Recent Question/Assignment

301005- PPC
NOTE: Read following before answering the questions.
• Submit your answers of all questions listed below in a single word file. The total word limit (including all answers) is 2000 words, 5% variation is acceptable.
• Follow format instruction as mentioned in the learning guide.
• If required, give citation in the text and at the end of each workshop exercise, provide list of references using WSU Harvard referencing style.
• Assignment cover sheet is not required, do not attach it.
From Workshop 2
Q1. Pick a famous Australian sporting figure. Research this figure, and explain why they are famous. Mention what sport they play and any significant milestones they have achieved. (250-350 words)
Q2. Which strategies for sharing information would be most appropriate in each of the following circumstances? (150 - 200 words)
• Advising customers that that you have a new range of paper products in stock.
• Managing the role of consultant for the project Efficient solid waste management – garbage disposal and recycling for the local council.
• Introduction of an emergency preparedness plan for a small building society.
From Workshop 3
Case study - Marco and Jim
Marco has been working with a national company, Con Electrics, on contract as a Senior Accounts Manager for 10 months. His contract is to be reviewed in two months. Marco’s boss is the Regional Manager, Jim. As Senior Accounts Manager, Marco has a sales budget of $1 million per month for sales of electrical equipment and supplies to electrical subcontractors working for large building companies.
Jim decides to call a meeting with Marco because he is concerned about Marco’s performance. Each month his sales have fallen below the budget figures. For one or two months, his figures have been as low as $400 000 and he even let one subcontractor receive supplies worth $250000 two months ago without invoicing them for the amount. As far as Jim knows, Marco has still not organised the invoice for payment by the subcontractor.
Jim started the meeting by welcoming Marco and organising coffee for them. He went on to discuss Marco’s performance over the past two months. Jim then said: ‘I am concerned about your sales figures. Your results have been consistently under budget. The closest you have come to $1 million in sales was $900000 in February. Can you tell me what is happening?’
Marco said: ‘I need time to build up the contacts. Also, I think some of our products are not up to the commercial standard so I am not selling them to the larger clients. I really think you should be doing something about the products, Jim.’ Jim replied: ‘The other Senior Account Managers in this state and the other states are meeting their budgets. I have had no complaints from them about the products. They are selling the full range of products to small and large subcontractors. A real concern for me is the top priority product, Galcore. Your sales of this product are right down.’
Marco said: ‘I don’t like Galcore. I would rather sell the products in the Metline range.’ Jim looked at Marco and asked him: ‘What would you do if you were in my position? I have to have results from my staff. I have been told by the State Manager to meet budgets and to give top priority to Galcore sales, yet you sit there and tell me you don’t like Galcore and need more time. What about you letting $250 000 worth of goods go to a subcontractor without payment? How am I going to explain that to the State Manager?’
Marco said: ‘You don’t like me. You favour the others. They can call into your office any time and talk to you and you take their side. You don’t even know me and I get no thanks for anything I do.’ Jim replied: ‘That’s because you do what you want to do, not what the company and the rest of the team want you to do. The priorities are there in the Business Plan and are discussed at staff meetings. The choice to call or not to call into my office and discuss things informally is yours, not mine. I find myself wondering what is or isn’t happening with your performance over and over again.’
Jim said: ‘I think this is getting us nowhere. I would like time to cool down and think about what has been said. Let’s meet again tomorrow at 3.00 p.m.’ Marco said: ‘I have no choice. I’ll see you then.’
1 Identify and discuss the level of conflict between Jim and Marco. (150 - 200 words)
2 Use the Resolution of Conflict Map to identify each of Marco’s and Jim’s needs and concerns. (100 - 150 words)
3 What constructive responses could Jim make to Marco in the meeting at 3.00 p.m. tomorrow? (150 words)
4 What could Marco do now, before the meeting tomorrow that will help him respond positively as he tries to resolve the conflict with Jim? (150 words)
Case study - Patrick and Danielle
Danielle works in the office of a real estate agent. She has arrived at work anxious to clear her desk of a backlog of paperwork. However, she discovers that the office is understaffed that day and that she is required to conduct an interview with a student named Patrick who is seeking cheap accommodation.
Using some information on conducting an interview given below: o showing confidence – taking the initiative to introduce herself, making Patrick feel at ease, using open-ended questions to involve and encourage Patrick
o demonstrating immediacy – using Patrick’s name, using appropriate feedback that acknowledges and comments on Patrick’s responses, using nonverbal language that acknowledges Patrick
o showing interaction management – questioning in a way that offers Patrick the opportunity to participate, matching her nonverbal communication to the verbal message
o demonstrating expressiveness – expressing an understanding of Patrick’s accommodation needs, asking relevant questions
o showing other orientation – acknowledging Patrick’s answers and asking for clarification, giving him enough room to speak without interrupting, giving feedback and agreeing when appropriate. Questions
1. Explain how Danielle demonstrates a high level of communication skills by using above listed skills. (150 - 200 words)
2. Explain how Danielle demonstrates few communication skills, and performs poorly in terms of interpersonal effectiveness. (150 - 200 words)
From Workshop – 4
Case study - Ethics and Code of Conducts
Jean, a statistical database programmer, is trying to write a large statistical program needed by her company. Programmers in this company are encouraged to write about their work and to publish their algorithms in professional journals. After months of tedious programming, Jean has found herself stuck on several parts of the program. Her manager, not recognising the complexity of the problem, wants the job completed within the next few days. Not knowing how to solve the problems, Jean remembers that a co-worker had given her source listings from his current work and from an early version of a commercial software package developed at another company. On studying these programs, she sees two areas of code which could be directly incorporated into her own program. She uses segments of code from both her co-worker and the commercial software, but does not tell anyone or mention it in the documentation. She completes the project and turns it in a day ahead of time.
Q. Identify legal and ethics issues raised in this case study. What should they do? write your views? (300 - 350 words)