MASTER OF BUSINESS

ADMINISTRATION

THE FUTURE WAY OF

Corporate Communication

Final Exam

Prepared by:
Tawfik AbdelMajeed Aydieh

Supervised by:
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Mr. Atef Ramzy October, 2017
 TABLE OF CONTENTS

SECTION I (50 MARKS) .......................................................................................................... 3

SECTION II (50 MARKS) ......................................................................................................... 8

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 SECTION I (50 MARKS)

1.0 List the steps of the communication process, then list the noises/filters that can distort
the message or cause communication to fail. Elaborate with examples on only one of
the filters.

Communication Process
The steps between a source and a receiver that result in the transference and understanding of
meaning

The communication process is the steps we take in order to successfully communicate.

Components of the communication process include a sender, encoding of a message, selecting of
a channel of communication, receipt of the message by the receiver and decoding of the message.
Noise is anything that hinders communication.
Steps or elements of communication process
The communication process refers to the steps through which communication takes place
between the sender and the receiver. This process starts with conceptualizing an idea or message
by the sender and ends with the feedback from the receiver. In details, communication process
consists of the following eight steps:

Developing idea by the sender: In the first step, the communicator develops or
1 conceptualizes an idea to be sent. It is also known as the planning stage since in this stage
the communicator plans the subject matter of communication

2 Encoding: Encoding means converting or translation the idea into a perceivable form that
can be communicated to others.
Developing the message: After encoding the sender gets a message that can be transmitted
3 to the receiver. The message can be oral, written, symbolic or nonverbal. For example, when
people talk, speech is the message; when people write a letter, the words and sentences are
the message; when people cries, the crying is the message.
Selecting the medium: Medium is the channel or means of transmitting the message to the
4 receiver. Once the sender has encoded his into a message, the next step is to select a suitable
medium for transmitting it to the receiver. The medium of communication can be speaking,
writing, signaling, gesturing etc.
Transmission of message: In this step, the sender actually transmits the message through
5 chosen medium. In the communication cycle, the tasks of the sender end with the
transmission of the message.
Receiving the message by receiver: This stage simply involves the reception of sender’s
6 message by the receiver. The message can be received in the form of hearing, seeing, feeling
and so on.
Decoding: Decoding is the receiver’s interpretation of the sender’s message. Here the
7 receiver converts the message into thoughts and tries to analyze and understand it. Effective
communication can occur only when both the sender and the receiver assign the same or
similar meanings to the message.
Feedback: The final step of communication process is feedback. Feedback means receiver’s
8 response to sender’s message. It increases the effectiveness of communication. It ensures
that the receiver has correctly understood the message. Feedback is the essence of two-way
communication.

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Communication Noise
Communication channels are subject to noise. Noise can be identified as the loss of meaning
during the transmission.

There are two major types of noise:

This type of noise includes any disturbance, which interferes with the
physical transmission of the message. In mass communication channel
noise includes static on the radio, ink in the newspaper, a rolling screen in
1. Channel Noise: television, or type too small to read in a magazine. In interpersonal
communication, someone speaking in a room over another conversation,
a door shutting, etc.
This type of noise results in the wrong interpretation of messages, even
though the message is received exactly as it was sent such as words too
difficult, subject too difficult for receiver to understand also differences of
2. Semantic Noise: selected meaning of words between the message sender and a receiver,
for example receiver thinking that the words prints to something different
than that is intended by the sender.

Here are some of the criteria that individuals may use when deciding whether to filter a Message
or pass it on:
 Past experience: Was the Sender rewarded for passing along news of this kind in the past, or was
she criticized?
 Knowledge, perception of the speaker: Has the Receiver’s direct superior made it clear that “no
news is good news?”
 Emotional state, involvement with the topic, level of attention: Does the Sender’s fear of failure
or criticism prevent him from conveying the Message? Is the topic within his realm of expertise,
increasing his confidence in his ability to decode it, or is he out of his comfort zone when it comes
to evaluating the Message’s significance? Are personal concerns impacting his ability to judge the
Message’s value?

