KSLU Solved Question Papers
Business Communications
Previous Year Question Paper with Solution
B.B.A. LL.B. (Five Years) · Sem 3
2021 Mar Examination
munotes.in
Mumbai
B.B.A. LL.B. (Five Years) Sem 3 Business Communications 2021 Mar Question Paper with Solutions
First published on munotes.in on 21 October 2026.
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Model answers written and edited by the munotes.in editorial desk.
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The question paper reproduced here is the paper as set by Karnataka State Law University at the 2021 Mar examination.
Contents
The questions below are the paper as Karnataka State Law University set it at the 2021 Mar examination, in the order it was set.
MarksPage
MarksPage
The Paper as Set
The questions in this volume are the questions asked at the 2021 Mar examination, reproduced as Karnataka State Law University set them, in the order it set them. Long reading passages are shortened to their first and last lines and our summary; the original paper prints them in full. Only the answers are ours. See the original question paper.
Duration 3 hours · Total marks 80 · 20 questions answered
How to use this volume
Solve the paper first, under exam conditions and against the clock. Then read the answers here and mark your own. Reading a solution before attempting the question feels productive and teaches very little, because recognising an answer is not the same as being able to write one.
Q1
(a)Write an explanatory note on feedback skills.[10]
Answer
For full marks, cover: what feedback is and its place in the communication process (it closes the loop and makes communication two-way); its kinds (positive and corrective, formal and informal, immediate and delayed, verbal and non-verbal); the skills of seeking feedback, of giving feedback (specific, timely, about behaviour not the person, balanced, private when critical, linked to effect, with a way forward, checked for understanding) and of receiving feedback (listening without defending, asking for examples, thanking, acting, following up); barriers to good feedback; an example of poor and good feedback; a table; and a conclusion.
What feedback is
Feedback is the response of the receiver to a message, which tells the sender how the message was received and what effect it had. In the communication process it is the last step. It carries information back from the receiver to the sender, so that the sender can confirm, correct or adjust. Without feedback, communication is a one-way announcement. With it, communication becomes a two-way exchange.
In organisations the word has a second, everyday use. It also means comments on a person's work or behaviour, given so that he can improve. Feedback skills cover both uses: getting responses to messages, and giving and receiving comments on performance.
Kinds of feedback
- Positive feedback recognises what was done well. Corrective feedback points out what needs to change.
- Formal feedback comes through appraisals, surveys and reviews. Informal feedback comes in daily conversation.
- Immediate feedback follows at once, as in a face-to-face talk. Delayed feedback comes later, as in a reply to a letter.
- Verbal feedback is in words. Non-verbal feedback comes through nods, frowns, silence or action.
Skills of seeking feedback
- Ask open questions. "How do you plan to handle this?" reveals understanding better than "Is that clear?", to which most people simply say yes.
- Watch non-verbal signals. Puzzled faces, silence or restlessness are feedback too.
- Make it safe to respond. People give honest feedback only if they will not be blamed for it.
- Use simple tools. Short surveys, suggestion boxes and review meetings gather feedback from many people.
Skills of giving feedback
- Be specific. "Your report reached me two days after the meeting" is useful; "you are careless" is not.
- Be timely. Feedback given soon after the event is clearer and more useful than feedback saved for the annual appraisal.
- Speak about behaviour, not the person. Describe what was done and its effect, without labelling the person's character.
- Be balanced. Recognise what was done well as well as what needs change. Praise should be sincere, not a sugar coating.
- Praise in public, correct in private. Correcting someone before others humiliates him and makes him defensive.
- Link it to the effect. Explain why the behaviour matters: "Because the figures were late, the client meeting was postponed."
- Offer a way forward. Agree on what will be done differently, and what support will be given.
- Check understanding. Ask the person to say how he sees the matter and what he will do.
Skills of receiving feedback
- Listen fully, without interrupting or preparing a defence.
- Ask for examples if the point is unclear.
- Do not argue at once. Take time to think about what has been said.
- Thank the giver. Honest feedback is a gift, even when it is unwelcome.
- Act on it, and let the giver see the change.
- Follow up later to ask whether things have improved.
Barriers to good feedback
Fear of hurting feelings or of the senior's reaction keeps people silent. Status gaps and a culture of blame have the same effect. Vague or harsh comments make the receiver defensive. Feedback that is never acted upon stops people from offering it again.
Poor and good feedback: an example
Poor: A manager tells a sales executive in front of the team, "Your presentation was a disaster. You never prepare."
Good: He meets her privately. "Your product knowledge was strong, and the client liked your answers. The slides had too much text, and the price table was missing, so the client asked twice for prices. For the next meeting, could we go through the slides together the day before?" She agrees, and the next presentation goes well.
At a glance
| Skill area | Key practices |
|---|---|
| Seeking | Open questions, watching signals, safety to speak, simple tools |
| Giving | Specific, timely, behaviour not person, balanced, private correction, linked to effect, way forward, check understanding |
| Receiving | Listen, ask for examples, do not argue at once, thank, act, follow up |
Conclusion. Feedback is the response that completes communication and makes it two-way. It is also the means by which people learn how their work is seen. Feedback skills cover seeking it through open questions, attention to signals and a safe climate. They cover giving it in a specific, timely, balanced and private way, focused on behaviour and on the way forward. They also cover receiving it by listening, thanking and acting. An organisation where these skills are practised communicates better and improves faster.
The rest of the answers
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