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Q1. Define Public Speaking & Determine the purpose of topic Selection

Public speaking (sometimes termed oratory or oration) is the process or act of performing a presentation (a speech) focused around an individual directly speaking to a live audience in a structured, deliberate manner in order to inform, influence, or entertain them. Public speaking is commonly understood as the formal, face-to-face talking of a single person to a group of listeners. It is closely allied to "presenting", although the latter is more often associated with commercial activity. Most of the time, public speaking is to persuade the audience.

In public speaking, as in any form of communication, there are five basic elements, often expressed as "who is saying what to whom using what medium with what effects?" The purpose of public speaking can range from simply transmitting information, to motivating people to act, to simply telling a story. Good orators should not only be able to engage their audience, but also able to read them. The power of a truly great presenter is the ability to change the emotions of their listeners, not just inform them. Public speaking can also be considered a discourse community. Interpersonal communication and public speaking have several components that embrace such things as motivational speaking, leadership/personal development, business, customer service, large group communication, and mass communication. Public speaking can be a powerful tool to use for purposes such as motivation, influence, persuasion, informing, translation, or simply ethos.

In current times, public speaking for business and commercial events is often done by professionals, with speakers contracted either independently, through representation by a speakers bureau paid on commission of 25-30%, or via other means.

Selecting a topic for a speech or presentation is often restricted: in school, speakers are limited by the nature of the assignment whereas outside of school, speakers are limited by the nature of the speaking engagement. Even within limitations, speakers generally have a fair amount of flexibility to generate their own unique angles on the speech topic. Developing a topic and identifying the purpose of a speech will aid in the organization and direction of the overall performance.

Certain speech topics lend themselves to certain occasions more than others (an informative speech that commemorated the life of Martin Luther King, or a persuasive speech that only taught people how to weave baskets would not meet the basic requirements of the assignments.)

People generally speak better on issues that they are familiar with; so identifying own interests is a helpful step in developing a topic.

For example, do the things you like in media all relate to "coming of age" or "adventure" or "science"? You might identify an interesting speech topic by doing a simple inventory of what interests you.

What do you know about, not know about, and want to know more about? Your own feelings towards an issue might be similar to an audience's--so explore your reactions to certain topics. If you are really interested in politics, you might be able to speak to an audience with a lot of passion on the subject; just as you would be an effective speaker on polymers if you had a deep and abiding love for polymers.

People, events, processes, places, and things make good speech topics. These five areas encompass most public speeches. Categorizing them as such allows a speaker to identify what type of subject they want to speak about.

There are three main genres of public speech: informative, persuasive, and ceremonial. Each has a different function and thus requires different elements. An informative speech attempts to communicate ideas to an audience. A persuasive speech attempts to sway an audience to embrace the speaker's position. A ceremonial speech celebrates (or sometimes denigrates) the subject. An informative speech might be expected to be very detail oriented, involve visual aids, or incorporate hands-on experience. Persuasive speeches will likely include rhetorical techniques like metaphors, repetition, and evidence from expert sources. A ceremonial speech often uses artful language to praise or blame the subject and relies on telling stories as primary evidence. Establishing the general purpose can help to calibrate the type of style, type of evidence, and mode of reasoning needed to be an effective public speaker.

Q2. What is media of mass Communication & Explain the modes of Communication

Mass media is the means that are used to communicate to the general public. In this lesson, you will learn the different platforms for mass media and the influence that mass media has on society.

Mass media means technology that is intended to reach a mass audience. It is the primary means of communication used to reach the vast majority of the general public. The most common platforms for mass media are newspapers, magazines, radio, television, and the Internet. The general public typically relies on the mass media to provide information regarding political issues, social issues, entertainment, and news in pop culture.

The mass media is a diversified collection of media technologies that reach a large audience via mass communication. The technologies through which this communication takes place include a variety of outlets.

Broadcast media transmit information electronically, via such media as film, radio, recorded music, or television. Digital media comprises both Internet and mobile mass communication. Internet media comprise such services as email, social media sites, websites, and Internet-based radio and television. Many other mass media outlets have an additional presence on the web, by such means as linking to or running TV ads online, or distributing QR Codes in outdoor or print media to direct mobile users to a website. In this way, they can utilise the easy accessibility and outreach capabilities the Internet affords, as thereby easily broadcast information throughout many different regions of the world simultaneously and cost-efficiently. Outdoor media transmit information via such media as AR advertising; billboards; blimps; flying billboards (signs in tow of airplanes); placards or kiosks placed inside and outside of buses, commercial buildings, shops, sports stadiums, subway cars, or trains; signs; or skywriting. Print media transmit information via physical objects, such as books, comics, magazines, newspapers, or pamphlets. Event organizing and public speaking can also be considered forms of mass media.