One of the Communication filters that can distort the message or cause communication to fail:
Emotional disconnects
Emotional disconnects happen when the Sender or the Receiver is upset, whether about the subject
at hand or about some unrelated incident that may have happened earlier. An effective
communication requires a Sender and a Receiver who are open to speaking and listening to one
another, despite possible differences in opinion or personality. One or both parties may have to put
their emotions aside to achieve the goal of communicating clearly. A Receiver who is emotionally
upset tends to ignore or distort what the Sender is saying. A Sender who is emotionally upset may
be unable to present ideas or feelings effectively.

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2.0 Mention points to consider in designing a website

Factors Influencing Design

 Text
 Navigation
 Links
 Graphics
 General design

Points to Consider in Designing a Website:

 General Design
Pages must download and appear quickly. This is important as people browsing are an impatient
bunch. Make sure that every web page in the site looks like it belongs to the same site. It is useful
to develop a theme and not deviate from it. e.g. Web designers may choose animals or a person
(subject to copyright) to portray their message. Make good use of graphic elements (photos,
images, banners, etc.) to break up large areas of text. Get the balance right between text and
graphics. Consider the overall layout. Remember to use “white space”. This is the area of the page
that doesn’t have any text or graphics. If balanced and fine-tuned correctly, it can be a good design
asset.

If all the above elements are considered together, and thought is given to each one in turn, then
you are on the way towards owning a good, clean, professional website. Just one element wrong
and it will stick out like a sore thumb.

 Text
Background must not interrupt or clash with the text. Ensure good contrast between background
and text. The hierarchy of information need to be perfectly clear. In other words, get the main
message across in as clear and concise way as possible. Make sure the text is big enough to read,
but not too big. Make columns of text narrower than in a book to make reading easier on the
screen.

 Graphics
Buttons must not be too big. Sleek, clean, sharp design is the order of the day. Always, always,
always look at other sites as well. Check out what competitors are up to. Improve on some of the
good looking sites out there. This in turn will only improve your chances of your design achieving
the objective it was created for.

 Navigation
Navigation buttons and bars must be easy to understand and use. Navigation needs to be
consistent throughout website. Provide the visitor with a clue as to where they are, what page of
the site they are on. It’s extremely annoying when browsing to find yourself in a totally different
area to where you intended to be. Browsers will leave the site almost immediately if annoyed or
unsure.

 Links
Link colours co-ordinate with page colours. Again, keep it simple. Links are underlined so they are
instantly clear to the visitor. They are automatically programmed to show up in blue. This shows
the visitor that an action will be performed when they navigate towards the link.

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3.0 What are the five techniques that you can use to show assertiveness at work? Give at
least two tips under each technique.

Technique # 1: Broken Record

1. Simply repeat what you want to say in a calm way until it gets through
2. Keep repeating your message until it is no longer ignored
3. Use some of the phrases over and over again in different sentences
Example of Broken Record
A- Come on drink up, I ‘ll get another round in, same again?
B- B- No thanks Sarah. I don’t really want another drink.
A- What ‘s the matter? It’s my round.
B- I ‘ve had enough thanks. I don’t want another drink.
A- Don ‘t be such a wimp. I ‘ll get one for you.
B- Don’t get me one, I ‘m driving and anyway I don’t want another drink.
A- Suit yourself, I’ll get one anyway.
B- Fine, but please don’t get me one.
A- I never thought I’d live to see the day; Fiona you’ve really gone downhill.
B- I suppose that’s a way of looking at it, but I don’t want another drink.

Technique # 2: Fogging
1. Some people are very aggressive towards others
2. Fogging stops the other person from continuing to criticize you
3. It is not avoiding the attack but agreeing with your own part
4. Then standing firm in your own rights
5. The other person is caught off guard because you didn’t return the insult
Example
A- What a state you look like!
B- You may be right; I don’t look my best this morning – but you should have seen me last
night!
A- You are the most selfish person I’ve ever met.
B- It’s true that I can be selfish-sometimes. I have to consider my own needs.
A- You are the limit – why do you have to make such a mess!
B- I can see that my untidiness annoys you, but it is my office

Technique # 3: Saying No
 Sometimes refusing a request can be difficult
 It is better to say clearly and directly that you do not want to do something
 When you say NO, you are refusing the request, not rejecting the person
 If you are not ready to decide, ask for more information or more time to think
 Don’t be manipulated into feeling guilty for refusing a request

