlglnal LhoughLlnducLlon
works ln Lhe reverse lnducLlve experlmenLaLlon wlll sLarL wlLh anobservaLlon and Lhen look for paLLerns
ln Lhe observaLlon Cnce paLLerns form ahypoLhesls ls developed 1he hypoLhesls ls Lhen LesLed for a
resulLlng Lheory1he besL resulLs ln experlmenLaLlon come from havlng only one lndependenLvarlable
1he conLrolled varlable ls someLhlng LhaL does noL change and musLremaln consLanL 1he lndependenL
varlable ls Lhe varlable LhaL ls changed by Lheresearcher 1he dependenL value ls Lhe varlable LhaL
changes due Lo Lhe lndependenLvarlableAn example of quanLlLaLlve varlables ln an experlmenL would
be LesLlng Lhe changeln speed on a LurnLable as addlLlonal welghL ls applled 1he LurnLable lLself ls
LheconLrolled varlable 1he experlmenLer wlll only use one 1he lndependenLquanLlLaLlve varlable ls Lhe
amounL of welghL applled for each measuremenL 1hedependenL quanLlLaLlve varlable ls Lhe resulLlng
speed LhaL ls measuredAn example of a quallLaLlve varlable ln LesLlng would be Lhe drylng Llme requlre
forred and green grapes aL a consLanL LemperaLure 1he ouLcome or dependenL
varlable of Llme ls measured and Lherefore quanLlLaLlve 1he conLrolled varlablebelng used ls
LemperaLure also quanLlLaLlve 1he lndependenL varlable lsquallLaLlve Lhe dlfference beLween red and
green grapes ln Lhls parLlcular exampleLhe welghL of each grape a quanLlLaLlve varlable would also
need Lo be conslsLenLor conLrolledC 2 a) Lxplaln Lhe sLeps lnvolved ln plannlng of a sLaLlsLlcal
survey?AnS lve explalned Lhe fundamenLals of creaLlng and execuLlng surveys Weveexplored how Lo
consLrucL quesLlons so Lhey yleld accuraLe useful daLa Wevedlscussed how Lo boosL your response
raLe Lhereby squeezlng more value fromyour efforLs And weve Lalked brlefly abouL Lhe varlous
sLraLegles you can employLo sollclL parLlclpaLlon from your respondenLs 8uL everyLhlng beglns wlLh
LhelnlLlal plan you shouldnL approach lL haphazardly ln Lhls arLlcle lll descrlbe Lhe 3sLeps LhaL you and
your deslgn Leam should follow Lo plan a successful surveyexecuLlonSLep #1 ldenLlfy ?our Cb[ecLlve1hls
flrsL sLep ls more lnvolved Lhan you mlghL Lhlnk and ls Lhe foundaLlon uponwhlch Lhe oLher sLeps
depend lLs noL enough Lo say l need Lo know lf cusLomersare saLlsfled or l wanL Lo measure
employee morale ?ou should know lnadvance Lhe preclse reasons you wanL Lo collecL daLa whaL you
hope Lo learn fromLhe lnformaLlon and Lhe acLlons you lnLend Lo Lake once you and your Leam
haverevlewed Lhe responses unless you have already ldenLlfled a speclflc reason forconducLlng your
survey lncludlng how lL wlll add value Lo your buslness ororganlzaLlon you shouldnL move forward
SLep #2 ueLermlne Pow Much lL Wlll CosL ueslgn and deploymenL can be expenslve dependlng upon
lLs scope LhelnformaLlon you hope Lo collecL and your populaLlon slze Some of Lhe cosLs
arenLlmmedlaLely obvlous lor example lf youre uslng employees Lo approachparLlclpanLs youll need
Lo pay for Lhelr Llme lf youre conducLlng a survey bymall youll have Lo pay posLage Analyzlng Lhe daLa
also carrles a cosL lanconservaLlvely Lo ensure you have Lhe budgeL Lo see Lhe pro[ecL Lhrough
lLscompleLlonSLep #3 lan 1he LoglsLlcs?oull need Lo choose your parLlclpanL pool flgure ouL how Lo
approach Lhem anddeLermlne how much Llme your pro[ecL wlll requlre uonL Lake any of Lhese
lLemsllghLly ?our selecLlon of Lhe people you choose Lo approach wlll depend upon LheLype of
lnformaLlon you hope Lo collecL lor example surveylng slngle menbeLween ages 30 and 39 wlll yleld
dlfferenL daLa Lhan marrled couples over 60?our sLraLegy for approachlng Lhem can vary beLween
phone emall ln personlnLervlews posLalmall eLc 1he Llme youll need Lo compleLe your survey wlll
bebased largely upon Lhese facLorsSLep #4 ueflne ?our 8esources 8eyond your budgeL Llme
consLralnLs and oLher llmlLaLlons youll need Lo ldenLlfyresources (boLh lnLernal and exLernal) upon
whlch youll rely for experLlse andasslsLance lor example lf youre measurlng employee saLlsfacLlon
youll wanL LoenllsL Lhe help of your organlzaLlons human resources deparLmenL lf youre
whereulare values of an unobserved error Lermu and Lhe unknown parameLersare
consLanLsAssumpLlonsr 1he error Lermsulare muLually lndependenL and ldenLlcally dlsLrlbuLed
wlLhmean 0 and consLanL varlancesL ul 0 v ul r 1hls ls so because Lhe observaLlons y1 y2
ynare a random sample Lheyare muLually lndependenL and hence Lhe error Lerms are also
muLuallylndependenLr 1he dlsLrlbuLlon of Lhe error Lerm ls lndependenL of Lhe [olnL dlsLrlbuLlon of x l
x2 xp r 012 pare consLanLsLquaLlons relaLlng LhenobservaLlons can be wrlLLen as01pcan be
esLlmaLed uslng Lhe leasL squaresprocedure whlch mlnlmlzes Lhe sum of squares of errorsMlnlmlzlng
Lhe sum of squares leads Lo Lhe followlng equaLlons from whlch Lhe
CeomeLrlcal 8epresenLaLlon1he problem of mulLlple regresslon can be geomeLrlcally represenLed as
followsWe can vlsuallze LhaL nobservaLlons ( xl1 xl2 xlp yl)l 1 2 narerepresenLed as polnLs ln a
( p+1) dlmenslonal space 1he regresslon problem ls LodeLermlne Lhe posslble hyperplanes ln Lhe p
dlmenslonal space whlch wlll beLhe besL flL We use Lhe leasL squares crlLerlon and locaLe Lhe hyper
plane LhaLmlnlmlzes Lhe sum of squares of Lhe errorsle Lhe dlsLances from Lhe polnLsaround Lhe plane
(observaLlons) and Lhe polnL on Lhe plane(leLhe esLlmaLe y) ya+b1 x1+b2 x2++bp xp SLandard error
of Lhe esLlmaLeSewhere yl Lhe sample value of Lhe dependenL varlableyl correspondlng value
esLlmaLed from Lhe regresslon equaLlon
n number observaLlons p number of predlcLors or lndependenL varlable1he denomlnaLor of Lhe
equaLlon lndlcaLes LhaL ln mulLlple regresslon wlLh p lndependenL varlables Lhe sLandard error has n p
1 degrees of freedom 1hlshappens because Lhe degrees of freedom are reduced from n by p+1
numerlcalconsLanLs ab1b2 bp LhaL have been esLlmaLed from Lhe samplellL of Lhe regresslon
model1he flL of Lhe mulLlple regresslon model can be assessed by LheCoefflclenL of MulLlple
deLermlnaLlon whlch ls a fracLlon LhaL represenLs Lhe proporLlon of LoLalvarlaLlon of yLhaL ls explalned
by Lhe regresslon planeSum of squares due Lo error
SSL Sum of squares due Lo regresslonSS81oLal sum of squaresSS1 CbvlouslySS1 SS8+SSL 1he
raLloSS8 / SS1 represenLs Lhe proporLlon of Lhe LoLal varlaLlon ln yexplalned byLhe regresslon model
1hls raLlo denoLed by 82 ls called Lhe coefflclenL of mulLlpledeLermlnaLlon 82ls senslLlve Lo Lhe
magnlLudes of n and p ln small samples lf plslarge relaLlve Lon Lhe model Lends Lo flL Lhe daLa very
well ln Lhe exLreme case lf n p+1 Lhe model would exacLly flL Lhe daLaA beLLer goodness of flL
measure ls Lhe ad[usLed 82 whlch ls compuLed as follows Ad[usLed 82 1 () (1 82) 1
SLaLlsLlcal lnferences for Lhe model1he overall goodness of flL of Lhe regresslon model (lewheLher Lhe
regresslonmodel ls aL all helpful ln predlcLlng Lhe values of y can be evaluaLed uslng anl LesL ln Lhe
formaL of analysls of varlanceunder Lhe null hypoLhesls Po 1 2 p 0 Lhe sLaLlsLlchas anl
dlsLrlbuLlon wlLh pandn1 degrees of freedomAnCvA 1able for MulLlple 8egresslonSource of
varlaLlonSum of Squares uegreesof freedom MeanSquaresl raLlo8egresslonSS8 p MS8 MS8/MSL
LrrorSSL (np1) MSL 1oLalSS1 (n1)WheLher a parLlcular varlable conLrlbuLes slgnlflcanLly Lo Lhe
regresslon equaLloncan be LesLed as follows lor any speclflc varlable xl we can LesL Lhe nullhypoLhesls
Po l 0 by compuLlng Lhe sLaLlsLlcL
and performlng a one or Lwo Lalled L LesL wlLhnp1 degrees of freedomSLandardlzed regresslon
coefflclenLs1he magnlLude of Lhe regresslon coefflclenLs depends upon Lhe scales of measuremenL used
for Lhe dependenL varlable yand Lhe explanaLory varlableslncluded ln Lhe regresslon equaLlon
unsLandardlzed regresslon coefflclenLs cannoLbe compared dlrecLly because of dlfferlng unlLs of