The organizations that control these technologies, such as movie studios, publishing companies, and radio and television stations, are also known as the mass media.

Mode of communications are:

Face-to-face communication is the most common. This includes casual conversation between two or more people and business meetings. Face-to-face is a very easy communication style that everyone has experienced. It requires no extra materials, making this the cheapest option for communication. It is also instant, and you get the benefit of visual cues from the person or people to whom you are communicating.

Video communication is achieved by using Web cameras to connect two or more parties. This is the next-best communication option after face-to-face, as you get most of the same benefits. However, there is always the possibility of bad connections or other technical issues that hinder the communication.

Audio is a voice-only form of communication, such as a conversation on a telephone. This is a good instant communication tool if you catch the person instead of getting an answering machine or voice mail, but it does not have the benefit of allowing you to see the other person. It is also more difficult to include more than two parties.

Text communication includes Internet communication, such as email, instant messaging and forums, text messaging and printed papers. Text communication does not have the benefits of audio and video, but it is much easier to distribute information to a large group of people and save records of the communication.

1.      Write short note on value education & consumerism

Values’ education is a term used to name several things, and there is much academic controversy surrounding it. Some regard it as all aspects of the process by which teachers (and other adults) transmit values to pupils.

Others see it as an activity that can take place in any organization during which people are assisted by others, who may be older, in a position of authority or are more experienced, to make explicit those values underlying their own behavior, to assess the effectiveness of these values and associated behavior for their own and others’ long term well-being and to reflect on and acquire other values and behavior which they recognize as being more effective for long term well-being of self and others.

This means that values education can take place at home, as well as in schools, colleges, universities, offender institutions and voluntary youth organizations. There are two main approaches to values education. Some see it as inculcating or transmitting a set of values which often come from societal or religious rules or cultural ethics.

Others see it as a type of Socratic dialogue where people are gradually brought to their own realization of what is good behavior for themselves and their community. Value education also leads to success. It has values of hard work, how nobody is useless and loving studies.

Explicit values education is associated with those different pedagogies, methods or programmes that teachers or educators use in order to create learning experiences for students when it comes to value questions.

Implicit values education on the other hand covers those aspects of the educational experience resulting in value influence learning, which can be related to the concept of hidden curriculum. This discussion on implicit and explicit raises the philosophical problem of whether or not an unintentional action can be called education.

Consumerism as a social and economic order and ideology encourages the acquisition of goods and services in ever-increasing amounts. Early criticisms of consumerism occur in 1899 in the works of Thorstein Veblen. Veblen's subject of examination, the newly emergent middle class arising at the turn of the 20th century, came to fruition by the end of the 20th century through the process of globalization.

In the domain of politics, the term "consumerism" has also been used to refer to something quite different called the consumerists' movement, consumer protection or consumer activism, which seeks to protect and inform consumers by requiring such practices as honest packaging and advertising, product guarantees, and improved safety standards. In this sense it is a political movement or a set of policies aimed at regulating the products, services, methods, and standards of manufacturers, sellers, and advertisers in the interests of the consumer.

In the domain of economics, "consumerism" refers to economic policies placing emphasis on consumption. In an abstract sense, it is the consideration that the free choice of consumers should strongly orient the choice by manufacturers of what is produced and how, and therefore orient the economic organization of a society (compare producerism, especially in the British sense of the term).^[3] In this sense, consumerism expresses the idea not of "one man, one voice", but of "one dollar, one voice", which may or may not reflect the contribution of people to society.

2.      Give SWOT analysis in Indian scenario.

Indian industry has come a long way from the command, control style of functioning rooted in an inward looking Import substitution policy to an export orientation, globally competitive, quality driven style of functioning.  In short term, with improved investment, scenario coupled with government continual through and reforms, the industrial performance is expected to do better.  But in large run, the performance depends on how well the reform are initiated, the investment and growth in Infrastructure, the continued availability of natural resources avail of low-cost , high skill workforce and global market scenario.  For sure is that it will gain momentum on the wheel of growth has been set to motion.


Here is and SWOT(Strength, Weakness, Opportunities, Threats) Analysis in Indian scenario.

