IIBMS CASE STUDY SOLUTION PAPERS. ARAVIND 9901366442.doc

Description
IIBMS CASE STUDY SOLUTION PAPERS. ARAVIND 9901366442.doc

http://www.mbacasestudyanswers.com/reg.php
http://www.mbacasestudyanswers.com/papers.php
http://www.mbacasestudyanswers.com/reg.php
http://www.mbacasestudyanswers.com/papers.php
Managerial Economics
1. What are the factors responsible for this excess demand for electricity?
2. The demand supply gap is reformed by the government intervention. Explain this phenomenon
by a demand supply model.
3. What do you think ill happen to the price of electricity?
1. !dentify the most important factors of production in case of automobile industry. "lso attempt
to explain the relative significance of each of these factors.
2. What more information ould you like to obtain in order to dra a production function for
#aruti $dyog? Explain ith logic.
3. "utomobile industry is a good example of capital augmenting technical progress. %iscuss.
1. %o you think cement industry in !ndia presents a good explanation of oligopoly? Which
characteristics of oligopoly do you find in the above case?
2. &o has decontrolling of cement prices helped the groth of this industry?
3. %o you see possibilities of cartel or implicit collusion in the above case? &o?
1. Which factors' according to you' are prompting organi(ations to adopt a package instead of
traditional salary?
2. %o you think package compensation is more suitable in modern globalised business? )an you
dra some lessons from marginal productivity theory?
3. %o you think that the case supports the efficiency age theory or bargaining theory? *ive
arguments in support of your logic.
1. What are the ma+or factors contributing to inflation in !ndia in the recent past? &o have they
changed since 1,,1-,2?
2. What measures do you suggest should be taken up by government of !ndia to handle
inflationary pressure?
3. Evaluate the suggestion of revaluating !ndian rupee against dollars to control inflation.
MARKETING MANAGEMENT
1. %iscuss the role advertising plays in increasing brand aareness and brand loyalty among
consumers' especially for products that have very subtle differentiable attributes. !n the above
context' examine the impact "bsolut advertisements had on its target audience. %o you think the
advertisements fulfilled their purpose?
2. .The "bsolut advertising campaign is successful because it is contemporary./ &o did T0W"
maintain the .freshness/ of the "bsolut campaign? %iscuss ith respect to the brand/s association ith
different media1 art' fashion' technology and music.
3. Even though "bsolut ads have been depicted in different media' the central theme of the
campaign has remained unchanged 2the bottle and the to-ord slogan3 over the years. !n light of the
above statement' do you think that the campaign ill manage to hold say or lose in impact in the
near future? *ive reasons to support your arguments.
1. "nalyse Tesco/s )lubcards scheme in depth and comment on the various customer
segmentation models the company developed after studying the data gathered.
2. &o did Tesco use the information collected to modify its marketing strategies? What sort of
benefits as the company able to derive as a result of such modifications?
3. What measures did Tesco adopt to support the )4# initiatives on the operational and strategic
front? !s it enough for a company to implement loyalty card schemes 2and )4# tools in general3 in
isolation? Why?
1. &o has 5ret a #anger positioned its brand?
2. Explain ho the different elements of the services marketing mix support and contribute to the
positioning of 5ret a #anger.
1. Explain ho you ill methodically go about compiling the re6uested information covered in
the seven 6uestions for management. !nclude in your explanation an estimate of the expense involved
in obtaining the information.
2. %evelop a 17-6uestion 6uestionnaire for the purpose of making a survey
1. What have been the key success factors for %isney?
2. Where is %isney vulnerable? What should it atch out for?
3. What recommendations ould you make to their senior marketing executives going forard?
What should it be sure to do ith its marketing?
MARKETING MANAGEMENT
1. %iscuss the micro and macro forces that are affecting the music industry.
2. 0ased on this analysis' hat strategic options ould you recommend for both music publishers
and music retailers in the current marketing environment?
3. %iscuss the advantages and disadvantages associated ith online distribution from a music
label/s perspective.
1. Explain ho you ill methodically go about compiling the re6uested information covered in
the seven 6uestions for management. !nclude in your explanation an estimate of the expense
involved in obtaining the information.
2. %evelop a 17-6uestion 6uestionnaire for the purpose of making a survey.
1. %escribe the consumer behavior differences among laundry products/ customers in 0ra(il.
What market segments exists?
2. 8hould $nilever bring out a ne brand or use one of its existing brands to target the north-
eastern 0ra(ilian market?
3. &o should the brand be positioned in the marketplace and ithin the $nilever family of #
brands?
1. &o does 4yanair/s pricing strategy account for its successful performance to date? Would you
suggest any changes to 4yanair/ pricing approach? Why9hy not?
2. !s the .no-fares/ strategy a useful approach for 4yanair in the short term? !n the long term?
3. %o the issues facing 4yanair threaten its lo-fares model?
1. Why did :E*; encounter serious economic difficulties in the late 1,,7s?
2. )onduct a 8W;T analysis of :E*; and identify the company/s main sources of advantage.
3. )ritically evaluate the :E*; turnaround strategy.
MARKETING MANAGEMENT
213Why is the grey market so attractive to business?
223!dentify the influences on the purchasing behavior of the over-<7s consumer.
233%iscuss the challenges involved in targeting the grey market
Explain ho you ill methodically go about compiling the re6uested information covered in the seven
6uestions for management. !nclude in your explanation an estimate of the expense involved in
obtaining the information/s
%evelop a 17-6uestion 6uestionnaire for the purpose of making a survey.
This case as ritten by =ens-#ogens &olm' professor for marketing at European school of business'
4eutlingen $niversity and president of Europaische >ernhochschule &amburg. The material as
dran from publicly available sources. The case study' hoever' is completely fictitious.
213%escribe the consumer behavior differences among laundry products/ customers in 0ra(il. What
market segments exist?
2238hould $nilever bring out a ne brand or use one of its existing brands to target the north eastern
0ra(ilian market?
233&o should the brand be positioned in the marketplace and ithin the $nilever family of brands?
2?3What marketing mix should be employed to build the brand in the market?
@ 1 1. 2a3 %iscuss the factors affecting the consumer buying behavior in !ndian
context.
;r
2b3 Explain )4# ith suitable examples. Why is it important in modern day
business context? %iscuss.
@ 1 2.2a3 What are the key strategic issues faced by traditional Abricks-and mortarA
retailer such as Wal-#art' 0ig 0a(aar and 4eliance fresh hen
they go online to sell products? %iscuss in detail.
;r
2b3 Explain #arketing research process in detail ith suitable examples.
MARKETING MANAGEMENT
1. >rom a marketing perspective' hat has *uinness done to ensure its longevity?
2. &o ould you characteri(e the *uinness brand?
3. What could *uinness do to attract younger drinkers? "nd to retain its older loyal customer
base? )an both be done at the same time?
1. Why is the grey market so attractive to business?
2. !dentify the influences on the purchasing behavior of the over-<7s consumer.
3. %iscuss the challenges involved in targeting the grey market.
1. %iscuss the reasons for the success of the Bivea range of products across the orld. Why did
0eiersdoft decide to extend the brand to different product categories? !n the light of 0eiersdoft/s
brand extension of Bivea' critically comment on the pros and cons of adopting an umbrella branding
strategy. )ompare the use of such a strategy ith the use of an independent branding strategy.
2. "ccording to you' hat are the core values of the Bivea brand? What type of brand extension
frameork did 0eiersdoft develop to ensure that these core values id not get diluted? %o you think the
company as able to protect these core values? Why9hy not?
3. What ere the essential components of 0eiersdoft/s global expansion strategy for Bivea? $nder
hat circumstances ould a .global-strategy-local execution/ approach be beneficial for a company?
When and hy should this approach be avoided?
1. &o has 5ret a #anger positioned its brand?
2. Explain ho the different elements of the services marketing mix support and contribute to the
positioning of 5ret a #anger.
1. %iscuss ho supply chain management can contribute to the marketing success of these
retailers.
2. %iscuss the central components necessary for the fast fashion concept to ork effectively.
3. )ritically evaluate the concept of .market-driven supply/' discussing the merits and pitfalls of
its implementation in fashion retailing.
MARKETING MANAGEMENT
13 Why did 4ichard not able to +ell ith local conditions?
23 !f you ere 4ichard 'What ould you do
1. Explain ho you ill methodically go about compiling the re6uested information covered in the
seven 6uestions for management. !nclude in your explanation an estimate of the expense involved in
obtaining the information.
2. %evelop a 17-6uestion 6uestionnaire for the purpose of making a survey.
1. %escribe the consumer behavior differences among laundry products/ customers in 0ra(il. What
market segments exists?
2. 8hould $nilever bring out a ne brand or use one of its existing brands to target the north-
eastern 0ra(ilian market?
3. &o should the brand be positioned in the marketplace and ithin the $nilever family of brands?
1. &o does 4yanair/s pricing strategy account for its successful performance to date? Would you
suggest any changes to 4yanair/ pricing approach? Why9hy not?
2. !s the .no-fares/ strategy a useful approach for 4yanair in the short term? !n the long term?
3. %o the issues facing 4yanair threaten its lo-fares model?
1. Why did :E*; encounter serious economic difficulties in the late 1,,7s?
2. )onduct a 8W;T analysis of :E*; and identify the company/s main sources of advantage.
3. )ritically evaluate the :E*; turnaround strategy.
MARKETING MANAGEMENT
1. What have been the key success factors for Bike?
2. Where is Bike vulnerable? What should it atch out for?
3. What recommendations ould you make to senior marketing executives going forard? What
should they be sure to do ith its marketing?
1. What have been the key success factors for %isney?
2. Where is %isney vulnerable? What should it atch out for?
3. What recommendations ould you make to their senior marketing executives going forard?
What should it be sure to do ith its marketing?
1. What have been the key success factors for &80)?
2. Where is &80) vulnerable? What should it atch out for?
3. What recommendations ould you make to senior marketing executives going forard? What
should they be sure to do ith its marketing?
1. What have been the key success factors for Crispy Creme?
2. Where is Crispy Creme vulnerable? What should it atch out for?
3. What recommendations ould you make to senior marketing executives going forard? What
should they be sure to do ith its marketing?
