Description
• MBA ISBM CASE STUDY SOLUTIONS
• EMBA ISBM CASE STUDY ANSWER SHEETS
• EMBA ISBM CASE STUDY SOLUTIONS
• MBA CASE STUDY ANSWER SHEETS
• EMBA CASE STUDY ANSWER SHEETS
• DMS ISBM ANSWER SHEETS
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OPERATIONS MANAGEMENT
CASE-1 (16 Marks)
Bloomsday Outfitters produces T-shirts for road races. They need to acquire some new stamping
machines to produce 30,000 good T-shirts per month. Their plant operates 200 hours per month, but
the new machines will be used for T-shirts only 0 percent of the time and the output usually includes
! percent that are "seconds" and unusable. The stamping operation ta#es $ minute per T-shirt, and
the stamping machines are e%pected to ha&e '0 percent efficiency considering ad(ustments,
changeo&er of patterns, and una&oidable downtime. )ow many stamping machines are required*
CASE-2 (16 Marks)
+n the table gi&en below the ,istribution -anager is e%pected to ser&ice these ,.s as per the demands
placed. +f the actual sales after completing wee# one is as follows, what would be the quantities that
would need amendment as far as ,istribution -anager is concerned to ser&ice for wee# two and
onwards*
/fter wee# one the actual sales to 0orecasted sales for wee# one ratio is as under1 -umbai did 20 3 of
forecast , 4uc#now did 5! 3 of forecast 6ol#ata did 0 3 of wee# one forecast .hennai did $2! 3 of
forecast and ,elhi did $!0 3 of wee# one forecast
CASE-3 (16 Marks)
/fter wor#ing for 30 years, 7am(ee 8om(ee ,utt opted for 978 and started a courier company and did
&ery well in the first four years. )e was now loo#ing for e%pansion of his business and decided to
&enture into 7oad transportation business between .hennai and -umbai and -umbai and ,elhi as
he felt that he could do well on this line. )owe&er before ta#ing a final decision he hires your
-anagement .onsultant firm formed by yourself. )e has requested you to wor# out the :rice to quote
his clients for these two routes considering the costs in&ol&ed. )e e%pects to earn a minimum profit of
7s $000 per day per truc# after meeting all e%penses. ;our analysis of mar#et conditions tell you the
following1
9ehicle cost 7s 5 lacs ,epreciation $! 3 -aintenance costs per day 7s $!0 ,ri&ers monthly 8alary
7s !000 1 /ttendants monthly salary 7s 3000 . -isc e%penses 7s 200 per day. ,ri&er allowance is 7s
$2! per day and attendant gets 7s 5!. ,iesel cost per liter is 7s 2! and the &ehicle gi&es an a&erage
mileage of < #m to a liter. The 0inancial institutions offer loans at $0 3 interest pa, which 7am(ee has
been negotiating. +t has been obser&ed that on an a&erage the &ehicle co&ers in one of
the two businesses, which is li#ely to gi&e him greater benefit. /ssuming that the current turno&er and
profits of both the units are comparable, compare the relati&e benefits and limitations of -aterials
7equirement :lanning =-7:> for these two businesses.
CASE-5 (16 Marks)
/ -anufacturer of motorcycles buys spar# plugs at 7s.$! each. ?ow he wishes to manufacture the
plugs in his own factory. The estimated cost for the manufacture of spar# plugs is around
7s.!0,000@00 and the &ariable cost comes to 7s.! per spar# plug. The :roduction -anager ad&ises
the -anufacturer that the factory should go for manufacturing instead of procuring them from the
open mar#et. 4ist out reasons for the decision of the :roduction -anager bac#ed up by the necessary
data.
OPERATIONS MANAGEMENT
a> 4ean :roduction
b> Alobal 8trategies fir )ospitality ser&ices
c> -aterial 7equirements :lanning
B.2> C%plain Briefly the process /nalysis of -anufacturing :rocess 8election and
,esign* =$0 -ar#s>
B.3> ,efine 8upply .hain 8trategy and C%plain its feature and nature* =$0 -ar#s>
B. ,istinguish between goods and ser&ices. Dhat are the challenges faced by
8er&ices mar#eters* =$0 -ar#s>
B.!> ,iscuss the features and nature of :ro(ect -anagement* =$0 -ar#s>
B.> C%plain in brief the 8ynchronous -anufacturing and Theory of .onstraints*
=$0 -ar#s>
B.5> ,iscuss the essence Buality -anagement in 0ocus On si% 8igma* =$0 -ar#s>
B.2> Dhat is /ggregate 8ales and Operations :lanning* =$0 -ar#s>
OPERATIONS MANAGEMENT
B$> C%plain the concept 8i% 8igma. Bring out the significance of 8i% 8igma in Buality
-anagement* (10 Marks)
B2> ,efine :ro(ect -anagement and e%plain its nature and features* (10 Marks)
B3> Dhat is :rocess /nalysis* C%plain the steps in -anufacturing :rocess 8election
and ,esign* (10Marks)
B Cnumerate and e%plain the Theory of .onstraints* (10 Marks)
B!> Drite short notes =any two> (10 Marks)
a> +n&entory .ontrol
b> Operations 8cheduling
c> /ggregate 8ales and Operations :lanning
B> C%plain the following concept =any two> (10 Marks)
$> :roduct ,esign
2> 8trategic .apacity -anagement
3> 4ean :roductions
B5> ,efine -aterial 7equirements :lanning. ,iscuss its &arious components* (10 Marks)
B2> Dhat is 8upply .hain 8trategy* ,iscuss its characteristics* (10 Marks)
OPERATIONS MANAGEMENT
B.$. )ow would operations strategy for a ser&ice industry be different if any from that for a
manufacturing industry* =+tEs an e%ample F e%plains>
3. Dhat are the le&els of aggregation in forecasting for a manufacturing organiGation* )ow should
this hierarchy of forecasts be lin#ed and used
unit*
Dhat factors may be important for this industry* ,iscuss.
!. / good wor# study should be followed by good super&ision for getting good results. C%plain with
an e%ample.
. Dhat is (ob e&aluation* .an it be alternati&ely used as (ob ran#ing* )ow does one ensure that (ob
e&aluation e&aluates the (ob and not the man* C%plain with e%amples*
5. Dhat is the impact of technology on (obs* Dhat are the similarities between (ob enlargement F (ob
rotation* ,iscuss the importance of training in the content of (ob redesign* C%plain with e%amples*
'. Dould a pro(ect management organiGation be different from an organiGation for regular
manufacturing in what ways* C%amples.
$0. )ow pro(ect e&aluation different from pro(ect appraisal* C%plain with e%amples.
OPERATIONS MANAGEMENT
7am ,ubey recently purchased a chain of dry cleaners in ?orth Httar :radesh. /lthough the business
is ma#ing a modest profit now, 7am suspects that if he in&ests in a new press, he could recogniGe a
substantial increase in profits. The new press costs I $!, 8o far 7amEs wor#load has &aried from !0 to 200 shirts a day. )ow long would it ta#e to brea#
e&en on the new press at the low demand estimate* /t the high demand estimate*
B3> +f 7am cuts his price to I 0.'' a shirt, he e%pects to be able to stabiliGe his customer base at 2!0
shirts per day. )ow long would it ta#e to brea# e&en at the reduced price of I 0.''*
B 8hould 7am cut his price and buy the new press*
./8C 8TH,; 1 2
The :eachtree /irport in /tlanta ser&es light aircraft. +t has a single runway and one air traffic
controller to land planes. +t ta#es an airplane and minutes to land and clear the runway =e%ponentially
distributed> planes arri&e at the airport at the rate of ! per hour =
isson distributed>.
B$> ,etermine the a&erage number of planes that will stac# up waiting to land*
B2> 0ind the a&erage time a plane must wait in line before it can lead*
B3> .alculate the a&erage time it ta#es a plane to clear the runway once it has notified the airport that
it is in the &icinity and wants to land*
B The 0// has a rule that an air traffic controller can, on the a&erage, land planes a ma%imum of ,iscuss the general terms how forecasting might be used for planning to address these specific
problems*
B2> C%plain the role of forecasting in initiating a TB- approach*
B3> Dhat are the types of forecasting methods that might be used*
B ,escribe the ,elphi method for forecasting*
CASE STUDY : 4
B$> Dhat are the different costs of poor quality and costs of quality assurance that might be
associated with this quality problem*
B2> C%plain the term quality*
B3> ,iscuss the dimensions of quality for manufacturing products*
B ,iscuss the dimensions of quality for ser&ices*
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MARKETING OF FINANCIAL SERVICES
$> ,efine the different types of schemeEs floated by mutual fundEs briefly.
2> /nalyse the trend in different call rates in +ndia.
3> .omment on the following statements.
a> :ublic ,eposits are short term substitute for -oney.
b> :ublic ,eposits are addition to sa&ings.
c> ,irect acceptance of ,eposits by companies pose threat to the wor#ing of credit policy in the
economy.
d> The entries in the public deposit raises the debtJequity ratio of the companies.
Drite a brief note on discounting ser&ice and its importance in money mar#et.
!> The good absorpti&e capacity to go&ernment securities mar#et has increased due to the
disproportionate support by the 7B+. Kustify.
> Ai&e a brief note on different types of options and highlight the &arious ser&ices pro&ided by
them.
5> Dhat are the drawbac#s of foreign capital inflow.
2> Dhat is the relationship between short term and long term interest rates.
ORGANIZATIONAL BEHAVIOR & BUSINESS COMMUNICATION
$> Dhat are the arguments for and against layoffs in hard times*
2> )ow ha&e the three e%ecuti&es in this case shown leadership*
3> C%plain the difference between management and leadership. ,iscuss why conceptual leadership
s#ills become more important, and technical s#ills less important, at higher le&el organiGational le&els.
$> +s the A-Es approach wrong* +f yes, then why if no then why not* Ai&e reasons for your answer.
2> Dhat would you recommend to the A.-.
3> Team leaders and team members need s#ills to de&elop effecti&e teams. +s this statement
correct or wrong. +f there are any s#ills needed by the team leaders and team members to
de&elop effecti&e teams then discuss them.
$> )ow did the A- distinguish between the two target groups to ma#e his communication
effecti&e*
2> Dhat is the main ad&antage of direct face-to-face communication, as against communication
through circulars or memos*
3> Dhat ma#es technical communication different from general communication *
)ow important is it to be able to communicate*
$> 7ead the abo&e con&ersation carefully if you were 9i#as, how would you answer all the
questions as#ed by the inter&iewer. 7ewrite the answers, ma#ing them more appropriate by
changing the language, style, tone, and attitude of the answer.L
2> ,escribe the significance of (ob inter&iews today.
PORTFOLIO MANAGEMENT
B$> Dhat qualities are required for successful in&esting*
B2> Dhat are the ma(or types of real assets* Dhat are the pros and cons of in&esting in real asset*
B3> Dhat is boo# building*
B Dhat are the #ey differences between traditional finance and beha&ioural finance*
B!> ,iscuss the following.
a> ,emand side policies.
b> 8upply side policies.
B> Dhat are the differences between technical analysis and fundamental analysis*
B5> Dhat are the #ey differences between closed-ended and open ended schemes*
B2> Dhat should you bear in mind while in&esting in paintings and antiques*
B'> 8pell out the #ey steps in&ol&ed in portfolio management*
QUALITY MANAGEMENT
B$> ,escribe how the golden rule does or does not influence each of the si% concepts of TB-*
B2> Dhat is the best way to impro&e mar#et share for a product or ser&ice*
B3> ,iscuss the ad&antages of an empowered team*
B ,escribe two ways to determine a superior process*
B!> Dhy has e-.ommerce grown so quic#ly*
B> Briefly describe the purpose of an +8O '000 quality system*
B5> Dhy are the product e&aluation standards in the de&elopment stage*
B2> Dhat is the o&erall aim of the C-8 8tandard*
B'> Drite a warning label or operating instructions for the following products* =/ny .
a> .ars
b> 0irewor#s
c> 8wimmingol
d>wer saw
e> +n-4ine 8#ates
B$0> 8tate &arious techniques to sustain continuous impro&ement*
QUALITY STANDARDS AND POLICY
.