Strengths of India.

 

·         Vast Industrial Presence in both Public and Private Sectors

·         Huge demand for Domestic Industrial goods.

·         Avail of Low-cost, Skilled Human Resources.

·         Proactive government continued thrust on reforms- Further liberalization under process.

·         Increasing investment in real assets (Capacity Expanding), Inflow of FDI(Foreign Direct Investment) across Industrial sector.

Weaknesses of India

·         Presence of Vast Industrial sickness

·         Outdated labor laws, and presence of too many political labor and trade union.

·         Nascent Regulatory systems to check misuse of market power by firms.

·         Dependency of Subsidies(SSI – Small scale industries)

·         Inadequate and poor quality infrastructure cost and time delays.

Opportunities in India.

·         Growing Competition of Indian industry due to focus on efficient and quality.

·         Vast export marked to explore.

·         Growing recognition of “Made in India” brand in global market

·         Major growth through outscoring opportunities

·         Presence of Deming award winning firms (Focus on quality)

·         Growing number of overseas investment and acquisition by Indian Firms.

Threats to India

·         Heavy competition in manufacturing field from china.

·         Power crises and the virtuous growth cycling manufacturing sector.

·         Large informal sector, Poor working condition and low wages.

·         Inclusion of social (Labor) issues in trade dialogues could happens exports (e.g., Child labor)

·         High corruption and inadequate environmental safety norms could affect sustainability.

 Q1. Define Corporate Culture.

Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact and handle outside business transactions. Often, corporate culture is implied, not expressly defined, and develops organically over time from the cumulative traits of the people the company hires. A company's culture will be reflected in its dress code, business hours, office setup, employee benefits, turnover, hiring decisions, treatment of clients, client satisfaction, and every other aspect of operations.

Awareness of corporate or organizational culture in businesses and other organizations such as universities emerged in the 1960s. The term corporate culture developed in the early 1980s and became widely known by the 1990s. Corporate culture was used during those periods by managers, sociologists, and other academics to describe the character of a company. This included generalized beliefs and behaviors, company-wide value systems, management strategies, employee communication, and relations, work environment, and attitude. Corporate culture would go on to include company origin myths via charismatic chief executive officers (CEOs), as well as visual symbols such as logos and trademarks.

By 2015, corporate culture was not only created by the founders, management, and employees of a company, but was also influenced by national cultures and traditions, economic trends, international trade, company size, and products.

There are a variety of terms that relate to companies affected by multiple cultures, especially in the wake of globalization and the increased international interaction of today's business environment. As such, the term cross culture refers to “the interaction of people from different backgrounds in the business world”; culture shock refers to the confusion or anxiety people experience when conducting business in a society other than their own; and reverse culture shock is often experienced by people who spend lengthy times abroad for business and have difficulty readjusting upon their return.

To create positive cross-culture experiences and facilitate a more cohesive and productive corporate culture, companies often devote in-depth resources, including specialized training, that improves cross-culture business interactions.

Q2. Define Joint Ventures.

A joint venture (JV) is a business arrangement in which two or more parties agree to pool their resources for the purpose of accomplishing a specific task. This task can be a new project or any other business activity. In a joint venture (JV), each of the participants is responsible for profits, losses, and costs associated with it. However, the venture is its own entity, separate from the participants' other business interests.

Joint Venture is a business preparation in which more than two organizations or parties share the ownership, expense, return of investments, profit, governance, etc. To gain a positive synergy from their competitors, various organizations expand either by infusing more capital or by the medium of Joint Ventures with organizations.

Joint ventures, although they are a partnership in the colloquial sense of the word, can take on any legal structure. Corporations, partnerships, limited liability companies (LLCs), and other business entities can all be used to form a JV. Despite the fact that the purpose of JVs is typically for production or for research, they can also be formed for a continuing purpose. Joint ventures can combine large and smaller companies to take on one or several big, or little, projects and deals.

Regardless of the legal structure used for the JV, the most important document will be the JV agreement that sets out all of the partners' rights and obligations. The objectives of the JV, the initial contributions of the partners, the day-to-day operations, and the right to the profits and/or the responsibility for losses of the JV are all set out in this document. It is important to draft it with care, to avoid litigation down the road.

Q3. Write a short note on value chain analysis.

