Business Communication – Exam Notes (Short
& Long) + MCQs
Short Answers (5 marks each)
1) Modes of Communication
Verbal: in-person meetings, video calls, phone calls
Written: reports, emails, notices
Non-verbal: gestures, eye contact, body language
Digital/Online: social media posts, Zoom calls, instant messaging
Key point: Communication is not only what we say — how, when, and where we say it
creates the real impact.
2) The 5 Cs of Effective Business Communication
These 5 Cs make messages professional, easy to understand, and efficient.
1. Clarity
o Use simple, direct words. Avoid jargon.
o Example:
❌ “I need that thing by later.”
✅ “Please send the budget report by 3 PM today.”
2. Conciseness
o Be brief; remove extra words; stay on one point.
o Example:
❌ “I am writing this to inform you that we will be having a meeting
tomorrow in the conference room at 10:00 AM.”
✅ “Meeting: tomorrow, 10:00 AM, conference room.”
3. Correctness
o Use correct facts, figures, names, grammar, and spelling.
o Example:
❌ “There profit is rising.”
✅ “Their profit is rising.”
o Also double-check prices/dates before sending.
4. Courtesy
o Be polite and respectful, even if you disagree.
o Example:
❌ “You’re wrong about this.”
✅ “I see your point, but we should also consider this data.”
5. Completeness
o Give all needed details so no one has to guess.
o Example:
❌ “I need the files.”
✅ “Please send the updated sales and marketing reports by 5 PM today.”
3) Importance of Business Communication
Builds trust with clients and employees.
Helps decision-making and problem-solving.
Reduces conflicts and misunderstandings.
Improves productivity and engagement.
Example: A clear company policy prevents confusion about work-from-home
rules.
MCQs (4 options each — correct is bold)
1. Which mode gives a permanent record?
a) Verbal (meeting)
b) Non-verbal (gestures)
c) Written (emails/reports)
d) Digital voice call
2. A thumbs-up and steady eye contact are mainly:
a) Verbal
b) Non-verbal
c) Written
d) Digital
3. Which is best for quick team updates across cities?
a) Paper notice
b) In-person only
c) Digital tools (chat/Zoom)
d) Body language
4. The statement “Please send the budget report by 3 PM today” shows which C most
clearly?
a) Courtesy
b) Clarity
c) Correctness
d) Completeness
5. Trimming extra words and getting to the point is:
a) Courtesy
b) Correctness
c) Conciseness
d) Completeness
6. “Their profit is rising” (spelling and facts checked) reflects:
a) Completeness
b) Courtesy
c) Clarity
d) Correctness
7. Adding the deadline and file names so nobody has to ask again shows:
a) Clarity
b) Conciseness
c) Courtesy
d) Completeness
8. Polite disagreement like “I see your point, but…” is:
a) Clarity
b) Courtesy
c) Correctness
d) Conciseness
9. Clear, consistent communication mainly helps to:
a) Increase rumors
b) Reduce conflicts
c) Avoid decisions
d) Hide information
10. Which example follows Clarity + Completeness?
a) “Send it.”
b) “Need the report ASAP.”
c) “Please send the Q3 sales and marketing reports by 5 PM today.”
d) “I’m writing to inform you that I might need the files.
11. You must tell a client about a serious issue today and also keep a record. What
is best?
a) Post a status on social media
b) Send a long report tomorrow
c) Call now, then email a short written summary
d) Only text in a group chat
Answer: c
12. Which sentence is the most concise?
a) I am writing this to inform you that the delivery that we discussed earlier is
going to be delayed.
b) Delivery will be delayed. New ETA: Friday 3 PM.
c) Please kindly be informed that there may be a delay in the delivery that we
previously discussed.
d) Due to a number of issues, there is a possibility that the delivery might get late.