1. What are the key success factors for 8outhest "irlines?
2. Where is 8outhest "irlines vulnerable? What should it atch out for?
3. What recommendations ould you make to senior marketing executives moving forard?
What should they be sure to do ith its marketing?
1. What have been the key success factors for Wal-#art?
2. Where is Wal-#art vulnerable? What should it atch out for?
3. What recommendations ould you make to senior marketing executives going forard?
What should the company be sure to do ith its marketing?
Marketing Research
1. Write don a brief summary of all the ansers given above. &o does this differ from the
analysis of structured-response 6uestions?
2. )onduct )hi-s6uare test to cross-tabulate and to understand the relationship beteen the
independent and the dependent variable. "lso calculate contingency coefficient and the
lambda asymmetric coefficient to find the strength of the association beteen the to
variables. Take 8ample si(e as thirty. "nalysis of cross-tabulation using 8588 softare
package ould be re6uired.
3. $sing logistic regression proof that particular drug for omen has characteristics that cause
some of them an adverse reaction to a particular drug.
?. $se con+oint analysis to determine from a potential customer/s point of vie' ho
important each attribute is to him. "lso determine ho much utility the customer derives
from a given combination of these levels of attributes. The attributes are life' price and
color.
<. )an you add to methodology section?
D. %istribute the sample of E< among the different categories of respondents mentioned under
F8ample )ompositionG.
MATERIAL MANAGEMENT
1. What is supply chain? %escribe five important factors in supply chains.
2. " company ants to develop a level production plan for a family of products. The opening
inventory is D77 units' and a decrease to 277 units is expected by the end of the plan. The
demand for each of the months is given in hat follos. &o much should the company
produce
each month? What ill be the ending inventory in each month? %o you see any problems ith
the plan?
3. What are the ma+or inputs to the #45 system?
?. %efine Fcapacity availableG hat are the four factors that affect it?
<. !f purchase ere ?<H of sales and other expenses ere ?<H of sales' hat ould be the
increase
in profit if' through better purchasing' the cost of purchases as reduced to ?3H of sales?
D. What is bias error in forecasting? What are some of the causes?
E. %efine each of the folloing in your on ords and as a formula1
a. "nnual ordering cost
b. "nnual )arrying cost
c. Total annual cost.
I. Why is cycle counting a better ay to audit inventory records than an annual physical
inventory?
,. %escribe general-purpose and special-purpose machinery. )ompare each for flexibility of use'
operator involvement' run time per piece' setup time' 6uality' capital cost and application.
17. What is the difference beteen !8; ,771' ,772 and ,773?
MATERIAL MANAGEMENT
1. What is the ob+ective of marketing? What three ays ill help it achieve this ob+ective?
2. >or the folloing data' calculate the number of orkers re6uired for level production and the
resulting month-end inventories. Each orker can produce , units per day' and the desired ending
inventory is I77 units. Why is it not possible to reach the ending inventory target
3. What is a scheduled receipt? >rom here does it originate?
?. What are the to ays of balancing capacity available and load? Which is preferred? Why?
<. " company is negotiating ith a potential supplier for the purchase of 17'777 idgets. The
company estimates that the supplier/s variable costs are J< per unit and that the fixed costs'
depreciation' overhead etc.' are J<777. The supplier 6uotes a price of J17 per unit. )alculate the
estimated average cost per unit. %o you think J17 is too much to pay? )ould the purchasing
department negotiate a better price?
D. What action should be taken hen unacceptable error is found in tracking a forecast?
E. &o do each of the folloing influence inventory decisions?
a. :umpy %emand
b. #inimum orders
c. Transportation )osts
d. #ultiples
I. Why is stock location important in a arehouse? Bame and describe four basic systems of
stock location?
,. " company has an annual demand for a product of 1777 units' a carrying cost of J27 per unit
per year' and a setup cost of J177. Through a program of setup reduction' the setup cost is reduced to
J17. 4un costs are J2 per unit. )alculate1
a. The E;@ 2Economic ;rder @uality3 before setup reduction
b. The E;@ 2Economic ;rder @uality3 after setup reduction
c. The total and unit cost before and after setup reduction.
17. Why as the third party registration system established for !8; ,777 certification?
MATERIAL MANAGEMENT
1. What is ealth' and ho is it created? What is value added' and ho is it achieved? Explain
ith examples?
2. What is a material re6uirements plan? What is the difference beteen dependent and
independent demand? Explain ith examples.
3. )omplete the folloing table. :ead time for the part is to eeks. The lot si(e is 177. What
is the pro+ected available at the end of eek 3? When is it planned to release an order?
?. What is capacity planning? What are the responsibilities of capacity management?
%escribe the steps in capacity planning? Explain ith examples?
<. What is the responsibility of production activity control? What are the ma+or functions of
planning' implementation K control? Explain ith examples?
D. "n order for <7 of a product is processed on orld centers " and 0. The setup time on " in
D7 minutes' and run time is < minutes per piece. The setup time on 0 is 37 minutes and the
run time is D minutes per piece. Wait time beteen the to operations is 17 houses. The
move time beteen " and 0 is D7 #inutes. Wait time after operations is 17 houses. The
move time into stores is 2 houses. The move time into stores is 2 hours. @ueue at ork
center " is ?7 hours and at 0 is 3< hours. )alculate the total manufacturing lead time for
the order. "nd also calculate the total manufacturing lead time for the order.
E. What is period order 6uantity? &o is it established? When can it be used? Explain ith
examples? "lso define
13 "nnual ordering cost 23 "nnual )arrying cost 33 Total annual cost.
With some examples?
I. The standard deviation of demand during the lead time is 177 units.
a3 )alculate the safety stock re6uired to increase the service levels from E<H to I7H'
I<H to ,7H' ,7H to ,,.,,H ? What conclusion do you reach.
b3 )alculate the change in safety stock re6uired for the folloing service levels1 E<H'
I7H' I<H' ,7H' ,<H' ,,.,,H
,. What are the five basic modes of transportation? What are the three physical elements in
the transportation system? >or each of the five modes' describe ho provides them and
ho they are funded. "lso describe hy train services are cheaper than road transport for
bulky items and hy trucks provide a fast flexible service.
17. What is valve to the user? &o is it related to 6uality? What are the elements of product
cycle loop? >or hat is each responsible? 5repare a situation in hich the above terms can
be easily explained an illustrated.
OPERATION MANAGEMENT
1. &o ould operations strategy for a service industry be different if any from that for a
manufacturing industry ? 2!ts an example K explain3
2. )onsider the folloing to mutually exclusive pro+ects. The net cash flos are given
belo1
LE"4 BET )"8& >:;W8 >4;# 54;=E)T " BET )"8& >:;W8 >4;# 54;=E)T 0
7 - 4s. 1'77'777 - 4s. 1'77'7779-
1 M 4s. 37'777 M 4s. 1<'7779-
2 M 4s. 3<'777 M 4s. 1E'<779-
3 M 4s. ?7'777 M 4s. 27'7779-
? M 4s. ?<'777 M 4s. 22'<779-
< M 4s. 2<'7779-
D M 4s. 2E'<779-
E M 4s. 37'7779-
I M 4s. 32'<779-
!f the desired rate of return is 17H hich pro+ect should be chosen?
3. What are the levels of aggregation in forecasting for a manufacturing organi(ation?
&o
should this hierarchy of forecasts be linked and used ?
?. &o ould forecasting be useful for operations in a 05; 20usiness processes
outsourcing3
unit ? What factors may be important for this industry ? %iscuss .
<. " good ork study should be folloed by good supervision for getting good results.
Explain ith an example.
D. What is +ob evaluation ? )an it be alternatively used as +ob ranking ? &o does one
ensure that +ob evaluation evaluates the +ob and not the man ? Explain ith examples ?
E. What is the impact of technology on +obs ? What are the similarities beteen +ob
enlargement K +ob rotation ? %iscuss the importance of training in the content of +ob
redesign ? Explain ith examples ?
I. What is an internet connectivity ? &o is it important in to days business ould ith
respect to materials re6uirement planning K purchasing. Explain ith examples ?
,. Would a pro+ect management organi(ation be different from an organi(ation for regular
manufacturing in hat ays. Examples.
17. &o pro+ect evaluation different from pro+ect appraisal? Explain ith examples.
Organizational Behavior
1. Within the frameork of the emotional intelligence domains of self-aareness' self-
management' social aareness' and relationship management' discuss the various factors that might
have to led to %iana/s failure to be promoted.
2. What competencies does %iana need to develop to be promotable in the future? What can the
company do to support her developmental efforts?
1. Lou have met three employees of 0uddy/s 8nacks. Explain ho each employee/s situation
relates to e6uity theory.
2. Explain the motivation of these three employees in terms of the expectancy theory of
motivation.
1. What competencies are needed to be creative?
2. !dentify methods through hich creativity can be nurtured.
1. What are the barriers for omen to become corporate leaders?
2. What competencies are needed by omen to succeed in corporate life?
1. !dentify the sources of resistance to change in this case.
2. %iscuss hether this resistance is +ustified or could be overcome.
3. 4ecommend ays to minimi(e resistance to change in this incident or in future incidents.

Organizational Behavior
1. What performance problems is the captain trying to correct?
2. $se the #"48 model of individual behavior and performance to diagnose the possible causes
of the unacceptable behavior.
3. &as the captain considered all possible solutions to the problem? !f not' hat else might be
done?
1. !dentify the stressors in =ohn 0reckenridge/s life. Which ones could he have prevented?
2. What ere the results of the stress? Would you consider these to be typical to stress situations
and lifestyle choices =ohn made' or as =ohn 0reckenridge unlucky?
3. "ssume you are a career coach retained by =ohn 0reckenridge to guide him through his next
decisions. &o ould you recommend that =ohn modify his lifestyle and behavior to reduce
stress? 8hould he change +obs? %o you believe he is capable of reducing his stress alone? !f not'
here should he seek help?
1. What type of team as formed here? Was it necessary' in your opinion?
2. $se the team effectiveness model in )hapter , and related information in this chapter to
identify the strengths and eaknesses of this team/s environment' design' and processes.
3. "ssuming that these four people must continue to ork as a team' recommend ays to
improve the team/s effectiveness.
1. !dentify the different conflict episodes that exist in this case. Who as in conflict ith hom?