measuremenLs and dlfferenLvarlances of Lhe xvarlables lL ls Lherefore necessary Lo sLandardlze Lhe
varlablesfor meanlngful comparlsons1he esLlmaLed model yl bo+b1 xl1+b2 xl2+bp xlp can be wrlLLen
as+1he expresslons ln Lhe parenLheses are sLandardlzed varlablesb' s areunsLandardlzed regresslon
coefflclenLs ands1 s2 s p are Lhe sLandard devlaLlons of varlables x1 x2 x p andsx ls Lhe
sLandard devlaLlon of varlable y 1he coefflclenLs(blsl)/ s y [12 pare called sLandardlzed regresslon
coefflclenLs 1hesLandardlzed regresslon coefflclenL measures Lhe lmpacL of a unlL change ln
LhesLandardlzed value of xlon Lhe sLandardlzed value of y 1he larger Lhe magnlLude of sLandardlzedbl
Lhe more xlconLrlbuLes Lo Lhe predlcLlon of y Powever Lheregresslon equaLlon lLself should be
reporLed ln Lerms of Lhe unsLandardlzedregresslon coefflclenLs so LhaL predlcLlon of y can be made
dlrecLly from Lhe x varlables
MulLlple CorrelaLlonMulLlple correlaLlon coefflclenL 8ls a measure of Lhe sLrengLh of Lhe
llnearrelaLlonshlp beLween yand Lhe seL of varlables x1 x2 xp lL ls Lhe hlghesL posslbleslmple
correlaLlon beLween yand any llnear comblnaLlon of x1 x2 xp 1hlsproperLy explalns LhaL Lhe
compuLed value of 8ls never negaLlve ln Lhls sense LheleasL squares regresslon plane maxlmlzes Lhe
correlaLlon beLween Lhe xvarlablesand Lhe dependenL varlable yPence lL represenLs a measure of how
well Lheregresslon equaLlon flLs Lhe daLa When Lhe value of Lhe mulLlple correlaLlon 8lsclose Lo zero
Lhe regresslon equaLlon barely predlcLs ybeLLer Lhan sheer chance Avalue of 8close Lo 1 lndlcaLes a
very good flLarLlal CorrelaLlonA useful approach Lo sLudy Lhe relaLlonshlp beLween Lwo varlables x and
yln Lhepresence of a Lhlrd varlablezls Lo deLermlne Lhe correlaLlon beLween xand yafLerconLrolllng Lhe
effecL of z 1hls correlaLlon ls calledparLlal correlaLlon arLlalcorrelaLlon ls Lhe correlaLlon of Lwo
varlables whlle conLrolllng for a Lhlrd or moreoLher varlables lor exampler 1234ls Lhe correlaLlon of
varlables 1 and 2conLrolllng for varlables 3 and 4 lf parLlal correlaLlonr 1234ls equal Lo
unconLrolledcorrelaLlonr 12 lL lmplles LhaL Lhe conLrol varlables have no effecL on LherelaLlonshlp
beLween varlables 1 and 2 lf parLlal correlaLlon ls nearly equal Lozero lL lmplles LhaL Lhe correlaLlon
beLween orlglnal varlable ls spurlous arLlal correlaLlon coefflclenL ls a measure of Lhe llnear assoclaLlon
beLween Lwovarlables afLer ad[usLlng for Lhe llnear effecL of a group of oLher varlables lf Lhenumber of
oLher varlables ls equal Lo 1 Lhe parLlal correlaLlon coefflclenL ls called
Lhe flrsL order coefflclenL lf Lhe number of oLher varlables ls equal Lo 2 Lhe parLlalcorrelaLlon
coefflclenL ls called Lhe second order coefflclenL and so onllrsL order arLlal CorrelaLlon1he flrsL order
parLlal correlaLlon beLween xland x [holdlng consLanL xlls compuLedby Lhe followlng formular l[l
wherer l[ r llandr [l are zero order (earson'sr coefflclenL)Second order arLlal CorrelaLlonCorrelaLlon
beLween xland x [ holdlng consLanL xland xmls compuLed by Lhefollowlng formular l[lmwherer l[ r lml
r [mlare flrsL order parLlal correlaLlon coefflclenLsSLaLlsLlcal slgnlflcance of parLlal correlaLlon
coefflclenLs can be LesLed by uslng aLesL sLaLlsLlc slmllar Lo Lhe one for slmple correlaLlon coefflclenLL
whereqls Lhe number of varlables held consLanL 1he value of L ls compared wlLhLabulaLed L fornq2
degrees of freedom
MulLlcolllnearlLyln pracLlce Lhe problem of mulLlcolllnearlLy occurs when some of Lhe xvarlablesare
hlghly correlaLed MulLlcolllnearlLy can have slgnlflcanL lmpacL on Lhe quallLyand sLablllLy of Lhe flLLed
regresslon model A common approach LomulLlcolllnearlLy problem ls Lo omlL explanaLory varlables lor
example lf x1and x2 are hlghly correlaLed (say correlaLlon ls greaLer Lhan 09) Lhen Lhe
slmplesLapproach would be Lo use only one of Lhem slnce one varlable conveys essenLlallyall Lhe
lnformaLlon ln Lhe oLher varlable1he slmplesL meLhod for deLecLlng mulLlcolllnearlLy ls Lhe correlaLlon
maLrlx whlchcan be used Lo deLecL lf Lhere are large correlaLlons beLween palrs of
explanaLoryvarlablesWhen more subLle paLLerns of correlaLlon coefflclenLs exlsL Lhe deLermlnanL of
LhecorrelaLlon maLrlx compuLed by luAMS can be used Lo deLecL mulLlcolllnearlLy1he deLermlnanL of
Lhe correlaLlon maLrlx represenLs as a slngle number Lhegenerallzed varlance ln Lhe seL of predlcLor
varlables and varles from 0 Lo 1 1hevalue of Lhe deLermlnanL near zero lndlcaLes LhaL some or all
explanaLory varlablesare hlghly correlaLed 1he value of Lhe deLermlnanL equal Lo zero lndlcaLes
aslngular maLrlx whlch lndlcaLes LhaL aL leasL one of Lhe predlcLors ls a llnearfuncLlon of one or more
oLher predlcLorsAnoLher approach ls Lo compuLe Lhe Lolerance' assoclaLed wlLh a predlcLor
1heLolerance of xlls deflned as 1 mlnus Lhe squared mulLlple correlaLlon beLween LhaL xl and Lhe
remalnlng xvarlables When Lolerance ls small say less Lhan 001 Lhen lLwould be expedlenL Lo dlscard
Lhe varlable wlLh Lhe smallesL Lolerance 1he lnverseof Lhe Lolerance ls called Lhe varlance lnflaLlon
facLor (vll )
SLepwlse 8egresslonSLepwlse regresslon ls a sequenLlal process for flLLlng Lhe leasL squares
modelwhere aL each sLep a slngle explanaLory varlable ls elLher added Lo or removed fromLhe model ln
Lhe nexL flL1he mosL commonly used crlLerlon for Lhe addlLlon or deleLlon of varlables lnsLepwlse
regresslon ls based on parLlallsLaLlsLlc1he sufflx lull' refers Lo Lhe larger model wlLh pexplanaLory
varlables whereasLhe sufflx8educed' refers Lo Lhe reduced model wlLh () explanaLoryvarlables
lorward selecLlon lorward selecLlon procedure beglns wlLh no explanaLory varlable ln Lhe model
andsequenLlally adds a varlable accordlng Lo Lhe crlLerlon of parLlallsLaLlsLlc AL eachsLep a varlable ls
added whose parLlallsLaLlsLlc ylelds Lhe smallesL p valuevarlables are enLered as long as Lhe parLlal l
sLaLlsLlc pvalue remalns below aspeclflc maxlmum value (ln ) 1he procedure sLops when Lhe addlLlon
of any of Lhe remalnlng varlables ylelds a parLlal pvalue ln 1hls procedure has LwollmlLaLlons Some
of Lhe varlables never geL lnLo Lhe model and hence LhelrlmporLance ls never deLermlned AnoLher
llmlLaLlon ls LhaL a varlable once lncludedln Lhe model remalns Lhere LhroughouL Lhe process even lf lL
loses lLs sLaLedslgnlflcance afLer Lhe lncluslon of oLher varlable(s)
8ackward ellmlnaLlon1he backward ellmlnaLlon procedure beglns wlLh all Lhe varlables ln Lhe model
andproceeds by ellmlnaLlng Lhe leasL useful varlable aL a Llme A varlable whoseparLlall pvalue ls
greaLer Lhan a prescrlbed valueCu1ls Lhe leasL usefulvarlable and ls Lherefore removed from Lhe
regresslon model 1he processconLlnues unLll no varlable can be removed accordlng Lo Lhe ellmlnaLlon
crlLerlonSLepwlse procedure1he sLepwlse procedure ls a modlfled forward selecLlon meLhod whlch laLer
ln Lheprocess permlLs Lhe ellmlnaLlon of varlables LhaL become sLaLlsLlcally nonslgnlflcanL AL each sLep
of Lhe process Lhe pvalues are compuLed for all varlablesln Lhe model lf Lhe largesL of Lhese pvalues
Cu1 Lhen LhaL varlable lsellmlnaLed AfLer Lhe lncluded varlables have been examlned for excluslon
Lheexcluded varlables are reexamlned for lncluslon AL each sLep of Lhe process Lherecan be aL Lhe
mosL one excluslon followed by one lncluslon lL ls necessary LhaLln Cu1 Lo avold lnflnlLe cycllng of
Lhe process8egresslon wlLh CuallLaLlve LxplanaLory varlablesSomeLlmes explanaLory varlables for
lncluslon ln a regresslon model are noLlnLerval scale Lhey may be nomlnal or ordlnal varlables Such
varlables can beused ln Lhe regresslon model by creaLlng dummy' (or lndlcaLor) varlables ulchoLomous
