Internal and external communication

JKL produces clocks using job production. JKL sources all raw materials locally and exports 60% of its products. The business also has high fixed costs. JKL employs 30 skilled workers. Many work part-time, and delegation is encouraged. Each day, all workers receive an email from management so that they stay informed about production issues. The Human Resources Director said: ‘I think it is more cost-effective to try to retain our existing workers rather than to recruit new employees.’ The Director wants to cut barriers to communication, because he understands that effective communication matters if JKL is to achieve its objectives.

May/June 2018

Explain two reasons why FO needs to manage all of its resources efficiently when making products.

May/June 2021

Explain four barriers to communication that a business might face.

May/June 2023

Identify and explain one advantage and one disadvantage for CC of operating as a public limited company.

Oct/Nov 2015

TKF manufactures furniture such as beds and tables through job production. TKF employs 3 part-time office staff, 8 production workers and 1 manager, who is supposed to conduct quality control. Because the factory is busy, most communication takes place by email. After several customer complaints, the manager believes TKF has some communication barriers. He thinks effective internal communication could make TKF more efficient. The manager is also concerned about TKF's cash flow position. Figures in brackets are negative.

Oct/Nov 2016

Identify and explain two factors GT should take into account when developing products for markets in different countries.

Oct/Nov 2018

Neil and Jin need to let employees know about the new service. Identify and explain one advantage and one disadvantage of using email for this communication.

Oct/Nov 2019

DNG supplies electricity to 16 million customers. It operates as a limited company, so DNG’s shareholders have the protection of limited liability. DNG plans to end the use of coal in generating its electricity. Pressure groups have helped shape this decision. The Managing Director understands that changing to this approach will involve an opportunity cost. She is thinking about the most suitable way to pass this key information on to DNG’s 6500 employees.

Oct/Nov 2022

Explain the possible impact on a business of each stage of the business cycle.

Oct/Nov 2022

Explain one advantage and one disadvantage for SSE of recruiting its new managers from within the business.

Oct/Nov 2023

Explain two factors LB’s managers should take into account when choosing a communication method to tell employees about the expansion plans.

Oct/Nov 2025

Explain four ways in which a business plan could help Kathryn.

Oct/Nov 2025