2. What are the sources of conflict for these conflict incidents?
3. What conflict management style2s3 did :apierre' the international team' and *ushin use to
resolve these conflicts? What style2s3 ould have orked best in the situation?
1. )ontrast &illton/s earlier corporate culture ith the emerging set of cultural values.
2. )onsidering the difficulty in changing organi(ational culture' hy did &illton/s management
seem to be successful at this transformation?
3. !dentify to other strategies that the city might consider to reinforce the ne set of corporate
values.
Organizational Behavior
1. What factors do you think attributed to 8ura+ bhai/s success? Was he merely NNin the right place at
the right time//' or are there characteristics about him that contribute to his success?
2. &o do you believe 8ura+ bhai ould score on the 0ig >ive dimensions of personality 2extroversion'
agreeableness' conscientiousness' emotional stability' openness to experience3? Which ones ould he
score high on? Which ones might he score lo on?
3. %o you believe that 8ura+ bhai is high or lo on core self-evaluations? ;n hat information did you
base your decision?
?. What information about 8ura+ bhai suggests that he has a proactive personality?
13 ;f the three types of organi(ational +ustice' hich one does orkplace bullying most closely
resemble?
23 What aspects of motivation might orkplace bullying reduce? >or example' are there likely to
be effects on an employee/s self-efficacy? !f so' hat might those effects be?
33 !f you ere a victim of orkplace bullying' hat steps ould you take to try to reduce its
occurrence? What strategies ould be most effective? What strategies might be ineffective? What
ould you do if one of your colleagues as a victim of an abusive supervisor?
?3 What factors do you believe contribute to orkplace bullying? "re bullies a product of the
situation' or are they flaed personalities? What situations and hat personality factors might
contribute to the presence of bullies?
13 !f praising employees for doing a good +ob seems to be a fairly easy and obvious motivational
tools' hy do you think companies and managers don/t often do it?
23 "s a manager' hat steps ould you take to motivate your employees after observing them
perform ell?
33 "re there any donsides to giving employees too much verbal praise? What might these
donsides be and ho could you alleviate them as a manager?
?3 "s a manager' ho ould you ensure that recognition given to employees is distributed fairly
and +ustly?
1. &o ould you rate 5resident *eorge W. 0ush on the four characteristics outlined at the
beginning of the case? &o ould you contrast his reaction to &urricane Catrina ith his reaction to
the terrorist attacks of 8eptember 11' 2771? What do you think his handling of these to events says
about his leadership?
2. %o you think leaders in other contexts 2business/' sports' religious3 exhibit the same 6ualities of
great or near-great $.8. presidents?
3. %o you think being in the right place at the right time could influence presidential greatness?
1. %o you think individuals can learn empathy from something like a 1-month )!5 experience?
Explain hy or hy not.
2. &o could $58/s )!5 help the organi(ation better manage ork-life conflicts?
3. &o could $58/s )!5 help the organi(ation improve its response to diversity?
?. What negatives' if any' can you envision resulting from )!5?
<. $58 has 2'?77 managers. )!5 includes only <7 each year. &o can the program make a
difference if it includes only 2 percent of all managers? %oes this suggest that the program is more
public relations than management training?
D. &o can $58 +ustify the cost of a program like )!5 if competitors like >edEx' %&:' and the
$.8. 5ostal 8ervice don/t offer such programs? %oes the program increase costs or reduce $58
profits?
Organizational Behavior
1. ;n reading the nes about accession of )hina to WT;' your organi(ation' an
internationally ell-knon name in manufacturing of bicycles' ho had +ust to years ago
started operations in !ndia' decided to relocate its manufacturing base to )hina' hile
retaining other service and corporate support in !ndia. %iscuss hat should be the likely
structure of your organi(ation. 2To help you understand the bicycle manufacturing and
support services of the company' a brief outline of the product and process oriented
activities is given belo3.
2. Explain the logic behind your suggested structure. What advantage can be reaped out of
this move? What are the likely problems your organi(ation may encounter in such a move?
3. Where did things go rong?
?. Who is responsible for this episode? !s #r. =ain to be blamed?
<. 8hould the training manager have conceded to his demand for appropriate placement?
D. 8tudy this case carefully. !n !ndia e have to ma+or Corean consumer electronics
conglomerates. While both the companies have achieved tremendous market groth' they
have started encountering the problem of losing their key people. Track such reasons to the
typical Corean culture and suggest ho such Corean companies can best adopt the theory O
model.
E. 4ead the case and suggest as an organi(ational behavior professional' hat type of
managerial interventions can ease the problem of customer service in a competitive'
technology-intensive market?
I. 4elated the T@# concept in this case ith customer retention.
PERSONNEL MANAGEMENT
1. 0riefly discuss the importance of motivation to organi(ations.
2. 8tudy an organi(ation' unit' or an individual employee and suggest ays and means to
motivate him to perform more effectively.
1. The number of consumers is pro+ected to increase by 2777 every month. What ould be the
re6uirement for the folloing categories1
1. bill distributorsP
2. meter readersP
3. estimatorsP and
?. inspectors?
2. *iven urbani(ation' leading to houses and buildings like apartments for consumers' ith
personali(ed transport like to heelers for meter readers' can you refix the norms for the )ategories
in 1 above taking into account an increase in productivity. What other factors need to be balanced
against this increase in productivity? 28pecify your group productivity increase and other factors.3
3. 5ropose a revised organi(ation structure at the (onal office' here the company feels that ith
existing manpoer more consumers have to be serviced 2the Baranpura area is in a high population
groth (one3.
1. What factors ould you take into account in evaluating this demand from the orkers?
2. 5rovide the rationale for implementing or not implementing this demand
1. !dentify a personnel problem that has to be solved. This can be done by discussions ith the
personnel manager of an organi(ation. Write a detailed proposal of ho you ould carry out the
research to find the anser.
1. %iscuss the concept of social responsibility. Why should and enterprise be concerned ith it?
2. &o have some firms in !ndia gone about discharging their social responsibilities? What other
approaches can be tried? *ive reasons
PORT MANAGEMENT
1. Explain in detail 8trengths' Weaknesses' ;pportunities and Threats in 5ort #anagement?
2. Explain in detail !ssues affecting maintenance and materials management in 5ort?
3. What do you mean by 5orting 5ools? "lso mention other sources of uncertainty in volatility of
earnings?
?. Explain in your ords the use of F!nformation TechnologyG in the field of 5ort.
<. What do you mean by E%!? Explain ith its advantages and disadvantages?
D. Explain in your ords various parties involved in the 5ort !ndustry.
E. Write detailed note on F#aritime :aG
I. Explain in detail #anagement of )ontainer Terminals?
,. Explain in your ords the issues on hich 8hip-oner should commit himself to the nation?
17. Explain hedging ith freight futures?
Princial Practice Management
1. What as the cause of fear in 40#?
2. What ere the symptoms of fear displayed by 40#?
3. &o did the 4#; come to kno of the ar phobia of 40#?
?. What actions should be taken to avoid building up of fear among the troops? Which of these
steps ere taken by the officer?
1. %iscuss merits9demerits of the role of strike' agitation and legal approach in union
management relations.
2. What role does mutual trust play in building union-management relations?
1. What ere the strengths and eaknesses of Q8B:?
2. %o you think that Q8B: should have changed its thrust from basic telephony to cellular
services?
3. !f you ere the %eputy *eneral #anager' hat strategies ould you have undertaken to deal
ith the competition?
1. What environmental factors influenced management style at %isney?
2. What kind2s3 of organi(ational structure seem to be consistent ith F%ream as a TeamG ?
3. &o and here might the informal organi(ation be a real asset at %isney ?
1. &o ere principles of delegation and decentrali(ation incorporated into )ine R #ade
operations?
2. What are the sources and uses of poer at )in R #ade?
3. What ere some of the barriers to delegation and empoerment at )in R#ade?
?. What lessons about management in a rapidly changing marketplace can be learned from the
experience of )in R #ade
1. With retailers as their primary customers' hat customer competitive imperatives could be
affected by 4ollerblade/s inventory problems?
2. &o appropriate might a +ust R in R time inventory system be for a product such as roller
skates?G
3. What opportunities are therefore 4ollerblade managers to see >;4 themselves as selling
services' instead of simply roller skates?
Princial Practice Management
1. What opportunities and threats did #c%onald/s face ? &o did it handle them ?
What alternatives could it have chosen ?
2. 0efore #c%onald/s entered the European market' fe people believed that fast food
could be successful in Europe. Why do you think #c%onald/s has succeeded ? What
strategies did it follo ? &o did these differ from its strategies in "sia ?
3. What is #c%onald/s basic philosophy ? &o does it enforce this philosophy and adapt to
different environments ?
?. 8hould #c%onald/s expand its menu ? !f you say no' then hy not ? !f you say yes' hat kinds
of precuts should it add ?
<. Why is #c%onald/s successful in many countries around the orld ?
1. )an a division manager develop verifiable goals' or ob+ectives' hen the president has not
assigned them to him or her? &o? What king of information or help do you believe is
important for the division manager to have from head6uarters?
2. Was the division manager setting goals in the best ay? What ould you have done? Evaluate
the formulation of the merger beteen %aimler and )hrysler. %iscuss the strategic fit and
the different product lines.
2. "ssess the international perspectives of Eaton and 8chrempp.
3. What are the difficulties in merging the organi(ational cultures of the to companies?
?. What is the probability of success of failure of the merger? What other mergers do you foresee
in the car industry?
1. The re-engineering efforts focused on the business process system. %o you think other
processes' such as the human system' or other managerial policies need to be considered in a
process redesign?
2. What do you think as the reaction of the brand managers' ho may have orked under the
old system for many years' hen the category management structure as installed?
3. "s a consultant' ould you have recommended a top-don or bottom-up approach' or
both' to process redesign and organi(ational change? What are the advantages and
disadvantages of each approach?
1. !s the &elett R 5ackard ay of managing creating a climate in hich employees are motivated
to contribute to the aims of the organi(ation? What is uni6ue about the &5 Way?
2. Would the &5 managerial style ork in any organi(ation? Why' or hy not? What are the
conditions for such a style to ork?
1. !n the B$##! +oint venture' hat did Toyota gain? What ere the benefits for *eneral
#otors?