B.$> The mean &alue of the modulus of rupture of a large number of test specimens of green 8it#a
spruce has been found to be !,00 +bJin2.
a> +f the standard de&iation is 2 0or what percentage will it be abo&e Below 3,!00* =! -ar#s>
B.2> a> )ow many different hands of a $3-card might you ha&e out of standard dec# of !2 playing
cards*
b> Dhat is the probability of a $3-card hand containing all four aces*
c> Dhat is the probability of a $3-card hand without an ace, #ing, queen, or (ac#*
d> Dhat is the probability of a $3-card hand containing one or more aces* =! -ar#s>
B.3> /n acceptance plan calls for the inspection of a sample of 5! articles out of a lot of $,!00. +f there
are no nonconforming articles in the sample, the lot is acceptedM with 5 or more, it is re(ected. +f a lot
!3 nonconforming is submitted, what is the probability that it will be re(ected* 8ol&e using the
poisson distribution as an app =! -ar#s>
B. 7andom 8amples of $00 items are drawn from a continuous process that is #nown to produce
203 nonconforming items. ,etermine the probability of finding e%actly $! nonconforming items in a
sample1
a> Hsing the e%act binomial distribution.
b> Hsing the normal appro%imation to the binomial.
c> Hsing the poisson appro%imation to the binomial.
d> .omment on the relati&e accuracy of the appro%imations
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ORGANIATIONA! "E#A$IOR
$. ,efine organiGational beha&ior, and organiGational structure*
2. Dhat is the difference between a manager and a leader* ,o leaders need different s#ills to be
effecti&e*
3. Dhat is the difference between a group F a team* Dhat are the different types of wor# teams*
$> The groups to which an indi&idual aspires to belong, i.e. the one with which he or she
identifies is called
a> coalitions b> committees c> reference groups d> tas# groups
2> One small drawbac# of the fi&e-stage model is that it
a> ignores the organiGational conte%t b> ignores the situational factors c> ignores the indi&idual
attributes d> ignores the formal structure
3> +ndi&idual employees can be con&erted into team players through
a> appropriate feedbac# b> training c> monitoring d> demonstration
One who tries to bring discipline and order through formal structures, plans and
processes and tries to monitor performance against plans is a
a> leader b> manager c> co-ordinator d> team-player
!> +f the followers are able and unwilling, then the leader will ha&e to use the
a> authoritarian style b> participati&e style c> situational style d> strategic style
> /ccording to situational leadership approach, the style that denotes a high-tas# and a
low-relationship style is
a> selling style b> delegating style c> participating style d> telling style
5> ,ecision-ma#ing hea&ily depends on the indi&idual
a> understanding b> creati&ity c> perception d> ability
2> +n formal groups and organiGations, an indi&idual has ma%imum access to
a> referent power b> reward power c> legitimate power d> coerci&e power
'> +n an attempt to preser&e their perceptions, people tend to
a> resist change &iolently b> ignore the change process c> create bottlenec#s for change agents
d> process information selecti&ely
$0> The process, which is aimed at see#ing change in attitudes, stereotypes and perceptions,
that groups hold of each other is called
a> OrganiGational de&elopment b> +nter-group de&elopment c> T-groups d> Team-building
ORGANIATIONA! "E#A$IOR
$ 4ist the &arious reasons in OrganiGation %yG , which lead to its de&elopment*
2 +f the organiGation had not in&ested in its employee, would they ha&e de&eloped*
3 8ite few e%amples of +ndian companies, similar to N;O mentioned abo&e*
< Dhat would ha&e been the drawbac# of the N;O .ompany prior to $''$*
$ +s it fine to pri&atiGe profits and nationaliGe losses, is it right for organiGational de&elopment *
2 Das this a result of failure of leadership of these firms*
$ ,o the core &alues, really influence and ha&e a impact on organiGational de&elopment *C%plain.
2 +s organiGational de&elopment depended internally on employees and e%ternally influenced by
customers* ,iscuss
$> -easurement has the power to focus attention on desired beha&ior and results," )ow it leads to
organiGational de&elopment*
2> ,iscuss benchmar#ing techniques, are really helpful for succeeding in + todayEs scenario*
PERSONNE! MANAGEMENT
B$> ,efine the term P-anpower :lanningL*
B2> ,iscuss P-anpower :lanning ma#es for different purposes at different le&elL*
B3> C%plain some other pay-offs from -anpower :lanning to the enterprise*
B Ob(ecti&es of -anpower :lanning. C%plain in detail*
B$> ,efine the term PDord of -outhL.
B2> ,efine the ob(ecti&e and importance of ad&ertisement in the process of 7ecruitment*
B3> ,efine the term selection in brief.
B C%plain the methods of selection*
B$> ,istinguish between one way &ersus two way communication.
B2> ,efine the tem formal and informal organiGational communication*
B3> C%plain the most common channels a&ailable for downward communication in an organiGation*
B Dhat do you mean by communication filters*
B$> Dhat do you understand by the concept of BD4*
B2> +dentify its ma(or acti&ities and concerns*
B3> ,iscuss the rele&ance of B84 in the +ndian conte%t*
B Q0le%ible wor#ing time arrangement can be an answer to the multifarious roles of the +ndian
wor#erE, C&aluate.
PERSONNE! MANAGEMENT
$. :sychological test as selection criteria can at best be a support to the inter&iew process. :lease
e&aluate. =$! -ar#s>
2. 7etention of employees in the organiGation starts with a structured and effecti&e induction
program.:lease comment. =$! -ar#s>
3. +f you ha&e to hire an )7 -anager for your firm,what competencies would you loo# for*
:lease answer in terms of your understanding of the )7 function. =$! -ar#s>
!. Briefly e%plain =/ny two>1
a> ,ifferent type of employee appraisals and rating
b> 9alidity J reliability
c> Kob analysis
d> 8tress inter&iew
P#ARMACO!OGY MANAGEMENT
B.$> Dhat are the important responsibilities of -r. 6ate*
B.2> Dhat are the different stages -r. 6ate will use in the :rocess to set up the pro(ect and run it*
B.3> On what elements will -r. 6ate focus*
B. Dhat are your 8uggestions*
B.$> Dhat is a clinical trial*
B.2> Dhat is the process of designing and carrying out clinical research*
B.3> C%plain the :lanning 8teps of -r. 8impson.
B. Dhat are the important considerations to conduct of any type of clinical trial*
B.$> ,efine .7.
B.2> ,efine .7/
B.3> Dho can be appointed as a .7.J.7/*
B. Claborate the responsibilities of the .7. and .7/*
B.$> Dhat is the definition of fraud and misconduct in clinical research*
B.2> /ccording to you what are the steps and procedures adopted by -r. 6unte to in&estigate fraud*
B.3> Dhat are the penalties you can suggest to ,r. 6unte for pro&en fraud and misconduct*
B. C%plain the responsibilities of ,r. 6unte as an in&estigator in the Dhole process.
P#ARMACO!OGY MANAGEMENT
$. Hnderstand how the Bitech F :harma industries are e&ol&ing in +ndia.
2. Hnderstand the relationship between the Bitech F :harma industries.
3. Cstablish the inno&ations in both the industries.
< 4earn about the competencies de&eloped by certain companies and the growth
opportunities in both the industries.
$. 8tudy the entry and e%pansion strategies of 7anba%y in foreign mar#ets
2. Claborate on the Arowth initiati&es of 7anba%y in the H8
3. Dhat are the .hallenges faced by 7anba%y in the H8
$. Hnderstand the importance of corporate social responsibility and its impact on the image of
corporate
2. /ppreciate the role of corporate in bringing about social change
$. Drite down the facts of the case.
2. Cstablish the growth of the 7anba%y and the ma(or hurdles the company e%perienced in its growth.
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PRINCIP!ES % PRACTICE O& MANAGEMENT
$. a> Dhat are the steps in&ol&ed in planning*
b> )ow you ma#e planning effecti&e*
2. Dhat is the difference between a policy and a procedure*
3. C%plain the ad&antages and limitations of planning.
,efine a decision ma#ing*
b> C%plain common difficulties in decision-ma#ing.
. a> ,ecision-ma#ing is a #ey part of a managerEs acti&ities. R Claborate.
b> Dhat are the steps in&ol&ed in rational decision-ma#ing.
5. a> C%plain the indi&idual and group decision-ma#ing.
b> ,escribe ad&antages and disad&antages of group decisions.
2. a> ,raw models of decision-ma#ing* b> C%plain any two.
PRINCIP!ES % PRACTICE O& MANAGEMENT
'1) P.oordination is imperati&e for the success of any organiGation.L C%plaining the need for
coordination suggest the ways to achie&e effecti&e coordination in a decentraliGed pri&ate sector
manufacturing organiGation*
'2) ,escribe the interpersonal needs in terms of e%pressed and wanted beha&ior. .ite suitable
e%amples to support your &iews*
'3) Dhy do managers need to acquire different s#ills at &arious le&els* Dhat are the s#ills
conceptualiGed by 6atG* C%plain how they are pro&ing useful for +ndian managers at different le&els*
'4) ,iscuss &arious strategies used in implementing organiGational change in the conte%t of a large
public sector manufacturing organiGation*
'5) +dentify ma(or barriers of communication and e%plain why do they arise. C%plain ways to
o&ercome these barriers with suitable e%amples*
'6) Drite short notes on any four of the following1 =! mar#s each >
i> ,elegation and ,ecentraliGation
ii> 4ine and 8taff functions
iii> Theory N and ;
i&> ,omino Cffect
&> OrganiGational culture and climate
PRINCIP!ES % PRACTICE O& MANAGEMENT
$. )ow should -r. ,urant assess the opportunities in &arious countries around the world*
2. 8hould .arrefour adopt Dal--artSs strategy of "low prices e&eryday"* Dhat would be the
ad&antage or disad&antage of such a strategy*
3. )ow could .arrefour differentiate itself from Dal--art*
The reengineering efforts of :FA focused on the business process system. ,o you thin# other
processes, such as the human system, or other managerial policies need to be considered in a process
redesign*
2> Dhat do you thin# was the reaction of the brand managers, who may ha&e wor#ed under the old
system for many years, when the category management structure was installed*
3> /s a consultant, would you ha&e recommended a top-down or a bottom-up approach, or both, to
process redesign and organiGational change*
Dhat are the ad&antages and disad&antages of each approach.
$> Dhat is your assessment of ,aimler-BenGSs operations in many different fields*
2> 8hould the &arious groups operate autonomously* Dhat #inds of acti&ities should be centraliGed*
3> ,aimler-BenG is best #nown for its -ercedes-BenG cars. Dhy do you thin# ,aimler bought /CA in
the first place and why did it &enture into the /erospace and +nter 8er&ices businesses*
Ai&en the apparent mista#es in acquiring non-automoti&e businesses, what should Kurgen
8chrempp do now*
$> :repare a profile of the potential buyer of the 4e%us.
2> Dhat should -ercedes and B-D do to counteract the Kapanese threat in the Hnited 8tates and
Curope*
3> Dhy has the 4e%us model been &ery successful in the H.8. but has not been mar#eted in Kapan*
=8uggestion1 7e&iew the frequency of repair records of lu%ury cars. /lso tal# to 4e%us dealers or 4e%us
owners>.
,o you thin# 4e%us will succeed in Kapan* Dhy or why not*
PRINCIP!ES % PRACTICE O& MANAGEMENT
$. Dhat opportunities and threats did -c,onaldEs face * )ow did it handle them * Dhat
alternati&es could it ha&e chosen *
2. Before -c,onaldEs entered the Curopean mar#et, few people belie&ed that fast food
could be successful in Curope. Dhy do you thin# -c,onaldEs has succeeded * Dhat strategies
did it follow * )ow did these differ from its strategies in /sia *
3. Dhat is -c,onaldEs basic philosophy * )ow does it enforce this philosophy and adapt to
different en&ironments *
Dould a si% sigma implementation in&ol&e significant financial in&estment* ,iscuss
=b> .an total organiGational satisfaction be achie&ed while a company is also aiming for #ey
business results* +s there a conflict in these two goals* ,iscuss.
B.! 1 )ow would ha&e good production F Operations -anagement :ractices a&erted the terrible
Bhopal Aas strategy* 7esearch F ,iscuss
B. 1 ,ifferentiate between 4oading and 8cheduling. +s a clear-cut distinction between the two
possible under all production situations* +f so where is it possible F where is it not possible*
B.51 Dhat are the ad&antages of the )--8 model o&er the 4inear programming model* The
)--8.and other sophisticated models ha&e not been &ery popular in practice. Dhat may be the
reasons*
B.21 Dhat is the scope of purchasing acti&ities* Dhere would you fit purchasing in the materials
management function* +n the OrganiGational structure, where should purchasing be fitted*
=i> in a single plant situation =ii> in a multiple plant situation
B.'1 8ome say that we need a Pnational le&el (ob e&aluationL in +ndia. .an you en&isage the issues
in&ol&ed* +s it possible to do such a national le&el e%ercise* )ow would you proceed in this regard*
B.$0 1)ow can wor# study be used for arri&ing at =i> -anufacturing Budget =ii> :roduction :lan =iii>
:ersonnellicies =i&> -aterials :lanning* C%plain.
Pr()*+,-(. Ma.a/010.,
'71) 8uggest the best decision*
$> /nalyGe the abo&e case and gi&e your comments*
$> /nalyGe the abo&e case and gi&e your comments*
$> /nalyGe the abo&e case and gi&e your comments*
$> /nalyGe the abo&e case and gi&e your comments*
PRO8ECT MANAGEMENT
B$> :ro(ect ris#s can be eliminated if the pro(ect is carefully planned, C%plain*
B2> Dhat is the difference between a&oiding a ris# and accepting a ris#*
B3> )ow you face the 8chedule ris#*
B C%plain the term 7B8*
B$> Dhat is the critical path*
B2> )ow many wee#s to complete*
B3> Dhat is the slac# for acti&ity 0*
B Dhat is the slac# for acti&ity A*
B$> Dhy are accurate estimates critical to effecti&e :ro(ect -anagement*
B2> Dhat is estimated cost for -rs KohnEs house if they use contractors to complete all of the
house*
B3> Cstimate what the cost of the house would be if the -rs Kohn and -r ohn use their talents
to do some of the wor# themsel&es*
B ,o you ha&e any suggestion to -r F mrs Kohn*
B$> Dhat #ind of :ro(ect -anagement structure would you recommend they use for the 6;8O
pro(ect*
B2> Dhat information would you li#e to ha&e to ma#e this recommendation F why*
B3> Dhat do you belie&e is more important for successfully completing a pro(ect. ,iscuss.
B ,efine the word P:ro(ectL in brief*
PRO8ECT MANAGEMENT
$. Ai&e a detailed description on P,etailed :ro(ect 7eportL. +ndicate the :ros and .ons of it also.
