Rewrite the following passages so as to make it more clear and effective
(a) As the General Manager occupied his coveted chair, he witnessed an outrageously turbulent scene in the meeting. The Purchase Officer and Works Manager, at loggerheads with each other right from the word ‘go’, made the General Manager feel why in the first place had he called both in a meeting considering the fact that there was mutual animosity for each other. Both of the officers breathing fire, it became difficult for each item in the agenda. He tried to intervene but in vain. Both the Purchase Officer and Works Manager were charging in, firing on all cylinders. The General Manager was in utter dismay. Once he even tried to impose his authority by speaking vituperative words but both the officers in duel were least bothered. With every minute passing, the precious time getting lost without much fruitful discussion, the General Manager wondered how to bring these two recalcitrant subordinates under his control. What he lacked most was the authority; he searched for a symbolic gavel that decides the judge’s authority in a court. But he was not a judge. He was a managing engineer—an engineer with managerial responsibilities. But as things went on in the meeting, it appeared that his unruly juniors, who were much too overt and trenchant to be tackled, managed him.
(b) To begin with, in the development of your com-munication strategy, you assess your credibility from your perspective of the transmitter of the message. What your audience knows about you will determine your credibility from their per-spective. Your credibility is not fixed but is mutable. On occasions, if you have had no former contact with your audience, they can merely assess your credibility from what amount of meagre infor-mation they preserve about you. In short, you can impart more information about yourself through your message, which enables your audience to accommodate their view of your believability. Your before and after levels of credibility are what Munter calls ‘initial’ and ‘acquired’ credibility. The aim then should be made to increase your acquired credibility to doing a selfanalysis and self-introspection of your credibility. Your audience always envisages your knowledge about you from the content of communication. If you are delivering an oral presentation on sales projections for your company, exempli gratia, the audience will discern your status quo and your arena. If you are grouching about the miserable service in your bank branch, your audience will realize you are a regular customer and may have some information about your dealings in the bank. In either case you have some prima facie credibility and have the opportunity, by taking a strategic approach, to acquire more credibility.
(c) Enthusiasm is one of the most vital elements that human beings can make use of to become successful and ultimately turn all their defeats into victories which they can boast of in their life. In order to be quite effective in your life, you need not simulate or pretend, but shedding aside all these simulations or pretensions, you are supposed to be quite sincere and genuine in your efforts to convert your defeats into victories. When you pretend to be what in reality you are not, then everything about you seems quite ostentatious but hollow, and when you are genuine, people have to appreciate you by all means. So you should leave no stone unturned. In short, try really hard to become what actually you are. It is very uncomfortable to remain your original self, but it is very hard or rather quite an exacting task to pretend. As far as enthusiasm is concerned you should try to discriminate between real and fake enthusiasm. If you shout, shrink, howl, cry, and indulge yourself into something boisterous, then it is apparent that this type of enthusiasm is not pure but fake. Truly genuine enthusiasm can be inculcated on the basis of your awakening experiences. When you know things and have the experiences, then only can we bask in the glory of enthusiasm. In short, you should have the ability to discriminate between real enthusiasm and fake enthusiasm. We can be enthusiastic about things only when we wield complete knowledge about something. So, wake up to the power of enthusiasm!
(d) It is a well-stated fact that those we recruit are not inchoate but have the innate ability to solve pro-found technical problems. What we are unaware of is how exactly they can explain and identify the technical problems, how dexterously they can manage, and how eloquently they can communicate. We endeavour to find all those pertinent things out before we hire them. We invariably ask for a short piece of writing, usually an answer to some technical problem that we are quite sure they will not fail to solve. This brings to fore their communicative skills, which enables us to gauge their potential, and when we bring them for an on-site interview, we make an earnest request to them to make an oral presentation on some technical area in which they are experts. Though, to tell you the truth, we are not really interested in what they have to say. The candidate is completely oblivious of this fact. They zero in on their technical knowledge, and to their consternation, all we want to know is how well they communicate.