Value chain analysis is a way to visually analyze a company's business activities to see how the company can create a competitive advantage for itself. Value chain analysis helps a company understands how it adds value to something and subsequently how it can sell its product or service for more than the cost of adding the value, thereby generating a profit margin. In other words, if they are run efficiently the value obtained should exceed the costs of running them i.e. customers should return to the organisation and transact freely and willingly.

Originated in the 1980s by Michael Porter, value chain analysis is the conceptual notion of value-added in the form of a value chain. He suggested that an organisation is split into 'primary activities' and 'support activities'. The figure below divides activities into primary and support activities as suggested by Porter's Value Chain Analysis model:

Q4. What are the criticisms of the five forces model?

One critical disadvantage of the Five Forces Model is that it only serves as a starting point for more detailed analysis of firm performance. To be specific, the model provides a checklist of external forces that can be beneficial or detrimental to a firm.

Another problem with the model is that it is generally geared toward a qualitative evaluation of the strategic position of a firm. This model does not provide a mechanism for quantifying how each force and its factors affect firm performance. It does not also have a mechanism for determining which of the factors within each force have more weight.

The lack of quantifying mechanism or the inclination toward qualitative evaluation can create ambiguity or foster subjectivity. Inexperienced individuals can have the tendency to rely on questionable data such as personal anecdotes and hearsays, as well as general descriptions or statements to substantiate and describe external forces.

Personal and cognitive bias might also limit the information generated using the Five Forces Model. Due to a particular bias, some individuals might be limited to identifying those factors within each force that are either favorable or unfavorable.

Incompatibility with diversified firms is another disadvantage of the Five Forces Model. Essentially, this model cannot be used to analyze the external situation of an organization with diversified products and service offering or in other words, of a firm with business interest across different industries or markets.

The same incompatibility is also demonstrated whenever the model is applied in a firm operating in a complex industry with multiple industrial and market interrelations. Thus, this model is best applied in simple market structures.

Critics have also identified other shortcomings of the model. For example, the model disregards the interaction and possibility of collusion among buyers, competitors, and suppliers—and how this interaction and possible collusion can affect firm performance.

Because the model is based on the idea of competition, particularly how a firm competes over similar firms as well as customers and suppliers, it disregards strategies such as strategic alliances.

Another criticism of the Five Forces Model is that it does not help a firm to identify sources of sustainable advantage. The model merely lists down the factors that are either favorable or unfavorable to firm performance but it does not have any mechanism for determining which factors give a firm sustainable competitive advantage over its competitors.

In comparison to SWOT Analysis and even the VRIO framework, another problem with the model is that it seems a useless tool for analyzing the situation of non-profit organizations and government institutions. It simply works best for profit-oriented organizations.

Disregarding dynamic competition is another criticism of the Five Forces Model. For example, forces such as barriers to entry and threats of substitute are generally assumed as static. The model fails to consider that competition is actually dynamic. Globalization has also demonstrated that certain firms have continuously neutralized or destroyed the competitive advantage of other firms through innovation.

1.     What are the functions of controller.

A financial controller -- sometimes called a "comptroller -- is the lead accounting executive in a company. A controller’s duties can vary depending upon the size of the company, the complexity of accounting and financial operations and the number of people employed in the accounting department. The controller provides financial leadership and is instrumental in forming accounting strategies. A controller's role, especially in smaller companies, can include broad visionary responsibilities as well as hands-on management.

Functions of controller are:

Accounting

A financial controller is responsible for ensuring that all accounting allocations are appropriately made and documented. In smaller companies, the controller may also perform cash management functions and oversee accounts payable, accounts receivable, cash disbursements, payroll and bank reconciliation functions. Every company should maintain a separation of duties with regards to accounting functions to insure that there are checks and balances in the system. For instance, if the controller is responsible for preparing cash disbursements, he should not be a signatory on the account; the owner, chief executive or chief financial officer should be required to sign all checks.

Internal Controls

A financial controller is responsible for establishing and executing internal controls over the company’s accounting and financial procedures. This includes reviewing and approving all invoices to be paid, as well as reviewing accounts receivable aging reports. In smaller companies, the controller will often handle collections on invoices, especially ones that are 45 days to 60 days overdue. A financial controller is also responsible for coordinating with external tax accountants for income tax preparation and auditors who prepare internal audits of the company. This includes keeping company records organized and readily available for examination.