=$0 -ar#s>
2. Dhat is :ro(ect -anagement +nformation 8ystem* Dhy is a :ro(ect -anagement +nformation
8ystem considered to be of immense importance in a pro(ect* +n designing a :ro(ect -anagement
+nformation 8ystem what parameters are to be spelt out clearly in line with the ob(ecti&es of the
:ro(ect management +nformation 8ystem* =20 -ar#s>
3. Technology and processes play crucial role in certain pro(ects. Dhat the #ey issues are in regards
to choice of technology, equipment and processes at the stage of formulation of ,etailed :ro(ect
7eport*
PRO8ECT MANAGEMENT
B$> Drite short notes =$0 -ar#s>
a> +n&estment .riteria
b> Aeneration and 8creening of :ro(ect +deas
B2> C%plain briefly the &arious .onsiderations in selecting the pro(ect* =$0 -ar#s>
B3> C%plain :ro(ect OrganiGation 8tructure. =$0 -ar#s>
B ,istinguish between -ar#et /nalysis and ,emand /nalysis* =$0 -ar#s>
B!> ,iscuss :ro(ect -anagement and e%plain ?etwor# Techniques for :ro(ect
-anagement* =$0 -ar#s>
B> C%plain in brief the o&er &iew of pro(ect planning* =$0 -ar#s>
B5> C%plain ma(or issues in 0inancing of :ro(ects* =$0 -ar#s>
B2> Dhat is 7is# /nalysis and e%plain in brief 0irm 7is# and -ar#et 7is#* =$0 -ar#s>
09901366442 – 09902787224
PU"!IC RE!ATION MANAGEMENT
a> 9arious public for public relations
b> -edia relation
c> Cssential qualities of :ublic 7elation Officer
B2> ,efine the term :ublic relation. C%plain its features and 8cope. =$0 -ar#s>
B3> Dhat do you mean by in-house :7 C%plain its pros and cons. =$0 -ar#s>
B Dhat is the role of financial :7 in an organiGation* =$0 -ar#s>
B!> Dhat do you mean by in R house :7 department. C%plain its pros and cons. =$0 -ar#s>
B> Dhat is corporate :ublic relations. ,iscuss its basic principles. =$0 -ar#s>
B5> Dhat is the role of :7 in an organiGation* ,iscuss the fi&e attributes of public relations.
B2> Dhat is the importance of ethics in :7* =$0 -ar#s>
PU"!IC RE!ATION MANAGEMENT
a> +n&estor 7elations for 8hareholder 9alue
b> / 8trategic /pproach to .risis -anagement
c> Broadcast -edia 7elations
B2> C%plain the following =any two>. =$0 -ar#s>
a> .areer :aths in :ublic 7elations
b> Alobal and 4ocal -edia 7elations
c> The &arious aspects of .onnecting with .onsumers in :ublic 7elations
B3> C%plain in brief the Cn&ironmental +ssues in :ublic 7elations =$0 -ar#s>
B ,efine -edia 7elations. C%plain +ntegrated -ar#eting -edia 7elations =$0 -ar#s>
B!> ,iscuss the &arious aspects of -anaging a ,i&erse Dor#force in a .hanging
.orporate Cn&ironmentE. =$0 -ar#s>
B> ,iscuss the 7ole of 7esearch in :ublic 7elations 8trategy and :lanning =$0 -ar#s>
B5> ,iscuss the &arious strategies to -aintaining Cffecti&e .lient-/gency :artnerships
B2> Dhat is -edia Transformation* C%plain in brief the current :ractice of :ublic
7elations in +ndia and abroad. =$0 -ar#s>
P*r+4as0 Ma.a/010.,
B.$> :lace yourself in the shoes of 7oy and prepare a statement for the purchase of the boiler or
submitting to the :rincipal.
B.$> /nalyGe the case and gi&e your comments.
B.$> ,o you, li#e the purchase e%ecuti&e, subscribe to the &iew that employees should not be the
suppliers of the company*
B.2> ,raft a memo to the -.,. against the current policy.
B.3> )ow can the e%isting policy be re&ersed without causing bitterness*
B.$> ,o you thin# this practice of accepting gifts from suppliers is ethical or unethical* )ow can you
classify some acti&ities as distinctly ethical and some unethical* ,efine a policyJa procedure for
accepting gifts by buyers from the suppliers.
B.$> 8ummariGe F /nalyGe the case with reference the principals of purchase management*
B.$> 8ummariGe and /nalyGe the case with ref to the principles of purchase management*
B.$> 8ummariGe and analyGe the case with reference to the principal of purchase management*
'UANTITATI$E MET#ODS
CASE 1
The bulbs manufactured by a company ga&e a mean life of 3000 hours with standard
de&iation of .alculate the probability.
2> +n what situation does one need probability theory*
3> ,efine the concept of sample space, sample points and e&ents in conte%t of probability theory.
Dhat is the difference between ob(ecti&e and sub(ecti&e probability*
CASE 2
The price : per unit at which a company can sell all that it produces is gi&en by the
function :=%> @ 300 T @ !00 U 22% where % is the number
of units produced. 0ind % so that the profit is ma%imum.
Buestion1
$> 0ind the &alue of %.
2> +n using regression analysis for ma#ing predictions what are the assumptions in&ol&ed.
3> Dhat is a simple linear regression model*
Dhat is a scatter diagram method*
./8C 8TH,; 1 3
-r 8ehwag in&ests 7s 2000 e&ery year with a company, which pays interest at $03 p.a.
)e allows his deposit to accumulate at ..+. 0ind the amount to the credit of the person
at the end of !th year.
Buestion 1
$> Dhat is the Time 9alue of -oney concept.
2> Dhat do you mean by present &alue of money*
3> Dhat is the 0uture 9alue of money.
Dhat the amount to be credited at the end of !th year.
./8C 8TH,; 1 <
The cost of fuel in running of an engine is proportional to the square of the speed and is
7s Dhat is most economical speed*
2> Dhat is a chi-square test*
3> Dhat is sampling and what are its uses.
+s there any alternati&e formula to find the &alue of .hi-square*
'UANTITATI$E MET#ODS
$. Dhat is a linear programming problem* ,iscuss the scope and role of linear programming in
sol&ing management problems. ,iscuss and describe the role of linear programming in managerial
decision-ma#ing bringing out limitations, if any.
2. C%plain the concept and computational steps of the simple% method for sol&ing linear
programming problems. )ow would you identify whether an optimal solution to a problem obtained
using simple% algorithm is unique or not*
a> Dhat is the difference between a feasible solution, a basic feasible solution, and an optimal solution
of a linear programming problem*
b> Dhat is the difference between simple% solution procedure for a Vma%imiGationE and a
VminimiGationE problem*
c> Hsing the concept of net contribution, pro&ide an intuiti&e e%planation of why the criterion for
optimality for ma%imiGation problem is different from that of minimiGation problems.
Outline the steps in&ol&ed in the simple% algorithm for sol&ing a linear programming ma%imiGation
problem. /lso define the technical terms used therein.
3. VV4inear programming is one of the most frequently and successfully employed Operations
7esearch techniques to managerial and business decisions.EE Clucidate this statement with some
e%amples.
8tages
=b> 8tates
=c> :ay-off function
=d> 7ecursi&e relationship
20. / political campaign for election to the parliament is entering its final stage and pre-poll sur&eys
are medicating a &ery close contest in a certain constituency. One of the candidates in the
constituency has sufficient funds to gi&e fi&e full-page ad&ertisements in four different areas. Based on
the polling information, an estimate has been made of the appro%imate number =in thousands> of
additional &otes that can be polled in different areas. This is shown below.
09901366442 – 09902787224
RESEARC# MET#ODO!OGY
CASE-1 (16 Marks)
/ professor is interested in following whether the "good" students finish the test earlier or later than
the others in the class. )e obser&es a particular test and gets the following data gi&en below
+f SgoodS students are those who get '0 and abo&e, can the professor conclude that good students
finish the test randomly =use a !3 le&el of significance> *C%plain
./8C-2 =$ -ar#s>
The weight =gms> of 3$ boo#s pic#ed from a consignment are as follows1
$0, $05, 5, 22, $0, $05, $5!, '3, $25, '!, $23, $2!, $$$, '2, 2, 50, $25, 2, $30, $2', $3',
$$',$$!, $22, $00, $2, 2 state the rele&ant question.
=b> enumerate the alternati&e answers.
=c> clearly define the units of analysis and characteristics of interest.
./8C-< =$ -ar#s>
/ccording to the ?ational 7etail 0ederation and .enter for 7etailing Cducation at the Hni&ersity of
0lorida, the four main sources of in&entory shrin#age are employee theft, shoplifting, administrati&e
error, and &endor fraud. The estimated annual dollar amount in shrin#age =Imillions> associated with
each of these data sources are as follows
Cmployee theft I $5'$2.
8hop lifting I $!$'$.'
/dministrati&e error I 5$5.
9endor fraud I 2!!3.
Total I
/ recent sur&ey on washing machines conducted among housewi&es showed that most of them
belonged to middle income households, were generally employed had growing up children and
preferred a compact, easy-to-use, top-loading washing machine. They wanted a machine that gets
clothes clean and comes with a trouble-free ser&ice. +f you were the mar#eter of DhirlpoolSs washing
machine, how will you use this information for planning your mar#eting strategy*
./8C-5 =$ -ar#s>
/ company wishes to launch a new tooth paste which can effecti&ely pre&ent ca&ities and tooth decay
as well ma#e teeth whiter. But the tooth paste mar#ets is highly crowed with multiple brands. ,esign
a questionnaire to identify product attributes important to consumers and consumer purchase
beha&ior. /lso decide the target group on whom the questionnaire can be e%ecuted.
RETAI! MANAGEMENT
$. Dhat are the ad&antages and disad&antages from the buyerEs and sellerEs perspecti&es of
purchasing merchandise through +nternet auctions li#e eBay*
2. Dill a significant amount of retail sales be made through +nternet auctions li#e eBay in the future*
Dhy or why not*
3. Dhat are eBayEs competiti&e ad&antages* Dill it be able to withstand the competition from other
auction sites li#e ;ahooX /nd /maGonEs auctions*
$. Dhat prices caused .ourtneyEs charge*
2. Dhich price would result in the highest profit*
3. Dhat other factors should .ourtneyEs consider*
6nowing that the company wants a mi%ed-media ad campaign to support this e&ent, prepare an ad
plan for the general merchandise manager that costs no more than I Dor# out the daily scheduling of all ad&ertising*
3> Dor# out the dollars to be de&oted to each medium*
Kustify your plan*
$. Dhat are the pros and cons of CnterpriseEs human resource management strategy*
2. Dould you want to wor# for Cnterprise* Dhy or why not*
3. )ow does its human resource strategy complement the quality of customer ser&ice deli&ered by
its representati&es*
$> Dhat are the ad&antages and disad&antages of the &arious alternati&es 7uth ,iamond is
considering*
2> ,o you na&e any other suggestions for impro&ing the storeEs sales*
3> Dhat would you recommend* Dhy*
$> Dhat is the best way for the )ome ,epot to continue to grow*
2> .an )ome ,epot maintains its current mar#et position with its new policies and increasing
competition*
3> Dill more efficient operations and increased centraliGation be effecti&e in streamlining )ome
,epotE business*
)ow might the shifts in corporate culture affect e%ecuti&es, management, and associates*
$> .an this type of ad&ertising campaign impro&e Dal--artEs image in the eyes of associates,
consumers, in&estors, and the press*
2> Dhat else could Dal--art do to impro&e its reputation*
3> Ao to Dal--art 8tores home page at http1JJwww. walmartstores.com and clic# on .ollege
7ecruiting. C%plore what this page has to offer. +f a Dal--art recruiter came to your campus,
would you consider Dal--art as an employer* Dhy or why not*
$> Dhat, if any, are the differences in / F 0Es and /C retail strategy*
2> Dhat are the brand images of /Ff and /C* Dhat words and phrases are associated with each
retailerEs brand name*
3> 4ist other specialty apparel retailers that target the same customers as /F0 and /C. )ow do these
brands differentiate themsel&es in the competiti&e retail en&ironment* .onstruct a product
positioning map to illustrate.
Dhich retailer=s> has =ha&e> the stronger competiti&e position* Dhy*
RETAI! MANAGEMENT
$. Dhat can an independent retailer learn from this case*
2. Dhat are the positi&e implications of this case with respect to the use of leased departments in
department stores*
3. )ow can a mid-priced apparel store become a destination retailer*
B.2> ,o you belie&e that customer ser&ice in retailing is impro&ing or declaring, if yes, why
and +f no why* =$0 -ar#s>
B.3> Dhat are the e%pected and augmented &alue chain elements for the following retailers.
a> 0ast food restaurants
b> -otel
c> 4ocal pharmacy
B. Dhat do you understand by ser&ice retailing. C%plain the unique aspects of ser&ice
7etailing with suitable e%amples. =$0 -ar#s>
B.!> C%plain the wheel of retailing. +s this theory applicable in todayEs conte%t. Dhy or why not*
B.> .ompare a single channel and a multi-channel retailing. 8tate the ad&antages and
,is-ad&antages also. =$0 -ar#s>
B.5> a> C%plain non-store retailing with e%ample =$0 -ar#s>
. b> C%plain the 30 days rule for direct mar#eters.