varlablesulchoLomous varlables do noL cause Lhe regresslon varlables Lo lose any of LhelrproperLles
Slnce Lhey have Lwo caLegorles Lhey manage Lo Lrlck' leasL squares
whlle enLerlng lnLo Lhe regresslon equaLlon as lnLerval scale varlables wlLh [usL LwocaLegorlesConslder
for example Lhe relaLlonshlp beLween lncome and gender y a + bxwhere y lncome of an lndlvldual
and x a dlchoLomous varlable coded as0 lf female1 lf oLherwlse1he esLlmaLed value of yls yalf x 0
ya+blf x 1Slnce our besL esLlmaLe for a glven sample ls Lhe sample meanals esLlmaLed as Lheaverage
lncome for females anda+bls esLlmaLed as average lncome for males 1heregresslon coefflclenLbls
Lhereforemale female ln effecL females are consldered as Lhereference group and males' lncome
lsmeasured by how much lL dlffers from females' lncome
olyLomous varlablesConslder for example Lhe relaLlonshlp beLween Lhe Llme spenL by an
academlcsclenLlsL on Leachlng and hls rank y a+bxwhere yls Lhe percenLage of work Llme spenL on
Leachlng x ls a polyLomous varlable rank' wlLh Lhree modallLles 1 rofessor2 8eader3 LecLurerWe
creaLe Lwo dummy varlables x 1 1 lf rank rofessor0 lf oLherwlse x 2 1 lf rank 8eader0 lf
oLherwlsenoLe LhaL we have creaLed Lwo dummy varlables Lo represenL a LrlchoLomousvarlable lf we
creaLe a Lhlrd dummy varlable x 3(score 1 lf rank LecLurer and 0oLherwlse) Lhe parameLers of Lhe
regresslon equaLlon cannoL be esLlmaLed unlquely1hls ls because lf Lhe score of any respondenL on x
1and x 2ls known lL would
always be posslble Lo predlcL hls score on x 3 lor example lf a respondenL has score0 on x 1(noL
rofessor) and 0 on x 2(noL 8eader) Lhen Lhe respondenL ls cerLalnly aLecLurer (le score 1 on x 3) 1hls
represenLs a slLuaLlon of perfecLmulLlcolllnearlLy Pence Lhe general rule for creaLlng dummy varlables
ls numberof dummy varlables number of modallLles mlnus 1SLaLlsLlcal slgnlflcance of regresslon
coefflclenLs and MulLlple 82ls deLermlned lnLhe same way as for lnLerval scale explanaLory varlablesC 3
a) ulscuss whaL ls meanL by CuallLy conLrol and quallLy lmprovemenL?AnSCuallLyls a much more
compllcaLed Lerm Lhan lL appears ulcLlonarydeflnlLlons are usually lnadequaLe ln helplng a quallLy
professlonal undersLand LheconcepL lL seems LhaL every quallLy experL deflnes quallLy ls a somewhaL
dlfferenLway 1here are a varleLy of perspecLlves LhaL can be Laken ln deflnlng quallLy (egcusLomers
perspecLlve speclflcaLlonbased perspecLlve) Are Lhere commonallLlesamong Lhese deflnlLlons? ls any
one deflnlLlon more correcL Lhan Lhe oLhers? lsone quallLy experL rlghL and Lhe oLhers wrong?
CuallLy professlonalsconsLanLly debaLe Lhls quesLlon 1he edlLors of CuallLy ulgesL say LhaL deflnlng
Lheword quallLy ls no slmple endeavor 1hey asked ln Lhelr uecember 1999lssue for readers Lo send
Lhem Lhelr deflnlLlons of quallLy Lo be gaLhered and posLedonCuallLy ulgesL CnllneA modern deflnlLlon
of quallLy derlves from !urans flLness for lnLended use1hls deflnlLlon baslcally says LhaL quallLy ls
meeLlng or exceedlng cusLomerexpecLaLlons uemlng sLaLes LhaL Lhe cusLomers deflnlLlon of quallLy ls
Lhe onlyone LhaL maLLers
CuallLy assurance(CA) ls a broad concepL LhaL focuses on Lhe enLlre quallLysysLem lncludlng suppllers
and ulLlmaLe consumers of Lhe producL or servlce lLlncludes all acLlvlLles deslgned Lo produce producLs
and servlces of approprlaLequallLyAccordlng Lo ASC CA lncludes all Lhose planned or sysLemaLlc acLlons
necessaryLo provlde adequaLe confldence LhaL a producL or servlce wlll saLlsfy glven needsSource ASC
SLaLlsLlcs ulvlslonClossary 1ables for SLaLlsLlcal CuallLyConLrol 1983CuallLy conLrol(CC) has a
narrower focus Lhan quallLy assurance CuallLy conLrolfocuses on Lhe process of produclng Lhe producL
or servlce wlLh Lhe lnLenL of ellmlnaLlng problems LhaL mlghL resulL ln defecLsAccordlng Lo ASC CC
lncludes Lhe operaLlonal Lechnlques and Lhe acLlvlLleswhlch susLaln a quallLy of producL or servlce LhaL
wlll saLlsfy glven needs also Lheuse of such Lechnlques and acLlvlLles Source ASC SLaLlsLlcs
ulvlslonClossary 1ables for SLaLlsLlcal CuallLy ConLrol 1983CuallLy managemenLls Lhe LoLallLy of
funcLlons lnvolved ln Lhe deLermlnaLlon andachlevemenL of quallLy (lncludes quallLy assurance and
quallLy conLrol) SourceASC SLaLlsLlcs ulvlslonClossary 1ables for SLaLlsLlcal CuallLy ConLrol 1983
LxLernal cusLomersusually come Lo mlnd flrsL 1hese are Lhe people ouLslde ourorganlzaLlon who recelve
our goods and servlces 8uL even here Lhere ls someconfuslon lf we sell our producLs Lo a wholesaler ls
he our only cusLomer? PowabouL Lhe reLaller and Lhe ulLlmaLe consumer?
lnLernal cusLomersare ofLen forgoLLen or Laken for granLed ln an assembly llneoperaLlon Lhe nexL
sLaLlon downsLream from ours ls an lnLernal cusLomer for ourwork 1he urchaslng uepL who recelves a
conLrol reporL from Lhe AccounLlnguepL ls Lhe AccounLlng uepLs lnLernal cusLomer Second grade
Leachers arelnLernal cusLomers for flrsL grade Leachersnow leLs dlscuss meeLlng or exceedlng
cusLomer expecLaLlons MeeLlng cusLomerexpecLaLlons resulLs ln a saLlsfled cusLomer 8uL where ls Lhe
compeLlLlveadvanLage ln LhaL? Pave you eaLen ln a resLauranL ln Lhe pasL monLh? lf so dld youselecL a
resLauranL LhaL you expecLed would dlssaLlsfy you? robably noL ?ouselecLed from a llsL of resLauranLs
LhaL you expecLed would saLlsfy you SosaLlsfylng cusLomers merely keeps you ln Lhe game uellghLlng
cusLomers(exceedlng cusLomer expecLaLlons) ls where compeLlLlve advanLage can be found8esLauranLs
LhaL dellver larger Lhan expecLed porLlons or lower Lhan expecLed prlcesor beLLer Lhan expecLed servlce
or beLLer Lhan expecLed amblance (order wlnners)have a compeLlLlve advanLage over resLauranLs LhaL
slmply saLlsfy cusLomers(possess only order quallflers)A number of scholars ln Lhe quallLy fleld have
developed llsLs of dlmenslons LhaLdeflne quallLy for a producL and/or a servlce uavld Carvln developed
a llsL of 8dlmenslons of producL quallLy Lvans and Llndsay provlde a llsL of 8 dlmenslonsof servlce
quallLy 1hese are general llsLs and serve as good sLarLlng polnLs 8uLcurrenL research lndlcaLes LhaL ln
Lerms of servlce quallLy Lhe dlmenslons aredlfferenL for dlfferenL lndusLrles So Lvans and Llndsays llsL
may noL applyequally well Lo for example healLh care servlces and food servlces arasuramaneL al
developed a general llsL of 3 servlce dlmenslons LhaL Lhey LesLed ln 4 Lypes of servlce lndusLry buL Lhe
appllcablllLy of Lhese dlmenslons ln oLher lndusLrles lsunknown
ueveloplng a llsL of quallLy dlmenslons for a speclflc servlce lndusLry requlresdeLermlnlng whaL ls
lmporLanL Lo cusLomers MeLhodologles whlch are approprlaLefor Lhls would lnclude focus groups and
surveys 1he quallLy dlmenslons forhosplLals (kCCAP Scale) LhaL are shown ln Lhe Lesson 1 resenLaLlon
weredeveloped uslng focus groups conducLed wlLh recenLly dlscharged paLlenLs andLhelr famllles and
wlLh hosplLal personnel knowledge of Lhese dlmenslonsfaclllLaLes Lhe measuremenL of paLlenL
saLlsfacLlon by hosplLals PosplLals knowLhaL Lhey are measurlng dlmenslons LhaL are lmporLanL Lo
paLlenLsb) WhaL are Lhe llmlLaLlons of a quallLy conLrol charLs?AnS1he llmlLaLlons of a quallLy conLrol
charLs1hequallLy conLrolcharL ls based on Lhe research of vlllefredo areLo Pe foundLhaL
approxlmaLely 80 percenL of all wealLh of lLallan clLles he researched was heldby only 20 percenL of Lhe
famllles 1he areLo prlnclple has been found Lo apply lnoLher areas from economlcs Lo quallLy conLrol
areLo charLs have severaldlsadvanLages howeverLasy Lo Make buL ulfflculL Lo 1roubleshooLpercenL of
lssues LhaL cause Lhe ma[orlLy of problems ln order Lo have Lhe greaLesLlmpacL Powever one of Lhe
dlsadvanLages of areLo charLs ls LhaL Lhey provlde nolnslghL on Lhe rooL causes lor example a areLo
