Communication Skills — 2021

KNEC Diploma in Supply Chain Management, Module I. Original examination questions with explained model answers for revision.

November 2021

Paper codes: 2903/104
Time: Not shown in supplied scan
Instructions: Answer ALL the questions in both sections.

SECTION A (32 marks)

Answer ALL the questions in this section.

Question 1 — 3 marks

State three objectives of conducting grievance interviews in an organization.

Model answer

  1. To understand the employee’s complaint and establish relevant facts.
  2. To identify a fair, practical remedy.
  3. To restore constructive working relationships and prevent escalation.

Question 2 — 4 marks

State four reasons why it is important to follow protocol when communicating in an organization.

Model answer

  1. It recognises authority and responsibility.
  2. It routes official information to appropriate recipients.
  3. It promotes order and accountability.
  4. It reduces conflicting instructions and avoidable misunderstanding.

Question 3 — 3 marks

List three factors that may determine the choice of media to use when communicating.

Model answer

  1. The message’s purpose, complexity and urgency.
  2. The audience’s access, abilities and location.
  3. Available resources, cost and reliability of the medium.

Question 4 — 3 marks

List three visual aids that one may use when writing a business report.

Model answer

  1. Tables.
  2. Charts or graphs.
  3. Diagrams or photographs.

Question 5 — 3 marks

State three ways in which a sender may ensure clarity when encoding a message.

Model answer

  1. Use familiar, precise words suited to the receiver.
  2. Organise ideas logically and avoid ambiguity.
  3. Include the necessary information and check the completed message.

Question 6 — 4 marks

State four situations when downward communication may be used in an organization.

Model answer

  1. Issuing instructions and assigning duties.
  2. Explaining policies and procedures.
  3. Giving performance feedback to staff.
  4. Announcing management decisions and organisational plans.

Question 7 — 4 marks

State the meaning of the following terms as used in communication:

(i) interpersonal communication;

(ii) attention span;

(iii) audience analysis;

(iv) barrier.

Model answer

  1. Interpersonal communication: exchange of messages between people.
  2. Attention span: the period for which a person can sustain concentration on a message or activity.
  3. Audience analysis: examining receivers’ characteristics and needs to adapt the communication.
  4. Barrier: anything that obstructs transmission, reception or correct understanding of a message.

Question 8 — 3 marks

State three reasons why a reference number in a letter is important.

Model answer

  1. It identifies the correspondence accurately.
  2. It helps filing and quick retrieval.
  3. It links replies and follow-up to the relevant matter.

Question 9 — 3 marks

List three problems that may be caused by too much use of grapevine in an organization.

Model answer

  1. Spread of inaccurate information and rumours.
  2. Anxiety, conflict and reduced morale.
  3. Leakage of confidential information and loss of trust.

Question 10 — 2 marks

Name two external publics of an organization.

Model answer

  1. Customers.
  2. Suppliers.

SECTION B (68 marks)

Answer ALL the questions in this section.

Question 11(a) — 8 marks

Explain how the following factors may act as barriers to communication:

(i) age difference;

(ii) attitude;

(iii) noise;

(iv) language.

Model answer

  1. Age difference: unfamiliar vocabulary, experiences or expectations between age groups can produce misunderstanding.
  2. Attitude: prejudice, hostility or lack of interest may cause a receiver to reject or misinterpret the message.
  3. Noise: physical distractions or other interference prevent the message being heard or received clearly.
  4. Language: unfamiliar words, jargon or differences in language proficiency prevent correct decoding.

Question 11(b) — 10 marks

You are the secretary of Upendo Youth Co-operative. Write the agenda for a forthcoming annual general meeting.

Model answer

The date, time and venue are illustrative details for the model agenda.

UPENDO YOUTH CO-OPERATIVE

AGENDA FOR THE ANNUAL GENERAL MEETING

Date: 1 December 2021
Time: 10.00 a.m.
Venue: Upendo Meeting Hall

  1. Opening and welcome by the Chairperson.
  2. Apologies and confirmation of quorum.
  3. Adoption of the agenda.
  4. Reading and confirmation of the previous annual general meeting minutes.
  5. Matters arising from those minutes.
  6. Presentation and consideration of the Chairperson’s report.
  7. Presentation and consideration of the Treasurer’s financial report and relevant accounts.
  8. Reports on projects and other committee activities.
  9. Consideration of the proposed budget and development plans.
  10. Election of officials as required by the co-operative’s rules.
  11. Any other notified business.
  12. Closing remarks and adjournment.

Prepared by: Secretary, Upendo Youth Co-operative

Question 12(a) — 8 marks

Explain the following types of reports:

(i) statutory reports;

(ii) informal reports;

(iii) routine reports;

(iv) special reports.

Model answer

  1. Statutory reports: reports required by an applicable law, normally with specified information and timing.
  2. Informal reports: reports using a less elaborate format, such as a short internal memorandum or brief update.
  3. Routine reports: reports prepared regularly as part of normal operations, such as periodic sales reports.
  4. Special reports: reports commissioned for a particular non-routine purpose, such as investigating an incident.

Question 12(b) — 8 marks

Outline four reasons why a manager should exercise etiquette when communicating to employees.

Model answer

  1. To show respect for employees’ dignity and encourage mutual respect.
  2. To build trust so employees can raise concerns and provide useful feedback.
  3. To improve cooperation and morale, increasing willingness to act on instructions.
  4. To reduce conflict and set a professional example for communication throughout the organisation.

Question 13 — 16 marks

Sali Tutu, your former employee, applied for the position of Receptionist at Sheshe Resort Limited. You have received a letter from the Managing Director of the resort requesting you to furnish them with information about Sali Tutu. As the Human Resource Officer, write a suitable response.

Model answer

The employer, address and employment observations are assumed for this model reference.