2. "s a consultant' hat strategies ould you recommend for European carmakers to
improve their competitive position in the global car industry
PPM
1. What can =oshi and her staff do to select the type of entry-level candidates they ant?
2. &o can =oshi ensure that those ho are hired come to accept the core cultural values of the
hospital? What steps ould you recommend?
2a3 %o you think the number of units of a product to be manufactured is a random number?
Explain your reasoning.
2b3 &o does one determine the number of units of a product to be manufactured in an
organi(ation?
2c3 What are the elements you ould take into consideration for forecasting the production and
sales re6uirement of the product developed by :eo #edical )enter?
2d3 &o ould you go about planning and organi(ing the manufacturing and selling efforts of the
organi(ation?
2a3 What type or types of organi(ation design do you feel this task force should recommend in the
third and final phase of the approach to their assignment?
2b3 Explain ho the systems and the contingency theories of organi(ation can each contribute to
the analysis of this case.
2c3 %o you think &ari #ohan as correct in his suggestion of ho the task force should proceed?
What types of problems might develop as by-products of the recommendation you made in 6uestion 1
2a3 %iscuss the nature and characteristics of the problems in this case.
2b3 What steps should be taken by #r Cumar to overcome these problems?
1. !s *eorge/s vie of the situation realistic?
2. &o do you evaluate Qipulabh/s position?
3. &o might this conflict be associated ith factors in the formal organi(ation?
?. What should the president of 8implex #ills do no?
PRO!"#TION MAAGEMENT
@ 1 1 !dentify the appropriate level of risk for the folloing items and +ustify your anser.
2a3 8pace 8huttle 2b3 S-ray machine 2c3 )amera 2d3 )anned soup 2e3 5encil
2f3 )omputer keyboard 2g3 )hair 2h3 4unning shoe 2i3 "utomobile 2+3 >resh
vegetables 2k3 )hild/s toy 2l3 *olf club 2m3 0aby food 2n3 4estaurant food
@ .2 1 The bearing department is planning their schedule for the folloing eek. They need an
understanding of last eek/s performance. The schedule called for to I-hour shifts per day for five
days. %ontime charged to production averaged ED minutes per day. %ontime charged to
maintenance averaged 13< minutes per day. )alculate the actual running time and the percentage of
available time.
@ 3 1 2a3 %oes exponential smoothing track a trend in the demand satisfactorily? What is the reason?
2 b3 &o ould forecasting be useful for operations in a 05; unit? What factors may be important for
this industry? %iscuss
@.? 1 2a3 Would a six sigma implementation involve significant financial investment? %iscuss
2b3 )an total organi(ational satisfaction be achieved hile a company is also aiming for key business
results? !s there a conflict in these to goals? %iscuss.
@.< 1 &o ould have good production K ;perations #anagement 5ractices averted the terrible
0hopal *as strategy? 4esearch K %iscuss
@.D 1 %ifferentiate beteen ading and 8cheduling. !s a clear-cut distinction beteen the to
possible under all production situations? !f so here is it possible K here is it not possible?
@.E1 What are the advantages of the &##8 model over the :inear programming model? The
&##8.and other sophisticated models have not been very popular in practice. What may be the
reasons?
@.I1 What is the scope of purchasing activities? Where ould you fit purchasing in the materials
management function? !n the ;rgani(ational structure' here should purchasing be fitted?
2i3 in a single plant situation 2ii3 in a multiple plant situation
@.,1 8ome say that e need a Fnational level +ob evaluationG in !ndia. )an you envisage the issues
involved? !s it possible to do such a national level exercise? &o ould you proceed in this regard?
@.17 1&o can ork study be used for arriving at 2i3 #anufacturing 0udget 2ii3 5roduction 5lan 2iii3
5ersonnel 5olicies 2iv3 #aterials 5lanning? Explain.
PRO!"#TION MAAGEMENT
1. #ention situations in 2a3 banking' 2b3 advertising' 2c3 agriculture' and 2d3 hoteliering here
production and operations management is involved. %escribe the inputs' outputs' processes and
utilities.
2. What are the hurdles in the globali(ation of services? #ention the managerial' social and
political issues. "re services' generally more difficult to globali(e? What are the implications in the
!ndian context of the nely liberali(ed economy?
3. Typical :inear 5rogramming has one ob+ective function. 0ut' in many practical situations'
there could be more than one ob+ective. &o can one take care of such a situation? Explain by means
of an example.
?. &o ould different @ueuing %isciplines affect aiting line characteristics? Explain by giving
examples.
<. &o ould you control 6uality in a +ob-shop situation 2here one customer/s order may be
different from another/s3.
D. "s a management discipline' does maintenance management differ from production
management? !f yes' in hat ay?
E. %escribe the use of information technology in supply chains.
I. .!nventory is a part of manufacturing strategy./ %o you agree ith this statement? !f so' explain
hy it should be only a part of the total manufacturing strategy?
,. )an the 5lant layout principles be applied to forming a layout of an office? What criteria ould
you use in designing such a layout?
17. Would the :;0 2:ine ;f 0alance3 techni6ue be more useful to the *eneral #anager
25roduction3 or to a 5lant 8uperintendent? Explain
Pro$%ction Planning & Inventor'
1. !n your ;pinion' here is !ndia on the tra+ectory of the changing operations management
function? %iscuss.
2. &o are people important in an operations strategy? %iscuss hat needs to be done in your
organi(ation and in !ndia' in general.
3. 8uppose the average cost of maintenance for a piece of e6uipment is related to its life as
follos1
?. 4ead through the literature and find out hat .Technology "ssessment/ is? &o is it useful to
operations management?
<. What is organi(ational learning? !s it important for 6uality? %iscuss.
D. &o does one ensure that .+ob evaluation evaluates the +ob and not the man/?
E. %iscuss the importance of training in the context of +ob redesign.
I. .*roup Technology as applied to a operations system is a human relations technology./ Would
you agree ith this statement? %iscuss
,. 8hould cost be the primary criterion in operations planning? Explain.
17. What role for production and operations management do you foresee in another 1<-27 years
time in !ndia?
Pro(essional #omm%nication
1. What are the 6ualities of a good leader? !n this case' ho ere they applied?
2. Which factors contributed to motivate the troops to go ahead for such a difficult task as
recovering a damaged vehicle from such a difficult and treacherous terrain and getting it repaired in
such a short time?
3. Which incidents indicate the importance of good interpersonal relationships ith +uniors'
peers and superiors and hat is the importance of good interpersonal relationships?
1. !s it appropriate to have the manager finish the check-out? ;r' should the front desk agent +ust
take the heat?
2. Would you have handled the situation in the same manner?
3. What ould you have done differently?
?. )ommunication improvement is re6uired for both of the parties involved or any one of them?
=ustify your opinion.
1. %o you find #r. 8inha/s responses to various 6uestions effective? *ive reasons for your
vie on each anser given by #r. 8inha.
2. 4erite the responses that you consider most effective to the above 6uestions in a +ob
intervie.
3. #r. 8inha has observed the norm of respectful behavior and polite
conversation. 0ut' do you think there is something gone rong in his case ? "ccount for your general
impression of #r. 8inha/s performance at the intervie.
1. "ssume you are orking as an operator at a call centre in !ndia and are receiving irate calls
from "mericans and doners. &o ould you handle such calls? )onceive a short conversation
beteen you and your client' and put it on paper.
2. FCeep your cool.G What does this mean in term of conversation control?
3. %o you agree ith the vie that such abusive happenings on the telephone do not have any
impact on business? =ustify.
Pro(essional #omm%nication
1. )omment on the appropriateness of the sender/s tone to a customer.
2. 5oint out the old R fashioned phrases and expressions.
3. 4erite the reply according to the principles of effective riting in business.
1. What is non R verbal communication? Why do you suppose that this commercial relies primarily
on non-verbal communication beteen a young man and a gorgeous oman? What types of non R
verbal communication are being used in this case?
2. Would any of the non-verbal communications in this spot 2ad3 not ork ell in another culture?
3. What role does music play in this spot? Who is the target market?
?. !s the music at all distracting from the message?
<. &o else are radio stations advertised on TQ?
1. %o you find #r. 8inha/s responses to various 6uestions effective? *ive reasons for your
vie on each anser given by #r. 8inha.
2. 4erite the responses that you consider most effective to the above 6uestions in a +ob
intervie.
3. #r. 8inha has observed the norm of respectful behavior and polite
conversation. 0ut' do you think there is something gone rong in his case? "ccount for your general
impression of #r. 8inha/s performance at the intervie.
1. "ssume you are orking as an operator at a call centre in !ndia and are receiving irate calls
from "mericans and doners. &o ould you handle such calls? )onceive a short conversation
beteen you and your client' and put it on paper.
2. FCeep your cool.G What does this mean in term of conversation control?
3. %o you agree ith the vie that such abusive happenings on the telephone do not have any
impact on business? =ustify.
Pro)ect Management
1. !n hat ays are the #arshall >ield/s flood disaster recovery effort a pro+ect? Why are large-
scale disaster response and recovery efforts pro+ects?
2. !n hat ays do the characteristics of crisis management as described in this case correspond
to those of pro+ect management?
3. Who as 2ere3 the pro+ect manager2s3 and hat as his or her 2their3 responsibility? Who
as assigned to the pro+ect team and hy ere they on the team?
?. )omment on the appropriateness of using disaster recovery efforts such as this.
<. What form of pro+ect management 2basic' program' and so on3 does this case most closely
resemble?
1. What form of pro+ect management 2basic' program' and so on3 does this case most closely
resemble?
2. The pro+ect manager is also the director of >8' only one of the departments that ill be affected
by the ne benefits system. %oes this seem like a good idea? What are the pros and cons of her
selection?
3. )omment on the team members/ part time assignment to the pro+ect and the expectation that
they give the pro+ect top priority.
?. #uch of the success of this pro+ect depends on the performance of team members ho are not
employed by @uick' namely the &08 consultants. They must develop the entire hardare9softare
benefits system. Why as an outside firm likely chosen for such an important part of the pro+ect
manager in meeting pro+ect goals?
1. What is the system? What are its key elements and subsystems? What are the boundaries and
ho are they determined? What is the environment?