charL wlll demonsLraLe LhaL half of all problems occur ln shlpplng and recelvlng lallure Modes LffecL
AnalyslsSLaLlsLlcal rocess ConLrol charLs run charLs and causeandeffecL charLs areneeded Lo
deLermlne Lhe mosL baslc reasons LhaL Lhe ma[or lssues ldenLlfled by LheareLo charL are occurrlng
MulLlple areLo CharLs May 8e neededareLo charLs can show where Lhe ma[or problems are
occurrlng6 a) SuggesL a more sulLable average ln each of Lhe followlng cases(l) Average slze of ready
made garmenLsAnS (l) Average slze of readymade garmenLs ArlLhmeLlc mean wlll be usedbecause lL
lsconLlnuous and addlLlve ln naLure(ll) Average marks of a sLudenLAnSAverage marks of a sLudenL
ArlLhmeLlc mean wlll be used because lL lsLhe daLa are ln Lhe lnLerval and Lhe dlsLrlbuLlon ls
symmeLrlcalb) SLaLe Lhe naLure of symmeLry ln Lhe followlng cases(l) When medlan ls greaLer Lhan
mean?AnS(l) When medlan ls greaLer Lhan mean Lhe daLa are skewed Lo Lhe lefLwlLh along Lall of
low scores pulllng Lhe mean down more Lhan Lhe medlan
AsslgnmenL SeL 2C 1 WhaL are Lhe characLerlsLlcs of a good measure of cenLral Lendency?AnS
CharacLerlsLlcs of a Cood Average(l) lL should be rlgldly deflned lf an average ls lefL Lo Lhe esLlmaLlon of
an observerand lf lL ls noL a deflnlLe and flxed value lL cannoL be represenLaLlve of a serles 1heblas of
Lhe lnvesLlgaLor ln such cases would conslderably affecL Lhe value of Lheaverage lf Lhe average ls rlgldly
deflned Lhls lnsLablllLy ln lLs value would be nomore and lL would always be a deflnlLe flgure(ll) lL
should be based on all Lhe observaLlons of Lhe serles lf some of Lhe lLems of Lhe serles are noL Laken
lnLo accounL ln lLs CalculaLlon Lhe average cannoL be sald Lobe a represenLaLlve one As we shall see
laLer on Lhere are some averages whlch donoL Lake lnLo accounL all Lhe values of a group and Lo Lhls
exLenL Lhey are noLsaLlsfacLory averages(lll) lL should be capable of furLher algebralc LreaLmenL lf an
average dose noLpossess Lhls quallLy lLs use ls bound Lo be very llmlLed lL wlll noL be posslble
LocalculaLe say Lhe comblned average of Lwo or more serles from Lhelr lndlvldualaverages furLher lL
wlll noL be posslble Lo sLudy Lhe average relaLlonshlp of varlousparLs of a varlable lf lL ls expressed as Lhe
sum of Lwo or more varlables ManyoLher slmllar sLudles would noL be posslble lf Lhe average ls noL
capable of furLheralgebralc LreaLmenL(lv) lL should be easy Lo calculaLe and slmple Lo follow lf Lhe
calculaLlon of Lheaverage lnvolves Ledlous maLhemaLlcal processes lL wlll noL be readlly undersLoodand
lLs use wlll be conflned only Lo a llmlLed number of persons lL can never be a
popular average As such one of Lhe quallLles of a good average ls LhaL lL shouldnoL be Loo absLracL or
maLhemaLlcal and Lhere should be no dlfflculLy ln lLscalculaLlon lurLher Lhe properLles of Lhe average
should be such LhaL Lhey can beeaslly undersLood by persons of ordlnary lnLelllgence(v) lL should noL be
affecLed by flucLuaLlons of sampllng lf Lwo lndependenLsample sLudles are made ln any parLlcular fleld
Lhe averages Lhus obLalned shouldnoL maLerlally dlffer from each oLher no doubL when Lwo separaLe
enqulres aremade Lhere ls bound Lo be a dlfference ln Lhe average values calculaLed buL lnsome cases
Lhls dlfference would be greaL whlle ln oLhers comparaLlvely less1hese averages ln whlch Lhls
dlfference whlch ls Lechnlcally called flucLuaLlon of sampllng ls less are consldered beLLer Lhan Lhose
ln whlch lLs dlfference ls moreCne more Lhlng Lo be remembered abouL averages ls LhaL Lhe lLems
whose averagels belng calculaLed should form a homogenous group lL ls absurd Lo Lalk abouL
Lheaverage of a mans helghL and hls welghL lf Lhe daLa from whlch an average lsbelng calculaLed are
noL homogeneous mlsleadlng concluslons are llkely Lo bedrawn 1o flnd ouL Lhe average producLlon of
coLLon cloLh per mlll lf blg and smallmllls are noL separaLed Lhe average would be unrepresenLaLlve
Slmllarly Lo sLudywage level ln coLLon mlll lndusLry of lndla separaLe averages should be calculaLedfor
Lhe male and female workers Agaln adulL workers should be separaLelysLudled from Lhe [uvenlle group
1hus we see LhaL as far as posslble Lhe daLa fromwhlch an average ls calculaLed should be a
homogeneous loL PomogenelLy can beachleved elLher by selecLlng only llke lLems or by dlvldlng Lhe
heLerogeneous daLalnLo a number of homogeneous groups
(b) WhaL are Lhe uses of averages? AnS 1he use or appllcaLlon of a parLlcular average depends upon
Lhe purpose of Lhe lnvesLlgaLlon Some of Lhe cases of dlfferenL averages are as followsArlLhmeLlc Mean
ArlLhmeLlc mean ls consldered an deal average lL ls frequenLly used ln all LheaspecLs of llfe lL possesses
many maLhemaLlcal properLles and due Lo Lhls lL ls of lmmense uLlllLy ln furLher sLaLlsLlcal analysls ln
economlc analysls arlLhmeLlc meanls used exLenslvely Lo calculaLe average producLlon average wage
average cosLper caplLal lncome exporLs lmporLs consumpLlon prlces eLc When dlfferenL lLemsof a
serles have dlfferenL relaLlve lmporLance Lhen welghLed arlLhmeLlc mean lsusedCeomeLrlc Mean use
of CeomeLrlc mean ls lmporLanL ln a serles havlng lLems of wlde dlsperslon lLls used ln Lhe consLrucLlon
of lndex number 1he averages of proporLlonspercenLages and compound raLes are compuLed by
geomeLrlc mean 1he growLh of populaLlon ls measured ln lL as populaLlon lncreases ln geomeLrlc
progresslonParmonlc Mean Parmonlc mean ls applled ln Lhe problems where small lLems musL geL
morerelaLlve lmporLance Lhan Lhe large ones lL ls useful ln cases where Llme speedvalues glven ln
quanLlLles raLe and prlces are lnvolved 8uL ln pracLlce lL has llLLleappllcablllLyMedlan and parLlLlon
values

Medlan and parLlLlon values are poslLlonal measures of cenLral Lendency 1here aremalnly used ln Lhe
quallLaLlve cases llke honesLly lnLelllgence ablllLy eLc ln LhedlsLrlbuLlons whlch are poslLlvely skewed
medlan ls a more sulLable average1hese are also sulLable for Lhe problems of dlsLrlbuLlon of lncome
wealLhlnvesLmenL eLcMode Mode ls also poslLlonal average lLs appllcablllLy of dally problems ls
lncreaslngMode ls used Lo calculaLe Lhe modal slze of a collar modal slze of shore ormodal slze of
readymade garmenLs eLc lL ls also used ln Lhe sclences of 8lologyMeLeorology 8uslness and
lndusLryC 3 WhaL ls LesL sLaLlsLlc? Why do we have Lo know Lhe dlsLrlbuLlon of a LesLsLaLlsLlc?AnS A
sLaLlsLlc ls calculaLed from Lhe sample 1o begln wlLh we assume LhaL LhehypoLhesls abouL Lhe
populaLlon parameLer ls Lrue We compare Lhe value of LhesLaLlsLlc wlLh Lhe hypoLheLlcal value of Lhe
parameLer lf Lhe dlfference beLweenLhem ls small Lhe hypoLhesls ls accepLed and lf Lhe dlfference
beLween Lhem lslarge Lhe hypoLhesls ls re[ecLed A sLaLlsLlc on whlch Lhe declslon can be basedwheLher
Lo accepL or re[ecL a hypoLhesls ls called LesL sLaLlsLlc lL ls lmporLanL Loremember LhaL a LesLsLaLlsLlc
does noL prove Lhe hypoLhesls Lo be correcL buL lf furnlshes as evldence agalnsL Lhe hypoLhesls Some of
Lhe LesL sLaLlsLlcs Lo bedlscussed laLer are Z L and Chl SquareSLaLlsLlcs ls a dlverse sub[ecL and Lhus Lhe
maLhemaLlcs LhaL are requlred depend onLhe klnd of sLaLlsLlcs we are sLudylng A sLrong background ln
llnear algebra lsneeded for mosL mulLlvarlaLe sLaLlsLlcs buL ls noL necessary for lnLroducLorysLaLlsLlcs A
background ln Calculus ls useful no maLLer whaL branch of sLaLlsLlcs ls
belng sLudled buL ls noL requlred for mosL lnLroducLory sLaLlsLlcs classesAL a baremlnlmum Lhe sLudenL
should have a grasp of baslc concepLs LaughL ln Algebra andbe comforLable wlLh movlng Lhlngs around
and solvlng for an unknown8efresher CourseMosL of Lhe sLaLlsLlcs here wlll derlve from a few baslc
Lhlngs LhaL Lhe reader shouldbecome acqualnLed wlLh AbsoluLe valuelf Lhe number ls zero or poslLlve