Financial Planning and Reporting

Financial controllers in smaller companies are responsible for all banking and finance activities. This includes negotiating lines of credit and vendor agreements, as well as reviewing all financial contracts, financing agreements and insurance policies. She is also responsible for providing accurate and comprehensive financial information to executive management for long-term financial strategizing. Unless a company has a CFO to provide the leadership for long-term financial planning, the controller will be required to fulfill this responsibility as well. In any case, she must provide crucial financial data and work with executive management to coordinate all financial planning functions with business operations. Financial reporting duties include preparing financial statements, balance sheets, cash flow reports, budgets, budget-to-actuals and financial projections.

Financial Analysis

In addition to financial reporting, a controller must be skilled at in-depth financial analysis and providing expert financial perspective and opinions. This means that a financial controller must be proficient in spreadsheet design that is often complex. While a CFO is responsible for finalizing financial policy, a controller’s financial analysis skills are instrumental in helping to assess risk, analyze efficiency and inform policy decisions made by executive management.

2.     Distinguish cheque and bill of exchange

A cheque differs from a bill of exchange in the following respects:

1. Drawee:

A cheque is always drawn on a bank or a banker while a bill of exchange can be drawn on any person including a banker.

2. Acceptance:

A cheque does not require any acceptance while a bill must be accepted before the drawee can be made liable upon it.

3. Payment:

A cheque is payable immediately on demand without any days of grace, but a bill of exchange is normally entitled to three days of grace unless it is payable on demand.

4. Crossing:

A cheque may be crossed but there is no such provision in the case of a bill of exchange.

5. Notice of dishonor:

When a cheque is not met, notice of dishonor is not necessary. Want of assets in the hands of the banker is sufficient notice. It is necessary to give a notice of dishonor in order to make the drawer of a bill liable.

6. Payable to bearer on demand:

A cheque can be drawn payable to bearer on demand. But a bill of exchange cannot be so drawn.

7. Stamp:

A bill of exchange must be stamped, whereas a cheque does not require any stamp.

8. Countermanding payment:

A cheque may be revoked by countermand of payment. The payment of a bill, however cannot be countermanded.

9. Noting and protesting:

A cheque is not noted or protested for dishonor and is generally inland.

10. Presentment:

A bill of exchange must be duly presented for payment otherwise the drawer will be discharged. The drawer of a cheque is not discharged by failure of the holder to present it in due time unless the drawer has sustained damage by the delay.

11. Protection:

A banker is given statutory protection with regard to payment of cheques in certain circumstances. No such protection is available to the drawee or acceptor of a bill of exchange.

1. What are the objectives of cost accounting and what is the relation with

Management accounting department?

Objectives of cost accounting are ascertainment of cost, fixation of selling price, proper recording and presentation of cost data to management for measuring efficiency and for cost control and cost reduction, ascertaining the profit of each activity, assisting management in decision making and determination of break-even point.

The aim is to know the methods by which expenditure on materials, wages and overheads is recorded, classified and allocated so that the cost of products and services may be accurately ascertained; these costs may be related to sales and profitability may be determined. Yet with the development of business and industry, its objectives are changing day by day.

Following are the main objectives of cost accounting:

1. To ascertain the cost per unit of the different products manufactured by a business concern;

2. To provide a correct analysis of cost both by process or operations and by different elements of cost;

3. To disclose sources of wastage whether of material, time or expense or in the use of machinery, equipment and tools and to prepare such reports which may be necessary to control such wastage;

4. To provide requisite data and serve as a guide for fixing prices of products manufactured or services rendered;

5. To ascertain the profitability of each of the products and advise management as to how these profits can be maximised;

6. To exercise effective control if stocks of raw materials, work-in-progress, consumable stores and finished goods in order to minimise the capital locked up in these stocks;

7. To reveal sources of economy by installing and implementing a system of cost control for materials, labour and overheads;

8. To advise management on future expansion policies and proposed capital projects;

9. To present and interpret data for management planning, evaluation of performance and control;

10. To help in the preparation of budgets and implementation of budgetary control;

11. To organise an effective information system so that different levels of management may get the required information at the right time in right form for carrying out their individual responsibilities in an efficient manner;

12. To guide management in the formulation and implementation of incentive bonus plans based on productivity and cost savings;

13. To supply useful data to management for taking various financial decisions such as introduction of new products, replacement of labour by machine etc.;

14. To help in supervising the working of punched card accounting or data processing through computers;

15. To organise the internal audit system to ensure effective working of different departments;

16. . To organise cost reduction programmes with the help of different departmental managers;

17. To provide specialised services of cost audit in order to prevent the errors and frauds and to facilitate prompt and reliable information to management; and

18. To find out costing profit or loss by identifying with revenues the costs of those products or services by selling which the revenues have resulted.