2. Who are the decision makers?
3. What is the problem? )arefully formulate it.
?. %efine the overall ob+ective of the ater aste management program. 0ecause the program is
ide-ranging in scope' you should break this don into several sub- ob+ectives.
<. %efine the criteria or measures of performance to be used to determine hether the ob+ectives
of the program are being met. 8pecify several criteria for each sub-ob+ective. "s much as possible' the
criteria should be 6uantitative' although some 6ualitative measures should also be included. &o ill
you kno if the criteria that you define are the appropriate ones to use?
D. What are the resources and constraints?
E. Elaborate on the kinds of alternatives and range of solutions to solving the problem.
I. %iscuss some techni6ues that could be used to help evaluate hich alternatives are best.
1. Why as the system a failure?
2. What as the likely cause of its lack of use?
3. What steps or procedures ere absent or poorly handled in the pro+ect conception phase?
1. What do you think ill happen?
2. &o do you think the crisis facing Lrisket ill affect the #ulder pro+ect? The "gentfox pro+ect?
1. What steps or actions should the architect and contractor have taken before committing to the
specifications on the indo units and spacing beteen granite slabs the ould have reduced or
eliminated this problem?
Pro)ect Management
1. What happened to this pro+ect? 5repare a list of the factors that contributed to 4evcon/s
failure to obtain the product the anted. >or each factor' discuss hat might have been
done differently
2. What ent rong ith the pro+ect?
3. Where ere mistakes made in the pro+ect initially?
?. &o ere problems alloed to persist and go uncorrected for so long?
1. What is your opinion of 8ean/s approach to creating a W08 and estimating pro+ect costs?
2. What do you think about %eva/s approach to scheduling the move and estimating the costs?
3. !f you ere %eva/s manager' ould you consider her plan comprehensive?
?. &o ould you prepare a plan for the move and hat ould your plan include?
<. Working at a normal rate' in ho many days can the +ob be completed? What should the bid be
on this basis if 5etersen attempted to obtain a profit of 17 percent before federal income taxes?
D. What is the shortest possible time in hich the bid can be completed? What should the bid be
on this basis if 5etersen attempted to obtain a profit of 17 percent before federal income taxes?
E. !f the +ob is obtained and the ork is to be completed orking at a normal rate' hat portions
of the ork should be supervised most carefully to ensure that the +ob is completed on time?
What portions of the ork should be supervised most carefully if the contract is let on the basis
of completing the +ob in the shortest possible time?
I. !f television station management felt that the estimated time for completing the +ob in the
estimated time for completing the +ob in the shortest possible period of time as still too long'
hat could be done?
,. "ssume that you must act on the information available in the case. !f it as your choice' ho
ould you select to manage the pro+ect1 #anengco' 4oberta' or some one else? Explain.
17. !f you could get more information before making a choice' hat ould you ant to kno?
P%*lic A$ministration
1. %iscuss history and development of 54 in !ndia.
2. What is the importance of public opinion to 54.? &o can public opinion be influenced by a
54 pracioner?
3. Write short notes on1
2a3 mass media 2b3 house +ournals 2c3 press conference 2d3 nes letter 2e3 exhibitions.
?. %iscuss 54 programmes and campaigns.
<. Explain the latest trends in 5r.
D. 54 is the art of making a company liked and respected by the employees and customers// -
%iscuss.
E. &o ould you prepare the &ouse =ournal for a =oint 8tock )ompany?
I. %iscuss the structure and functions of a 54 %epartment in *overnment.
,. %iscuss the functions of pr counseling and mass media.
17. 8tate the ethics of public relations.
P%*lic Relation Management
1. What measures ould you take if you ere the 54 of 08B:
2. What according to you as the outcome of the solution taken by 54 of 08B:?
1. Explain in detail the management/s point of vie and 54/s point of vie on the accidental
death of oman orker?
2. What ould have been the situation if neepco didn/t face the press?
1. What is public relations? &o is it a to-ay communications process?
2. F8tyle has many meanings in +ournalism.G %iscuss.
3. %iscuss the duties and responsibilities of a reporter.
?. %iscuss the various features of pictorial +ournalism.
<. %iscuss #edia 4elation. Explain hy it is so important for public relations.
D. %iscuss the role of ne information technology media in public relations.
P%rchase Management
1. #any outsourcing decisions involve the concept of a core competency. %efine hat is meant
by this term. %iscuss if film technology is truly a core competency of 8antek.
2. %evelop a process that ould guide firms through the insourcing9outsourcing process. )reate
a process that is robust enough to use across a variety of product9service applications.
3 " ma+or challenge ith an insourcing9outsourcing analysis involves gathering reliable data.
%iscuss the various groups that should be involved hen conducting an insourcing9outsourcing
analysis. What information can each of these groups provide?
?. %o you think hardare suppliers are candidates for alliances or partnerships ith 8antek?
Why?
<. 5artnerships and alliances are special forms of supplier-buyer relationships. >irst' define the
concept of partnerships and alliances. 8econd' identify hen a firm should pursue a partnership or
alliance ith selected suppliers. $se the portfolio segmentation tool to assist ith your anser.
D. %evelop a process that firms can use hen identifying and developing supply chain alliances.
1. What should 0ryan do about the clock?
2. What does the !nstitute of 8upply #anagement 2formerly the B"5#3 code of ethics say about
accepting supplier favors and gifts?
3. Why do you think the supplier sent the clock to 0ryan/s home and addressed it to his ife?
?. %oes the mere act of sending the clock to 0ryan mean that #r. #cEnroe is an unethical
8alesperson?
1. What is global sourcing? "re there different levels of global sourcing?
2. What are some of the differences' including cultural differences' beteen Q)! and Ellison? )an
these differences affect the success of the company/s global sourcing pro+ects?
3. Why is this company pursuing integrated global sourcing? %escribe the global process that
Q)!9Ellison has implemented.
?. The assessment of orldide suppliers creates an extensive orkload. %iscuss ho
Q)!9Ellison supports the analysis re6uirements faced by each global sourcing team.
<. %iscuss the concept of a Fave.G Why does executive management ant each global sourcing
pro+ect to last six months and move through a lock-step series of steps?
1. %iscuss hat the folloing statement means1 .!t can take years for a buyer9seller partnership to
begin delivering results./
2. %iscuss the advantages of having point-to-point contact 2Exhibit 13 beteen functional groups
at different companies. "re there any disadvantages to this approach?
3. What role does trust play in the relationship beteen Whirlpool )orporation and !nland 8teel?
5rovide examples from the case that illustrate trust ithin this relationship.
?. Why is it important to have a strategic fit beteen the companies involved in a buyer9seller
alliance or partnership?
<. When formulating its purchasing strategy' hat other strategy alternatives besides an alliance
ith another company could Whirlpool )orporation have pursued?
1. *aining team member commitment is critical to team success. %iscuss ho this unit can use
its employee performance evaluation and reard system can encourage members to support cross-
functional pro+ect teams. 0e sure to provide examples of the kinds of reards available to team
members.
2. *oal setting is also important to team success. %iscuss ho organi(ations and teams should
establish goals' and hy having team goals is important.
3. 4esearch has demonstrated a strong link beteen effective team leadership and cross-
functional team success. %escribe the characteristics of an effective team leader. Bext' describe the
responsibilities and re6uirements of cross-functional team leaders.
?. !dentify the kinds of resources' in general' that cross-functional sourcing teams should be
provided to be successful. 2Bote1 " specific team could differ in its needs compared to other teams3
<. !dentify the types of training that team members at Engineered #aterials ill likely re6uire
before they can effectively support team interaction and activities.
+%alit' Management
1. Working as an individual' evaluate one or more of the folloing organi(ations concerning the
role of the senior managers.
a. :arge 0ank
b. &ealth-care facility
c. $niversity academic department
d. :arge department store
e. #anufacturing facility
2. !s the main concern of most consumers the price of the product or service? Explain
3. :ist and explain in detail various techni6ues to sustain continuous improvement.
?. Lou have been employed as a 6uality assurance manager for a small metal fabrication firm
2177 people3. Lour first assignment is to certify the suppliers and schedule a visit to each. #ake
a checklist ith scoring criteria for your visit.
<. Efficiency has been defined as Fdoing things betterG and effectiveness as Fdoing better things.G
%escribe ho benchmarking can be used to improve both efficiency and effectiveness.
D. Explain five benefits that could be reali(ed by implementing an !8; ,777 6uality system.
E. 0riefly describe the difference beteen se6uential engineering and 6uality by design 2or
concurrent3 engineering.
I. %o those ho smoke cigarettes or drink alcohol assume the risk of getting lung or liver disease?
%o those ho +ump on a trampoline assume the risk of falling off? Explain your anser.
,. The bearing department is planning their schedule for the folloing eek. They need an
understanding of last eek/s performance. The schedule called for to I-hour shifts per day for
five days. %ontime charged to production averaged ED minutes per day. %ontime charged to
maintenance averaged 13< minutes per day. )alculate the actual running time and the
percentage of available time.
17. What are the advantages and disadvantages of document management on the !nternet?
+%antitative Techni,%es
1. a. F8tatistics is the nerve center for ;perations 4esearch.G %iscuss.
b. 8tate any four areas for the application of ;4 techni6ues in >inancial #anagement' ho it
improves the performance of the organi(ation.
2. "t the beginning of a month' a lady has 4s. 37'777 available in cash. 8he expects to receive
certain revenues at the beginning of the months 1' 2' 3 and ? and pay the bills after that' as detailed
here1
3. What is degeneracy? &o does the problem of degeneracy arise in a transportation problem?
&o can e deal ith this problem?
?. *ive the various se6uencing models that are available for solving se6uential problems. *ive
suitable examples.
<. " company has determined from its analysis of production and accounting data that' for a part
number C)-?3I' the annual demand is e6ual to 17'777 units' the cost to purchase the item is 4s 3D
per order' and the holding cost is 4s 29unit9pear
a. What should the Economic ;rder @uantity be?
b. What is the optimum number of days supply per optimum order?
D. " TQ repairman finds that the time spent on his +obs has an exponential distribution ith a
mean 37 minutes. !f he repairs sets on the first-come-first-served basis and if the arrival of sets is ith
an average rate of 17 per I-hour day' hat is repairman/s expected idle time each day? "lso obtain
average number of units in the system.