Lhen Lhe absoluLe value of Lhe number ls slmplyLhe same number lf Lhe number ls negaLlve Lhen Lake
away Lhe negaLlve slgn Lo geLLhe absoluLe valueLxamplesr |42| 42r |3| 3r |221| 221
lacLorlalsA facLorlal ls a calculaLlon LhaL geLs used a loL ln probablllLy lL ls deflned only forlnLegers
greaLerLhanorequalLo zero as
Lxamplesln shorL Lhls means LhaL0! 1 11! 1 1 12! 2 1 23! 3 2 1 64! 4 3 2 1
243! 3 4 3 2 1 1206! 6 3 4 3 2 1 720SummaLlon1he summaLlon (also known as a serles)
ls used more Lhan almosL any oLherLechnlque ln sLaLlsLlcs lL ls a meLhod of represenLlng addlLlon over
loLs of valueswlLhouL puLLlng + afLer + We represenL summaLlon uslng a blg uppercase slgma
Lxamplesvery ofLen ln sLaLlsLlcs we wlll sum a llsL of relaLed varlables
Pere we are addlng all Lhe xvarlables (whlch wlll hopefully all have values by LheLlme we calculaLe Lhls)
1he expresslon below Lhe (l0 ln Lhls case) represenLsLhe lndex varlable and whaL lLs sLarLlng value ls
(lwlLh a sLarLlng value of 0) whlleLhe number above Lhe represenLs Lhe number LhaL Lhe varlable wlll
lncremenL Lo(sLepplng by 1 sol 0 1 2 3 and Lhen 4) AnoLher examplenoLlce LhaL we would geL Lhe
same value by movlng Lhe 2 ouLslde of Lhe summaLlon(perform Lhe summaLlon and Lhen mulLlply by 2
raLher Lhan mulLlplylng eachcomponenL of Lhe summaLlon by2) lnflnlLe serles1here ls no reason of
course LhaL a serles has Lo counL on any deLermlned or evenflnlLe value lL can keep golng wlLhouL
end 1hese serles are called lnflnlLe serlesand someLlmes Lhey can even converge Lo a flnlLe value
evenLually becomlng equalLo LhaL value as Lhe number of lLems ln your serles approaches lnflnlLy (~)
Lxamples
1hls example ls Lhe famous geomeLrlc serles noLe boLh LhaL Lhe serles goes Lo ~(lnflnlLy LhaL means lL
does noL sLop) and LhaL lL ls only valld for cerLaln values of Lhe varlabler 1hls means LhaL lf r ls beLween
Lhe values of 1 and 1 (1 r 1)Lhen Lhe summaLlon wlll geL closer Lo (le converge on)1/ 1r Lhe
furLher you LakeLhe serles ouL Llnear ApproxlmaLlonSLudenLL ulsLrlbuLlon aL varlous crlLlcal values wlLh
varylng degrees of freedom v / 020 010 003 0023 001 000340 083070 130308 168383 202108
242326 27044630 084887 129871 167391 200836 240327 26777960 084763 129382 167063
200030 239012 26602870 084679 129376 166691 199444 238081 26479080 084614 129222
166412 199006 237387 26386990 084363 129103 166196 198667 236830 263137100 084323
129007 166023 198397 236422 262389LeL us say LhaL you are looklng aL a Lable of values such as
Lhe one above ?ouwanL Lo approxlmaLe (geL a good esLlmaLe of) Lhe values aL 63 buL you do noL
haveLhose values on your Lable A good soluLlon here ls use a llnear approxlmaLlon LogeL a value whlch ls
probably close Lo Lhe one LhaL you really wanL wlLhouL havlngLo go Lhrough all of Lhe Lrouble of
calculaLlng Lhe exLra sLep ln Lhe Lable 1hls ls [usL Lhe equaLlon for a llne applled Lo Lhe Lable of daLa
xlrepresenLs Lhe daLapolnL you wanL Lo know abouL ls Lhe known daLa polnLbeneaLhLhe one youwanL Lo
know abouL and ls Lhe known daLa polnLaboveLhe one you wanL Loknow abouLr rr ruppose you are
sampllng from a populaLlon wlLh mean rr rrrrr andsLandard devlaLlon r r rrrr rhe sample slze ls
nrrrrr rhaL are Lhe expecLedvalue and Lhe varlance of a sample mean r?AnSlf sample mean ls xbar
L(xbar)1063 var(xbar) (populaLlon varlance)/n1002/100100C8r Lxbar 1063 r
var(xbar) o2/n 3002/100 2300
AsslgnmenL SeL 1MasLer of 8uslness AdmlnlsLraLlonM8A SemesLerM80041llnanclal and
ManagemenL AccounLlng C1 Assure you have [usL sLarLed a Moblle sLore ?ou sell moblle seLs
andcurrencles of AlrLel vodaphone 8ellance and 8SnL 1ake flve LransacLlonsand prepare a poslLlon
sLaLemenL afLer every LransacLlon uld you flrm earnproflL or lncurred loss aL Lhe end? Make a small
commenL on your flnanclalposlLlon aL Lhe endAnS We shall conslder flve LransacLlons and show how
Lhey are accounLed for ln Lhebooks of Lhe buslness1 Mr 8a[esh brlngs 8s100000 cash as caplLal lnLo
hls buslness2 Pe purchases Moblle SeL Lo hls shop 8s100003 Pe buys currencles for cash 8s300004
Pe sells currencles worLh 8s30000 for 8s40000 on credlL Lo Ar[un3 Pe pays wages Lo servanLs
8s10001ransacLlon 11he buslness recelves caplLal ln cash CaplLal ls a llablllLy and cash lsan asseL Lo Lhe
buslnessLlablllLy AsseLCaplLal 100000 Cash 1000001ransacLlon 2Moblle SeL ls purchased for cash 1hls
LransacLlon can be reflecLed asunder
C2a LlsL Lhe accounLlng sLandards lssued by lCAl?AnS 1o brlng unlformlLy ln Lermlnology accounLlng
concepLs convenLlons andassumpLlons Lhe lnsLlLuLe of CharLered AccounLanLs of lndla (lCAl)
esLabllshedAccounLlng SLandards 8oard (AS8) ln 1977 An AccounLlng SLandard ls a selecLed seLof
accounLlng pollcles or broad guldellnesLxampleWhlle depreclaLlng an asseL Lhe pracLlce of adopLlng
sLralghL llne meLhod ordlmlnlshlng balance meLhod or any oLher meLhod ls a convenLlon regardlng
Lheprlnclples and meLhods Lo be chosen ouL of several alLernaLlves 1here are alLogeLher 32accounLlng
sLandards lssued by AS8 ouL of whlch one sLandard (AS8) has beenwlLhdrawn pursuanL Lo AS26
becomlng mandaLory2b WrlLe shorL noLes of ll8S?AnS ll8S are sLandards lnLerpreLaLlons and
framework for Lhe preparaLlon andpresenLaLlon of flnanclal sLaLemenLs ll8S was framed by
lnLernaLlonal AccounLlngSLandards 8oard (lAS8)1he ob[ecLlve of flnanclal sLaLemenL ls Lo provlde
lnformaLlon abouL Lhe flnanclal poslLlonperformance and changes ln Lhe flnanclal poslLlon of an enLlLy
lL should also provlde LhecurrenL flnanclal sLaLus of Lhe enLlLy Lo all Lhe users of flnanclal lnformaLlon
ll8S followsaccrual basls of accounLlng and Lhe flnanclal sLaLemenLs are prepared on Lhe basls LhaLan
enLlLy wlll conLlnue for Lhe foreseeable fuLure ll8S helps enLlLles access globalcaplLal markeL wlLh
easeC3 Choose an lndlan Company of your cholce LhaL has adopLed 8alance ScoreCard and deLall on
lL?AnS 1he 8alanced Score Card ls a framework for lnLegraLlng measures derlved fromsLraLegy Whlle
reLalnlng flnanclal measures of pasL performance Lhe 8alanced ScoreCard lnLroduces Lhe drlvers of
fuLure flnanclal performance (llgure 1) 1he drlvers(cusLomer lnLernal buslness process learnlng
growLh perspecLlves) are derlved fromLhe organlzaLlons sLraLegy LranslaLed lnLo ob[ecLlves and
measures
1he 8alanced Score Card ls more Lhan a measuremenL sysLem lL can be used as anorganlzlng
framework for Lhelr managemenL processes 1he real power of Lhe 8alancedScore Card ls when lL ls
Lransformed from a measuremenL sysLem Lo a managemenLsysLem lL fllls Lhe vold LhaL exlsLs ln mosL
managemenL sysLems Lhe lack of asysLemaLlc process Lo lmplemenL and obLaln feedback abouL
sLraLegyC4 WhaL ls a cash budgeL? Pow lL ls useful ln managerlal declslon maklng?AnS A proper
conLrol over cash ls very essenLlal Cash ls an lmporLanL componenL lnany acLlvlLy 1he conLrol becomes
lnescapable lf cash ls noL properly managed or lf lL lsmlsmanaged Lhe ulLlmaLe resulL would be
dlsasLrous ln many Llmes and ln manybuslness slLuaLlons buslness fallures are noLlced due Lo Lhe
lacunae found ln Lhe cashmanagemenL Pence cash budgeLlng occuples a plvoLal place ln Lhe sLudy of
llnanclalManagemenL
lnLeracLlons of demand and supply forces acLlng upon each oLher resLore Lheequlllbrlum poslLlon ln Lhe
markeLln Lhe dlagram uu ls Lhe demand curve SS ls Lhe supply curve uemand andsupply are ln
equlllbrlum aL polnL L where Lhe Lwo curves lnLersecL each oLher CCls Lhe equlllbrlum ouLpuL C ls Lhe
equlllbrlum prlce Suppose Lhe prlce C2 lshlgher Lhan Lhe equlllbrlum prlce C aL Lhls polnL prlce
quanLlLy demanded ls2u2 1hus u2S2 ls Lhe excess supply whlch Lhe seller wanLs Lo push lnLo
LhemarkeL compeLlLlon among Lhe sellers wlll brlng down Lhe prlce Lo Lhe equlllbrlumlevel where Lhe
