Case Study & Ques

Amity Business School

BUSINESS COMMUNICATIONASSIGNMENT


Members Of The Group:ROLL NO. NAME

310A03 NEHA GUPTA

310A04 RITU TANEJA

310A07 NANDINI SHUKLA

310A09 KSHITIJ BHATIA

310A18 ASHISH JHA

310A58 NEHA GUPTA


CASE STUDY: TOO OLD TO LEARN?

PRESENTED BY: KSHITIJ BHATIA ASHISH JHA


COMPANY DESCRIPTIONArmor Coat Insurance - the Providence, Rhode Island-based property and

casualty insurance company.

A French-Canadian company that the Albert family had founded as a four-man operation in 1879.

C.J ALBERT- CEO of Armor Coat Insurance, a business inherited from his father.

A nationally recognized corporation with offices in 32 states.

The company finally went public in 1996.


C.J ALBERT-CEO

(desire and energy, making tough calls, vision and strategy,

integrity)

Roger Sterling-web guru

(highly qualified and excellent in his field, ignorant, lack of

enthusiasm, disrespectful, self centered, ambitious,

misconception)

ED McGlynn-star salesman

(efficient, hardworking, enthusiastic, customer relation

and loyalty, egoist)

MAIN CHARACTERS


CASE DESCRIPTION• The ultimate objective of the company was to stay devoted to its customers

and keeping costs down.• People might not want to buy insurance-a product often associated with death

and disaster-through an impersonal intermediary such as a computer.• To stay in competition the company will have to take advantage of the new

technology and its cost benefits(replacing ingrained and expensive agents network).

• Armor coat could ignore this option( going online) only at its own risk. • It's the younger generation that will have to mentor the older rather than the

other way around.• To stay in market, C.J needs both Roger and ED McGlynn otherwise company

will not be there in 5 years


PROBLEM

• The company had to move into the web era or it would die.• There is a generation gap between ED and Roger which is stopping

both of them thinking same way.• Lack of effective leadership• C.J. fired 10% of the sales force to cut cost.• Misunderstanding between the sales people and web designers.• The HR department initiated a reverse mentoring process.• New comers(web designers) were paid salaries which were equal to

sales person who were already working in the company for past 15-20 years.


SOLUTION• C.J should act as an empathetic mediator and try to settle the dispute between ED

and Roger • C.J should not change things dramatically instead he should do it step by step• C.J should try to make ED understand the change is for betterment of company and

for him too as it will increase the sales and their work will also be reduced.• Training should be given to old staff of the company to make them understand web

techniques in a better manner.• Ed’s strength in customer relations and Roger’s in cutting edge technology should

be used to increased productivity, customer satisfaction and cost effectiveness.• Focus should be on companies upliftment rather then on personal disputes.• SWOT analysis.


CUSTOMER RELATION

TECHNOLOGY

INCREASED PRODUCTIVITY,

CUSTOMER SATISFACTION AND

COST EFFECTIVENESS

IDEAL SITUATION WE CAN ACHIEVE THIS BY ELIMINATING THE CONS OF ED’S AND

ROGER’S STRENGTHS AND MAKING THE TWO JOIN HANDS.


• Employees at Armor Coat definitely need to change in order to survive but for this they need to change their approach completely and they should work hand in hand so that Armor Coat Insurance could become No.1 in the business.

• Step by step changes should be brought down rather than making dramatic changes

• The process of changing needs to be absorbed by one and all therefore CJ should follow a sturdy approach rather than a hasty one.

• Workshops should be conducted to keep up with changing environment instead of having the mentoring program which creates inferiority complex.

• Develop a strategy to overcome conflict and understand concerns to find a mutually and completely satisfactory solution . This could help in resolving the ego clashes between Roger and Ed and further help the company to establish its existence in the market.

CONCLUSION


THANK YOU


QUESTIONS:

1. Models Of Communication2. Fidelity In Communication3. Filters Of Communication4. Murphy’s Law Of Communication


FIDELITYIN

COMMUNICATION

PRESENTED BY: NANDINI SHUKLA


COMMUNICATION FIDELITY• Degree of correspondence Degree of correspondence between the

meaning intended by the sender of a message and the meaning understood by its receiver

• Fidelity is the quality of being faithful or loyal. Its original meaning regarded duty to a lord or a king, in a broader sense than the related concept of fealty.

• Fidelity also denotes how accurate a copy is to its source. For example, a worn gramophone record will have a lower fidelity than one in good condition, and a recording made by a low budget record company in the early 20th century is likely to have significantly less audio fidelity than a good modern recording

http://www.businessdictionary.com/definition/degree.html

http://www.businessdictionary.com/definition/correspondence.html

http://www.businessdictionary.com/definition/degree.html

http://www.businessdictionary.com/definition/correspondence.html

http://www.businessdictionary.com/definition/message.html

http://www.businessdictionary.com/definition/receiver.html

http://en.wikipedia.org/wiki/Duty

http://en.wikipedia.org/wiki/Lord

http://en.wikipedia.org/wiki/Monarch

http://en.wikipedia.org/wiki/Fealty

http://en.wikipedia.org/wiki/Gramophone_record


• Fidelity is therefore a measure of the realism of a model or simulation. Simulation fidelity has also been described in the past as 'degree of similarity'.

• In the field of program evaluation, the term fidelity denotes how closely a set of procedures were implemented as they were supposed to have been. For example, it's difficult to draw conclusions from a study about formative assessment in school classrooms if the teachers are not able or willing to follow the procedures they received in training.

http://en.wikipedia.org/wiki/Program_evaluation


THANK YOU


What is meant by Communication Filters?

PRESENTED BY: NEHA GUPTA


Filters in Communication • Communication is a continual process that

involves the sending and receiving of messages via different channels.