Technique # 4: Receiving Compliments and Giving Criticism

1. Learn to accept compliments
2. If someone gives you a compliment, enjoy it – don’t try and dismiss it
3. It is a gift which you should not throw back at the giver
4. People can get hooked on being critical
5. It’s easy to lose sight of the fact that criticism should be constructive
6. Criticism should place emphasis on future changes

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Technique # 5: Workable Compromise
 Your way is not the only way. Try to be flexible in achieving a solution
 Have a clear idea of how far you can compromise
 Listen actively for facts and feelings
 Use empathy

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Section II (50 marks)

Question 1:

Give a brief description of each of the four communication styles (Amiable, Expressive, etc.). Which is
your preferred style? What are the advantages and disadvantages of your style and how does it help
you in your professional life?

Although every person is different, most can be grouped into one of four groups:
Analytical, Driver, Amiable, and Expressive, here are some basic characteristics of each of these
personality styles. Knowing these can help you influence people.

Analytical (Low Responsiveness, Low Assertiveness) - Analytical people are known to be systematic,
well organized and deliberate These individuals appreciate facts and information presented in a logical
manner as evidence of facts. They enjoy organization and completion of detailed tasks. Others may see
him/her at times as being too cautious, overly structured, someone who does things too much 'by the
book'. Analytical behavioral characteristics include:

Controlled Orderly
Precise Disciplined
Deliberate Cautious
Diplomatic Systematic
Logical Conventional

Driver (Low responsiveness, high assertiveness) - Drivers thrive on the thrill of the challenge and the
internal motivation to succeed. Drivers are practical people who focus on getting results. They can do a
lot in a very short time. They usually talk fast, direct and to the point. They are often viewed as decisive,
direct and pragmatic, with the following behavioral characteristics:

Action-orientated Decisive
Problem solver Direct
Assertive Demanding
Risk taker Forceful
Competitive Independent
Determined Results-orientated

Amiable (High Responsiveness, Low Assertiveness) - These are dependable, loyal and easygoing people.
They like things that are non- threatening and friendly. They hate dealing with impersonal details and
cold hard facts. They are usually quick to reach a decision. They may be described as warm, personable
and sensitive to the feelings of other. Their behaviors include:

Patient Loyal
Sympathetic Team person
Relaxed Mature
Supportive Stable
Considerate Empathetic
Persevering Trusting

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Expressive (High Responsiveness, High Assertiveness) – These are very outgoing and enthusiastic
people, with a high energy level. They are also great idea generators, but usually do not have the ability
to see the idea through to completion. They enjoy helping others and are particularly fond of socializing.
They are usually slow to reach a decision. Sometimes described as talkers, overly dramatic, impulsive and
manipulative, their behaviors tend to be:

Social psychologists generally recognize four basic personality styles, even though they are often given
other labels. We naturally use one style more but with practice can draw on the others to achieve more
successful communication outcomes. We can use other styles to influence people, within reason.

Verbal Motivating
Enthusiastic Convincing
Impulsive Influential
Animated Confident
Dramatic Optimistic

Here are the characteristics that are most commonly associated with each of the styles:

Analytical:

Positive Traits: Precise, Methodical, Organized, Rational, Detail Oriented

Negative Traits: Critical, Formal, Uncertain, Judgmental, Picky

Amiable:

Positive Traits: Cooperative, Dependable, Warm, Listener, Negotiator

Negative Traits: Undisciplined, Dependent, Submissive, Overly Cautious, Conforming

Expressive:

Positive Traits: Enthusiastic, Persuasive, Outgoing, Positive, Communicator

Negative Traits: Ego Centred, Emotional, Exploitive, Opinionated, Reacting

Driver:

Positive Traits: Persistent, Independent, Decision Maker, Effective, Strong Willed

Negative Traits: Aggressive, Strict, Intense, Relentless, Rigid

What are the advantages and disadvantages of your style and how does it help you in your professional
life?
The Expressive, a verbally adept personality, is engaging, accommodating, supportive of others,
persuasive, socially adept, and relationship -oriented. I love to be one of the group/team, and is always
ready for something new and exciting, especially if the group/team is ready to participate. In addition, I
have the ability to inspire others