supply ls equal Lo Lhe demand AL prlce C1 Lhe buyers wllldemand 1u1 quanLlLy whlle Lhe sellers are
ready Lo sell 1S1 uemand exceedssupply Lxcess demand for goods pushes up Lhe prlce Lhls process
wlll go unLllequlllbrlum ls reached where supply becomes equal Lo demandC4 ulsLlngulsh beLween
flxed cosL and varlable cosL uslng an exampleAns llxed cosL1hese cosLs are lncurred on flxed facLors
llke land bulldlngequlpmenLs planLs superlor Lypes of labour Lop managemenL eLc flxed cosLs ln
LheshorL run remalns consLanL because Lhe flrm does noL change Lhe slze of planL andLhe amounL of Lhe
flxed facLors employed llxed cosLs do noL vary wlLh elLherexpanslon or conLracLlon ln ouLpuL 1hese
cosL are Lo be lncurred by a flrm evenouLpuL ls zero Lven lf Lhe flrm close down lLs operaLlon for
someLlme Lemporarlly ln Lhe shorL run buL remalns ln buslness Lhese cosL have Lo beborne by lLPence
Lhese cosLs are lndependenL of ouLpuL and are referred Lo as unavoldableconLracLual cosLrof Marshall
called flxed cosL as supplemenLary cosLs 1hey lnclude such lLems as
conLracLual renL paymenLs lnLeresL on caplLal borrowed lnsurance premlumdepreclaLlon
andmalnLenance allowance admlnlsLraLlve expenses llke manager'ssalary or salary of Lhe permanenL
sLaff properLy and buslness Laxes llcense feeseLc 1hey are called as over head cosLs because Lhese
cosLs are Lo lncurred wheLherLhere ls producLlon or noL 1hese cosLs are Lo be dlsLrlbuLed on each unlLs
of ouLpuLproduced by a flrm Pence Lhey are called as lndlrecL cosLsvarlable CosLs1he cosLs
correspondlng Lo varlable facLors are descrlbed asvarlable cosLs 1hese cosLs are lncurred on raw
maLerlals ordlnary labourLransporL power fuel waLer eLc whlch dlrecLly vary ln Lhe shorL
runsvarlable cosLs are dlrecLly and proporLlonaLely lncreases or decreases wlLh Lhe levelof ouLpuL lf a
flrm shuL down for some Llmes ln Lhe shorL run Lhen lL wlll noL useLhe varlable facLors of producLlon and
wlll noL Lherefore lncurs any varlable cosLsvarlable cosLs are lncurred only when some amounL of
ouLpuL ls produced 1oLalvarlable cosL lncreases wlLh Lhe level of lncrease ln Lhe level of producLlon
andvlceversa rof Marshall called varlable cosLs as prlme cosLs or dlrecL cosLsbecause Lhe volume of
ouLpuL produced by a flrm depends dlrecLly upon LhemlL ls clear from Lhe above descrlpLlon LhaL a
producLlon cosL conslsLs of boLh flxedas well as varlable cosLs 1he dlfference beLween Lhe Lwo ls
meanlngful andrelevanL only ln Lhe shorL run ln Lhe long run all cosLs become varlable because
allfacLors of producLlon become ad[usLable and varlable ln Lhe long runPowever Lhe dlsLlncLlon
beLween Lhe flxed and varlable cosLs ls very lmporLanL lnLheshorL because lL lnfluences Lhe average
cosLs behavlor of Lhe flrm ln Lhe shorLrun even lf a flrm wanLs Lo close down lLs operaLlon buL wanLs Lo
remaln ln Lhebuslness lL wlll have Lo lncur flxed cosLs buL lL musL cover aL leasL lLs varlablecosLs
C3 ulscuss Marrls CrowLh MaxlmlzaLlon model ?roflL maxlmlzaLlon ls LradlLlonal ob[ecLlve of a flrm
Sales maxlmlzaLlon ob[ecLlvels explalned by rof 8oumal Cn slmllar llnes rof Marrls has developed
anoLheralLernaLlve growLh maxlmlzaLlon model ln recenL years lL ls a common facLor Loobserve LhaL
each flrm alms aL maxlmlzlng lLs growLh raLe as Lhls goal wouldanswer many of Lhe ob[ecLlves of a
flrmMarrls polnLs ouL LhaL a flrm has Lo maxlmlze lLs balanced growLh raLe over aperlod of LlmeMarrls
assumes LhaL Lhe ownershlp and conLrol of Lhe flrm ls ln Lhe hands of Lwogroups of people le owner
and managers Pe furLher polnLs ouL LhaL boLh of Lhemhave Lwo dlsLlncLlve goals Managers have a
uLlllLy funcLlon ln whlch Lhe amounLof salary sLaLus poslLlon power presLlge and securlLy of [ob eLc are
Lhe mosLlmporL varlable where as ln case of are more concerned abouL Lhe slze of ouLpuLvolume of
proflLs markeL shares and sales maxlmlzaLlonuLlllLy funcLlon of Lhe manager and LhaL Lhe owner are
expressed ln Lhe followlngmanneruo f slze of ouLpuL markeL share volume of proflL caplLal publlc
esLeem eLcum f salarles power sLaLus presLlge [ob securlLy eLcln vlew of Marrls Lhe reallzaLlon of
Lhese Lwo funcLlons would depend on Lhe slzeof Lhe flrmLarger Lhe flrm greaLer would be Lhe
reallzaLlon of Lhese funcLlons and vlceversaSlze of Lhe flrm accordlng Lo Marrls depends on Lhe amounL
of corporaLe caplLalwhlch lncludes LoLal volume of Lhe asseL lnvenLory level cash reserve eLc Pe
furLher polnLs ouL LhaL Lhe managers always alm aL maxlmlzlng Lhe raLe of growLhof Lhe flrm raLher
Lhan growLh ln absoluLe slze of Lhe flrms Cenerally managers llke Lo sLay ln a grouplng flrm Plgher
growLh raLeof Lhe flrm saLlsfy Lhe promoLlonal opporLunlLy of managers and also Lhe shareholders as
Lhey geL more dlvldendsC6 Lxplaln how flscal pollcy ls used Lo achleve economlc sLablllLyAnsln order
Lo achleve a sLable economlc condlLlon flscal pollcy has Lo play a poslLlveand consLrucLlve role boLh ln
developed and developlng naLlons 1he speclflc roleLo be played by flscal pollcy can be dlscussed as
follows1o acL as opLlmum allocaLor of resourcesAs mosL of Lhe resources arescarce ln Lhelr supply
careful plannlng ls needed ln lLs allocaLlon so as Lo achleveLhe seL LargeLs8aLlonal allocaLlon would
ensure fulflllmenL of varlous ob[ecLlves1o acL as a saver1 lL should follow a raLlonal consumpLlon pollcy
reduces Lhe MC and ralses LheMS2 1axaLlon pollcy has Lo be modlfled Lo ralse Lhe raLes of old Laxes
lnLroduces newaddlLlonal Laxes and exLends Lhe LaxneLs3 roflL earnlng capaclLy of publlc secLor unlLs
are Lo be ralse subsLanLlally Lo mopup flnanclal resources4 1he governmenL should borrow more
money boLh ln Lhe counLry and ouLslde LhecounLry
3 Plgher Lhe raLe of lnLeresL are Lo be offered for governmenL bonds and securlLy1o acL as an
lnvesLorMere moblllzaLlon of flnanclal resources ls noL an end lnlLself lL should resulL ln Lhe creaLlon of
real resources whlch are more lmporLanL lnacceleraLlng Lhe growLh process 8apld economlc growLh
depends upon Lhe volumeof lnvesLmenLPence flscal pollcles have Lo be ensurlng hlgher volume of
lnvesLmenL ln boLhprlvaLe and publlc secLors1o acL as prlce sLablllzerprlce sLablllLy ls of paramounL of
lmporLance ln aneconomyLxLreme levels of boLh lnflaLlon and deflaLlon would dlsrupL and dlsLurbLhe
normal and regular worklng of an economlc sysLem 1hls would come ln Lheway of sLable and perslsLenL
growLh Pence all measures are Lo be Laken Lo check Lhese Lwo dangerous slLuaLlons so as Lo creaLe
necessary congenlal aLmosphere Loprepare Lhe background for rapld economlc growLh1o acL as an
economlc sLablllzerrlce sLablllLy would creaLe Lhe necessarybackground for over all economlcs
sLablllLy upswlng and downswlng ln Lhe levelof economlc acLlvlLles are Lo be avolded lf an economy ls
sub[ecL Lo frequenLflucLuaLlon ln Lhe form of Lrade cycle cerLalnly lL would undermlne and dlsLurb
LhegrowLh process lnsLablllLy would come ln Lhe way of perslsLenL and conslsLenLgrowLh ln a counLry
Pence all measure Lo be Laken Lo ensure economlc sLablllLy1o acL as an employmenL generaLorllscal
pollcy should help ln moblllzlngmore flnanclal resources converL Lhem ln Lo lnvesLmenL and creaLe
moreemploymenL opporLunlLy Lo absorb Lhe huge unemployed man power1o acL as balancer1here
musL be proper balance beLween aggregaLe savlng and
aLLracLlve employmenL offlce faclllLles prompL and courLeous reply Lo unsollclLedleLLersg)rofesslonal
organlsaLlons or recrulLlng flrms or execuLlverecrulLersMalnLaln compleLe records abouL employed
execuLlves 1hese flrms arelooked upon as headhunLers ralders and plraLes by organlzaLlons may
employexecuLlve search flrms Lo helpLhem flnd LalenL 1hese consulLlng flrmsrecommend persons of
hlgh callbre formanagerlal markeLlng and producLlonenglneers' posLs h)lndocLrlnaLlon semlnars for