E. What is critical path? 8tate the necessary and sufficient conditions of critical path. )an a
pro+ect have multiple critical paths?
I. Explain and illustrate the folloing principles of decision making1
a. :aplace b. #aximin c. #aximax d. &uric( e. 8avage f. Expectation
,. " salesman makes all sales in three cities S' L and O only. !t is knon that he visits each city on
a eekly basis and never visits the same city in successive eeks. !f he visits city S in a given eek'
then he visits city O in next eek. &oever' if he visits city L or O' he is tice as likely to visit city S
than the other city. ;btain the transition probability matrix. "lso determine the proportionate visits
by him to each of the cities in the long run.
17. FWhen it becomes difficult to use an optimi(ation techni6ue for solving a problem' one has to
resort to simulationG. %iscuss.
Retail Management
1. What is 4ainforest )afT/s retail offering and target market?
2. Were malls good locations for 4ainforest )afTs? Why or hy not? What ould be the best
location types?
3. #any retailers have tried to make their stores more entertaining. !n a number of cases' these
efforts have failed. What are the pros and cons of providing a lot of entertainment in a retail store or
restaurant?
1. !s the 0uild-"-0ear concept a fad' or does it have staying poer?
2. What can 0uild-"-0ear do to generate repeat visits to the store?
213 What are the keys to making Wedding)hannel.com a success from the perspective of the
companies investing in it?
223 Why ould a retailer ant to invest in a virtual community like Wedding)hannel.com?
233 )an you think of other retailers that might benefit from developing a virtual community?
1. ;utline the decision-making process for each of the )hens/ bicycle purchases.
2. )ompare the different purchase processes for the three bikes. What stimulated each of them?
What factors ere considered in making the store choice decisions and purchase decisions?
3. *o to the student side of the ;nline :earning )enter 2;3 and click on multiattribute model.
)onstruct a multiattribute model for each purchase decision. &o do the attributes considered and
importance eights vary for each decision?
1. !s there an overlap in these to consumer segments?
2. )an Wal-#art changes its image and appeal to an upscale shopper' or should it stick to loyal'
cash-strapped customers?
3. Would you recommend that Wal-#art purchase additional pages in Qogue maga(ine this year?
Explain your rationale.
1. What is the target market of extreme value retailers like %ollar *eneral and >amily %ollar?
2. Why are customers increasingly patroni(ing these extreme value retailer stores?
3. &o do extreme value retailers make a profit hen their prices and average transactions are so
lo?
?. )an extreme value retailers defend themselves against general merchandise discount retailers
like Wal-#art' or ill Wal-#art eventually drive them out of business? Why?
1. Evaluate 8ports "uthority/s ne design in light of the retailer/s ob+ectives.
2. %iscuss the pros and cons of 8ports "uthority/s use of specialty bouti6ues instead of its
previous arehouse format.
3. %evelop a promotional campaign for 8ports "uthority to capitali(e on Fthe authorityG image.
?. %o you think the WT8" netork ill prove to be a ma+or contributor to 8ports "uthority/s
atmospherics or ill it turn out to be a fad? Explain your anser.
Retail Management
1. !s the 0uild-"-0ear concept a fad' or does it have staying poer?
2. What can 0uild-"-0ear do to generate repeat visits to the store?
213 What are the keys to making Wedding)hannel.com a success from the perspective of the
companies investing in it?
223 Why ould a retailer ant to invest in a virtual community like Wedding)hannel.com?
233 )an you think of other retailers that might benefit from developing a virtual
community?
1. %escribe ho accounting irregularities can play havoc ith a firm/s reputation' supplier
relations' and manager morale.
2. %iscuss other means of measuring and improving financial performance at %ollar
*eneral.
3. What are the financial management pros and cons of %ollar *eneral/s placing greater
emphasis on perishables?
?. Evaluate %ollar *eneral/s inventory management initiatives.
1. Evaluate 8ports "uthority/s ne design in light of the retailer/s ob+ectives.
2. %iscuss the pros and cons of 8ports "uthority/s use of specialty bouti6ues instead of its
previous arehouse format.
3. %evelop a promotional campaign for 8ports "uthority to capitali(e on Fthe authorityG
image.
?. %o you think the WT8" netork ill prove to be a ma+or contributor to 8ports
"uthority/s atmospherics or ill it turn out to be a fad? Explain your anser.
RETAIL MANAGEMENT
1. %evelop a positioning chart for +eelry. !nclude Wal-#art' Tiffany' and department stores ith
+eelry departments' on the chart. Explain your choice of axes' as ell as each store/s positioning.
2. %o you agree that the events described in this case are contributing to the blurred positioning
of +eelry retailing? Explain your anser and its ramifications.
3. What are the pros and cons of Tiffany selling items priced as lo as J277?
?. "s a +eelry shopper' ho ould you expect the total retail experience to differ in Wal-#art'
department stores' and high-end retailers?
1. "s an independent supermarket operator' ould you ant to become a 5iggly Wiggly
franchisee? Why or hy not?
2. What are the advantages to 5iggly Wiggly of having franchised outlets instead of its on
stores? The %isadvantages?
3. What criteria should 5iggly Wiggly use in evaluating potential franchisees?
?. 8hould >leming re6uire >resh 0rands to use the 5iggly Wiggly name and all of its promotions?
Explain your anser.
1. !s the ne high-tech research environment going to eliminate the use of human researchers?
Explain your anser.
2. What are the pros and cons of using 3-% )"% systems for marketing research purposes versus
traditional focus groups?
3. %escribe the ideal marketing research uses for 3-% animation softare in the creation of a
virtual grocery shopping environment for supermarkets.
?. %evise a short consumer 6uestionnaire for 0urger Cing to use in assessing its 3-% )"%
simulations.
1. %escribe ho accounting irregularities can play havoc ith a firm/s reputation' supplier
relations' and manager morale.
2. %iscuss other means of measuring and improving financial performance at %ollar *eneral.
3. What are the financial management pros and cons of %ollar *eneral/s placing greater emphasis
on perishables?
?. Evaluate %ollar *eneral/s inventory management initiatives.
1. Evaluate 8ports "uthority/s ne design in light of the retailer/s ob+ectives.
2. %iscuss the pros and cons of 8ports "uthority/s use of specialty bouti6ues instead of its
previous arehouse format.
3. %evelop a promotional campaign for 8ports "uthority to capitali(e on Fthe authorityG image.
?. %o you think the WT8" netork ill prove to be a ma+or contributor to 8ports "uthority/s
atmospherics or ill it turn out to be a fad? Explain your anser.
Risk & Ins%rance Management
213 %iscuss ho =uanita could use futures contracts to hedge the price risk.
223 %iscuss ho a double-trigger' integrated risk management plan could be employed.
b. What is the net present value 2B5Q3 of the sprinkler system pro+ect' assuming the rate of
return re6uired by *W8 investors is 17 percent?
c. &o many derailments should =uanita expect next year' assuming the regression results are
reliable and *W8 goes ahead ith the expansion plan?
a. %o any of the folloing parties have an insurable interest in the business at the time of the fire?
0en )armine Bational 0ank
b. 0en told )armine he could save money by taking over 0en/s insurance instead of buying a ne
policy. Would it be appropriate for )armine to take over 0en/s insurance ithout notifying 0en/s
insurer? Explain.
c. !nvestigation of the fire revealed that the car oner kne the gas tank had a leak' but this
information as not disclosed to )armine hen the car as brought in for service. Explain ho
subrogation might apply in this case.
d. %id )armine sho utmost good faith hen he applied for property insurance on the business?
Explain.
e. )ould )armine/s insurer deny coverage for the fire on the basis of a material concealment?
Explain.
a. "ssume you are a personal insurance advisor. !dentify the ma+or loss exposures that 0en faces.
b. Explain the ma+or differences among the &;-3' %5-3 and %5-1 policies discussed by the agent.
c. To hat extent ill each of the coverage alternatives discussed by the agent cover the loss
exposures identified in 2a3?
d. "ssume that 0en obtains a %5-3 policy. %o you recommend that he also purchase the personal
liability supplement? Explain.
e. "ssume that 0en obtains a %5-1 policy. %o you recommend that he also purchase flood
insurance through the Bational >lood !nsurance 5rogram? Explain.
a. "ssume you are a risk management consultant. !dentify the ma+or loss exposures that
Cimberly faces.
b. "ssume that a covered loss occurs in =uly' hich damages part of the inventory. %oes the 0;5
provide any protection for the increase in inventory during the summer months? Explain your
anser.
c. Cimberly plans to hire an additional employee during the summer months hen sales are
increasing. 8he is concerned about possible employee theft and dishonesty. Explain to Cimberly ho
this loss exposure can be handled under the 0;5.
d. " fire damaged the building. "s a result' Cimberly incurred a business income loss because the
business as closed for three months.
e. Qandals broke the exterior glass indo to the business' hich caused substantial damage to
the building.
SA-ET. MANAGEMENT
1. What are the aspects of 8afety #anagement you ill discuss in the tool box meetings/
2. What are the differences in running safety management systems for large si(ed pro+ects and
medium si(ed pro+ects? ;utline the procedures that govern 8#8s in such pro+ects.
3. Lou have understood the need for change in your construction site 8#8. #ake a detailed
report on ho you ill go about implementing changes' and hich aspects of 8#8 you ill
touch in hile implementing these changes. What are the challenges involved in implementing
these changes you may encounter
?. What are the incentives you may possibly get if such an 8#8 is implemented successfully? Bote
that incentives may not necessarily create ealth for you' they may or may not lead to financial
gains as ell.
1. These accidents are not Aengineering mysteriesA. )omment
2. Lou ere .in charge/ overseeing these plants 2as mentioned in UeU and UfU3. !n each case'
explain the shortcomings' mistakes and aspects of your duty here you failed to stop these
accidents from happening. &o far should you be held responsible and accountable for
these accidents?
3. What measures you ould have taken' hat strategies you ould have implemented to
avoid these accidents
?. 8uppose' you are asked by your employer to submit conclusive comments on these
accidents as part of an aareness test. What ill be the contents of your comments?
