BC July'24
BC July'24
BC July'24
Q2. What is communication in your becoming a part of social influence and leadership?
a. Heart
b. Body
c. Skill
d. Mind
a. Transmitter
b. Sender and receiver
c. Receiver
d. Sender
a. Customers
b. Employees
c. Machineries
d. Raw Materials
Q6. In voice communication with distance, one system is very popular. Name that system.
a. Telephone
b. Telex
c. Fax
d. Email
Q7. What is presumed that one is familiar with?
a. Gestures
b. Symbols
c. Sounds
d. Alphabets
Q8. Identify the correct option for completing the following statement, "The successful meetings are".
a. Few
b. Occasional
c. Rare
d. Scarce
a. Referencing a candidate
b. Video Conferencing Interview
c. Walk-in Interview
d. Telephonic Interview
a. Only Address
b. Only Logo
c. Address, Logo, Signature
d. Only Signature
a. Beat
b. Rhythm
c. Force
d. Tone
Q13. With Multimedia what cannot be combined?
a. Text
b. Voice
c. Pictures
d. Movies
a. Emotion
b. Action
c. Transaction
d. change
a. Technical knowledge
b. Words
c. Skills
d. Values
Q16. The ___________ can increase both your language and subject knowledge.
a. Personal Skills
b. Reading
c. Speaking
d. Self Interest
Q17. …….. ……. And removing barriers is a job one has to do during transmission.
a. Keeping barriers
b. Reducing disturbances
c. Technical Tools
d. Harmony
Q18. The supplier oriented communication is word based and routine follow up can be chosen and thus
media selection is not a serious problem.
a. True
b. False
a. True
b. False
Q20. More than listening, do the talking first.
a. True
b. False
Assignment: 2
Pirelli Case Study Learning to Put People at the Heart of a Digital Transformation Pirelli is an Italian
company with a 150-year history of invention, innovation and diversification in the production and
marketing of tires for cars and motor bikes. The company has 30,000 employees with 19 factories across
13 countries. The Business Challenge Pirelli recognized the need to transform its internal processes and
management approach to increase its speed of innovation and develop the business agility required to
succeed in today’s global marketplace. Pirelli knew that for such a digital transformation to be embraced
and driven internally, it had to start by enabling its nationally-diverse and globally-dispersed
professional staff to communicate effectively, in and outside the organization—in English. They also saw
the value in developing a learning program that would embody and demonstrate the benefits of the
cultural changes it was looking to drive. Solution A pilot program, involving 100 global managers across
four countries, tested the effectiveness and challenges of introducing a digital-first solution. Leadership
worked with Central HR teams and “in-country” HR Managers to develop KPIs that met company-wide
goals and local business challenges. The program has involved 20 countries, and over the past 5 years
has been credited as a critical success in the adoption of digital learning as a common approach to all
Pirelli learning needs. Since the company is a global leader in Tyre manufacturing and global work force
is involved in collaboration the primary language of communication has to be English. Result Over the 5
years of the program Pirelli learners saw an increase in their ability to work in English, saving 1.7 hours
per learner per week as reported by managers. Since 2012, more than 25% of Pirelli’s white-collar
workforce have been exposed to a digital learning solution—exceeding the company’s goal of 20%—
with more than 1,400 employees benefiting from the program. “Learnship’s competence in change
management goes well beyond designing and implementing new L&D programs; we have been
fortunate to capitalize on their experience and know-how to support Pirelli’s HR and digital
transformation initiatives in learning.
Q2. Assessing the rationale behind Pirelli's digital transformation strategy, why did the company
prioritize enabling its professional staff to communicate proficiently in English?
Q4. Reflecting on the statement regarding Learnship's involvement in Pirelli's transformation initiatives,
what aspect of their competence extends beyond designing and implementing new L&D programs?
Q5. What was Pirelli's goal for digital learning exposure till 2012 for white collar workforce and how
much was actually achieved by 2012?
A. 0.1
B. 0.15
C. 0.2
D. 0.25
Q6. Evaluating the impact of Pirelli's program, Which area the proficiency increased and what was the
reported increase in the ability of learners to work over the course of 5 years?