B.2> C%plain the characteristics of retail training methods* =! -ar#s>
R*ra6 Ma.a/010.,
$. The affluent class of rural consumer
2. .ottage +ndustry
3. .hique sachet shampoo
B3. Dhat are the &arious basis of segmentation of rural mar#et* =$0 mar#s>
B
B!. Dhat are the &arious inno&ations companies ha&e e&ol&ed to o&ercome the
barriers in rural +ndia. /nswer using rural success stories. =$0 mar#s>
B. Dhy are money lenders so successful in &illages despite charging high interest rates*
B5. Dhat does ?/B/7, stands for* C%plain the &arious ser&ices offered by ?/B/7,*
SA&ETY MANAGEMENT
$> ,o you agree with foreman*
2> Dhat things would you want to in&estigate relati&e to possible clauses*
3> ,iscuss some of the possibilities in this case*
+s 8afety more a psychological problem or more an engineering problem, why*
$> 0rom a 8afety point of &iew what in&estigations would you wish to ha&e made*
2> 8uggest how these in&estigations might be handled* i.e. what people, departments or
organiGations might carry out in&estigations of what haGards*
3> )ow serious are the dangers is unsuspected haGards of new products* .ite an
e%ample or two briefly*
8uggest steps a company may ta#e to increase the probability that its products will
not pro&e in(urious on occasion*
$> Dhat are the two considerations in reducing the fire haGard*
2> Dhat pro&isions should be made for rescue units*
3> Dhich portable fire-e%tinguishing equipment you would recommend*
8uggest a training program for fire pre&ention*
$> ,efine the term +nsurance cost*
2> ,efine the term /&erage Hninsured costs*
3> Dhy is it desirable to ma#e some use of a&erages or ratios in calculating the cost to a
company resulting from its wor# in(uries*
Dhat is the logical basis for including the cost of no in(ury accidents as well as
in(ury cases when appraising the measurable dollar gain from safety wor#*
09901366442 – 09902787224
SAP CONSU!TANCY MANAGEMENT
B$> C%plain P7etailingL*
B 2> Dhat do you mean by franchise*
B 3> Dhat are the essentials of business*
B Dhat are the types of +ntegration F mergers*
B$> C%plain counterfeiting
B2> Dhat do you mean by 4icensing
B 3> C%plain protecting rights to merchandising properties*
B C%plain +ntellectual property *
B$> C%plain 4ine :lanning *
B2> Dhat do you mean by product de&elopment*
B3> C%plain 4ine presentation
B )ow do you e%plain these concepts
i> 4abels ii> )ang Tags iii> Tic#ets i&>c#et 0lashers
$> Dhat are the influences on the design process*
2> C%amine pre adoption processes in relation to creati&e design*
3> C%amine post adoption processes in relation to technical design *
Dhat are the factors influencing product de&elopment*
$. Dhat are the differences between system fresh and client fresh*
2. Dhat is the difference Between 7ole and :rofile*
3. Dhat is the process of dialog program from first to last*
Dhat is -/?HC field in ?/8T table*
b> Dhat is its purpose*
c> Dhat for it is used in 8/: 8cript*
d> )ow can we use that field in our own dri&er program*
e> Dhere 8tandard ,ri&er programs reside*
f> Dhat is the t code F path for finding the standard dri&er programs*
.Dhat are client dependant ob(ects in /B/: or 8/:*
5.)ow do we debug sap script*
2.Dhat are the diff types of dispatcher in 8/:*
'. )ow you will send mail from one 8/: system to other 8/: system*
$0.+s it possible to lin# 7J3 pro(ects to the -8 :ro(ect* C%plain
SO&T9ARE PRO8ECT MANAGEMENT
$. ;ou ha&e been appointed a :ro(ect manager for a ma(or software products company. ;our (ob is to
manage the de&elopment of the ne%t generation &ersion of its widely used word-processing software.
Because new re&enue must be generated, tight deadlines ha&e been established and announced. Dhat
team structure would you choose and why* Dhat software process model=s> would you choose and
why*
2. ;ou ha&e been as#ed to de&elop a small application that analyGes each course offered by a
uni&ersity and reports the a&erage grade obtained in the course =for a gi&en term>. Dhite a statement
of scope that bounds this problem.
3. Hse the .O.O-O ++ -odel + to estimate the effort required to build software for a simple /T- that
produces $2 screens, $0 reports, and will require appro%imately 20 software components, /ssume
a&erage comple%ity and a&erage de&eloperJen&ironment maturity. Hse the application composition
model with ob(ect points.
. /ll of these data are of
a&erage comple%ity, and the o&erall system is relati&ely simple. .ompute 0: for the system.
. Ai&e at least three e%amples in which blac#-bo% testing might gi&e the impression that e&erythingEs
O6, while white &o% tests might unco&er an error. Ai&e at least three e%amples in which white-bo%
testing might gi&e the impression that Pe&erythingEs O6,L while blac#-bo% tests might unco&er an
error.
SO&T9ARE PRO8ECT MANAGEMENT
$. :repare a business case
2. ,raft the feasibility report
3. +dentify the sta#e holders in&ol&ed in this pro(ect with their suitable role and responsibilities
C%plain the process of decision ma#ing*
B3> Dhat is the basic thrust of strategic decision ma#ing*
B C%plain in detail the issues in strategic decision ma#ing*
B$> ,efine &ision* /nd e%plain the benefits of a &ision*
B2> Dhat do you mean by mission*
B3> )ow are -ission statements formulated and communicated*
B C%plain in detail the characteristics of a -ission statement*
B$> C%plain the concept of Cn&ironment*
B2> C%plain in detail the characteristics of Cn&ironment*
B3> C%plain +nternal Cn&ironment*
B C%plain C%ternal Cn&ironment*
B$> C%plain the term mergers and acquisitions*
B2> Dhat are the types of mergers and acquisitions*
B3> C%plain in detail the reasons for mergers and acquisitions*
B Dhat are the important issues in mergers and acquisitions*
STRATEGIC MANAGEMENT
$. ,efine strategic intent, &ision and mission. Drite ma(or components of a mission statement.
)ow do you define corporate ob(ecti&es* ,istinguish between purpose, mission, long-term ob(ecti&es
and goals.
2. ,iscuss the roles of the following in corporate go&ernance.
3. The organiGational resources and beha&ior e%ercise a significant influence on the en&ironment
of an organiGation. +llustrate how strengths and wea#nesses create synergistic effects.
C%plain the pushJpull &iew of supply chain.
b> C%plain, what is the competiti&e strategy of supply chain.
c> ,iscuss the goal of 8upply .hain.
d> ,escribe the ma(or obstacle that must be o&ercome to successfully manage a supply chain.
B2> a> +dentify the ma(or dri&ers of supply chain performance and discuss the role of each dri&er in
creating strategic fit between the supply chain strategy and the competiti&e strategy.
b> C&aluate the strengths and wea#ness of different modes of transportation
B3> /ttempt any three of the following
a> 4ist the &arious &iew of supply chain and discuss one of them.
b> ,escribe how the company achie&es strategic fit between its supply chain strategy and
competiti&e strategy.
c> ,iscuss the impact of replenishment policies on supply chain on safety in&entory.
d> ,iscuss the role of distribution in the supply chain.
B Drite the short note on any fi&e of the following.
a> 7ole of transportation in supply chain
b> 7ole of sourcing in supply chain.
c> 8afety in&entory management in 8upply chain
d> .oordination in supply chain.
e> 7ole of +nformation technology in 8upply chain.
SUPP!Y C#AIN MANAGEMENT
)ow has technology helped 8.- *
+s e-tendering a good process to select &endors*
,efine supply chain and supply chain collaboration*
,efine hierarchy of decision ma#ing in supply chain management*
,efine +n&entory is a VV0le%ibility BufferEE*
Dhat are the &arious pitfalls in in&entory management*
TA:ATION
i> /nnual 9alue
ii> /ssessee
iii> /ssessment year
i&> /ssessment
B2> ,istinguish between 1
a> 7esident and ?on-resident
b> Ordinary 7esident and non-ordinary 7esident*
B3> ,iscuss the following e%emption from +ncome ta%*
a> 8cholarship
b> ,aily allowance of -: or -4/
c> /wards and 7ewards.
B Dhat are the different heads of income under which income is to be computed under the +ncome
ta% /ct $'$*
B!> ,efine
a> 8alary
b> :re-quisite
c> :rofits in lieu of 8alary
B> )ow will you determine the income from house property under the +ncome Ta% /ct $'$*
B5> Dhat are the incomes chargeable under the head P:rofits and Aains of Business or :rofession*
C%plain.
B2> Dhich are the amounts chargeable under the head P+ncome from .apital gainsL*
TOTA! SA&ETY MANAGEMENT
$. Dhat is )/8/D/* ,escribe this in terms of the following1
a> Cmployees
b> Cmployers
c> -anufacturers
d> 8uppliers
e> Occupiers of premisesM
2. )ow many types of 0ire appliances are a&ailable* C%plain them.
3. Dhat is 8tress* .lassify the 8tressors* Dhat are the sources of stress among managers*
)ealth-care facility
c> Hni&ersity academic department
d> Hni&ersity nonacademic department
e> 4arge department store
f> Arade 8chool
g> -anufacturing facility
h> 4arge grocery store
2. Dhat is a critical success factor* )ow is it important in benchmar#ing*
'. Dhat are the ad&antages and disad&antages of wireless communication*
$0. Dhat can be accomplished by the addition of a third party registering a quality system*
$$. 9isit an organiGation in your community and determine if their accident and emergency
preparedness plan meets the +8O $ engineering.
$3. ,e&ise a compensation plan for in(ured users where the product defect manifests itself in the
second or third generation, such as when a man or woman ta#es a prescribed drug that in(ures
their future children.
$ Dhat is Carnings at 7is# =C/7> *
B3> C%plain the important wings of organiGational structure for management of mar#et ris#*
B ,efine currency ris# and e%plain how a domestic organiGation is concerned with currency ris#*
B!> ,efine equity ris# and state the &arious forms of equity ris#*
B> Dhat is OT. -ar#et*
B5> Dhat is commodity currency. C%plain in brief.
B2> 8tate the &arious categories of in&estment* )ow can a ban# underta#e security shifting*
B'> Dhat are the obligations of -utual 0unds to the unit holders*
B$0> ,iscuss Oero Based Budgeting in detail*
09901366442 – 09902787224
QUALITY STANDARDS AND POLICY
.
B.$> The mean &alue of the modulus of rupture of a large number of test specimens of green 8it#a
spruce has been found to be !,00 +bJin2.
a> +f the standard de&iation is 2 0or what percentage will it be abo&e Below 3,!00* =! -ar#s>
B.2> a> )ow many different hands of a $3-card might you ha&e out of standard dec# of !2 playing
cards*
b> Dhat is the probability of a $3-card hand containing all four aces*
c> Dhat is the probability of a $3-card hand without an ace, #ing, queen, or (ac#*
d> Dhat is the probability of a $3-card hand containing one or more aces* =! -ar#s>
B.3> /n acceptance plan calls for the inspection of a sample of 5! articles out of a lot of $,!00. +f there
are no nonconforming articles in the sample, the lot is acceptedM with 5 or more, it is re(ected. +f a lot
!3 nonconforming is submitted, what is the probability that it will be re(ected* 8ol&e using the
poisson distribution as an app =! -ar#s>
B. 7andom 8amples of $00 items are drawn from a continuous process that is #nown to produce
203 nonconforming items. ,etermine the probability of finding e%actly $! nonconforming items in a
sample1
a> Hsing the e%act binomial distribution.
b> Hsing the normal appro%imation to the binomial.
c> Hsing the poisson appro%imation to the binomial.
d> .omment on the relati&e accuracy of the appro%imations.
SHIPPING MANAGEMENT
$> what are quality -anagement 8ystems* =-ar#s $0>
2> C%plain +mpact of .ompetition on rates* =-ar#s $0>
3> ,escribe the complete structure of shipping Operations* =-ar#s $0>
C%plain the following in brief* =-ar#s $0>
a> Bul# .argo mar#et.
b> +ron Ore trade.
c> .oal trade.
d> Arain Trade.
e> 8hipping ,emand 0orecast.
f> Operating .ost.
g> 8hip -ar#et.
h> 0reight -ar#et.
!> C%plain 0inancial -anagement with the help of the following points. =-ar#s 20>
a> ,ebt Cquity -i% and ,i&idend.
b> Treasury 0unction.
c> 0unds from international sources.
d> Trading acti&ities.
e> 8hipping Business.
f> Buying and selling of ships.
SI: SIGMA 'UA!ITY STANDARDS
.
B.$> C%plain the hyped si% sigma* =$0 -ar#s>
B.2> C%plain the benefits of ultimate 8i% 8igma. =$0 -ar#s>
B.3> C%plain hyped 8i% 8igma wea#ness area by area. =$0 -ar#s>
B. Dhich are the infrastructure to capture ma%imum customer &ality* =$0 -ar#s>
B.!> C%plain $0 steps process in constructing F Cmpowerment infrastructure* =$0 -ar#s>
B.> Types of ma(orment* =$0 -ar#s>
B.5> C%plain ,esign Buality 4iliability* =$0 -ar#s>
B.2> C%plain the Cscalating important of 8upply .hain -anagement*
WARE HOUSE MANAGEMENT
B.$Y +f you are in charge of an warehousing department what steps you will ta#e to understand, its
basic and formulate and structure* =$0 -ar#s>
B.2Y P)aphaGardE in&entory management is great cost. )ow will you ta#e care of1- =$0 -ar#s>
=i> 0-.A Aoods
=ii> :erishable Aoods
=iii> Dhite Aoods
B.3Y /s an auditor what will recommend for1- =$0 -ar#s>
=i> Hnaccounted good
=ii> +n process losses
B.