I am a Quality Assurance Engineer/QA & Audit Deputy Department Manager. One of the most important
of my job requirements is contact with all levels of the Company, client, contractor, etc., this require the
ability to exercise a high degree of interpersonal skills to influence persons at all levels. With Expressive
Style, I appear communicative, exciting, approachable and competitive. I am keen to
participation/involvement, and interpersonal action. I am sociable, stimulating, enthusiastic and good at
involving and motivating subordinates and others. I am also ideas oriented. I am Future oriented and

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usually have a quick reaction time. I speak and act quickly. I generally approach situations in a more casual
manner. I openly share my information and ideas with subordinates, contractor’s and client
representatives, department members as well as other different department members

I would like to change dealing with risks. I tend to take risks based on the opinions of people I consider
important or successful. Opinions may mean more in decision-making than facts or logic. I would like to
be more of a risk taker based on facts or logic. I always do my work and complete it at an exceptional
level, but sometimes taking a risk based on facts or logic can make the work even better. I'm working on
this by thinking the issue through and weighing the pros and cons.

Strengths Potential Weaknesses

Good communicator Talks too much
Expressive Enthusiastic Comes on too strong
Imaginative Dreamer; unrealistic

The below table shows in detailed the Strengths, Weaknesses, Do’s and Don’ts of the Expressive
Communicators and other communication styles.

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 Strengths Weaknesses Do’s Don’ts
• People-oriented and highly sociable • Can be unreliable and disorganized • Allow socialization time during • Be patronizing
• Not afraid of taking risks • Might be overly optimistic meetings • Drive alternatives – they might get
• Bring energy to team dynamic • Can be self-centered; enjoys being in • Offer incentives for task completion or sidetracked
• Highly creative and imaginative the limelight good work • Be impersonal
• Highly extroverted – great at • Might have difficulty focusing priorities • Ask for opinions • Over-encourage dreaming, especially
networking • Foster creativity during planning phases once work on a project has started

Strengths Weaknesses Do’s Don’ts

• Makes decisions that the whole team • Might put too much weight on • Provide time for them to think • Break trust
likes achieving consensus over their response • Be vague
• Excellent listener • Moves slowly • Be specific • Demand immediate action
• Very supportive of others • Hesitant to share opinions • Speak softly • Try to manipulate
• Calming demeanor • Doesn’t handle conflict very well • Be available for discussion • Lack sincerity
• Extremely helpful and gracious • Show respect
• People-oriented and logical

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 Strengths Weaknesses Do’s Don’ts
• Task-oriented; goal-oriented • Can be impatient and judgmental • Stick to business during meetings • Appeal to feelings
• Hardworking and highly efficient • Competitive nature can interfere with • Provide facts • Be messy or disorganized
• Great leaders teamwork • Get to the point – don’t small talk • Waste time with chitchat or tardiness
• Good at making decisions quickly • Dislikes not getting their way • Provide all reasonable options before • Get personal during meeting time
• Assertive and confident • Has a difficult time seeing other points making a decision
• Drives team to successfully accomplish of view
goals and to stay on task

Strengths Weaknesses Do’s Don’ts

• Detail-oriented and highly organized • Might be withdrawn or rigid • Come prepared to meetings • Be vague
• Contemplative critical thinkers • Can be close-minded or pessimistic • Be accurate • Rush decisions
• Absorb information easily • Might over-analyze decisions • Provide evidence for your thoughts or • Refer to personal testimonials
• Persistent, accurate, and thorough • Have a need for documented proof decisions • Be unrealistic about goals
• Great problem solvers/troubleshooters • Might have difficulty working with • Present specific information • Demand creativity
• Great memory others
• Strong desire to win arguments

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Question 2: (25 Marks)

Give a brief description of the main components of a report. Then, write in more detail about the executive
summary and its importance to the report.

Like so much of communication, a report consists of a beginning (introduction), a middle (body or discussion)
and an end (conclusion and recommendation).