collegesare arranged Lo dlscuss Lhe problem of companles and employees rofessors are lnvlLed Lo Lake
parL of Lhese semlnarsvlslLs Lo planLs arearranged so LhaL professors may be favourably lmpressed
1heymay speak well of acompany and help lL ln geLLlng Lhe requlred personnell)unconsolldaLed
appllcaLlonsfor poslLlons ln whlch large numbers of candldaLes are noLavallable from oLher sources Lhe
companles may galn keeplngflles of appllcaLlonsrecelved from candldaLes who make dlrecL enqulrles
abouL Lheposslble vacancles on Lhelrown or may send unsollclLed appllcaLlons 1hls wouldbe helpful Lo
flrms for fuLurevacancles [)nepoLlsmLhe hlrlng of relaLlves wlll be an lnevlLable componenL of
recrulLmenLprogrammes ln famllyowned flrms such a pollcy does noL necessarlly colncldewlLhhlrlng on
Lhe basls of merlL buL lnLeresL and loyalLy Lo Lhe enLerprlse areoffseLLlngadvanLagesk)LeaslngLo ad[usL
Lo shorL Lerm flucLuaLlons ln personnel needs Lhe posslblllLy of leaslngpersonnel by Lhe hour or day
should be consldered 1hls prlnclple has beenparLlcularlywell developed ln Lhe offlce admlnlsLraLlon fleld
because Lhey can avoldany obllgaLlon lnpenslons lnsurance and any oLher frlnge beneflLs
l)volunLary CrganlsaLlonsSuch as prlvaLe clubs soclal organlsaLlons mlghL alsoprovldeemployees
handlcaps wldowed or marrled women old persons reLlredhands eLc lnresponse Lo
adverLlsemenLsm)CompuLer uaLa 8ankswhen a company deslres a parLlcular Lype of employees
[obspeclflcaLlons and requlremenLs are fed Lo compuLers where Lheyare maLched agalnsLdaLa sLored ln
1hls meLhod ls very useful ln ldenLlfylngcandldaLes for hardLflL poslLlonswhlch calls for unusual
comblnaLlons of sklllsC3 uescrlbe Lhe grlevance handllng procedureAns Pandllng a grlevanceWhen
deallng wlLh a grlevancer ensure youre famlllar wlLh Lhe procedure and apply lL correcLlyr hold any
grlevance hearlng ln prlvaLe wlLhouL lnLerrupLlonsr where a grlevance relaLes Lo Lhe persons llne
manager ensure LhaL Lheemployee can ralse Lhe grlevance wlLh someone elser llsLen carefully Lo Lhe
persons explanaLlon of Lhe problem and conslderwheLher Lhere ls a deeper lssue whlch mlghL be Lhe
rooL cause of Lhegrlevancer llsLen Lo any confllcLlng polnLs of vlewr welgh up all evldence Lo see
wheLher Lhere ls an lssue you need Lo addressr declde whaL acLlon Lo Lake Lrylng Lo balance falrness Lo
Lhe person wlLhouLcompromlslng Lhe buslness or oLher workersr lnform all concerned parLles of your
declslon and Lhe appeal process
r ensure you resolve any problems relaLlng Lo pollcles procedures or conducLwhere Lhe grlevance
procedure hlghllghLs Lheser keep Lhe process as confldenLlal as posslbleueal wlLh grlevances senslLlvely
parLlcularly where Lhey concernoLher workers?ou may wlsh Lo develop speclflc procedures for very
senslLlve maLLers lnvolvlngunfalr LreaLmenL eg dlscrlmlnaLlon bullylng or harassmenL Conslder also
havlnga separaLe whlsLleblowlng procedure so LhaL workers are encouraged Lo ralse anycomplalnLs
abouL wrongdolng eg fraud lnLernally raLher Lhan dlscloslng LhemouLslde Lhe buslnesslf a worker ralses
a separaLe grlevance durlng a dlsclpllnary hearlng lLs goodpracLlce Lo ad[ourn Lhe hearlng unLll Lhe
grlevance ls dealL wlLh8y deallng wlLh problems ln a falr and reasonable manner youre much less
llkelyLo lose valued and skllled sLaff Lhrough reslgnaLlon lL wlll also help yousuccessfully defend a
consLrucLlve dlsmlssal clalmC 6 whaL are ob[ecLlves of Lralnlng?Ans1ralnlng ob[ecLlvesare one of Lhe
mosL lmporLanL parLs of Lralnlng programWhlle some people Lhlnk of Lralnlng ob[ecLlve as a wasLe of
valuable Llme 1hecounLerargumenL here ls LhaL resources are always llmlLed and Lhe Lralnlngob[ecLlves
acLually lead Lhe deslgn of Lralnlng lL provldes Lhe clear guldellnesand develops Lhe Lralnlng program ln
less Llme because ob[ecLlves focusspeclflcally on needs lL helps ln adherlng Lo a plan
1ralnlng ob[ecLlveLell Lhe Lralnee LhaL whaL ls expecLed ouL of hlm aL Lhe endof Lhe Lralnlng program
1ralnlng ob[ecLlves are of greaL slgnlflcance from
anumberofsLakeholderperspecLlves11ralner21ralnee3ueslgner4LvaluaLor1ralner 1he Lralnlng
ob[ecLlve ls also beneflclal Lo Lralner because lL helpsLhe Lralner Lo measure Lhe progress of Lralnees and
make Lhe requlredad[usLmenLs Also Lralner comes ln a poslLlon Lo esLabllsh a relaLlonshlpbeLween
ob[ecLlves and parLlcular segmenLs of Lralnlng
1ralnee 1he Lralnlng ob[ecLlve ls beneflclal Lo Lhe Lralnee because lL helps lnreduclng Lhe anxleLy of
Lhe Lralnee up Lo some exLenL noL knowlng anyLhlng orgolng Lo a place whlch ls unknown creaLes
anxleLy LhaL can negaLlvely affecLlearnlng 1herefore lL ls lmporLanL Lo keep Lhe parLlclpanLs aware of
Lhehappenlngs raLher Lhan keeplng lL surprlseSecondly lL helps ln lncrease ln concenLraLlon whlch ls
Lhe cruclal facLor Lo makeLhe Lralnlng successful 1he ob[ecLlves creaLe an lmage of LheLralnlngprogram
ln Lralnee's mlnd LhaL acLually helps ln galnlng aLLenLlon 1hlrdly lf Lhe goal ls seL Lo be challenglng and
moLlvaLlng Lhen Lhe llkellhood of achlevlng Lhose goals ls much hlgher Lhan Lhe slLuaLlon ln whlch no
goal ls seL1hereforeLralnlng ob[ecLlveshelps ln lncreaslng Lhe probablllLy LhaL LheparLlclpanLs wlll be
successful ln Lralnlngueslgner 1he Lralnlng ob[ecLlve ls beneflclal Lo Lhe Lralnlng deslgner because lf
Lhe deslgner ls aware whaL ls Lo be achleved ln Lhe end Lhen he'llbuy Lhe Lralnlngpackage accordlng Lo
LhaL only 1he Lralnlng deslgner would Lhen look for LheLralnlng meLhods Lralnlng equlpmenLs and
Lralnlng conLenL accordlngly Lo achleveLhose ob[ecLlves lurLhermore plannlng always helps ln deallng
effecLlvely ln anunexpecLed slLuaLlon Conslder an example Lhe ob[ecLlve of one Lralnlng programls Lo
deal effecLlvely wlLh cusLomers Lo lncrease Lhe sales Slnce Lhe ob[ecLlve lsknown Lhe deslgner
wllldeslgn a Lralnlng progLhaL wlll lnclude ways Lolmprove Lhe lnLerpersonal skllls such as verbal and
non verbal language deallngln unexpecLed slLuaLlon le when Lhere ls a defecL ln a producL or when a
cusLomer
angry1herefore wlLhouL any guldance Lhe Lralnlng may noL be deslgned approprlaLelyLvaluaLor lL
becomes easy for Lhe Lralnlng evaluaLor Lo measure Lhe progress of Lhe Lralnees because Lhe ob[ecLlves
deflne Lhe expecLed performance of Lralnees1ralnlng ob[ecLlve ls an lmporLanL Lo Lool Lo [udge Lhe
performance of parLlclpanLs
Smu AsslgnmenL SemesLer 1 CompleLe
uownload Lhls uocumenL for lreerlnLMoblleCollecLlons8eporL uocumenL8eporL Lhls documenL?lease
Lell us reason(s) for reporLlng Lhls documenL
Spam or [unk
orn adulL conLenL
PaLeful or offenslve
lf you are Lhe copyrlghL owner of Lhls documenL and wanL Lo reporL lL please follow Lhese dlrecLlons Lo
submlL a copyrlghL lnfrlngemenL noLlce
8eporL Cancel

1hls ls a prlvaLe documenL
lnfo and 8aLlng
8eads40010uploaded06/06/2011CaLegory8esearch8uslness
Lconomlcs8aLedCopyrlghLALLrlbuLlon noncommerclalsmu asslgnmenL 2011

lollowvarun naraln
SecLlonsshow allcollapse prev | nexL MasLer of 8uslness AdmlnlsLraLlonM8A SemesLer 1
M80038 ManagemenL rocess and CrganlzaLlon 8ehavlor
C1 WrlLe a noLe on Lhe managerlal roles and skllls?
C2 Lxplaln Lhe soclal learnlng Lheory ln deLalls?
A 8aslc ConcepLs
8 Modellng rocess
SLep 1 ALLenLlon
SLep 2 8eLenLlon
SLep 3 8eproducLlon
SLep 4 MoLlvaLlon
C3 Lxplaln Lhe 8lg 3 model of personallLy?
1he blg flve model of personallLy
C4 WhaL are Lhe dlfferenL facLors lnfluenclng percepLlon?
C3 WrlLe a noLe on conLemporary work cohorL?
C6 WhaL are Lhe speclal lssues ln moLlvaLlon? ulscuss
MoLlvaLlng rofesslonals
Managerlal lmpllcaLlons
MoLlvaLlng Lemporary Workers
MoLlvaLlng Low Skllled Servlce Workers
MoLlvaLlng eople uolng Plghly 8epeLlLlve 1asks
AsslgnmenL SeL 2
C1 Lxplaln Lhe Lheorles of emoLlon?
C2 ulscuss Lhe Lechnlques of declslon maklng ln groups?
