MCA 1st sem /MCS-015/Solved Assignment/ Communication Skills /2017-2018 New

Ans 1(a) Negotiations are complex because one is dealing with both facts and people. It is clear that negotiators must above all have a good understanding of the subject. They must also be aware of the general policy of the company or institution in relation to the issues and they must be familiar with the organizational structure and the decision-making process.


Ans1(b) No, awareness of these facts may not necessarily suffice to reach a successful outcome. Personal, human factors must be taken into account. The approach and strategy adopted in negotiating are influenced by attitude as well as by a cool, clear logical analysis of the facts and one’s interests.


Ans1 (c) The approach and strategy adopted in negotiating are influenced by attitude as well as by a cool, clear logical analysis of the facts and one’s interests. It is a well-known fact that meetings scheduled on a Friday evening are shorter than those held at other times. Timing can pressure people into reaching a decision and personal factors can become part of the bargaining process.


Ans1(d) Research has shown that it can help to separate the PEOPLE from thePROBLEM. This can be done by using special negotiating STYLE.


Ans1(e) Language varies according to the negotiating style. In negotiating you can use either a cooperative style or a competitive one. In the co-operative style the basic principle is that both parties can gain something from the negotiation without harming the interests of the other. Or in other words that both parties will benefit more in the long run in friendship and co-operation even if they make some concessions. This type of negotiation is likely to take place in-house between colleagues and departments, or between companies when there is a longstanding relationship and common goals are being pursued.


Ans 1(f)  A cooperative approach aligns with the process of interest-based or integrative bargaining, which leads parties to seek win-win solutions.


Disputants that work cooperatively to negotiate a solution are more likely to develop a relationship of trust and come up with mutually beneficial options for settlement.


The mutual gains approach is considered a constructive resolution process.
Competitive approaches align with the process of distributive bargaining, which result in win-lose outcomes.


A competitive approach to conflict tends to increase animosity and distrust between parties and is generally considered destructive.


There is no mutual gains approach



Ans 1 (g)

A cooperative approach aligns with the process of interest-based or integrative bargaining, which leads parties to seek win-win solutions.  Disputants that work cooperatively to negotiate a solution are more likely to develop a relationship of trust and come up with mutually beneficial options for settlement. The mutual gains approach is considered a constructive resolution process.

Competitive approaches align with the process of distributive bargaining, which result in win-lose outcomes.  A competitive approach to conflict tends to increase animosity and distrust between parties and is generally considered destructive. There is no mutual gains approach

Ans1 (h) “Importance of Negotiations”.


Ans(i)
Simple: Complicated
Fiction: fact
Specific: Similar
Emotional: Impassive
Lose: win
Benefit: disadvantages
Frequent: infrequent
Honest: dishonest
Friend: Enemy/Stranger
Streghths: vigor


Ans 2(a)

Subject :- Complaint Regarding the not received the Consignment against order ZEDEX.


Dear Sir,
This is to inform you that the ordered goods consignment is not received yet to the ClientEmpire stores, in Hyderabad, that is send by you( ZEDEX).

Several follow-up has been made so far not only with customer care but as well as Branch and Head Office also. But no one has been given any response on that.I want to know the reasonable answer with your company. And further we take an action against your company

With view to the above, requesting you to intervene and resolve the matter.
Regards,
Quick Track Technologies, manufacturing anti-virus software

ABC..





Ans 2(ii)
Subject: Reply from Manager of ZEDEX to Quick Track Technologies, manufacturing anti-virus software for apologizing.


Dear Sir,


My consignment is stucked at KOLKATA FOREIGN LCAO with retention reason : Awaiting presentation to customs commissioner.
So, we can’t deliver the consignment on due date. Please apologizing our first delaying order and sorry for the lapse.
Kindly, request to you please take action with politeness.


Your Sincerely
ZEDEX
Manager


Ans 3

Jaya: If Nikhil got more pocket money, he would waste (waste) it all on stupid things.


Nikhil: That isn’t true. If I had more money, I SPENT (spend) it on a guitar.
Vijay: If WON (win) a lottery, I would buy a racing bicycle.
Nikhil: I AM NOT BUYING (not buy) a racing bicycle, if I were you. They’re much too expensive.
Jaya: If I had more money, I SAVED.(save) it for a trip to England.
Nikhil: If I HAD (have) a lot of money, I BOUGHT.(buy) a motorbike.
Vijay: I AM NOT BUYING (not buy) a motor bike if I WOULD (be) for you. You wouldn’t get a license to ride it.
Nikhil: If I didn’t have to go to school, I HAD (have) got a job.
Vijay: The only job you would get if you WOULD NOT GO(not go) to school is washing dishes in a dhaba. And you don’t like washing dishes.


Ans 4)


I’d like to take you OUT the figures and spell FROM the implications. First of all, could you look AT the P&L account. As you can see, the figures are basically IN line WITH the budget, except FOR the fixed costs, which are ON 10 per cent last year. This means that the operating profit is nearly 5 per cent FROM last year. We need to relook THROUGH our strategy for greater financial health DOWN the company.


Ans 5)
i. When Mr. Ragavan will be back.
ii. Why the sales office hasn’t called, you want to Know.
iii. When the manager normally arrives at the office.
iv. Why the consignment has been delayed.
v. What number you should dial for directory inquiry.
vi. Where he is phoning from and when.
vii. When you could reach your boss.
viii. What is the mobile number of the Managing Director is.
ix. What does she spells her name.
x. Where is the way to the office.

Ans 6)

In community work, there's almost always someone opposed to whatever it is you're doing. Even if your goal is something everyone can agree on, there will be those who disagree with your methods for achieving it. When your opposition starts fighting your efforts, it's best to be familiar with what tactics they might use to do so and how your group might most effectively respond.

WHAT ARE SOME GENERAL WAYS TO FIGHT THESE TACTICS?

There are a variety of tactic-specific ways to deal with each of these forms of attack. Some strategies that apply no matter what tactic is being used include:

UNDERSTAND YOUR OPPONENT AND HIS/HER/THEIR STRATEGY

If knowledge is power, ignorance is weakness. An opponent you understand is much weaker than an opponent whose every move baffles you. Understand your foe's beliefs, background, and position. This will put you in a stronger position to respond to attacks. It can also increase your organization's image as an intelligent, rational group. What does your opponent believe and want? Does your opponent come from a cultural or ethnic group different from your own; and if so how might this affect dealings with your organization? Does your opponent have a history of acting (or reacting) in a certain way? You may be able to determine some of these things from your own history with the person or organization in question, from the experiences and personal knowledge of friends and colleagues, from newspaper articles, from corporate PR materials (if you're dealing with a company), or from campaign literature (if you're dealing with a candidate or elected official).

TURN NEGATIVES INTO POSITIVES

As the saying goes, when the opposition gives you lemons, make lemonade. The ability to turn any negatives you are given into positive situations is a very powerful ability for your organization to have. For example, you might use the utility company's opposition to a program to provide heat subsidies to poor people as an excuse to set up a review of the company's records of utility shut-offs to heighten awareness of the problem.