Communication (DP IB Business Management: SL): Exam Questions

City Care Hospitals is a chain of healthcare facilities providing a wide range of medical services. Communication is critical to ensuring patient safety and operational efficiency. The organisation relies heavily on formal communication, such as written reports and scheduled meetings, to record and track patient care. However, informal communication among staff has led to faster problem-solving during emergencies.

Recently, there have been instances where informal messages caused misunderstandings about patient instructions, leading to minor errors. Management is now evaluating the balance between formal and informal communication methods to improve accuracy without losing the benefits of quick decision-making.

City Care Hospitals is a chain of healthcare facilities providing a wide range of medical services. Communication is critical to ensuring patient safety and operational efficiency. The organisation relies heavily on formal communication, such as written reports and scheduled meetings, to record and track patient care. However, informal communication among staff has led to faster problem-solving during emergencies.

Recently, there have been instances where informal messages caused misunderstandings about patient instructions, leading to minor errors. Management is now evaluating the balance between formal and informal communication methods to improve accuracy without losing the benefits of quick decision-making.

Fresh Grocer Supermarkets operates a chain of large grocery stores, employing hundreds of staff across various roles. The company relies on written communication, such as emails and notices, to inform employees about policy changes and operational updates. Recently, management has started using instant messaging apps for quick communication with store managers.

While instant messaging has improved response times during busy periods, employees have expressed concerns about message overload and unclear instructions. Management is now considering whether to expand the use of instant messaging or return to more traditional methods of communication.

Fresh Grocer Supermarkets operates a chain of large grocery stores, employing hundreds of staff across various roles. The company relies on written communication, such as emails and notices, to inform employees about policy changes and operational updates. Recently, management has started using instant messaging apps for quick communication with store managers.

While instant messaging has improved response times during busy periods, employees have expressed concerns about message overload and unclear instructions. Management is now considering whether to expand the use of instant messaging or return to more traditional methods of communication.

Swift Deliver Logistics provides courier and delivery services across urban and rural regions. The company primarily uses face-to-face meetings and phone calls to coordinate deliveries and resolve issues. Recently, as operations expanded, the management introduced video conferencing to connect regional offices and headquarters more efficiently.

While video conferencing has helped improve communication across locations, unreliable internet connections and technical difficulties have led to delays in decision-making. Employees have also expressed frustration with lengthy virtual meetings, which they find less effective than shorter, face-to-face discussions. Management is now considering how to optimise communication to support the company’s growth.

Swift Deliver Logistics provides courier and delivery services across urban and rural regions. The company primarily uses face-to-face meetings and phone calls to coordinate deliveries and resolve issues. Recently, as operations expanded, the management introduced video conferencing to connect regional offices and headquarters more efficiently.

While video conferencing has helped improve communication across locations, unreliable internet connections and technical difficulties have led to delays in decision-making. Employees have also expressed frustration with lengthy virtual meetings, which they find less effective than shorter, face-to-face discussions. Management is now considering how to optimise communication to support the company’s growth.

SpeedyDeliver Ltd is a fast-growing logistics company specialising in last-mile delivery for online retailers. The company’s mission is “to deliver faster, smarter and greener”, reflecting its focus on speed, innovation and sustainability. Operating in three major regions, SpeedyDeliver serves over 200 retail partners and aims to reduce delivery times by 15% within two years while transitioning 50% of its fleet to electric vehicles

SpeedyDeliver is exploring overseas expansion into fast-growing e-commerce markets in Asia and Europe. These markets offer significant opportunities for revenue growth, with projections suggesting an increase of 30% in annual revenue within three years. However, expansion comes with risks, including compliance with local regulations, currency fluctuations and competition from established local firms. The move would require substantial investment in infrastructure and staff recruitment, with initial costs estimated at $10m. Despite these challenges, the board believes that SpeedyDeliver’s commitment to sustainability and innovation could provide a competitive edge

Internally, the company faces growing resistance to change, particularly regarding its use of automation. Employees have protested the introduction of automated sorting systems, as they fear job losses, even though management has pledged to reskill affected workers. Customers, meanwhile, have reported increasing delivery delays, with complaints rising by 20% over the past seven years. These issues highlight the challenges of balancing operational efficiency with stakeholder expectations

Cultural differences are also a concern as the company considers overseas markets. SpeedyDeliver’s leadership recognises the importance of understanding and adapting to local business practices, especially in diverse markets such as Asia. Failure to align its operations with local cultures could hinder its expansion efforts

Effective communication has emerged as a key priority. Formal updates are shared through management emails and company meetings, but informal feedback suggests that many employees feel uninformed about the company’s strategic direction. The board is considering introducing regular town hall meetings and anonymous surveys to improve communication and address employee concerns

To fund its plans, SpeedyDeliver is reviewing investment options, including issuing shares or securing loans. The company must balance its growth ambitions with the need to address existing inefficiencies, maintain employee morale and meet environmental goals

Table 1: SpeedyDeliver financial overview (2023)

Table 2: Stakeholder satisfaction survey (2023)

Graph: Delivery complaints (2016–2023)

SafeScan Security Services provides high-tech security systems to corporate clients, including surveillance cameras and biometric access controls. Its primary target market includes large office complexes, technology firms and financial institutions, all of which require advanced security measures to protect sensitive data and assets. These clients expect rapid response times, seamless system functionality and the highest standards of confidentiality

To improve efficiency and streamline operations, SafeScan implemented a centralised management information system (MIS). This system tracks equipment status, maintenance schedules and customer support queries in real time. As a result, response times have improved and operational tasks have become more efficient. Average response times have decreased from three hours in 2023 to two hours in 2024, which has contributed to a rise in customer satisfaction scores

Despite these benefits, employees have raised concerns about how the MIS impacts their work experience. While it provides faster access to information, some employees feel that the reliance on the system has reduced opportunities for face-to-face communication and informal collaboration. A technician commented, “We used to brainstorm solutions as a team, but now everyone just relies on the system for answers.” Managers worry that these changes may reduce team cohesion and problem-solving creativity

Employee motivation has also been affected. While many appreciate the efficiency of the MIS, others feel overwhelmed by the constant updates and training required to keep up with the system. Regular employee surveys reveal that 70% of workers feel the system has improved efficiency, but only 55% believe it has made their jobs more enjoyable. SafeScan’s HR department is exploring strategies to boost motivation, including enhanced training programmes and recognition for employees who excel at using the system effectively

Data security remains another key challenge. The system holds sensitive client information, and there have been several attempted breaches, though none were successful. To address these risks, SafeScan has increased its cybersecurity budget, which now accounts for 20% of the annual maintenance costs. However, these costs have sparked debates within senior management about the long-term sustainability of the system

Table 1: Operational metrics (2023 vs 2024)

Table 2: Employee feedback on the MIS