<. W!T&!B " LE"4 after 0hopal' companies around the orld ere boasting that they had
reduced or eliminated stockpiles of ha(ardous intermediaries. Today' ha(ardous
intermediates are rarely stocked and the normal practice is to make them as you use them.
The ider message' hoever' to apply inherently safer designs throughout the
manufacturing process has not gone over as ell. What is your vie about this.
Sales !istri*%tion Management
1. What action should the 5hillips )ompany have taken to change the company image in the
public utility field?
1. %escribe )astleberry/s ma+or operations responsibilities. &o ell is he carrying out each of
these responsibilities?
2. What kind of planning activities should )astleberry be carrying out regularly? What planning
areas need immediate attention?
3. &o do you suppose )astleberry/s time should be divided operations and planning?
1. 8uggest hat Wagner should have done to reduce personnel turnover and eliminate the other
problems at )entral )"TQ.
1. !f you ere acting as a consultant for the %riskill )ompany' hat recommendations ould you
make ith respect to the preparation of 6uotas of the sales force?
2. &o ould you evaluate the arguments of the sales manager and the marketing research
director?
SALES MANAGEMENT
1. What is your position on the three problems that had to be solved by 8cripto? %efend your
arguments.
2. Evaluate &olden/s recruiting program' suggesting hether or not the company should have
continued in college recruiting of sales engineers.
3. Evaluate #ar6uette/s method of designing the sales territories R strengths and eaknesses.
8hould the company reduce the si(e of its territories?
?. Was there a need for sales control at "lderson 5roducts' !nc.? Why or hy not?
What ould have been the components of a good sales control program for "lderson products?
0e specific and give your reasons for each element of sales control.
Shiing Management
1. Explain in detail 8trengths' Weaknesses' ;pportunities and Threats in 8hipping #anagement?
2. Explain in detail !ssues affecting maintenance and materials management in shipping?
3. What do you mean by 8hipping 5ools? "lso mention other sources of uncertainty in volatility
of earnings?
?. Explain in your ords the use of F!nformation TechnologyG in the field of 8hipping.
<. What do you mean by E%!? Explain ith its advantages and disadvantages
D. Explain in your ords various parties involved in the 8hipping !ndustry.
E. Write detailed note on F#aritime :aG
I. Explain in detail #anagement of )ontainer Terminals?
,. Explain in your ords the issues on hich 8hip oner should commit himself to the nation?
17. Explain hedging ith freight futures?
So(t0are Management
1. Explain in detail the phases involved in the Waterfall model.
2. " softare package is to be designed and build to assist in softare cost estimation. !t ill
input certain parameters and produce initial cost estimates to be used at bidding time.
a. !t has been suggested that a softare prototype ould be of value in these circumstances.
Explain hy this might be.
b. %iscuss ho much prototyping could be controlled to ensure that it is conducted in an orderly
and affective ay and ithin a specified time span
3. %ifferentiate beteen principles of )onventional 8oftare Engineering and #odern 8oftare
#anagement.
?. The application of risk management to softare development pro+ects has been strongly
advocated. !n practice' hoever' managers are often reluctant to apply the techni6ues. What do
you think might be the reason for this
<. ;n a large pro+ect it is often be the responsibility of a team leader to allocate tasks to
individuals. Why might it be unsatisfactory to leave such allocations entirely to the discretion
of the team leader?
D. What do you mean by Work 0reakdon 8tructure 2W083. Explain it in detail
E. Explain in detail );#; )ost Estimation #odel.
I. !f you ere asked as an expert to provide an estimate of the effort needed to make certain
changes to an existing piece of softare' hat information ould you like to hand to assist you
in making that estimate?
,. Explain )##' its levels in brief along ith examples?
17. Explain in detail !teration Workflos?
So(t0are Pro)ect Management
1. !n hat ays are the #arshall >ield/s flood disaster recovery effort a pro+ect? Why are large-
scale disaster response and recovery efforts pro+ects?
2. !n hat ays do the characteristics of crisis management as described in this case correspond
to those of pro+ect management?
3. Who as 2ere3 the pro+ect manager2s3 and hat as his or her 2their3 responsibility? Who
as assigned to the pro+ect team and hy ere they on the team?
?. )omment on the appropriateness of using disaster recovery efforts such as this.
<. What form of pro+ect management 2basic' program' and so on3 does this case most closely
resemble?
1. What form of pro+ect management 2basic' program' and so on3 does this case most closely
resemble?
2. The pro+ect manager is also the director of >8' only one of the departments that ill be affected
by the ne benefits system. %oes this seem like a good idea? What are the pros and cons of her
selection?
3. )omment on the team members/ part time assignment to the pro+ect and the expectation that
they give the pro+ect top priority.
?. #uch of the success of this pro+ect depends on the performance of team members ho are not
employed by @uick' namely the &08 consultants. They must develop the entire
hardare9softare benefits system. Why as an outside firm likely chosen for such an
important part of the pro+ect manager in meeting pro+ect goals?
1. What is the system? What are its key elements and subsystems? What are the boundaries and
ho are they determined? What is the environment?
2. Who are the decision makers?
3. What is the problem? )arefully formulate it.
?. %efine the overall ob+ective of the ater aste management program. 0ecause the program is
ide-ranging in scope' you should break this don into several sub- ob+ectives.
<. %efine the criteria or measures of performance to be used to determine hether the ob+ectives
of the program are being met. 8pecify several criteria for each sub-ob+ective. "s much as
possible' the criteria should be 6uantitative' although some 6ualitative measures should also be
included. &o ill you kno if the criteria that you define are the appropriate ones to use?
D. What are the resources and constraints?
E. Elaborate on the kinds of alternatives and range of solutions to solving the problem.
I. %iscuss some techni6ues that could be used to help evaluate hich alternatives are best.
1. Why as the system a failure?
2. What as the likely cause of its lack of use?
3. What steps or procedures ere absent or poorly handled in the pro+ect conception phase?
1. What do you think ill happen?
2. &o do you think the crisis facing Lrisket ill affect the #ulder pro+ect? The "gentfox pro+ect?
1. What steps or actions should the architect and contractor have taken before committing to the
specifications on the indo units and spacing beteen granite slabs the ould have reduced
or eliminated this problem?
STORE MANAGEMENT
@ 1 1 %escribe ;pen K )lose 8tore 8ystems ? When can it be employed?
@.2 1 &o does E45 resolve Typical 5roblems faced by organi(ations anting to automate materials
management? %escribe different reports generated under E45 for use by different functions.
@.3 1 %escribe "0) analysis. &o is it used to control inventory. What are different stock levels
determined to control inventory? &o are they calculated?
@.? 1 !f proper stores :edgers are maintained for each material' 0in )ards are not re6uired for stores
control. %o you agree? Why?
@.< 1 What measures are re6uired to prevent thefts by outsiders? Would you recommend use of stores
manual to train stores employees in safety K security? Why?
@.D 1 %amage to materials can be avoided by proper segregation of materials in the stores. Explain.
@.E 1 What are the re6uirements for handling' storing and packing materials as issued by
international organi(ation for standards under !8; ,777?
@.I 1 Who should manage the scale of scrap? 8ales manager or purchase manager? Why?
Strategic Management
1. 8tate the strategy of &industan $nilever in your on ords.
2. "t hat different levels is strategy formulated in &$:?
3. )omment on the strategic decision-making at &$:.
?. *ive your opinion on hether the shift in strategic decision-making from !ndia to $nilever/s
head6uarters could prove to be advantageous to &$: or not.
1. )onsider the vision and mission statements of the 4eserve 0ank of !ndia. )omment on the
6uality of both these statements.
2. 8hould the 40! go for a systematic and comprehensive strategic plan in place of its earlier
pragmatic approach of responding to environmental events as and hen they occur? Why?
1. What is the motive for internationali(ation by the Calyani *roup? %iscuss.
2. Which type of international strategy is Calyani *roup adopting? Explain.
1. !dentify the type of organi(ation structure being used at 8ynergos and explain ho it orks.
What are the benefits of using this type of structure? What are the pitfalls?
2. Express your opinion about hether the structure is in line ith the recruitments of the
strategy that 8ynergos is implementing.
3. 0ased on the information related to the information' control and reard systems available in
the case' examine hether these systems are appropriate for the type of strategy being
implemented.
1. "naly(e the i*"TE case to highlight ho it could apply some of the strategic controls such as
premise control' implementation control' strategic surveillance and special alert control.
2. "naly(e and describe the process of setting of standards at i*"TE.
3. *ive your opinion on the effectiveness of the role of reard system in exercising &4
performance management at i*"TE and suggest hat improvements are possible' given the
environmental conditions in the !T9!TE8 industry in !ndia at present.
Strategic Management
1. )onsider the vision and mission statements of the 4eserve 0ank of !ndia. )omment on the
6uality of both these statements.
2. 8hould the 40! go for a systematic and comprehensive strategic plan in place of its earlier
pragmatic approach of responding to environmental events as and hen they occur? Why?
1. !dentify the opportunities and threats that the retailing industry in !ndia offers to local and
foreign companies.
2. 5repare an ET;5 for a company interested in entering the retailing industry in !ndia.
1. !n your opinion' hat is the distinctive competence of &elp"ge !ndia?
2. 5repare a strategic advantage profile for &elp"ge !ndia.
1. 0&E: is mainly formulating and implementing concentration strategies nationally as ell as
globally' in the poer e6uipment sector. %o you think it should broaden the scope of its
strategies to include integration or diversification? Why?
2. 8uppose 0&E: plans to diversify its business. What areas should it diversify into? *ive reasons
to +ustify your choice.
1. What is the motive for internationali(ation by the Calyani *roup? %iscuss.
2. Which type of international strategy is Calyani *roup adopting? Explain
1. )omment on the steps taken to reduce the extent of vertical integration at the !ndian 4ailays.
8uggest a fe more measures that could be taken.
2. %iscuss the measures taken for corporate restructuring of the !ndian 4ailays' in your opinion'
are these ade6uate for dealing ith the problems faced? Why?
3. 5ropose the basic elements of a corporate turnaround for the !ndian 4ailays.
Strategic Management
1. !llustrate the emerging concepts in competition and segmentation?
2. Explain 5E8T frameork ith the help of an example of your choice from the !ndian marketing
Environment?
3 !llustrate "n off/s matrix and T;W8 analysis?
