Description

Business Communication
April 2024 Examination
Q1. Many organisations have changed to traditional form of interviews and are utilizing
the different types of interviews for getting the best human resource is the most timesaving
and economic form. Highlights any 4 such different styles of the interview with
suitable examples. (10 Marks)
Ans 1.
Introduction
In the contemporary corporate landscape, the evolution of recruitment strategies has been
significant, shifting away from traditional interview forms towards more innovative and
diverse methodologies. This transition is driven by the need for efficiency, cost-effectiveness,
and the pursuit of securing the best talent in a competitive market. Interviews, being a pivotal
phase in the hiring process, have transformed to encompass various styles, each tailored to
evaluate candidates’ competencies, personality, and fit for the organization in unique ways.
These methods range from behavioral assessments to task-oriented evaluations, offering a
holistic view of an applicant’s potential beyond the conventional question-and-answer format.
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Q2. “In India, the public has become a force to be reckoned with. Thus, it is important
for organisations to focus on developing business rapport and most importantly PR.”
Explain in detail the above statement, giving examples of organizations that give
importance to PR activities. (10 Marks)
Ans 2.
Introduction
In the dynamic landscape of India’s economy, the power of the public has surged to
unprecedented levels. This evolution is a testament to the growing influence of consumer
opinions, social media, and the increased transparency demanded from corporate entities. The
statement underscores the critical importance of organizations in India to not only foster
strong business rapport but to prioritize Public Relations (PR) as a strategic imperative. PR, in
this context, is not merely about managing the news cycle or crisis communication; it’s about
building a sustainable relationship with the public, understanding their needs, and engaging
them in meaningful ways. Organizations that have mastered the art of PR have seen tangible
benefits in terms of brand loyalty, stakeholder trust, and ultimately, their bottom line.
Q3. The Molson Coors Brewing Company is the world’s fifth largest brewer, but it’s
aiming higher—and it’s tapping the power of personality type to get there. In Canada,
Molson has a leading market share and is the largest brewer by volume. But in the
fiercely competitive beer business, that’s only enough to give North America’s oldest
brewery a slim lead. “It’s a tough market,” says Diane Larouche, a change manager
with the company’s IT project management office in Montreal. “There are a lot
of players, including microbreweries. Globalization is aggressive. And wine is gaining
ground.” To thrive in the midst of these pressures, the company has set aggressive goals
and is working to create a culture of “brilliant execution.” “The leadership team wants
to work more from the grassroots up, in this area and many others,” says Larouche.
“They understand that competitive advantage comes from people, not technology.
The brilliant execution initiative is about empowering people to ‘decide, plan, do, and
review.’
As part of the initiative, Larouche facilitated a team-building activity in May 2010 with
the finance department of Molson Coors Canada. Consulting first with a senior vice
president and three VPs, she got an idea of the situation and the challenges facing the
department’s three work groups. “Making decisions was a problem,” she says. “There
was a sense that it was a long process. People were second-guessing themselves and each
other.” With that in mind, she reflected on what the team needed to achieve brilliant
execution: “How can people contribute? How can they work to the best of their ability?
How can they leverage their differences to move forward more positively?”
She then conducted team-building workshops with more than 90 employees, from VPs
to administrative assistants, using the Myers-Briggs Type Indicator. “I wanted to help
them work well together and relate well with each other,” she says. “I picked the MBTI
tool because it enables people to understand their own styles, how they lead their day-today
activities, and how that affects the group. It brings out the soft-skills side that you
need along with the mechanical process side if you want a group to be very good at
delivering exceptional results.” She also chose the MBTI Step II assessment for its
reliability—“It’s a credible tool, it has validity and it’s been well studied,” she
explains—and for the more refined picture it offers of each type. “The amount of
information in the reports was perfect,” she says. “It was concise and easy for each
person to understand, and for synthesizing to get the bigger picture of how the groups
were functioning.” Larouche says the feedback she received from the team was
excellent: “There were a lot of thinkers, people who objected when it was decision time,”
she says. “This experience showed them the limitations of majority groupthink. They
could see how they were not benefiting from others, how their patterns and
misperceptions were causing them to ignore or judge some people without considering
them. With awareness of self and awareness of others, the whole team will be more able
to realize the benefit of diversity and become more efficient and effective.
a. What Steps did the Change Manager take to make people in company better
executors? (5 Marks)
Ans 3a.
Introduction
Diane Larouche, as a change manager at Molson Coors Brewing Company, embarked on a
strategic initiative aimed at transforming the company’s culture into one characterized by
“brilliant execution.” Recognizing the challenges posed by a competitive market, Larouche’s
approach centered on leveraging the unique strengths and personality types within the
organization. By facilitating team-building activities and employing the Myers-Briggs Type
b. What revelations did the MBTI tool offer? How did the results help the company? (5
Marks)
Ans 3b.
Introduction
The Myers-Briggs Type Indicator (MBTI) tool, employed by Diane Larouche in her teambuilding
initiative at Molson Coors Brewing Company, provided profound insights into the
diverse personality types present within the company’s workforce. This psychological
assessment tool was instrumental in uncovering the intrinsic work styles, decision-making
processes, and interpersonal dynamics of the employees. The revelations from the MBTI tool