• Sometimes static or interference gets in the way of information being relayed. This static is referred to as a barrier or filter


Sender FiltersSemantics

Emotions

Attitudes

Role Expectations

Gender Bias

Non Verbal Messages

Receiver FiltersSemantics

Emotions

Attitudes

Role Expectations

Gender Bias

Non Verbal Messages

Sender

ReceiverMessage

Feed Back


TYPES OF FILTERS

• Distractions. • Emotional states. • Beliefs and expectations. • Differences in style. • Self-protection


SEMANTICS

• Words do not mean the same• Abstract terms give different meanings• Reasons may be many

– Attitude– Back ground– Experience– Culture


EMOTIONS

• We have no Control on them• Anger causes anger• Deal with Emotions


ATTITUDES

• Beliefs backed by Emotions• Alter the way the message is heard• Reasons can be many

– Voice – Gestures– Mannerisms – Dress– Delivery Etc


ROLES• Boss• Customer• Employee• Position Power


Gender Bias

• Message twisted• Listening• Reaction• Feedback


NON VERBAL MESSAGES

• Body language• Eye contact• Facial feelings• Gestures


THANK YOU


MURPHY’S LAW OF COMMUNICATION

PRESENTED BY: RITU TANEJA

Amity Business SchoolAmity Business School

INTERESTING UNDERSTANDING

Expecting the Unexpected –• Does the phone always ring when you're just dashing out of

the door?• Does your PC crash when you're in the middle of writing that

really important piece of work and you haven't saved for 20 minutes?

• And if you are planning to wear your old white stilettos with your sari on a particular occasion and when you take them out what do you think is going to happen?

• And what happens when these unlikely events occur?? And is there anything that can keep you in control?


MURPHY’S LAW

Murphy’s Law states: If anything can go wrong, it will.

The original law has been extended over time to cover specialist areas, such as:

• Project Planning: If anything can go wrong, it will. Usually at the most inopportune time.

• Performance Management: If someone can get it wrong, they will.

• Risk Assessment: If several things can go wrong, the one you would LEAST like to happen will occur.

• Practical creativity: If you can think of four ways that something can go wrong, it will go wrong in a fifth way.


ORIGINS OF THE LAW

Edward J. Murphy, specialized in development engineering, who was a major in the U.S. Air Force, proposed the law in 1940s.


HOW TO USE THE TOOL

• You feel stressed when events that you did not expect to happen occur. And your stress is increased when this happens at the least ideal time. To reduce the stress you feel, you need to take back control!

• Following steps allow to predict the outcome, and because you are initiating the event, you also know when it will occur and also, your confidence level gets increased.

Step 1:Butter a piece of toast.

Step 2:Think of two or more things that could happen if you dropped it. Are any of these more likely to happen if you are wearing suede shoes or are about to set off for a job interview or meet your prospective parents-in-law?


APPLICATION OF THE LAW

Simon L Tod had recently been promoted to the role of Production Manager at a toy manufacturer.

As the peak production season loomed, he was feeling more and more stressed. Things kept happening that he wasn't expecting, and they always seemed to go wrong at 5pm on a Friday, or just as the team were starting work on an urgent order.

Simon mentioned his concerns to his boss, who suggested he apply Murphy's Law to his work to identify what would go wrong and when.

So, on Monday Morning, Simon drew up a list of the key things he had to do that week, when they needed to be completed by, and some of the ways they could go wrong. He also estimated the likelihood of things going wrong in this way. His list included the following items


Task Schedule Risk

Stuff batch of 1,000 teddy bears

Delivery to Customer by 8am on Wednesday

Stuffing machine will break (10% chance)Stuffing Machine operative off sick (5%)Courier company won't deliver on time (5% chance)

Assemble 2,000 toy cars 1 to boss for his son's birthday (on Friday). Remainder to Customer any time on Friday.

Wheel supplier sends wheels late (20% chance)Wheel supplier sends wrong size wheels (10% chance)


• On Monday, everything progressed to plan. • All looking good on Tuesday morning too.• But after lunch, when there were still 200 teddy bears to stuff,

Simon was called to the workshop by an anxious Quality Control Supervisor who was holding quite the lumpiest teddy bear he'd ever seen.

• The stuffing machine operator had managed to fill the teddy bear stuffing machine hopper with car wheels.

• As Simon stood holding the crunchy bear, he saw the courier company van draw up outside the loading bay doors. He now realized that Murphy's Law had predicted that something other than the risks he'd predicted would go wrong, just before the deadline. This allowed him to stay calm and think fast.


WHAT DID SIMON DO?

• He got his packaging supervisor to print out extra labels to put on each bear's box, offering $200 to the first purchaser who sent a bear back to the factory, un-tampered with, correctly identifying what the bear was filled with. The crunchy bear line turned out to be one of the company's bestsellers that year.

• He ordered more wheels from his supplier, who thought the teddy bear story was so funny that he gave Simon an excellent discount, not only on the repeat order but on future orders of the wheels too


• That left one problem to resolve - a little boy's birthday present. The new batch of wheels couldn't get to the factory till Friday morning - which was too late. So Simon suggested that his boss bring his son down to the factory after school on Friday for a special treat - to see his new car have its wheels fitted. The little boy was thrilled and so didn't mind the fact he'd not has his present at breakfast that morning.

By applying Murphy's Law, and expecting the unexpected, Simon L Tod remained in control throughout a week that would otherwise have proved to be very stressful. Try it yourself today!


THANK YOU

Case Study & Ques

Documents

frenchcanadian company

betterment of company

casualty insurance company

roger c

lower fidelity

audio fidelity

receiver fidelity

low budget record company