?. Explain the significance of marketing strategy for soft drink manufacturers1 say )oca-)ola and
5epsi )ola and 5epsi cola in !ndia. %iscuss their strategies in depth?
<. Explain developing and testing a brand ith the help of an example of your choice from the !ndian
#arketing environment?
D. Explain the role of strategic marketing in handling implicit collusion ith the help of an example
;f your choice?
E. )omment on the ne corporate governing e-las and their significance for !ndian corporate
&ouses?
I. Elucidate ne business practices folloed by !ndian firms after the advent of customer-
>riendly technologies?
,. !llustrate the successful groth and diversification strategies adopted by the !ndian irms like
!)!)! 0ank and Tata 8teel recently?
17. Elucidate critical factors in selecting the right 4elationship marketing strategy for an !ndian
8oftare firm say' !nfosys in Europe and #iddle Reast countries ?
Strategic Management
@1 Write a descriptive note on the historical evolution of strategic management and business policy of
!ndia and the orld.
@2 %escribe some of the important characteristics of environment and demonstrate ho a strategist
can be understand it better by dividing into external and internal components and general and
relevant environment.
@3 8elect a high-profile industry such as the !T or entertainment industry. !dentify the ma+or
competitors and analy(e these reports to identify the types of corporate-level strategies being used by
these firms.
@? Which types of regionali(ation strategies are adopted by firms? Explain and state your opinion on
hether !ndian companies should adopt regionali(ation strategies.
@< %escribe the different ays in hich digitali(ation can help organi(ations in achieving cost
leadership' differentiation and focus.
@D )ritically comment on the use of corporate portfolio analysis for examining the ob+ective factors
involved in exercising a strategic choice.
@E %escribe the manner in hich an organi(ation can align its resource allocation ith its strategies.
@ I %iscuss the need for stakeholder relationship management. "lso describe the techni6ue of
stakeholders/ analysis.
S%l' #hain Management
1. *ive a critical analysis of the privati(ation of telecom sector in !ndia.
2. &ighlight the secrets of success of "lpha Talent :td. in terms of technological advancements
and serviceV provided.
1. )omment on the upstream and donstream supply chain portions operating in the company.
2. &o far are the plans to improve the supply chain efficiency in the company feasible?
3. A!nternal supply chain at the company can be characteri(ed by the lack of itA. )omment.
1. What made 8): a leader in the logistics industry?
2. %iscuss the strategies adopted by 8): for its survival in the competitive scenario.
3. )omment on the contributions of 8): to society.
?. What steps the company should take to globali(e its netork reach?
<. %iscuss the strategies adopted by 8): for expansion.
1. "naly(e the case in vie of the logistics outsourcing practices of the !8:.
2. %iscuss the importance of logistics outsourcing ith reference to supply chain management.
3. 8uggest strategies for further strengthening the supply chain of !8:.
?. The participants9students are expected to have a clear understanding of 8upply )hain and
gistics #anagement concepts.
<. The issues involved in the case are 8ales >orecasting' 8trategic 8ourcing' 8election of
Warehousing 8ervice 5rovider' Transportation #ode and other nuances in gistics #anagement.
S%l' #hain Management
1. )omment on ho folloing issues may be affecting the dabbaallah system1
W )ompetition and resulting shrink in customer base
W :ifestyle )hanges W Workforce #anagement
2. &o do the dabbaallahs find recruits?
3. &o can an incentive system based on Ae6ual pay for allA ork?
?. %o the dabbaallahs kno their clients?
<. &o does the dabbaallah system ensure that the individual links in the delivery netork do not
break don?
D. &o is the Trust dealing ith the issue of groth?
E. &o is the Trust coping ith dabbaallah competitors?
I. The orld around you is changing but the dabbaallahs have not changedP hy not?
,. !s there a future for %abbaallahs?
17. >olloing are the foundations for the success of the dabbaallah service
W -)ost %elivery W %elivery 4eliability W %ecentrali(ation
W 8uburban 4ailay Betork W 5erceived E6uality.
1. "naly(e the case in vie of the logistics outsourcing practices of the !8:.
2. %iscuss the importance of logistics outsourcing ith reference to supply chain management.
3. 8uggest strategies for further strengthening the supply chain of !8:.
S"R1E.OR MGMT
1. What a note on tender and tender notices.
2. %iscuss the different types of tenders?
3. Write a note on E#% and 8%.
?. What are the procedures folloed after the opening of a tender?
<. Write a note on tender document2
1. !n hat ays are the #arshall >ield/s flood disaster recovery effort a pro+ect? Why are large-
scale disaster response and recovery efforts pro+ects?
2. !n hat ays do the characteristics of crisis management as described in this case correspond
to those of pro+ect management?
3. Who as 2ere3 the pro+ect manager2s3 and hat as his or her 2their3 responsibility? Who
as assigned to the pro+ect team and hy ere they on the team?
?. )omment on the appropriateness of using disaster recovery efforts such as this.
<. What form of pro+ect management 2basic' program' and so on3 does this case most closely
resemble?
1. What form of pro+ect management 2basic' program' and so on3 does this case most closely
resemble?
2. The pro+ect manager is also the director of >8' only one of the departments that ill be affected
by the ne benefits system. %oes this seem like a good idea? What are the pros and cons of her
selection?
3. )omment on the team members/ part time assignment to the pro+ect and the expectation that
they give the pro+ect top priority.
?. #uch of the success of this pro+ect depends on the performance of team members ho are not
employed by @uick' namely the &08 consultants. They must develop the entire hardare9softare
benefits system. Why as an outside firm likely chosen for such an important part of the pro+ect
manager in meeting pro+ect goals?
TA3ATION
1. "3 When an individual ill be Bot ordinary resident?
03 Explain in detail about hich incomes are taxable for ordinary resident' not ordinary resident'
not ordinary resident and non-resident.
2. "3 Explain exempted house property incomes.
03 &o to treat partly let out and partly self-occupied houses?
3. "3 Whether FExpenditure of 5ersonal BatureG is alloed or disalloed hile calculating
income from business or profession R )omment.
03 0rief about F$nder-valuation and ;ver-valuation of 8tockG ith suitable example.
?. "3 Explain various assets hich are not included in capital assets.
03 0ring out various deductions that are available hile calculating long-term capital gains.
<. "3 Explain the various methods of accounting.
03 Explain the various kinds of securities and their tax treatment.
D. "3 Write short notes on I7*.
03 0ring out various deductions available from *T! hile calculating taxable income.
E. "3 Explain the tax rates applicable to
i3 "n ordinary individual ii3 " omen belo D< years of age.
iii3 " senior citi(en above D< years of age.
03 Explain the rules regarding calculation of remuneration hile orking out firms income.
I. "3 0riefly discuss set-off and carry-forard of losses.
03 Write short notes on clubbing of income.
,. "3 %iscuss the concept FTax 5lanningG. 03 %iscuss FE-filingG.
17. "3 %iscuss the nature of offence and punishments.
03 %iscuss about "dvance Tax and Tax %educted at 8ource.
Total +%alit' Management
1. %escribe the four tiers of 6uality documentation.
2. %etermine hich element of !8; ,771 is referenced in each of the folloing situationsG
2a3 "n audit found that no supplier revies ere being performed.
2b3 There ere no inspection records.
2c3 %uring an audit' it as found that a punch press operator had not received the technical
instructions necessary for running the punch press.
2d3 %uring an audit' it as discovered that no manager had been given the responsibility of
ensuring that the 6uality system as being maintained.
3. %escribe ho a to party audit system orks.
?. 8elect members of a 6uality by design team for the development and production of to or more
of the folloing products. !f possible' the team should be limited to ten members of different
disciplines.
2a3 0allpoint pen 2b3 )ar indshield sunscreen 2c3 #anual can opener
2d3 )omputer keyboard 2e3 )lothes iron
<. %esign a check-sheet for the maintenance of a piece of e6uipment such as a gas furnace'
laboratory scale' or typeriter. *ive the flo-diagram for the manufacture of the same.
D. !dentify the appropriate level of risk for the folloing items and +ustify your anser.
2a3 8pace 8huttle 2b3 S-ray machine 2c3 )amera 2d3 )anned soup 2e3 5encil
2f3 )omputer keyboard 2g3 )hair 2h3 4unning shoe 2i3 "utomobile
2+3 >resh vegetables 2k3 )hild/s toy 2l3 *olf club 2m3 0aby food
2n3 4estaurant food
E. %escribe ho benchmarking can be used to improve both efficiency and effectiveness. !dentify
and explain three main types of benchmarking. !n hat circumstances ould each type be most
appropriate
I. What difficulties are typically encountered hen benchmarking direct competitors? %escribe
the ays employed to ork around these problems.
,. Write a comprehensive note on at least five different types of metrics. What is the significance
of the different metrics used in daily ork routine in an airport? )ritically analy(e the dependence of
aviation systems on metrics. )ite to examples to support your analysis
17. $sing the !nternet or other sources' find examples of the role computers play in each of the six
6uality functions. "s an auditor ho ill you assess a ebsite?
4areho%se & Inventor' Management
1.%iscuss a fe steps that can be adopted to control W!5
2. What is recycling? What benefits ill it give to an organi(ation?
3. #45 +ust prepares the shopping lists. !t does not do the shopping or cook the dinner/. )omment
?. What is =!T? &o does it eliminate inventory? What are the advantages of implementing =!T?
<. What is forecasting? Why is it done and hat are its uses? :ist some considerations that should
be taken into account hile forecasting
6. What is the purpose of safety stock? &o ill the use of safety stock affect the E;@? &o ill
the safety stock affect the total annual carrying cost of the material?
E. .*roup Technology as applied to a operations system is a human relations technology./ Would
you agree ith this statement? %iscuss
I. 8hould cost be the primary criterion in operations planning? Explain.
,. What role for production and operations management do you foresee in another 1<-27 years
time in !ndia?
17. !n your ;pinion' here is !ndia on the tra+ectory of the changing Warehouse management
function? %iscuss
http://www.mbacasestudyanswers.com/reg.php
http://www.mbacasestudyanswers.com/papers.php
http://www.mbacasestudyanswers.com/reg.php
http://www.mbacasestudyanswers.com/papers.php

doc_273593536.doc