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IGNOU BCA CS-610 Solved Assignments 2010

The passage discusses the relationship between managers and supervisors in an organization. It notes that supervisors take on day-to-day oversight responsibilities that are similar to the manager's role. Effective communication between managers and supervisors is important but sometimes problematic. The supervisor needs relevant information from the manager to do their job well, but some managers fail to share fully or explain requirements clearly. While too little information is a problem, managers must also ensure supervisors understand the information provided. Daily or weekly briefing sessions can help facilitate information sharing and allow supervisors to ask questions to clarify difficulties.

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0% found this document useful (0 votes)
109 views3 pages

IGNOU BCA CS-610 Solved Assignments 2010

The passage discusses the relationship between managers and supervisors in an organization. It notes that supervisors take on day-to-day oversight responsibilities that are similar to the manager's role. Effective communication between managers and supervisors is important but sometimes problematic. The supervisor needs relevant information from the manager to do their job well, but some managers fail to share fully or explain requirements clearly. While too little information is a problem, managers must also ensure supervisors understand the information provided. Daily or weekly briefing sessions can help facilitate information sharing and allow supervisors to ask questions to clarify difficulties.

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gudman123456
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BCA (1)-610/Assignment/2010 - Foundation Course In


English For Computing
 

There are four questions in this assignment. Answer all questions. 

Q 1 Read the following passage carefully and answer the questions that follow: 

The world’s history of industry-led growth has not been a very presentable one. In its approach to
development, India has taken the cue from Europe and the United States, which in their years of rapid
growth did little to control massive environmental abuse. The persistent London smog during the
nineteenth and early twentieth centuries, for instance, was a direct consequence of rampant coal-burning
in the city. In the United States as well, manufacturing-led pollution severely degraded its rivers and land
in the 1960s and 1970s. The consequence of such growth in the history of the developed world is that
pollution during industrialization is taken for granted. 

Every major city in India now fails emission standards. ‘These laws,’ the environmentalist Sharad Lele
tells me, ‘are already far more relaxed than global WHO requirements. The fallout of lax standards and
minimal enforcement is obvious for us urban residences. I came over to meet you on my bike, and
driving just a few kilometers in the city makes me feel like I have a smoker’s lungs.’ 

People arguing in favour of the development-before-environment approach hold up the environment


Kuznet’s curve as the Holy Grail. This theory has a neat logic that has made it instantly appealing ? it
suggests that there is a bell-shaped, ‘inverted U’ trend in the relationship between a society’s economic
growth and environmental degradation. In the early stages of growth, environmental loses go up, but as
citizens gets richer, people can afford to deal with the problems that have built up. Shorter version:
nature can be trussed up and ignored until growth is attended to. ‘The idea here’, Anantha tells me, ‘is
that if we have to tackle climate change, we are better off rich than poor.’ 

The curve has had a ‘happily ever after’ appeal for developing countries, but its logic is both dangerous
and incomplete. It does not, for instance, take into account the advantages the Western world had in
being able to export industrial pollution elsewhere by shifting their dirtiest industries abroad, first through
colonization and later through globalization. In comparison, developing economies today have no
untouched lands to exploit ? if trees have to be felled and rivers polluted, it will have to be done in the
home country. We have no other place to run to. 

i)What consequences did rapid industrialization have on London and parts of United States of America? (1
Mark) 
ii)Pick out the sentence which reveals the negative impact of industrialization on the urban population. (1
Mark) 

iii)What do you understand by Kuznet’s curve? Write in your own words. (2 Marks) 
iv Why is its logic “both dangerous and incomplete”? (1 Mark) 

Q 2 Frame appropriate questions that lead to each of the answers given below: 
(5 Marks) 

i) ………………………………………...............? That’s right, glad to meet you. 


ii) ……………………………………? Yes, thanks, I had a very good journey. 
iii) ………………………………………..? I’d like to see Mr. Shanker, if he is in the office. 
iv) ………………………………………..? On my last visit I spoke to Ms. Poonam Saxena. 
v) …………………………………………? It was Mr. Aiyar who recommended this restaurant to me. 

Q3 Carefully read the following passage, which contains about 400 words. Then, using your
own words as far as possible, write a summary of it in not more than 120 words. Finally,
supply a title for your summary. (5 Marks) 

The manager must depend, to a greater or lesser extent, on one or more of the staff to take supervisory
roles, and oversee the day-to-day working of the section. Clearly, there must be as good a relationship
as possible between the manager and supervisor and, while this can be an excellent opportunity to create
and maintain effective communication, there are sometimes problems. 

The supervisor is sometimes known as an assistant manager, or under-manager, and has an area of
responsibility which in many ways parallels that of the manager. Like the manager he/she is often under
pressure from above and from below, and has to keep contact with other supervisors, perhaps in other
departments, and thus has a ‘sideways’ pressure also. 

More than anything else, the supervisor has to have such information as will enable him to carry out the
duties effectively. He needs to feel that he is in the manager’s confidence, and that he/she has been
given all the relevant information, together with an opportunity to discuss aspects of the work with the
manager. There are managers who fail to recognize fully the importance of information sharing, or who
do not always take the trouble to explain fully what is required of the supervisor. 

In addition to the delegation of duties, the manager has the problem of having to assess just how much
of the information he possesses should be passed on to the supervisor. Some managers, alas, try to
bolster up their own position by a secrecy which they suppose add to their status. Others rely on a
telephone conversation, or at best a memo, which they naively believe will be fully understood. 

It is not always easy for the manger to decide what information is essential to the supervisor; on the
whole it may be better to give too much information than too little, but the manager also has to ensure
that what is passed on is understood. 

Somehow or other, the manager must try to find an opportunity to discuss with the supervisor(s) just
what is required for a particular day or week. Some organizations have set up a daily or weekly ‘briefing
session’, during which not only can up-to-the-minute information as it affects the supervisor be given,
but the supervisor has the opportunity to question or comment, so that the manager has a better idea of
the difficulties which any individual may feel or anticipate. 

Q4 Write a composition in about 300 words on one of the topics given below: (10 Marks) 

i Changing role of communication in the 21st century. 


ii Although we communicate more, we are moving away from each other. 
iii The increasing role of technology in our day-to-day lives. 
iv Contribution of each individual in saving our planet. 

 
 

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