=i> +n flow material
=ii> 8crap -aterials
=iii> +ssue and receipt of material
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doc_861518950.doc
• MBA ISBM CASE STUDY SOLUTIONS
• EMBA ISBM CASE STUDY ANSWER SHEETS
• EMBA ISBM CASE STUDY SOLUTIONS
• MBA CASE STUDY ANSWER SHEETS
• EMBA CASE STUDY ANSWER SHEETS
• DMS ISBM ANSWER SHEETS
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OPERATIONS MANAGEMENT
CASE-1 (16 Marks)
Bloomsday Outfitters produces T-shirts for road races. They need to acquire some new stamping
machines to produce 30,000 good T-shirts per month. Their plant operates 200 hours per month, but
the new machines will be used for T-shirts only 0 percent of the time and the output usually includes
! percent that are "seconds" and unusable. The stamping operation ta#es $ minute per T-shirt, and
the stamping machines are e%pected to ha&e '0 percent efficiency considering ad(ustments,
changeo&er of patterns, and una&oidable downtime. )ow many stamping machines are required*
CASE-2 (16 Marks)
+n the table gi&en below the ,istribution -anager is e%pected to ser&ice these ,.s as per the demands
placed. +f the actual sales after completing wee# one is as follows, what would be the quantities that
would need amendment as far as ,istribution -anager is concerned to ser&ice for wee# two and
onwards*
/fter wee# one the actual sales to 0orecasted sales for wee# one ratio is as under1 -umbai did 20 3 of
forecast , 4uc#now did 5! 3 of forecast 6ol#ata did 0 3 of wee# one forecast .hennai did $2! 3 of
forecast and ,elhi did $!0 3 of wee# one forecast
CASE-3 (16 Marks)
/fter wor#ing for 30 years, 7am(ee 8om(ee ,utt opted for 978 and started a courier company and did
&ery well in the first four years. )e was now loo#ing for e%pansion of his business and decided to
&enture into 7oad transportation business between .hennai and -umbai and -umbai and ,elhi as
he felt that he could do well on this line. )owe&er before ta#ing a final decision he hires your
-anagement .onsultant firm formed by yourself. )e has requested you to wor# out the :rice to quote
his clients for these two routes considering the costs in&ol&ed. )e e%pects to earn a minimum profit of
7s $000 per day per truc# after meeting all e%penses. ;our analysis of mar#et conditions tell you the
following1
9ehicle cost 7s 5 lacs ,epreciation $! 3 -aintenance costs per day 7s $!0 ,ri&ers monthly 8alary
7s !000 1 /ttendants monthly salary 7s 3000 . -isc e%penses 7s 200 per day. ,ri&er allowance is 7s
$2! per day and attendant gets 7s 5!. ,iesel cost per liter is 7s 2! and the &ehicle gi&es an a&erage
mileage of < #m to a liter. The 0inancial institutions offer loans at $0 3 interest pa, which 7am(ee has
been negotiating. +t has been obser&ed that on an a&erage the &ehicle co&ers in one of
the two businesses, which is li#ely to gi&e him greater benefit. /ssuming that the current turno&er and
profits of both the units are comparable, compare the relati&e benefits and limitations of -aterials
7equirement :lanning =-7:> for these two businesses.
CASE-5 (16 Marks)
/ -anufacturer of motorcycles buys spar# plugs at 7s.$! each. ?ow he wishes to manufacture the
plugs in his own factory. The estimated cost for the manufacture of spar# plugs is around
7s.!0,000@00 and the &ariable cost comes to 7s.! per spar# plug. The :roduction -anager ad&ises
the -anufacturer that the factory should go for manufacturing instead of procuring them from the
open mar#et. 4ist out reasons for the decision of the :roduction -anager bac#ed up by the necessary
data.
OPERATIONS MANAGEMENT
a> 4ean :roduction
b> Alobal 8trategies fir )ospitality ser&ices
c> -aterial 7equirements :lanning
B.2> C%plain Briefly the process /nalysis of -anufacturing :rocess 8election and
,esign* =$0 -ar#s>
B.3> ,efine 8upply .hain 8trategy and C%plain its feature and nature* =$0 -ar#s>
B. ,istinguish between goods and ser&ices. Dhat are the challenges faced by
8er&ices mar#eters* =$0 -ar#s>
B.!> ,iscuss the features and nature of :ro(ect -anagement* =$0 -ar#s>
B.> C%plain in brief the 8ynchronous -anufacturing and Theory of .onstraints*
=$0 -ar#s>
B.5> ,iscuss the essence Buality -anagement in 0ocus On si% 8igma* =$0 -ar#s>
B.2> Dhat is /ggregate 8ales and Operations :lanning* =$0 -ar#s>
OPERATIONS MANAGEMENT
B$> C%plain the concept 8i% 8igma. Bring out the significance of 8i% 8igma in Buality
-anagement* (10 Marks)
B2> ,efine :ro(ect -anagement and e%plain its nature and features* (10 Marks)
B3> Dhat is :rocess /nalysis* C%plain the steps in -anufacturing :rocess 8election
and ,esign* (10Marks)
B Cnumerate and e%plain the Theory of .onstraints* (10 Marks)
B!> Drite short notes =any two> (10 Marks)
a> +n&entory .ontrol
b> Operations 8cheduling
c> /ggregate 8ales and Operations :lanning
B> C%plain the following concept =any two> (10 Marks)
$> :roduct ,esign
2> 8trategic .apacity -anagement
3> 4ean :roductions
B5> ,efine -aterial 7equirements :lanning. ,iscuss its &arious components* (10 Marks)
B2> Dhat is 8upply .hain 8trategy* ,iscuss its characteristics* (10 Marks)
OPERATIONS MANAGEMENT
B.$. )ow would operations strategy for a ser&ice industry be different if any from that for a
manufacturing industry* =+tEs an e%ample F e%plains>
3. Dhat are the le&els of aggregation in forecasting for a manufacturing organiGation* )ow should
this hierarchy of forecasts be lin#ed and used
unit*
Dhat factors may be important for this industry* ,iscuss.
!. / good wor# study should be followed by good super&ision for getting good results. C%plain with
an e%ample.
. Dhat is (ob e&aluation* .an it be alternati&ely used as (ob ran#ing* )ow does one ensure that (ob
e&aluation e&aluates the (ob and not the man* C%plain with e%amples*
5. Dhat is the impact of technology on (obs* Dhat are the similarities between (ob enlargement F (ob
rotation* ,iscuss the importance of training in the content of (ob redesign* C%plain with e%amples*
'. Dould a pro(ect management organiGation be different from an organiGation for regular
manufacturing in what ways* C%amples.
$0. )ow pro(ect e&aluation different from pro(ect appraisal* C%plain with e%amples.
OPERATIONS MANAGEMENT
7am ,ubey recently purchased a chain of dry cleaners in ?orth Httar :radesh. /lthough the business
is ma#ing a modest profit now, 7am suspects that if he in&ests in a new press, he could recogniGe a
substantial increase in profits. The new press costs I $!, 8o far 7amEs wor#load has &aried from !0 to 200 shirts a day. )ow long would it ta#e to brea#
e&en on the new press at the low demand estimate* /t the high demand estimate*
B3> +f 7am cuts his price to I 0.'' a shirt, he e%pects to be able to stabiliGe his customer base at 2!0
shirts per day. )ow long would it ta#e to brea# e&en at the reduced price of I 0.''*
B 8hould 7am cut his price and buy the new press*
./8C 8TH,; 1 2
The :eachtree /irport in /tlanta ser&es light aircraft. +t has a single runway and one air traffic
controller to land planes. +t ta#es an airplane and minutes to land and clear the runway =e%ponentially
distributed> planes arri&e at the airport at the rate of ! per hour =
isson distributed>.B$> ,etermine the a&erage number of planes that will stac# up waiting to land*
B2> 0ind the a&erage time a plane must wait in line before it can lead*
B3> .alculate the a&erage time it ta#es a plane to clear the runway once it has notified the airport that
it is in the &icinity and wants to land*
B The 0// has a rule that an air traffic controller can, on the a&erage, land planes a ma%imum of ,iscuss the general terms how forecasting might be used for planning to address these specific
problems*
B2> C%plain the role of forecasting in initiating a TB- approach*
B3> Dhat are the types of forecasting methods that might be used*
B ,escribe the ,elphi method for forecasting*
CASE STUDY : 4
B$> Dhat are the different costs of poor quality and costs of quality assurance that might be
associated with this quality problem*
B2> C%plain the term quality*
B3> ,iscuss the dimensions of quality for manufacturing products*
B ,iscuss the dimensions of quality for ser&ices*
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MARKETING OF FINANCIAL SERVICES
$> ,efine the different types of schemeEs floated by mutual fundEs briefly.
2> /nalyse the trend in different call rates in +ndia.
3> .omment on the following statements.
a> :ublic ,eposits are short term substitute for -oney.
b> :ublic ,eposits are addition to sa&ings.
c> ,irect acceptance of ,eposits by companies pose threat to the wor#ing of credit policy in the
economy.
d> The entries in the public deposit raises the debtJequity ratio of the companies.
Drite a brief note on discounting ser&ice and its importance in money mar#et.
!> The good absorpti&e capacity to go&ernment securities mar#et has increased due to the
disproportionate support by the 7B+. Kustify.
> Ai&e a brief note on different types of options and highlight the &arious ser&ices pro&ided by
them.
5> Dhat are the drawbac#s of foreign capital inflow.
2> Dhat is the relationship between short term and long term interest rates.
ORGANIZATIONAL BEHAVIOR & BUSINESS COMMUNICATION
$> Dhat are the arguments for and against layoffs in hard times*
2> )ow ha&e the three e%ecuti&es in this case shown leadership*
3> C%plain the difference between management and leadership. ,iscuss why conceptual leadership
s#ills become more important, and technical s#ills less important, at higher le&el organiGational le&els.
$> +s the A-Es approach wrong* +f yes, then why if no then why not* Ai&e reasons for your answer.
2> Dhat would you recommend to the A.-.
3> Team leaders and team members need s#ills to de&elop effecti&e teams. +s this statement
correct or wrong. +f there are any s#ills needed by the team leaders and team members to
de&elop effecti&e teams then discuss them.
$> )ow did the A- distinguish between the two target groups to ma#e his communication
effecti&e*
2> Dhat is the main ad&antage of direct face-to-face communication, as against communication
through circulars or memos*
3> Dhat ma#es technical communication different from general communication *
)ow important is it to be able to communicate*
$> 7ead the abo&e con&ersation carefully if you were 9i#as, how would you answer all the
questions as#ed by the inter&iewer. 7ewrite the answers, ma#ing them more appropriate by
changing the language, style, tone, and attitude of the answer.L
2> ,escribe the significance of (ob inter&iews today.
PORTFOLIO MANAGEMENT
B$> Dhat qualities are required for successful in&esting*
B2> Dhat are the ma(or types of real assets* Dhat are the pros and cons of in&esting in real asset*
B3> Dhat is boo# building*
B Dhat are the #ey differences between traditional finance and beha&ioural finance*
B!> ,iscuss the following.
a> ,emand side policies.
b> 8upply side policies.
B> Dhat are the differences between technical analysis and fundamental analysis*
B5> Dhat are the #ey differences between closed-ended and open ended schemes*
B2> Dhat should you bear in mind while in&esting in paintings and antiques*
B'> 8pell out the #ey steps in&ol&ed in portfolio management*
QUALITY MANAGEMENT
B$> ,escribe how the golden rule does or does not influence each of the si% concepts of TB-*
B2> Dhat is the best way to impro&e mar#et share for a product or ser&ice*
B3> ,iscuss the ad&antages of an empowered team*
B ,escribe two ways to determine a superior process*
B!> Dhy has e-.ommerce grown so quic#ly*
B> Briefly describe the purpose of an +8O '000 quality system*
B5> Dhy are the product e&aluation standards in the de&elopment stage*
B2> Dhat is the o&erall aim of the C-8 8tandard*
B'> Drite a warning label or operating instructions for the following products* =/ny .
a> .ars
b> 0irewor#s
c> 8wimming
old>
wer sawe> +n-4ine 8#ates
B$0> 8tate &arious techniques to sustain continuous impro&ement*
QUALITY STANDARDS AND POLICY
.
