IGNOU MCS-214 - Professional Skills and Ethics

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Professional Skills and Ethics

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IGNOU MCS-214 Code Details

  • University IGNOU (Indira Gandhi National Open University)
  • Title Professional Skills and Ethics
  • Language(s) English
  • Code MCS-214
  • Subject Computer Application
  • Degree(s) MCA (Revised)
  • Course Core Courses (CC)

IGNOU MCS-214 English Topics Covered

Block 1 - Professional Skills needed at the Workplace-I

  • Unit 1 - The Process of Communication
  • Unit 2 - Telephone Techniques
  • Unit 3 - Job applications and Interviews
  • Unit 4 - Group Discussions
  • Unit 5 - Managing Organisational Structure

Block 2 - Professional Skills needed at the Workplace-II

  • Unit 1 - Meetings
  • Unit 2 - Presentation Skills-I
  • Unit 3 - Presentation Skills-II
  • Unit 4 - Developing Interpersonal Skills for a Successful Life at the Workplace
  • Unit 5 - Work Ethics and Social Media Etiquette
  • Unit 6 - Copyright and Plagiarism
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IGNOU MCS-214 (January 2021 - July 2021) Assignment Questions

Q1: Read the following passage and answer the questions below: MEETINGS Do you ever feel as though you spend all your time in meetings? Henry Mintzberg, in his book The Nature of Managerial Work, found that in large organizations managers spent 22 per cent of their time at their desk, 6 per cent on the telephone, 3 per cent on other activities, but a whopping 69 per cent in meetings. There is a widely held but mistaken belief that meetings are for “solving problems” and “making decisions”. For a start, the number of people attending a meeting tends to be inversely proportional to their collective ability to reach conclusions and make decisions. And these are the least important elements. Instead hours are devoted to side issues, playing elaborate games with one another. It seems, therefore, that meetings serve some purpose other than just making decisions. All meetings have one thing in common: role-playing. The most formal role is that of chairman. He (and it is usually a he) sets the agendas, and a good chairman will keep the meeting running on time and to the point. Sadly, the other, informal, role-players are often able to gain the upper hand. Chief is the “constant talker”, who just loves to hear his or her own voice. Then there are the “can’t do” types who want to maintain the status quo. Since they have often been in the organisation for a long time, they frequently quote historical experience as a ploy to block change: “It won’t work, we tried that in 1984 and it was a disaster”. A more subtle version of the “can’t do” type, the “yes, but…”, has emerged recently. They have learnt about the need to sound positive, but they still can’t bear to have things change. Another whole-sub-set of characters are people who love meetings and want them to continue until 5.30 p.m or beyond. Irrelevant issues are their speciality. They need to call or attend meetings, either to avoid work, or to justify their lack of performance, or simply because they do not have enough to do. Then there are the “counter-dependents”, those who usually disagree with everything that is said, particularly if it comes from the chairman or through consensus from the group. These people need to fight authority in whatever form. Meetings can also provide attenders with a sense of identification of their status and power. A popular game is pinching someone else’s suggestions. This is where someone, usually junior or female, makes an interesting suggestion early in the meeting, which is not picked up. Much later, the game is played, usually by some more senior figure that propounds the idea as his own. The suggestion is of course identified with the player rather the initiator. Because so many meeting ends in confusion and without a decision, another more common game is played at the end of meetings, called reaching a false consensus. Since it is important for the chairman to appear successful in problem-solving and making a decision, the group reaches a false consensus. Everyone is happy, having spent their time productively. The reality is that the decision is so ambiguous that it is never acted upon, or, if it is, there is continuing conflict, for which another meeting is necessary. In the end, meetings provide the opportunity for social intercourse, to engage in battle in front of our bosses, to avoid unpleasant or unsatisfying work, to highlight our social status and identity. They are, in fact, a necessary though not necessarily productive psychological sideshow. Perhaps it is our civilized way of moderating, if not preventing, change. Answer the following questions: i) What is the purpose of a meeting according to the writer? ii) The “can’t do” type wants to maintain a status grow. Elaborate. iii) Why do some people love attending meetings? iv) What is the position in the organization of those who steal others’ ideas? How do they do it? v) What does the writer mean by reaching a “false consensus”? vi) Complete the following table: Q2: Write a telephone conversation on the basis of cues given below: A: Ask to speak to Mr. Andrew (Hint: May I speak to……..?) B: He’s in a meeting A: Ask when he’ll be free B: You don’t know. Offer to find out A: Say you’ll wait B: He won’t be free till after 6 p.m. A: You want him to call you first thing tomorrow. B: Find out caller’s name and number. A: Give your (real) name and number B: Note down the information and say you’ll leave the message on his desk A: Say thanks and goodbye. Q3: Write short notes on any four of the following: i) Plagiarism Check Software ii) Interpersonal Skill Development at Workplace iii) Do’s and Don’ts during Group Discussions. iv) Importance of Visuals in Presentations. v) Do’s and Don’ts on Social Media. Q4: You work for a company, which manufactures computers and laser printers. You are visiting another company, Soft Cell, to buy some computer software for your department. They have expressed an interest in your company’s laser printers. You would like to take twenty brochures and three sample printers with you. i) Write a memo to Mr. Jacob Tharu, the sales manager. ii) Ask for his permission to take these items. iii) Explain the time and date when you want to collect them. iv) Say what you hope to achieve Q5: Read the advertisement below and write your Curriculum Vitae on the basis of it.   Q6: Fill in the blanks with suitable prepositions: Last year, The Indian Trade Fair 2004 was held……………the Pragati Maidan…….November 10……….20. The fair was organized by the Trade Fair Authority of India. The fair, was open……….10 a.m. ………….8 p.m. ………..all the days. It was an all India fair. Traders and manufactures…………..all the states participated …..it. The aim of the fair was to bring together the buyers and sellers of goods manufactured……….different parts of India and promote trade and industry……..the country. Q7: These are the answers to ten questions. Write the Wh- questions. Example: Who does Rafiq Andani for? Rafiq Andani works for JTN. i) ………………………………. He is the Marketing Director. ii) ………………………………. There are five directors at JTN. iii) ……………………………… He lives in Mumbai. iv) ……………………………… He starts work at 8.30 a.m. v) ……………………………… Next week he’s going to a trade fair in Frankfurt. vi) ………………………………… He joined the company six years ago. vii) ………………………………… He has been Marketing Director since 2001. viii) ………………………………… Before joining JTN, he worked for Computer India. ix) ………………………………… He was with them for seven years. x) ………………………………… He left because of a misunderstanding. Q8: Prepare a presentation on any one of the following: i) Presentation on any organisation (or else the company where you work) ii) Any software product iii) A software project you have been involved in recently iv) New developments in your field. Before you begin, indicate: i) you and audience ii) who they are iii) if it’s a formal or informal occasion. Indicate any props you may need, e.g., White board, Overhead projector, Power point, etc. The presentation must be in about 200 words.
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