 The Introduction
This generally includes
1. Terms of reference
2. Background (how it came about)
3. Objectives (purpose; intended uses of the report)
4. Methods (of investigation and analysis)

How much detail goes into the introduction depends on the reader or user’s knowledge. What needs to be
explained? What can be taken for granted? Too much can be boring, too little can create confusion.

 Terms of Reference
Sometimes called the scope or parameters of the report, these are the factors influencing the method of
research and the nature of the report. The more clearly you define the scope, the easier it is to write the
report.

Some terms of reference are easy. E.g. deadlines, budgets, distribution lists and matters of confidentiality.
Other are more tricky like required methods of research or viability/feasibility etc.

You may need to consider internal politics when agreeing terms of reference so that you write your report in
a tactful way appropriate to the audience.

Terms of reference go back to the general headings of planning. This includes:

 What aspect of the subject is under review (Why am I writing?)
 Deadline for the report (When is it due?)
 Distribution list (Who is it for?)
 Confidentiality
 Methods of research possible (options)

A hostile reader of the report will focus on unclear terms of reference. Write with this reader in mind Exercise.

 The Body
This is where the evidence comes. The facts the research revealed. The report must supply relevant facts that
can be measured against criteria to afford compliance. E.g. What would be the criteria for buying equipment?
price; health and safety; maintenance factors; versatility; etc. A good report compares evidence from different
options against criteria to show value.

The methodology that you used to obtain your evidence should be clearly stated in the body.

 The Conclusions
The order of your conclusions must follow the order of your findings. Conclusions are an assessment of the
facts; your considered opinion based on your analysis of the evidence. Never introduce new evidence at this
stage.

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 Recommendations
(What actions need to be put in place?)

This is the most important part of the report. Your conclusions have identified the problem. The
recommendations will suggest courses of action to resolve them.

Recommendations should be specific, measurable and achievable.

The way you make your recommendations is crucial to their success. Do not hedge. State your preferred action
clearly and directly. Advise, urge and suggest. You want to convince your readers, not alienate them.

If there are a range of options, state them clearly without seeming to sit on the fence. Motivate each
objectively. Somebody has to make a decision so where appropriate state who. As the expert it is acceptable
to state a preferred option.

Not all reports have recommendations. Their presence depends on the purpose

 Appendices
These are ideal if you are writing for a mixed audience especially technical and non-technical. They include
material information not essential to your argument but supportive of your case. Specialist users can access
the data without the general reader being bogged down with it.

Graphs, samples (e.g. of questionnaires) glossaries and lists are all well positioned in the appendix. These tend
to be given letters rather than numbers for reference. It is sometimes appropriate to use different colour
paper or you can use any other manner to make the document easily readable.

 Acknowledgements and Glossary

These can be placed either at the end of the report or at the beginning. The glossary is more useful near the
beginning as it can be read and noted before starting to read the content. Be sure to add them to a contents
page.

All reports should have a contents page. It acts like a map or viewfinder for the reader and guides them
through the shape of the report. It should include the title of every section and sub-section including the
glossary and a list of illustrations. It forms the index of the document and is what people use to go back to
significant sections

 Executive Summary
Despite its position early in the report, the executive summary is the last thing you write. It is often the most
difficult to write.

For the first time reader, the summary gives an overall view of what the report is about. For other readers and
users, it is seen as a reminder, perhaps prior to a meeting where the report is being discussed; or as an
indication of how the sections relevant to them fit into the report as a whole.

Summaries will be read by – or at least circulated to – people who may have a general interest in the report
but have no time (or inclination) to read it. E.g. Senior management, who need an overall view of what
decisions have been taken, or are being discussed in the department or organisation. Decision-makers and
action-takers may look only to the summary to tell them what to do. Research suggests that the vast majority
of managers only ever read the summaries of reports.

For these reasons, summaries are sometimes split into general or management summaries, and executive
summaries, stressing recommendations and actions.

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The summary must be as action-centred as the rest of the report. It should also explain the report’s
background sufficiently to anybody who will not be reading the whole document.

The summary page should include:

 Report title and author
 Date
 Reference number or code
 Any indication of confidentiality

The summary is obviously the final section of the report to be written. It must be impressive.

The material in the summary need not – indeed, probably will not – follow the order of the report itself. The
emphasis must be on results rather than method, on recommendations rather than research.

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