B.$> The mean &alue of the modulus of rupture of a large number of test specimens of green 8it#a
spruce has been found to be !,00 +bJin2.
a> +f the standard de&iation is 2 0or what percentage will it be abo&e Below 3,!00* =! -ar#s>
B.2> a> )ow many different hands of a $3-card might you ha&e out of standard dec# of !2 playing
cards*
b> Dhat is the probability of a $3-card hand containing all four aces*
c> Dhat is the probability of a $3-card hand without an ace, #ing, queen, or (ac#*
d> Dhat is the probability of a $3-card hand containing one or more aces* =! -ar#s>
B.3> /n acceptance plan calls for the inspection of a sample of 5! articles out of a lot of $,!00. +f there
are no nonconforming articles in the sample, the lot is acceptedM with 5 or more, it is re(ected. +f a lot
!3 nonconforming is submitted, what is the probability that it will be re(ected* 8ol&e using the
poisson distribution as an app =! -ar#s>
B. 7andom 8amples of $00 items are drawn from a continuous process that is #nown to produce
203 nonconforming items. ,etermine the probability of finding e%actly $! nonconforming items in a
sample1
a> Hsing the e%act binomial distribution.
b> Hsing the normal appro%imation to the binomial.
c> Hsing the poisson appro%imation to the binomial.
d> .omment on the relati&e accuracy of the appro%imations
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ORGANIATIONA! "E#A$IOR
$. ,efine organiGational beha&ior, and organiGational structure*
2. Dhat is the difference between a manager and a leader* ,o leaders need different s#ills to be
effecti&e*
3. Dhat is the difference between a group F a team* Dhat are the different types of wor# teams*
$> The groups to which an indi&idual aspires to belong, i.e. the one with which he or she
identifies is called
a> coalitions b> committees c> reference groups d> tas# groups
2> One small drawbac# of the fi&e-stage model is that it
a> ignores the organiGational conte%t b> ignores the situational factors c> ignores the indi&idual
attributes d> ignores the formal structure
3> +ndi&idual employees can be con&erted into team players through
a> appropriate feedbac# b> training c> monitoring d> demonstration
One who tries to bring discipline and order through formal structures, plans and
processes and tries to monitor performance against plans is a
a> leader b> manager c> co-ordinator d> team-player
!> +f the followers are able and unwilling, then the leader will ha&e to use the
a> authoritarian style b> participati&e style c> situational style d> strategic style
> /ccording to situational leadership approach, the style that denotes a high-tas# and a
low-relationship style is
a> selling style b> delegating style c> participating style d> telling style
5> ,ecision-ma#ing hea&ily depends on the indi&idual
a> understanding b> creati&ity c> perception d> ability
2> +n formal groups and organiGations, an indi&idual has ma%imum access to
a> referent power b> reward power c> legitimate power d> coerci&e power
'> +n an attempt to preser&e their perceptions, people tend to
a> resist change &iolently b> ignore the change process c> create bottlenec#s for change agents
d> process information selecti&ely
$0> The process, which is aimed at see#ing change in attitudes, stereotypes and perceptions,
that groups hold of each other is called
a> OrganiGational de&elopment b> +nter-group de&elopment c> T-groups d> Team-building
ORGANIATIONA! "E#A$IOR
$ 4ist the &arious reasons in OrganiGation %yG , which lead to its de&elopment*
2 +f the organiGation had not in&ested in its employee, would they ha&e de&eloped*
3 8ite few e%amples of +ndian companies, similar to N;O mentioned abo&e*
< Dhat would ha&e been the drawbac# of the N;O .ompany prior to $''$*
$ +s it fine to pri&atiGe profits and nationaliGe losses, is it right for organiGational de&elopment *
2 Das this a result of failure of leadership of these firms*
$ ,o the core &alues, really influence and ha&e a impact on organiGational de&elopment *C%plain.
2 +s organiGational de&elopment depended internally on employees and e%ternally influenced by
customers* ,iscuss
$> -easurement has the power to focus attention on desired beha&ior and results," )ow it leads to
organiGational de&elopment*
2> ,iscuss benchmar#ing techniques, are really helpful for succeeding in + todayEs scenario*
PERSONNE! MANAGEMENT
B$> ,efine the term P-anpower :lanningL*
B2> ,iscuss P-anpower :lanning ma#es for different purposes at different le&elL*
B3> C%plain some other pay-offs from -anpower :lanning to the enterprise*
B Ob(ecti&es of -anpower :lanning. C%plain in detail*
B$> ,efine the term PDord of -outhL.
B2> ,efine the ob(ecti&e and importance of ad&ertisement in the process of 7ecruitment*
B3> ,efine the term selection in brief.
B C%plain the methods of selection*
B$> ,istinguish between one way &ersus two way communication.
B2> ,efine the tem formal and informal organiGational communication*
B3> C%plain the most common channels a&ailable for downward communication in an organiGation*
B Dhat do you mean by communication filters*
B$> Dhat do you understand by the concept of BD4*
B2> +dentify its ma(or acti&ities and concerns*
B3> ,iscuss the rele&ance of B84 in the +ndian conte%t*
B Q0le%ible wor#ing time arrangement can be an answer to the multifarious roles of the +ndian
wor#erE, C&aluate.
PERSONNE! MANAGEMENT
$. :sychological test as selection criteria can at best be a support to the inter&iew process. :lease
e&aluate. =$! -ar#s>
2. 7etention of employees in the organiGation starts with a structured and effecti&e induction
program.:lease comment. =$! -ar#s>
3. +f you ha&e to hire an )7 -anager for your firm,what competencies would you loo# for*
:lease answer in terms of your understanding of the )7 function. =$! -ar#s>
!. Briefly e%plain =/ny two>1
a> ,ifferent type of employee appraisals and rating
b> 9alidity J reliability
c> Kob analysis
d> 8tress inter&iew
P#ARMACO!OGY MANAGEMENT
B.$> Dhat are the important responsibilities of -r. 6ate*
B.2> Dhat are the different stages -r. 6ate will use in the :rocess to set up the pro(ect and run it*
B.3> On what elements will -r. 6ate focus*
B. Dhat are your 8uggestions*
B.$> Dhat is a clinical trial*
B.2> Dhat is the process of designing and carrying out clinical research*
B.3> C%plain the :lanning 8teps of -r. 8impson.
B. Dhat are the important considerations to conduct of any type of clinical trial*
B.$> ,efine .7.
B.2> ,efine .7/
B.3> Dho can be appointed as a .7.J.7/*
B. Claborate the responsibilities of the .7. and .7/*
B.$> Dhat is the definition of fraud and misconduct in clinical research*
B.2> /ccording to you what are the steps and procedures adopted by -r. 6unte to in&estigate fraud*
B.3> Dhat are the penalties you can suggest to ,r. 6unte for pro&en fraud and misconduct*
B. C%plain the responsibilities of ,r. 6unte as an in&estigator in the Dhole process.
P#ARMACO!OGY MANAGEMENT
$. Hnderstand how the Bitech F :harma industries are e&ol&ing in +ndia.
2. Hnderstand the relationship between the Bitech F :harma industries.
3. Cstablish the inno&ations in both the industries.
< 4earn about the competencies de&eloped by certain companies and the growth
opportunities in both the industries.
$. 8tudy the entry and e%pansion strategies of 7anba%y in foreign mar#ets
2. Claborate on the Arowth initiati&es of 7anba%y in the H8
3. Dhat are the .hallenges faced by 7anba%y in the H8
$. Hnderstand the importance of corporate social responsibility and its impact on the image of
corporate
2. /ppreciate the role of corporate in bringing about social change
$. Drite down the facts of the case.
2. Cstablish the growth of the 7anba%y and the ma(or hurdles the company e%perienced in its growth.
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PRINCIP!ES % PRACTICE O& MANAGEMENT
$. a> Dhat are the steps in&ol&ed in planning*
b> )ow you ma#e planning effecti&e*
2. Dhat is the difference between a policy and a procedure*
3. C%plain the ad&antages and limitations of planning.
,efine a decision ma#ing*
b> C%plain common difficulties in decision-ma#ing.
. a> ,ecision-ma#ing is a #ey part of a managerEs acti&ities. R Claborate.
b> Dhat are the steps in&ol&ed in rational decision-ma#ing.
5. a> C%plain the indi&idual and group decision-ma#ing.
b> ,escribe ad&antages and disad&antages of group decisions.
2. a> ,raw models of decision-ma#ing* b> C%plain any two.
PRINCIP!ES % PRACTICE O& MANAGEMENT
'1) P.oordination is imperati&e for the success of any organiGation.L C%plaining the need for
coordination suggest the ways to achie&e effecti&e coordination in a decentraliGed pri&ate sector
manufacturing organiGation*
'2) ,escribe the interpersonal needs in terms of e%pressed and wanted beha&ior. .ite suitable
e%amples to support your &iews*
'3) Dhy do managers need to acquire different s#ills at &arious le&els* Dhat are the s#ills
conceptualiGed by 6atG* C%plain how they are pro&ing useful for +ndian managers at different le&els*
'4) ,iscuss &arious strategies used in implementing organiGational change in the conte%t of a large
public sector manufacturing organiGation*
'5) +dentify ma(or barriers of communication and e%plain why do they arise. C%plain ways to
o&ercome these barriers with suitable e%amples*
'6) Drite short notes on any four of the following1 =! mar#s each >
i> ,elegation and ,ecentraliGation
ii> 4ine and 8taff functions
iii> Theory N and ;
i&> ,omino Cffect
&> OrganiGational culture and climate
PRINCIP!ES % PRACTICE O& MANAGEMENT
$. )ow should -r. ,urant assess the opportunities in &arious countries around the world*
2. 8hould .arrefour adopt Dal--artSs strategy of "low prices e&eryday"* Dhat would be the
ad&antage or disad&antage of such a strategy*
3. )ow could .arrefour differentiate itself from Dal--art*
The reengineering efforts of :FA focused on the business process system. ,o you thin# other
processes, such as the human system, or other managerial policies need to be considered in a process
redesign*
2> Dhat do you thin# was the reaction of the brand managers, who may ha&e wor#ed under the old
system for many years, when the category management structure was installed*
3> /s a consultant, would you ha&e recommended a top-down or a bottom-up approach, or both, to
process redesign and organiGational change*
Dhat are the ad&antages and disad&antages of each approach.
$> Dhat is your assessment of ,aimler-BenGSs operations in many different fields*
2> 8hould the &arious groups operate autonomously* Dhat #inds of acti&ities should be centraliGed*
3> ,aimler-BenG is best #nown for its -ercedes-BenG cars. Dhy do you thin# ,aimler bought /CA in
the first place and why did it &enture into the /erospace and +nter 8er&ices businesses*
Ai&en the apparent mista#es in acquiring non-automoti&e businesses, what should Kurgen
8chrempp do now*
$> :repare a profile of the potential buyer of the 4e%us.
2> Dhat should -ercedes and B-D do to counteract the Kapanese threat in the Hnited 8tates and
Curope*
3> Dhy has the 4e%us model been &ery successful in the H.8. but has not been mar#eted in Kapan*
=8uggestion1 7e&iew the frequency of repair records of lu%ury cars. /lso tal# to 4e%us dealers or 4e%us
owners>.
,o you thin# 4e%us will succeed in Kapan* Dhy or why not*
PRINCIP!ES % PRACTICE O& MANAGEMENT
$. Dhat opportunities and threats did -c,onaldEs face * )ow did it handle them * Dhat
alternati&es could it ha&e chosen *
2. Before -c,onaldEs entered the Curopean mar#et, few people belie&ed that fast food
could be successful in Curope. Dhy do you thin# -c,onaldEs has succeeded * Dhat strategies
did it follow * )ow did these differ from its strategies in /sia *
3. Dhat is -c,onaldEs basic philosophy * )ow does it enforce this philosophy and adapt to
different en&ironments *
Dould a si% sigma implementation in&ol&e significant financial in&estment* ,iscuss
=b> .an total organiGational satisfaction be achie&ed while a company is also aiming for #ey
business results* +s there a conflict in these two goals* ,iscuss.
B.! 1 )ow would ha&e good production F Operations -anagement :ractices a&erted the terrible
Bhopal Aas strategy* 7esearch F ,iscuss
B. 1 ,ifferentiate between 4oading and 8cheduling. +s a clear-cut distinction between the two
possible under all production situations* +f so where is it possible F where is it not possible*
B.51 Dhat are the ad&antages of the )--8 model o&er the 4inear programming model* The
)--8.and other sophisticated models ha&e not been &ery popular in practice. Dhat may be the
reasons*
B.21 Dhat is the scope of purchasing acti&ities* Dhere would you fit purchasing in the materials
management function* +n the OrganiGational structure, where should purchasing be fitted*
=i> in a single plant situation =ii> in a multiple plant situation
B.'1 8ome say that we need a Pnational le&el (ob e&aluationL in +ndia. .an you en&isage the issues
in&ol&ed* +s it possible to do such a national le&el e%ercise* )ow would you proceed in this regard*
B.$0 1)ow can wor# study be used for arri&ing at =i> -anufacturing Budget =ii> :roduction :lan =iii>
:ersonnel
licies =i&> -aterials :lanning* C%plain.Pr()*+,-(. Ma.a/010.,
'71) 8uggest the best decision*
$> /nalyGe the abo&e case and gi&e your comments*
$> /nalyGe the abo&e case and gi&e your comments*
$> /nalyGe the abo&e case and gi&e your comments*
$> /nalyGe the abo&e case and gi&e your comments*
PRO8ECT MANAGEMENT
B$> :ro(ect ris#s can be eliminated if the pro(ect is carefully planned, C%plain*
B2> Dhat is the difference between a&oiding a ris# and accepting a ris#*
B3> )ow you face the 8chedule ris#*
B C%plain the term 7B8*
B$> Dhat is the critical path*
B2> )ow many wee#s to complete*
B3> Dhat is the slac# for acti&ity 0*
B Dhat is the slac# for acti&ity A*
B$> Dhy are accurate estimates critical to effecti&e :ro(ect -anagement*
B2> Dhat is estimated cost for -rs KohnEs house if they use contractors to complete all of the
house*
B3> Cstimate what the cost of the house would be if the -rs Kohn and -r ohn use their talents
to do some of the wor# themsel&es*
B ,o you ha&e any suggestion to -r F mrs Kohn*
B$> Dhat #ind of :ro(ect -anagement structure would you recommend they use for the 6;8O
pro(ect*
B2> Dhat information would you li#e to ha&e to ma#e this recommendation F why*
B3> Dhat do you belie&e is more important for successfully completing a pro(ect. ,iscuss.
B ,efine the word P:ro(ectL in brief*
PRO8ECT MANAGEMENT
$. Ai&e a detailed description on P,etailed :ro(ect 7eportL. +ndicate the :ros and .ons of it also.