AnS lannlng for ueclslon Maklng
1 lannlng allows Lhe esLabllshmenL of lndependenL goals 1he vlslon whlch
2 lannlng provldes a sLandard of measuremenL A plan provldes someLhlng Lo
4 lannlng allows llmlLed resources Lo be commlLLed ln an orderly way
ueclslon Levels
Some 1echnlques for ueclslon Maklng
8C CCn
use CuLslde Agency WrlLe Ads lnPouse
3 ueclslon MaLrlx or WelghLed ueclslon 1able 1hls ls a sllghLly more
C3 LlaboraLe Lhe dlfferenL sLages ln process of confllcL?
C4 WrlLe a noLe on CAS ( Ceneral AdapLaLlon Syndrome)?
SLage Cne Alarm
SLage 1wo 8eslsLance
SLage 1hree LxhausLlon
When ?oure CllenL Pas CAS 1he Case of 8ob
C3 ulscuss Lhe power and lnfluence LacLlcs?
C6 Lxplaln Lhe characLerlsLlcs of organlzaLlon uevelopmenL?
Cu Approaches
Cu 1oolklLs
CrganlzaLlonal uevelopmenL lnLervenLlons
CulLural Analysls
rocess ConsulLaLlon
SLrucLure Change
1eam 8ulldlng
8ole negoLlaLlon
MasLer of 8uslness AdmlnlsLraLlon M8A SemesLer 1
M80039 8uslness CommunlcaLlon
C1 Lxplaln Lhe dlfferenL Lypes of communlcaLlon wlLh relevanL examples?
verbal CommunlcaLlon
nonverbal CommunlcaLlon
1ypes of CommunlcaLlon 8ased on SLyle and urpose
lormal CommunlcaLlon
lnformal CommunlcaLlon
C2 WhaL are Lhe general prlnclples of wrlLlng especlally buslness wrlLlng?
lmporLance
C3 Pow would you prepare yourself for an oral buslness presenLaLlon?
C3 ulsLlngulsh beLween clrculars and noLlces along wlLh formaLs?
announcemenLs LhaL are dlsLrlbuLed Lo small or selecLlve groups of people
C1 As a parL of Lop managemenL Leam how would you communlcaLe Lo your
AM8l1lCuS 1A8CL1S
20112014 S18A1LC?
Cu8 SPA8LPCLuL8S
C2 A8C LLd wanLs Lo communlcaLe abouL lLs corporaLe lmage Lo all lLs
recommend Lhem Lo do lL?
2 8ACkC8Cunu
3 CLlC? CCn1Lx1
4 C1lCnS
3 8CCSALS
6 8LS1 vALuL lMLlCA1lCnS
7 llnAnCL CCnSluL8A1lCnS
8 8lSk
9 LLCAL CCnSluL8A1lCnS
10 PuMAn 8LSCu8CLS
11 ulvL8Sl1? lMLlCA1lCnS
12 SuS1AlnA8lLl1?
C3 WhaL ls oral buslness communlcaLlon? Lxplaln lLs beneflLs Lo Lhe
organlsaLlon and Lo Lhe lndlvldual employee
resenLaLlons
CllenL lnLeracLlon
lnLerofflce lnLeracLlon
8eneflLs
C4 Clve shorL noLes on communlcaLlon neLwork ln Lhe organlsaLlon?
1here are several paLLerns of communlcaLlon
C 3 WhaL are Lhe dlfferenL Lypes of buslness leLLers? Lxplaln wlLh example
LeLs Lake look aL Lhe mosL common Lypes of buslness leLLers
MasLer of 8uslness AdmlnlsLraLlon
M8A SemesLer 1
M80040 S1A1lS1lCS lC8 MAnACLMLn1
C 1 WhaL ls Lhe dlfference beLween a quallLaLlve and quanLlLaLlve varlable?
CuallLaLlve
CuanLlLaLlve
ueducLlon and lnducLlon ln experlmenLaLlon and research
C 2 a) Lxplaln Lhe sLeps lnvolved ln plannlng of a sLaLlsLlcal survey?
SLep #1 ldenLlfy ?our Cb[ecLlve
SLep #2 ueLermlne Pow Much lL Wlll CosL
SLep #3 lan 1he LoglsLlcs
SLep #4 ueflne ?our 8esources
SLep #3 Map 1he SLeps 1o CompleLlon
Successful ueploymenL
b) WhaL are Lhe merlLs uemerlLs of ulrecL personal observaLlon and
lndlrecL Cral lnLervlew?
C 3 a) WhaL ls Lhe maln dlfference beLween correlaLlon analysls and
regresslon analysls?
C 3 a) ulscuss whaL ls meanL by CuallLy conLrol and quallLy lmprovemenL?
b) WhaL are Lhe llmlLaLlons of a quallLy conLrol charLs?
AnS 1he llmlLaLlons of a quallLy conLrol charLs
Lasy Lo Make buL ulfflculL Lo 1roubleshooL
MulLlple areLo CharLs May 8e needed
6 a) SuggesL a more sulLable average ln each of Lhe followlng cases
(l) Average slze of readymade garmenLs
AnS CharacLerlsLlcs of a Cood Average
(b) WhaL are Lhe uses of averages?
ArlLhmeLlc Mean
CeomeLrlc Mean
Parmonlc Mean
Mode
C 3 WhaL ls LesL sLaLlsLlc? Why do we have Lo know Lhe dlsLrlbuLlon of a LesL
sLaLlsLlc?
8efresher Course
C1 Assure you have [usL sLarLed a Moblle sLore ?ou sell moblle seLs and
and prepare a poslLlon sLaLemenL afLer every LransacLlon uld you flrm earn
proflL or lncurred loss aL Lhe end? Make a small commenL on your flnanclal
poslLlon aL Lhe end
AnS 1here are Lwo Lypes of users( lnLernal and exLernal) llsL of lnLernal
MasLer of 8uslness AdmlnlsLraLlon M8A SemesLer l
C1 lncome elasLlclLy of demand has varlous appllcaLlons Lxplaln each
appllcaLlon wlLh Lhe help of an example
Lxample
racLlcal appllcaLlon of lncome elasLlclLy of demand
1 Pelps ln deLermlnlng Lhe raLe of growLh of Lhe flrm
2 Pelps ln Lhe demand forecasLlng of a flrm
3 Pelps ln producLlon plannlng and markeLlng
4 Pelps ln ensurlng sLablllLy ln producLlon
3 Pelps ln esLlmaLlng consLrucLlon of houses
C2 When ls Lhe oplnlon survey meLhod used and whaL ls Lhe effecLlveness of
Lhe meLhod
C3 Show how prlce ls deLermlned by Lhe forces of demand and supply by
uslng forces of equlllbrlum
MarkeL Lqulllbrlum
Lqulllbrlum beLween demand and supply prlce
C4 ulsLlngulsh beLween flxed cosL and varlable cosL uslng an example
C3 ulscuss Marrls CrowLh MaxlmlzaLlon model ?
C6 Lxplaln how flscal pollcy ls used Lo achleve economlc sLablllLy
Ans
1o acL as opLlmum allocaLor of resources As mosL of Lhe resources are
1o acL as a saver
MasLer of 8uslness AdmlnlsLraLlonM8A SemesLer l
C1 WrlLe down Lhe dlfference beLween ersonnel managemenL and Puman
8esource managemenL10 Marks
C2 WrlLe a noLe on scope of P8 ln lndla 10 Marks
C3 Lxplaln Lhe crlLlcal sLeps ln Puman 8esource lannlng sysLem 10
Marks
need and lmporLance of P8
lacLors affecLlng Puman 8esource lannlng
LlmlLaLlons of Puman 8esource lannlng
C4 LlsL and explaln Lhe sources of recrulLmenL? 10 Marks
C3 uescrlbe Lhe grlevance handllng procedure
Ans Pandllng a grlevance
Ans
Share Lmbed
8elaLed uocumenLs
revlousnexL
p
p
p
p
p
p
p
p
p
p
pMore from Lhls user
revlousnexL
3 p
71 p
68 p
133 p8ecenL 8eadcasLers
Add a CommenL


SubmlLCharacLers 400

SrlnaLh Copala krlshnalefL a commenL

ls readlng Smu AsslgnmenL SemesLer 1 CompleLe
10 / 18 / 2011
8eply San[ay aLharelefL a commenL

xxxxxxxxx18LMLL? PLLluL
08 / 07 / 2011
8eply rlnL Lhls documenLPlgh CuallLyCpen Lhe downloaded documenL and selecL prlnL from Lhe flle
menu (ul reader requlred)
uownload and rlnL
Slgn upuse your lacebook logln and see whaL your frlends are readlng and sharlng
CLher logln opLlonsLogln wlLh lacebookSlgnupl donL have a lacebook accounL
emall address (requlred) creaLe username (requlred) password (requlred) Send me Lhe Scrlbd
newsleLLer and occaslonal accounL relaLed communlcaLlons
Slgn up rlvacy pollcy ?ou wlll recelve emall noLlflcaLlons regardlng your accounL acLlvlLy ?ou can
manage Lhese noLlflcaLlons ln your accounL seLLlngs We promlse Lo respecL your prlvacy Why Slgn up?
ulscover and connecL wlLh people of slmllar lnLeresLs
ubllsh your documenLs qulckly and easlly
Share your readlng lnLeresLs on Scrlbd and soclal slLes

Already have a Scrlbd accounL?
emall address or username password Log ln 1rouble logglng ln?
Logln Successfulnow brlnglng you back


8ack Lo Logln
8eseL your password
lease enLer your emall address below Lo reseL your password We wlll send you an emall wlLh
lnsLrucLlons on how Lo conLlnue
Lmall address

?ou need Lo provlde a logln for Lhls accounL as well

Logln


SubmlL

upload a uocumenL
Search uocumenLs lollow
us!scrlbdcom/scrlbdLwlLLercom/scrlbdfacebookcom/scrlbdAbouLress8logarLnersScrlbd 101Web
SLuffSupporLlACuevelopers / Al!obs1ermsCopyrlghLrlvacyCopyrlghL 2011 Scrlbd
lncLanguageLngllshChoose Lhe language ln whlch you wanL Lo experlence
ScrlbdLngllshLspanolorLugus (8rasll)