Answer: b
13. Which network usually gives the highest satisfaction and creativity in small
teams?
a) Chain
b) Wheel
c) Y
d) All-channel (everyone talks to everyone)
Answer: d
14. You must announce a price increase to a high-context client. What’s the best
first step?
a) Arrange a meeting, explain reasons gently, and discuss options
b) Send a blunt one-line email: “Prices up 10% from Monday”
c) Post the change on your website only
d) Copy all junior staff and demand approval today
Answer: a
15. In the listening process, the step where you notice feelings and tone is:
a) Hearing
b) Understanding
c) Interpreting
d) Evaluating
Answer: c
16. Which message violates Clarity the most?
a) Please send the Q3 sales file by 5 PM.
b) Kindly optimize the deliverables with synergy for maximum ROI
c) We’ll share the report after review.
d) The shipment leaves on 12 Sep.
Answer: b
17. Giving one owner per task mainly prevents which teamwork problem?
a) Groupthink
b) Social loafing (free-riding)
c) Too much creativity
d) High power distance
Answer: b
18. In a high power-distance organization, which opening is most suitable?
a) Hey Ali, send the file.
b) Dear Prof. Ahmed, please find the attached report for your review.
c) Ahmed, report asap.
d) Hi team, who’s the boss here?
Answer: b
19. You’re scheduling a meeting across three time zones. Best practice?
a) Put only your own time and hope others convert it
b) Ask everyone to guess the time from context
c) Send a calendar invite that shows each person’s local time and confirm in
writing
d) Use a voice note with no date
Answer: c
20. Which outcome is a direct result of strong business communication?
a) More rumours
b) Fewer misunderstandings and less rework
c) Longer meetings every day
d) Higher costs without benefits
Answer: b
Long Questions (10 marks each)
Q1. Communication Networks
Definition:
A communication network is the pattern in which information moves inside a team
or organization. The pattern you choose affects speed of decisions, control, accuracy
of messages, and how satisfied people feel.
1) Wheel / Star (centralized)
Explanation: One person at the center receives information from everyone
and also sends instructions back. Others normally don’t talk directly to each
other.
Where it works: Emergencies, small shops, crisis rooms—any place that
needs one clear decision-maker.
Advantages: Very fast, consistent messages, easy to control.
Limitations: The central person gets overloaded; others feel ignored; new
ideas are fewer.
Example: In a retail store, all cashiers report their till issues to the floor
manager who tells each one what to do.
2) Chain (level-by-level)
Explanation: Information flows step by step through the hierarchy—junior
to supervisor to manager and so on.
Where it works: Military, factories, and any place with strict procedures and
approvals.
Advantages: Clear responsibility and easy tracking of who said what.
Limitations: Slow feedback and a risk that the message changes while
moving through many levels.
Example: A machine fault is reported by an operator to the shift supervisor,
then to the plant manager, then to the director for shutdown approval.
3) “Y” (two branches coordinated by one person)
Explanation: One coordinator collects information from two sides (for
example, design and operations) and keeps both aligned.
Where it works: Cross-department projects that need one person to join
two streams of work.
Advantages: The coordinator sees the full picture and can balance priorities.
Limitations: If that person is busy or weak, everything jams at that point.
Example: A project manager gathers product specs from the design team
and delivery dates from the warehouse, then issues one combined plan.
4) Circle (equal members, turn-taking)
Explanation: People share information with peers in a round-table style;
everyone gets a chance to speak.
Where it works: Small committees, quality circles, study groups.
Advantages: High participation and ownership; quieter members also speak.
Limitations: Decisions can be slow; information may not reach everyone
quickly.
Example: A hospital’s five-nurse team discusses a new handover routine,
each adding points before they agree.
5) All-Channel (everyone can talk to everyone)
Explanation: Open network; any member can contact any other member
directly—like a small group chat.
Where it works: Small, creative teams and brainstorming sessions.
Advantages: Very fast sharing, high creativity, people feel included.
Limitations: Becomes noisy and hard to control if the team is large.
Example: A six-person startup uses one shared chat; sales, dev, and support
coordinate directly throughout the day.