=$0 -ar#s>
2. Dhat is :ro(ect -anagement +nformation 8ystem* Dhy is a :ro(ect -anagement +nformation
8ystem considered to be of immense importance in a pro(ect* +n designing a :ro(ect -anagement
+nformation 8ystem what parameters are to be spelt out clearly in line with the ob(ecti&es of the
:ro(ect management +nformation 8ystem* =20 -ar#s>
3. Technology and processes play crucial role in certain pro(ects. Dhat the #ey issues are in regards
to choice of technology, equipment and processes at the stage of formulation of ,etailed :ro(ect
7eport*
PRO8ECT MANAGEMENT
B$> Drite short notes =$0 -ar#s>
a> +n&estment .riteria
b> Aeneration and 8creening of :ro(ect +deas
B2> C%plain briefly the &arious .onsiderations in selecting the pro(ect* =$0 -ar#s>
B3> C%plain :ro(ect OrganiGation 8tructure. =$0 -ar#s>
B ,istinguish between -ar#et /nalysis and ,emand /nalysis* =$0 -ar#s>
B!> ,iscuss :ro(ect -anagement and e%plain ?etwor# Techniques for :ro(ect
-anagement* =$0 -ar#s>
B> C%plain in brief the o&er &iew of pro(ect planning* =$0 -ar#s>
B5> C%plain ma(or issues in 0inancing of :ro(ects* =$0 -ar#s>
B2> Dhat is 7is# /nalysis and e%plain in brief 0irm 7is# and -ar#et 7is#* =$0 -ar#s>
09901366442 – 09902787224
PU"!IC RE!ATION MANAGEMENT
a> 9arious public for public relations
b> -edia relation
c> Cssential qualities of :ublic 7elation Officer
B2> ,efine the term :ublic relation. C%plain its features and 8cope. =$0 -ar#s>
B3> Dhat do you mean by in-house :7 C%plain its pros and cons. =$0 -ar#s>
B Dhat is the role of financial :7 in an organiGation* =$0 -ar#s>
B!> Dhat do you mean by in R house :7 department. C%plain its pros and cons. =$0 -ar#s>
B> Dhat is corporate :ublic relations. ,iscuss its basic principles. =$0 -ar#s>
B5> Dhat is the role of :7 in an organiGation* ,iscuss the fi&e attributes of public relations.
B2> Dhat is the importance of ethics in :7* =$0 -ar#s>
PU"!IC RE!ATION MANAGEMENT
a> +n&estor 7elations for 8hareholder 9alue
b> / 8trategic /pproach to .risis -anagement
c> Broadcast -edia 7elations
B2> C%plain the following =any two>. =$0 -ar#s>
a> .areer :aths in :ublic 7elations
b> Alobal and 4ocal -edia 7elations
c> The &arious aspects of .onnecting with .onsumers in :ublic 7elations
B3> C%plain in brief the Cn&ironmental +ssues in :ublic 7elations =$0 -ar#s>
B ,efine -edia 7elations. C%plain +ntegrated -ar#eting -edia 7elations =$0 -ar#s>
B!> ,iscuss the &arious aspects of -anaging a ,i&erse Dor#force in a .hanging
.orporate Cn&ironmentE. =$0 -ar#s>
B> ,iscuss the 7ole of 7esearch in :ublic 7elations 8trategy and :lanning =$0 -ar#s>
B5> ,iscuss the &arious strategies to -aintaining Cffecti&e .lient-/gency :artnerships
B2> Dhat is -edia Transformation* C%plain in brief the current :ractice of :ublic
7elations in +ndia and abroad. =$0 -ar#s>
P*r+4as0 Ma.a/010.,
B.$> :lace yourself in the shoes of 7oy and prepare a statement for the purchase of the boiler or
submitting to the :rincipal.
B.$> /nalyGe the case and gi&e your comments.
B.$> ,o you, li#e the purchase e%ecuti&e, subscribe to the &iew that employees should not be the
suppliers of the company*
B.2> ,raft a memo to the -.,. against the current policy.
B.3> )ow can the e%isting policy be re&ersed without causing bitterness*
B.$> ,o you thin# this practice of accepting gifts from suppliers is ethical or unethical* )ow can you
classify some acti&ities as distinctly ethical and some unethical* ,efine a policyJa procedure for
accepting gifts by buyers from the suppliers.
B.$> 8ummariGe F /nalyGe the case with reference the principals of purchase management*
B.$> 8ummariGe and /nalyGe the case with ref to the principles of purchase management*
B.$> 8ummariGe and analyGe the case with reference to the principal of purchase management*
'UANTITATI$E MET#ODS
CASE 1
The bulbs manufactured by a company ga&e a mean life of 3000 hours with standard
de&iation of .alculate the probability.
2> +n what situation does one need probability theory*
3> ,efine the concept of sample space, sample points and e&ents in conte%t of probability theory.
Dhat is the difference between ob(ecti&e and sub(ecti&e probability*
CASE 2
The price : per unit at which a company can sell all that it produces is gi&en by the
function :=%> @ 300 T @ !00 U 22% where % is the number
of units produced. 0ind % so that the profit is ma%imum.
Buestion1
$> 0ind the &alue of %.
2> +n using regression analysis for ma#ing predictions what are the assumptions in&ol&ed.
3> Dhat is a simple linear regression model*
Dhat is a scatter diagram method*
./8C 8TH,; 1 3
-r 8ehwag in&ests 7s 2000 e&ery year with a company, which pays interest at $03 p.a.
)e allows his deposit to accumulate at ..+. 0ind the amount to the credit of the person
at the end of !th year.
Buestion 1
$> Dhat is the Time 9alue of -oney concept.
2> Dhat do you mean by present &alue of money*
3> Dhat is the 0uture 9alue of money.
Dhat the amount to be credited at the end of !th year.
./8C 8TH,; 1 <
The cost of fuel in running of an engine is proportional to the square of the speed and is
7s Dhat is most economical speed*
2> Dhat is a chi-square test*
3> Dhat is sampling and what are its uses.
+s there any alternati&e formula to find the &alue of .hi-square*
'UANTITATI$E MET#ODS
$. Dhat is a linear programming problem* ,iscuss the scope and role of linear programming in
sol&ing management problems. ,iscuss and describe the role of linear programming in managerial
decision-ma#ing bringing out limitations, if any.
2. C%plain the concept and computational steps of the simple% method for sol&ing linear
programming problems. )ow would you identify whether an optimal solution to a problem obtained
using simple% algorithm is unique or not*
a> Dhat is the difference between a feasible solution, a basic feasible solution, and an optimal solution
of a linear programming problem*
b> Dhat is the difference between simple% solution procedure for a Vma%imiGationE and a
VminimiGationE problem*
c> Hsing the concept of net contribution, pro&ide an intuiti&e e%planation of why the criterion for
optimality for ma%imiGation problem is different from that of minimiGation problems.
Outline the steps in&ol&ed in the simple% algorithm for sol&ing a linear programming ma%imiGation
problem. /lso define the technical terms used therein.
3. VV4inear programming is one of the most frequently and successfully employed Operations
7esearch techniques to managerial and business decisions.EE Clucidate this statement with some
e%amples.
8tages
=b> 8tates
=c> :ay-off function
=d> 7ecursi&e relationship
20. / political campaign for election to the parliament is entering its final stage and pre-poll sur&eys
are medicating a &ery close contest in a certain constituency. One of the candidates in the
constituency has sufficient funds to gi&e fi&e full-page ad&ertisements in four different areas. Based on
the polling information, an estimate has been made of the appro%imate number =in thousands> of
additional &otes that can be polled in different areas. This is shown below.
09901366442 – 09902787224
RESEARC# MET#ODO!OGY
CASE-1 (16 Marks)
/ professor is interested in following whether the "good" students finish the test earlier or later than
the others in the class. )e obser&es a particular test and gets the following data gi&en below
+f SgoodS students are those who get '0 and abo&e, can the professor conclude that good students
finish the test randomly =use a !3 le&el of significance> *C%plain
./8C-2 =$ -ar#s>
The weight =gms> of 3$ boo#s pic#ed from a consignment are as follows1
$0, $05, 5, 22, $0, $05, $5!, '3, $25, '!, $23, $2!, $$$, '2, 2, 50, $25, 2, $30, $2', $3',
$$',$$!, $22, $00, $2, 2 state the rele&ant question.
=b> enumerate the alternati&e answers.
=c> clearly define the units of analysis and characteristics of interest.
./8C-< =$ -ar#s>
/ccording to the ?ational 7etail 0ederation and .enter for 7etailing Cducation at the Hni&ersity of
0lorida, the four main sources of in&entory shrin#age are employee theft, shoplifting, administrati&e
error, and &endor fraud. The estimated annual dollar amount in shrin#age =Imillions> associated with
each of these data sources are as follows
Cmployee theft I $5'$2.
8hop lifting I $!$'$.'
/dministrati&e error I 5$5.
9endor fraud I 2!!3.
Total I
/ recent sur&ey on washing machines conducted among housewi&es showed that most of them
belonged to middle income households, were generally employed had growing up children and
preferred a compact, easy-to-use, top-loading washing machine. They wanted a machine that gets
clothes clean and comes with a trouble-free ser&ice. +f you were the mar#eter of DhirlpoolSs washing
machine, how will you use this information for planning your mar#eting strategy*
./8C-5 =$ -ar#s>
/ company wishes to launch a new tooth paste which can effecti&ely pre&ent ca&ities and tooth decay
as well ma#e teeth whiter. But the tooth paste mar#ets is highly crowed with multiple brands. ,esign
a questionnaire to identify product attributes important to consumers and consumer purchase
beha&ior. /lso decide the target group on whom the questionnaire can be e%ecuted.
RETAI! MANAGEMENT
$. Dhat are the ad&antages and disad&antages from the buyerEs and sellerEs perspecti&es of
purchasing merchandise through +nternet auctions li#e eBay*
2. Dill a significant amount of retail sales be made through +nternet auctions li#e eBay in the future*
Dhy or why not*
3. Dhat are eBayEs competiti&e ad&antages* Dill it be able to withstand the competition from other
auction sites li#e ;ahooX /nd /maGonEs auctions*
$. Dhat prices caused .ourtneyEs charge*
2. Dhich price would result in the highest profit*
3. Dhat other factors should .ourtneyEs consider*
6nowing that the company wants a mi%ed-media ad campaign to support this e&ent, prepare an ad
plan for the general merchandise manager that costs no more than I Dor# out the daily scheduling of all ad&ertising*
3> Dor# out the dollars to be de&oted to each medium*
Kustify your plan*
$. Dhat are the pros and cons of CnterpriseEs human resource management strategy*
2. Dould you want to wor# for Cnterprise* Dhy or why not*
3. )ow does its human resource strategy complement the quality of customer ser&ice deli&ered by
its representati&es*
$> Dhat are the ad&antages and disad&antages of the &arious alternati&es 7uth ,iamond is
considering*
2> ,o you na&e any other suggestions for impro&ing the storeEs sales*
3> Dhat would you recommend* Dhy*
$> Dhat is the best way for the )ome ,epot to continue to grow*
2> .an )ome ,epot maintains its current mar#et position with its new policies and increasing
competition*
3> Dill more efficient operations and increased centraliGation be effecti&e in streamlining )ome
,epotE business*
)ow might the shifts in corporate culture affect e%ecuti&es, management, and associates*
$> .an this type of ad&ertising campaign impro&e Dal--artEs image in the eyes of associates,
consumers, in&estors, and the press*
2> Dhat else could Dal--art do to impro&e its reputation*
3> Ao to Dal--art 8tores home page at http1JJwww. walmartstores.com and clic# on .ollege
7ecruiting. C%plore what this page has to offer. +f a Dal--art recruiter came to your campus,
would you consider Dal--art as an employer* Dhy or why not*
$> Dhat, if any, are the differences in / F 0Es and /C retail strategy*
2> Dhat are the brand images of /Ff and /C* Dhat words and phrases are associated with each
retailerEs brand name*
3> 4ist other specialty apparel retailers that target the same customers as /F0 and /C. )ow do these
brands differentiate themsel&es in the competiti&e retail en&ironment* .onstruct a product
positioning map to illustrate.
Dhich retailer=s> has =ha&e> the stronger competiti&e position* Dhy*
RETAI! MANAGEMENT
$. Dhat can an independent retailer learn from this case*
2. Dhat are the positi&e implications of this case with respect to the use of leased departments in
department stores*
3. )ow can a mid-priced apparel store become a destination retailer*
B.2> ,o you belie&e that customer ser&ice in retailing is impro&ing or declaring, if yes, why
and +f no why* =$0 -ar#s>
B.3> Dhat are the e%pected and augmented &alue chain elements for the following retailers.
a> 0ast food restaurants
b> -otel
c> 4ocal pharmacy
B. Dhat do you understand by ser&ice retailing. C%plain the unique aspects of ser&ice
7etailing with suitable e%amples. =$0 -ar#s>
B.!> C%plain the wheel of retailing. +s this theory applicable in todayEs conte%t. Dhy or why not*
B.> .ompare a single channel and a multi-channel retailing. 8tate the ad&antages and
,is-ad&antages also. =$0 -ar#s>
B.5> a> C%plain non-store retailing with e%ample =$0 -ar#s>
. b> C%plain the 30 days rule for direct mar#eters.