Umoja Company
P.O. Box 100–00100
Nairobi
15 November 2021

The Managing Director
Sheshe Resort Limited

Dear Sir/Madam,

RE: REFERENCE FOR SALI TUTU

Thank you for your request for information about Sali Tutu, who has applied for the position of Receptionist at your resort. I am pleased to provide a reference based on Sali’s service with our company.

Sali worked in our front-office support team, receiving visitors, answering telephone enquiries, handling correspondence and maintaining relevant records. In carrying out these duties, Sali communicated clearly and courteously with clients and colleagues and showed respect for confidential information.

Sali was dependable, punctual and well organised. Tasks were completed carefully, and instructions were followed responsibly. Sali also worked cooperatively with other staff and remained calm when handling routine customer concerns. These qualities contributed to an orderly reception service and a positive experience for visitors.

Based on the work I supervised, I consider Sali suitable for consideration for the Receptionist position. I believe the communication, customer-service and organisational skills demonstrated would be valuable in a resort setting. This reference relates to the duties and conduct observed during employment with us.

Please contact our Human Resource Office if you require further relevant clarification.

Yours faithfully,
Human Resource Officer
Umoja Company

Question 14 — Reading passage

Read the passage below and then answer the questions that follow.

Over the last three decades, government interest in entrepreneurship and small business development as a potential solution to economic growth and rising unemployment has increased greatly. This is because entrepreneurship has been recognized as a major source of employment and economic development. Research indicates that Small and Medium Enterprises (SMEs) account for more than 90 percent of all firms outside the agricultural sector. Most entrepreneurs who start and grow businesses arise from two categories of people: those who are motivated by opportunity and those who are motivated by the necessity to earn a living. Often, those motivated by necessity to earn are individuals who have lost their employment for various reasons.

SMEs are found in a wide array of business activities. These range from the single artisan producing agricultural implements to the small sophisticated engineering or software firms selling in overseas markets. They may also include medium-sized manufacturers selling inputs or products to local and international markets. Owners of SMEs may or may not be poor, and the firms embody different levels of skill, capital sophistication and growth orientation. They may be in the formal or informal sector. Small businesses constitute a major source of employment and may generate significant domestic and export earnings. These positive economic indicators have made development of SMEs a key investment in poverty reduction efforts.

Research has shown that the success of an entrepreneurial activity depends to a large extent on the infrastructure available in a country. SMEs require some strategies that touch on two crucial areas: the ability of government to implement sound macroeconomic policies, and the capability of stakeholders to create a conducive business environment. In essence, the growth of SMEs is dependent on good governance and accessible finance. There is also need to have a simplified legal and regulatory framework.

In a broader perspective, SME development strategies must be integrated into the national development plans of poverty reduction to spur small business growth. The government should therefore champion the development of an enabling environment to continuously create and sprout new SMEs. In this regard, it is essential to note that culture, society mindset and training are three key entrepreneurial elements to fast-track. Traditionally, students would be encouraged to read hard so that they could get good jobs while others would be encouraged to score high marks so as to get scholarships to study further. The nature of the curriculum then was geared towards training students to become employees, not employers.

In order to encourage entrepreneurship in Kenya, the government must work to change the orientation and mindset of its citizenry through an overhaul of the training curriculum. This will create awareness and purpose in students at an early stage. The curriculum should therefore be realigned to the needs of the 21st Century. As such, it requires that students be trained to start businesses and be prepared to fail without ever giving up. They should also be trained to identify opportunities, to manage risk, and to know what to accept or reject while making business decisions. The students should also be thinkers who can identify a societal problem and come up with a solution. Further, they should be trained in the culture of saving and investing, which is the starting point of becoming an entrepreneur. The curriculum should provide industrial attachment to students so that they can learn the art of business while in school. On the other hand, the government and trade associations should provide mentorship, advice and other support services to build young entrepreneurs. The training should thus focus on equipping future entrepreneurs with the skills necessary to be competitive and innovative business owners who provide solutions to societal challenges.

For the entrepreneurial spirit to take root, professional bodies must also play their rightful role. They are charged with registering members to carry on private practice and hence they should relax some of their rules to make it easier for new entrants. If all professionals with more than ten years’ experience were to gather courage and start a business venture in their line of expertise on a full-time basis, there would be an SME boom in Kenya.

Adapted from ‘Business Daily’, Tuesday, 20 November 2021

Question 14(a) — 5 marks

State the meaning of the following words and phrases as used in the passage:

(i) wide array;

(ii) crucial;

(iii) champion;

(iv) focus on;

(v) take root.

Model answer

  1. Wide array: a broad range or variety.
  2. Crucial: essential or very important.
  3. Champion: actively promote or support.
  4. Focus on: concentrate attention or effort on.
  5. Take root: become established and develop.

Question 14(b) — 4 marks

Highlight four factors that SMEs need to grow.

Model answer

  1. Suitable infrastructure.
  2. Good governance and sound macroeconomic policies.
  3. Accessible finance.
  4. A conducive business environment with a simplified legal and regulatory framework.

Question 14(c) — 9 marks

In about 110 words and according to the passage, write a summary on the changes that the government should make to the training curriculum to encourage entrepreneurship.

Model answer

The curriculum should develop an entrepreneurial mindset from an early stage instead of preparing students only for employment. It should train them to start businesses, accept possible failure and persist. Learners need skills in identifying opportunities, managing risks and making sound business decisions. They should become independent thinkers who recognise societal problems and devise solutions. Training must also encourage saving and investing as foundations for enterprise. Industrial attachment should expose students to practical business while still in school. Mentorship, advice and related support should complement this preparation. Overall, teaching should produce competitive, innovative business owners equipped to respond to the needs and challenges of the twenty-first century.

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