Closing point: Choose the network to match the task: centralized for control and
speed; open networks for creativity and engagement.
Q2. Cultural Differences in Business Communication
Definition:
Culture is the shared way people prefer to speak, show respect, make decisions, and
use time. Understanding these preferences avoids conflict and speeds up work.
Key areas to watch and how to act
1. High-context vs Low-context
o High-context: Messages are indirect; tone and relationship carry
meaning (common in Japan and many Arab/South Asian settings).
How to act: Be polite and soften refusals; offer options; confirm
outcomes in writing.
o Low-context: Messages are direct and explicit (common in Germany,
USA).
How to act: Be clear, specific, and brief; state decisions plainly.
2. Power Distance
o High: Formal titles and top-down decisions are normal.
How to act: Use titles, follow the chain, and send structured updates.
o Low: First names and debate are normal.
How to act: Invite discussion and challenge ideas respectfully.
3. Individualism vs Collectivism
o Individualist: Personal goals and ownership matter.
How to act: Assign one clear owner and measure individual
outcomes.
o Collectivist: Group harmony matters.
How to act: Praise team effort and build consensus.
4. Time Orientation
o Monochronic: Punctuality and one-thing-at-a-time (e.g., Germany).
How to act: Start exactly on time; share a tight agenda.
o Polychronic: Flexible time and parallel tasks (e.g., much of South
Asia/Middle East).
How to act: Allow relationship talk; add schedule buffers.
5. Uncertainty Avoidance
o High: People want rules, checklists, and clear risk controls.
How to act: Provide detailed plans and written procedures.
o Low: People accept change and shorter plans.
How to act: Keep documents lean; be ready to adapt.
Short scenario:
For a German client, you begin at the exact time, share numbers directly, and email a
one-page summary. For a Pakistani partner, you start with brief relationship talk,
explain options politely, and then confirm the agreed steps by email. Both are
respected; work moves smoothly.
Q3. Listening Process in Business Communication
Definition:
Listening is an active process with six connected steps. It turns sounds into correct
decisions.
The six steps (with actions you can write in the exam)
1. Hearing: Remove distractions and give full attention.
2. Understanding: Ask for clarification of any unclear term.
3. Remembering: Note key facts—quantities, dates, places.
4. Interpreting: Notice tone and feelings to judge urgency or concerns.
5. Evaluating: Check if the request is realistic; consider risks and options.
6. Responding: Paraphrase what you heard, ask open questions, and agree on
next steps.
Common barriers and fixes
Noise & multitasking → move to a quiet place; put the phone face-down.
Bias & assumptions → let the speaker finish; don’t jump to conclusions.
Language gaps → ask for examples; confirm in a short recap email.
Information overload → summarize after each topic.
Example:
Client says, “We need 20 units quickly for an event.” You confirm, “So, 20 units
delivered by Monday 3 PM to Berlin HQ. If the courier slips, shall we switch to
Tuesday pickup?” This shows interpretation of urgency, evaluation of risk, and a
clear response.
Closing line:
Good listening saves time, prevents errors, and builds trust.
Q4. Teamwork: Importance, Advantages, and Disadvantages
Definition:
Teamwork means people with different skills work toward one shared goal while
sharing information and responsibility.
Why it matters
Modern tasks are complex; one person rarely has all the skills.
Teams combine strengths, catch each other’s mistakes, and move faster when
roles are clear.
Advantages (short, exam-ready points)
Better ideas (synergy): more creative solutions.
Speed: parallel work shortens timelines.
Learning & motivation: people teach one another; morale rises.
Customer focus: departments see the whole journey, not just their part.
Ownership: members commit more to plans they helped design.
Disadvantages (with quick remedies)
Conflict → set clear rules and use a neutral facilitator.
Groupthink → assign a “devil’s advocate” to test decisions.
Social loafing → give individual tasks and track progress visibly.
Coordination cost → keep teams small (5–9), fixed agendas, deadlines.
Slow decisions → name a decision owner and a decision date.