Relation of cost accounting with management accounting

1. The accounting related to the recording and analyzing of cost data is cost accounting. The accounting related to the producing information which is used by the management of the company is management accounting.
2. Cost Accounting provides quantitative information only. On the contrary, Management Accounting provides both quantitative and qualitative information.
3. Cost Accounting is a part of Management Accounting as the information is used by the managers for making decisions.
4. The main objective of the Cost Accounting is the ascertainment of cost of producing a product, but the main objective of the management accounting is to provide information to managers for setting goals and future activity.
5. There are specific rules and procedure for preparing cost accounting information while there is no specific rules and procedures in case of management accounting information.
6. The scope of Cost Accounting is limited to cost data however the Management Accounting has a wider area of operation like tax, budgeting, planning and forecasting, analysis etc.

2. Define costing. Discuss briefly the objectives and advantages of costing.

Costing is the System of computing cost of production or of running a business, by allocating expenditure to various stages of production or to different operations of a firm.

The main objectives of costing are as follows:

1. To record, analyze, and classify the cost of products and operations with a view to ascertain the cost per unit of production, also the cost of each element of expenditure and thereby to determine the selling price of such products or services.

2. To help management in its task of cost minimization by facilitating cost control through standard costing and budgetary control, etc. and enable management to measure the efficiency of the organization as a whole or departmentally and also devise means of increasing efficiency.

3. To provide information to enable management to make such tactical decisions as the closing down of or continuance of a department, a product mix, make or buy, etc., and also strategic investment decisions.

4. To enable management to have frequent review of production, sales and operating by supplying information at shorter intervals say, daily, weekly, or monthly about the volumes of units produced, accumulated costs together with appropriate analysis.

Advantages of Costing:

(a) Cost accounting is an aid to management. It enables management to maintain effective control over inventory, to maximize efficiency, and to minimize wastages and losses by providing detailed costing information, it facilitates delegation of responsibility for important tasks and rating of employees. It helps cost estimation and price fixation.

(b) It is an aid to creditors. Investors, banks and other financial institutions benefit immensely by the installation of an efficient costing system. They can rely on costing records to form their judgment about the profitability and future of the firm.

(c) It is an aid to employees. Employees are benefited in a number of ways by the installation of an efficient costing system. For example, they are benefited, through continuous employment and higher remuneration by way of incentives, bonus plans, etc.

(d) It is an aid to nation. Costing system boost up the government revenue by bringing prosperity to the business firms. Cost reduction, cost control, and elimination of wastes and inefficiencies lead to the progress of the nation as a whole.

FIRE & SAFETY MANAGEMENT

Q1. List out key safety measures for power tools.

Appropriate personal protective equipment such as safety goggles and gloves must be worn to protect against hazards that may be encountered while using hand tools. Workplace floors shall be kept as clean and dry as possible to prevent accidental slips with or around dangerous hand tools.

Power tools must be fitted with guards and safety switches; they are extremely hazardous when used improperly. The types of power tools are determined by their power source: electric, pneumatic, liquid fuel, hydraulic, and powder-actuated.

To prevent hazards associated with the use of power tools, OSHA recommends that workers should observe the following general precautions:

·         Never carry a tool by the cord or hose.

·         Never yank the cord or the hose to disconnect it from the receptacle.

·         Keep cords and hoses away from heat, oil, and sharp edges.

·         Disconnect tools when not using them, before servicing and cleaning them, and when changing accessories such as blades, bits, and cutters.

·         Keep all people not involved with the work at a safe distance from the work area.

·         Secure work with clamps or a vise, freeing both hands to operate the tool.

·         Avoid accidental starting. Do not hold fingers on the switch button while carrying a plugged-in tool.

·         Maintain tools with care; keep them sharp and clean for best performance.

·         Follow instructions in the user's manual for lubricating and changing accessories.

·         Be sure to keep good footing and maintain good balance when operating power tools.

·         Wear proper apparel for the task. Loose clothing, ties, or jewelry can become caught in moving parts.

·         Remove all damaged portable electric tools from use and tag them: "Do Not Use."

Q2. Write a short note on safety performance measurement.