B.2> C%plain the characteristics of retail training methods* =! -ar#s>
R*ra6 Ma.a/010.,
$. The affluent class of rural consumer
2. .ottage +ndustry
3. .hique sachet shampoo
B3. Dhat are the &arious basis of segmentation of rural mar#et* =$0 mar#s>
B
B!. Dhat are the &arious inno&ations companies ha&e e&ol&ed to o&ercome the
barriers in rural +ndia. /nswer using rural success stories. =$0 mar#s>
B. Dhy are money lenders so successful in &illages despite charging high interest rates*
B5. Dhat does ?/B/7, stands for* C%plain the &arious ser&ices offered by ?/B/7,*
SA&ETY MANAGEMENT
$> ,o you agree with foreman*
2> Dhat things would you want to in&estigate relati&e to possible clauses*
3> ,iscuss some of the possibilities in this case*
+s 8afety more a psychological problem or more an engineering problem, why*
$> 0rom a 8afety point of &iew what in&estigations would you wish to ha&e made*
2> 8uggest how these in&estigations might be handled* i.e. what people, departments or
organiGations might carry out in&estigations of what haGards*
3> )ow serious are the dangers is unsuspected haGards of new products* .ite an
e%ample or two briefly*
8uggest steps a company may ta#e to increase the probability that its products will
not pro&e in(urious on occasion*
$> Dhat are the two considerations in reducing the fire haGard*
2> Dhat pro&isions should be made for rescue units*
3> Dhich portable fire-e%tinguishing equipment you would recommend*
8uggest a training program for fire pre&ention*
$> ,efine the term +nsurance cost*
2> ,efine the term /&erage Hninsured costs*
3> Dhy is it desirable to ma#e some use of a&erages or ratios in calculating the cost to a
company resulting from its wor# in(uries*
Dhat is the logical basis for including the cost of no in(ury accidents as well as
in(ury cases when appraising the measurable dollar gain from safety wor#*
09901366442 – 09902787224
SAP CONSU!TANCY MANAGEMENT
B$> C%plain P7etailingL*
B 2> Dhat do you mean by franchise*
B 3> Dhat are the essentials of business*
B Dhat are the types of +ntegration F mergers*
B$> C%plain counterfeiting
B2> Dhat do you mean by 4icensing
B 3> C%plain protecting rights to merchandising properties*
B C%plain +ntellectual property *
B$> C%plain 4ine :lanning *
B2> Dhat do you mean by product de&elopment*
B3> C%plain 4ine presentation
B )ow do you e%plain these concepts
i> 4abels ii> )ang Tags iii> Tic#ets i&>
c#et 0lashers$> Dhat are the influences on the design process*
2> C%amine pre adoption processes in relation to creati&e design*
3> C%amine post adoption processes in relation to technical design *
Dhat are the factors influencing product de&elopment*
$. Dhat are the differences between system fresh and client fresh*
2. Dhat is the difference Between 7ole and :rofile*
3. Dhat is the process of dialog program from first to last*
Dhat is -/?HC field in ?/8T table*
b> Dhat is its purpose*
c> Dhat for it is used in 8/: 8cript*
d> )ow can we use that field in our own dri&er program*
e> Dhere 8tandard ,ri&er programs reside*
f> Dhat is the t code F path for finding the standard dri&er programs*
.Dhat are client dependant ob(ects in /B/: or 8/:*
5.)ow do we debug sap script*
2.Dhat are the diff types of dispatcher in 8/:*
'. )ow you will send mail from one 8/: system to other 8/: system*
$0.+s it possible to lin# 7J3 pro(ects to the -8 :ro(ect* C%plain
SO&T9ARE PRO8ECT MANAGEMENT
$. ;ou ha&e been appointed a :ro(ect manager for a ma(or software products company. ;our (ob is to
manage the de&elopment of the ne%t generation &ersion of its widely used word-processing software.
Because new re&enue must be generated, tight deadlines ha&e been established and announced. Dhat
team structure would you choose and why* Dhat software process model=s> would you choose and
why*
2. ;ou ha&e been as#ed to de&elop a small application that analyGes each course offered by a
uni&ersity and reports the a&erage grade obtained in the course =for a gi&en term>. Dhite a statement
of scope that bounds this problem.
3. Hse the .O.O-O ++ -odel + to estimate the effort required to build software for a simple /T- that
produces $2 screens, $0 reports, and will require appro%imately 20 software components, /ssume
a&erage comple%ity and a&erage de&eloperJen&ironment maturity. Hse the application composition
model with ob(ect points.
. /ll of these data are of
a&erage comple%ity, and the o&erall system is relati&ely simple. .ompute 0: for the system.
. Ai&e at least three e%amples in which blac#-bo% testing might gi&e the impression that e&erythingEs
O6, while white &o% tests might unco&er an error. Ai&e at least three e%amples in which white-bo%
testing might gi&e the impression that Pe&erythingEs O6,L while blac#-bo% tests might unco&er an
error.
SO&T9ARE PRO8ECT MANAGEMENT
$. :repare a business case
2. ,raft the feasibility report
3. +dentify the sta#e holders in&ol&ed in this pro(ect with their suitable role and responsibilities
C%plain the process of decision ma#ing*
B3> Dhat is the basic thrust of strategic decision ma#ing*
B C%plain in detail the issues in strategic decision ma#ing*
B$> ,efine &ision* /nd e%plain the benefits of a &ision*
B2> Dhat do you mean by mission*
B3> )ow are -ission statements formulated and communicated*
B C%plain in detail the characteristics of a -ission statement*
B$> C%plain the concept of Cn&ironment*
B2> C%plain in detail the characteristics of Cn&ironment*
B3> C%plain +nternal Cn&ironment*
B C%plain C%ternal Cn&ironment*
B$> C%plain the term mergers and acquisitions*
B2> Dhat are the types of mergers and acquisitions*
B3> C%plain in detail the reasons for mergers and acquisitions*
B Dhat are the important issues in mergers and acquisitions*
STRATEGIC MANAGEMENT
$. ,efine strategic intent, &ision and mission. Drite ma(or components of a mission statement.
)ow do you define corporate ob(ecti&es* ,istinguish between purpose, mission, long-term ob(ecti&es
and goals.
2. ,iscuss the roles of the following in corporate go&ernance.
3. The organiGational resources and beha&ior e%ercise a significant influence on the en&ironment
of an organiGation. +llustrate how strengths and wea#nesses create synergistic effects.
C%plain the pushJpull &iew of supply chain.
b> C%plain, what is the competiti&e strategy of supply chain.
c> ,iscuss the goal of 8upply .hain.
d> ,escribe the ma(or obstacle that must be o&ercome to successfully manage a supply chain.
B2> a> +dentify the ma(or dri&ers of supply chain performance and discuss the role of each dri&er in
creating strategic fit between the supply chain strategy and the competiti&e strategy.
b> C&aluate the strengths and wea#ness of different modes of transportation
B3> /ttempt any three of the following
a> 4ist the &arious &iew of supply chain and discuss one of them.
b> ,escribe how the company achie&es strategic fit between its supply chain strategy and
competiti&e strategy.
c> ,iscuss the impact of replenishment policies on supply chain on safety in&entory.
d> ,iscuss the role of distribution in the supply chain.
B Drite the short note on any fi&e of the following.
a> 7ole of transportation in supply chain
b> 7ole of sourcing in supply chain.
c> 8afety in&entory management in 8upply chain
d> .oordination in supply chain.
e> 7ole of +nformation technology in 8upply chain.
SUPP!Y C#AIN MANAGEMENT
)ow has technology helped 8.- *
+s e-tendering a good process to select &endors*
,efine supply chain and supply chain collaboration*
,efine hierarchy of decision ma#ing in supply chain management*
,efine +n&entory is a VV0le%ibility BufferEE*
Dhat are the &arious pitfalls in in&entory management*
TA:ATION
i> /nnual 9alue
ii> /ssessee
iii> /ssessment year
i&> /ssessment
B2> ,istinguish between 1
a> 7esident and ?on-resident
b> Ordinary 7esident and non-ordinary 7esident*
B3> ,iscuss the following e%emption from +ncome ta%*
a> 8cholarship
b> ,aily allowance of -: or -4/
c> /wards and 7ewards.
B Dhat are the different heads of income under which income is to be computed under the +ncome
ta% /ct $'$*
B!> ,efine
a> 8alary
b> :re-quisite
c> :rofits in lieu of 8alary
B> )ow will you determine the income from house property under the +ncome Ta% /ct $'$*
B5> Dhat are the incomes chargeable under the head P:rofits and Aains of Business or :rofession*
C%plain.
B2> Dhich are the amounts chargeable under the head P+ncome from .apital gainsL*
TOTA! SA&ETY MANAGEMENT
$. Dhat is )/8/D/* ,escribe this in terms of the following1
a> Cmployees
b> Cmployers
c> -anufacturers
d> 8uppliers
e> Occupiers of premisesM
2. )ow many types of 0ire appliances are a&ailable* C%plain them.
3. Dhat is 8tress* .lassify the 8tressors* Dhat are the sources of stress among managers*
)ealth-care facility
c> Hni&ersity academic department
d> Hni&ersity nonacademic department
e> 4arge department store
f> Arade 8chool
g> -anufacturing facility
h> 4arge grocery store
2. Dhat is a critical success factor* )ow is it important in benchmar#ing*
'. Dhat are the ad&antages and disad&antages of wireless communication*
$0. Dhat can be accomplished by the addition of a third party registering a quality system*
$$. 9isit an organiGation in your community and determine if their accident and emergency
preparedness plan meets the +8O $ engineering.
$3. ,e&ise a compensation plan for in(ured users where the product defect manifests itself in the
second or third generation, such as when a man or woman ta#es a prescribed drug that in(ures
their future children.
$ Dhat is Carnings at 7is# =C/7> *
B3> C%plain the important wings of organiGational structure for management of mar#et ris#*
B ,efine currency ris# and e%plain how a domestic organiGation is concerned with currency ris#*
B!> ,efine equity ris# and state the &arious forms of equity ris#*
B> Dhat is OT. -ar#et*
B5> Dhat is commodity currency. C%plain in brief.
B2> 8tate the &arious categories of in&estment* )ow can a ban# underta#e security shifting*
B'> Dhat are the obligations of -utual 0unds to the unit holders*
B$0> ,iscuss Oero Based Budgeting in detail*
09901366442 – 09902787224
QUALITY STANDARDS AND POLICY
.
B.$> The mean &alue of the modulus of rupture of a large number of test specimens of green 8it#a
spruce has been found to be !,00 +bJin2.
a> +f the standard de&iation is 2 0or what percentage will it be abo&e Below 3,!00* =! -ar#s>
B.2> a> )ow many different hands of a $3-card might you ha&e out of standard dec# of !2 playing
cards*
b> Dhat is the probability of a $3-card hand containing all four aces*
c> Dhat is the probability of a $3-card hand without an ace, #ing, queen, or (ac#*
d> Dhat is the probability of a $3-card hand containing one or more aces* =! -ar#s>
B.3> /n acceptance plan calls for the inspection of a sample of 5! articles out of a lot of $,!00. +f there
are no nonconforming articles in the sample, the lot is acceptedM with 5 or more, it is re(ected. +f a lot
!3 nonconforming is submitted, what is the probability that it will be re(ected* 8ol&e using the
poisson distribution as an app =! -ar#s>
B. 7andom 8amples of $00 items are drawn from a continuous process that is #nown to produce
203 nonconforming items. ,etermine the probability of finding e%actly $! nonconforming items in a
sample1
a> Hsing the e%act binomial distribution.
b> Hsing the normal appro%imation to the binomial.
c> Hsing the poisson appro%imation to the binomial.
d> .omment on the relati&e accuracy of the appro%imations.
SHIPPING MANAGEMENT
$> what are quality -anagement 8ystems* =-ar#s $0>
2> C%plain +mpact of .ompetition on rates* =-ar#s $0>
3> ,escribe the complete structure of shipping Operations* =-ar#s $0>
C%plain the following in brief* =-ar#s $0>
a> Bul# .argo mar#et.
b> +ron Ore trade.
c> .oal trade.
d> Arain Trade.
e> 8hipping ,emand 0orecast.
f> Operating .ost.
g> 8hip -ar#et.
h> 0reight -ar#et.
!> C%plain 0inancial -anagement with the help of the following points. =-ar#s 20>
a> ,ebt Cquity -i% and ,i&idend.
b> Treasury 0unction.
c> 0unds from international sources.
d> Trading acti&ities.
e> 8hipping Business.
f> Buying and selling of ships.
SI: SIGMA 'UA!ITY STANDARDS
.
B.$> C%plain the hyped si% sigma* =$0 -ar#s>
B.2> C%plain the benefits of ultimate 8i% 8igma. =$0 -ar#s>
B.3> C%plain hyped 8i% 8igma wea#ness area by area. =$0 -ar#s>
B. Dhich are the infrastructure to capture ma%imum customer &ality* =$0 -ar#s>
B.!> C%plain $0 steps process in constructing F Cmpowerment infrastructure* =$0 -ar#s>
B.> Types of ma(orment* =$0 -ar#s>
B.5> C%plain ,esign Buality 4iliability* =$0 -ar#s>
B.2> C%plain the Cscalating important of 8upply .hain -anagement*
WARE HOUSE MANAGEMENT
B.$Y +f you are in charge of an warehousing department what steps you will ta#e to understand, its
basic and formulate and structure* =$0 -ar#s>
B.2Y P)aphaGardE in&entory management is great cost. )ow will you ta#e care of1- =$0 -ar#s>
=i> 0-.A Aoods
=ii> :erishable Aoods
=iii> Dhite Aoods
B.3Y /s an auditor what will recommend for1- =$0 -ar#s>
=i> Hnaccounted good
=ii> +n process losses
B.
=i> +n flow material
=ii> 8crap -aterials
=iii> +ssue and receipt of material
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