Safety measures adopted by a company is just as important as measuring their financial performance or their productivity performance. While health and safety performance measurements are used as a tool to help prevent workplace injury and disease, it is difficult to determine what performance measurements a company should have in place to effectively and efficiently prevent workplace injury and diseases.

The main purpose of measuring a company’s health and safety performance is to provide information on the current status, as well as the progress of strategies and processes used by the company to mitigate health and safety measures related risks. This information is beneficial because it helps to:

GENERAL MANAGEMENT

1.      What are the methods of gathering job information?

a. The Interview

1.  The three types of interviews managers use to collect job analysis data are: individual (to

get the employee's perspective on the job's duties and responsibilities, group (when large numbers of

employees perform the same job), and supervisor (to get his/her perspective on the job's duties and

responsibilities).

2.  The pros of using an interview are that it is: simple, quick, and more comprehensive

because the interviewer can unearth activities that may never appear in written form.

3.  The following questions are some examples of typical questions. "What is the job being

performed?" "In what activities do you participate?" "What are the health and safety conditions?" Figure

3-3 gives an example of a job analysis questionnaire.

4.  The following are interview guidelines: a) the job analyst and supervisor should identify

the workers who know the job best and would be objective; b) establish a rapport with the interviewee; c)

follow a structured guide or checklist; d) ask worker to list duties in order of importance and frequency of

occurrence; and e) review and verify the data.

b. Questionnaire

1.  Structured or unstructured questionnaires may be used to obtain job analysis information

2.  Questionnaires can be a quick, efficient way of gathering information from a large number

of employees. But, developing and testing a questionnaire can be expensive and time consuming.

c. Observation

1.  Direct observations are useful when jobs consist of mainly observable physical activity as

opposed to mental activity.

2.  Reactivity can be a problem with direct observations, which is where the worker changes

what he/she normally does because he/she is being watched

2.      What are the direction of communication?

The directions of communication are:

1. Downward communication:

Communication in the first place, flows downwards. That is why, traditionally this direction has been highlighted or emphasised. It is based on the assumption that the people working at higher levels have the authority to communicate to the people working at lower levels. This direction of communication strengthens the authoritarian structure of the organisation. This is also called Down Stream Communication.

Limitations of Downward Communication:

(i) Distortion/Dilution:

Quite often the communication originating at the highest level gets distorted or diluted on the way to the lower levels. Sometimes the messages may get lost. It has to be ensured that the receiver fully understands the purport/ instructions/directions coming from above. This requires an efficient feedback system.

(ii) Delay:

Another drawback of downward communication is that often it becomes time-consuming. The more the levels the greater the chances of delay. That is why sometimes managers choose to send their massages directly to the person concerned.

(iii) Filtering:

Sometimes managers may withhold some valuable information from the employees. In such a situation the employees become frustrated, confused and powerless. This may spoil the employer-employee relationship.

2. Upward communication:

The function of upward communication is to send information, suggestions, complaints and grievances of the lower level workers to the managers above. It is, therefore, more participative in nature. It was not encouraged in the past, but modern managers encourage upward communication. This is a direct result of increasing democratisation. This is also called Up Stream Communication.

Limitations of upward communication:

(i) Psychological:

Certain problems, primarily of psychological nature, may come up in upward communication.

(ii)Hierarchical:

Many managers do not like to be ‘told’ by their juniors. They may not be patient enough to listen to them or may even suppress the message sent to them from below. In such a situation the employees may feel let down.

Ways to Overcome the Limitations—Ombudsperson:

In order to tide over such problems an Ombudsperson plays an important role. The concept of Ombudsman or Ombudsperson was first used in Sweden to go into the complaints of lower level employees against government officials or agencies.

Now a number of companies in many countries have established positions for persons to investigate employees, complaints and grievances. An Ombudsperson, therefore, effectively mediates between the employers and the employees and smoothens upward communication.

3. Lateral or horizontal communication:

This type of communication can be seen taking place between persons operating at the same level or working under the same executive. Functional managers operating at the same level, in different departments, through their communication, present a good example of lateral communication. The main use of this dimension of communication is to maintain coordination and review activities assigned to various subordinates.

Occasions for lateral communication arise during committee meetings or conferences in which all members of the group, mostly peers or equals, interact. The best example of lateral communication can be seen in the interaction between production and marketing departments.

4. Diagonal or crosswise communication:

Diagonal or crosswise communication takes place when people working at the same level interact with those working at a higher or lower-level of organisational hierarchy and across the boundaries of their reporting relationships.