ISBM CASE STUDY SOLUTIONS. BMS.MBA.EMBA.DMS.ARAVIND 9901366442.doc

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ISBM CASE STUDY SOLUTIONS. BMS.MBA.EMBA.DMS.ARAVIND 9901366442.doc

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WE PROVIDE CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
aravind.banakar@!ai".#$!
INTERNATIONAL HRM
Q1. What is international hrm? What are the issues involved in it?
Q2. Define international HRM?
Q3. Explain the international HRM b a pro!ramme?
Q". #ndia is seen to be more attra$tive than $hina for %D#. &ubstantiate this statement?
Q'. What are the fa$tors involved in expatriate sele$tion( both in termations of individual and
spe$ifi$s of situation?
Q). What are the *e $omponents of an international $ompensation pro!ramme?
Q+. #ndia is seen to be more attra$tive than $hina for %D#. &ubstantiate this statement?
Q,. What approa$hes do multinational follo- for handlin! international taxation?
Business Environment
Q1. Dis$uss ho- the environment a$ts does as a stimulant to business. .nal/e -h business often
does little for the preservation of phsi$al environment despite the fa$t that it is si!nifi$ant for
business a$tivit.
Q2. Explain the relevan$e of e$olo!i$al issues to business environment
Q3. What do ou understand b 0usiness &o$ial Responsibilit 1 0 & R 2. Ho- this $an be used to
improve the 0usiness Environment
Q". Explain ho- the business in an or!ani/ation $an be re!ulated -ith re!ard to the 3r!ani/ation4s
0asi$ 3b5e$tives
Q'. Des$ribe in detail the different role plaed b the 6overnment to-ards enri$hin! the business
Environment.
Q). #n the 0usiness Environment $ontext( explain ho- the 7oliti$al and le!al Environment of
business plas a vital role. 8ustif b brin!in! in suitable examples
Q+. Evaluate the advanta!es and disadvanta!es of %D#. What is our opinion on the role of %D# in the
Retail &e$tor? 8ustif our vie-s -ith #ndia9:s experien$e in this se$tor.
Q,. 6ive an three $riti$al elements of e$onomi$ environment of 0usiness
Business Management
Q1. Explain the rise of mana!ement as a profession
Q2. ;<oordination is the orderl arran!ement of !roup=
Q3. 6ive prin$iples of 3r!ani/ation
Q". Dis$uss Mana!ement thou!ht
Q'. Explain Development
Q). 6ive sta!es of $urrent state of mana!ement theor
Q+. <ompare administration versus mana!ement
Q,. Dis$uss Mana!ement as art or s$ien$e
Business Planning & Policy
Q1. Define business poli$. What re the features of business poli$?
Q2. What is the si!nifi$an$e of business poli$ $ourse?
Q3. What are the phases in the development of strate!i$ mana!ement?
Q". Ho- has strate!i$ mana!ement $han!ed in 21st $entur?
Q'. Explain finan$ial analsis as te$hni>ue of internal analsis
Q). Ho- to identif <riti$al su$$es fa$tors in industr?
Q+. What are the steps in &W3? analsis?
Q,. Explain ?3W& Matrix.
Human Resource Mgmt
Q1.Define HRM? explain.
Q2. &tate the @ature and &$ope of HRM?
Q3. Explain the 3b5e$tive and %un$tion of HRM?
Q". What are HR 7oli$ies and -hat are its purposes?
Q'. Dis$us the evolution of HRM?
Q). Explain the nature of &trate!i$ HRM?
Q+. Explain the model of strate!i$ HRM?
Q,. &tate the s$ope of 6lobal HRM?
International Business
Q1. What is meant b ?e$hnolo!? What is its influen$e on business? 11A mar*s2
Q2. What are the fun$tions of W?3? 11A mar*s2
Q3. What is international business environment? 11A mar*s2
Q". Ho- do differen$es in $ulture affe$t in international business? 11A mar*s2
Q'. Write a detailed note on forei!n dire$t investment 11A mar*s2
Q). What is a!ri$ultural B villa!e industr fa$ilit in spe$ial fo$us initiatives? 11A mar*s2
Q+. What is $ost B frei!ht 1<%R2? 11A mar*s2
Q,. What is DDC?
Marketing Mgmt
Q1. What is #mportan$e of Mar*etin! as a sub5e$t of stud? 11A mar*s2
Q2. &tate and explain the $ontents of a Mar*etin! plan? 11A mar*s2
Q3. 6ive the <lassifi$ation of 7rodu$ts and state 7rodu$t Dine De$isions? 11A mar*s2
Q". -hat are important fa$tors -hile De$idin! 7ri$es? 11A mar*s2
Q'. -hat are the steps involved in desi!nin! effe$tive Mar*etin! <hannel? 11A mar*s2
Q). What is Mar*etin! <ommuni$ation? 11A mar*s2
Q+. What are 7rin$iples of Desi!nin! a Mar*etin! 3r!ani/ation? 11A mar*s2
Q,. What is Mar*etin! #nformation &stem and Mar*etin! Resear$h?
Suly c!ain management
1. Write a note on .rtifi$ial #ntelli!en$e.
2. Dis$uss De$ision support sstems.
3. What is pri$e differentiation.
". Dis$uss adaptabilit.
'. Dis$uss lead time redu$tion.
). 6ive methods of $opin! -ith the bull-hip effe$t.
+. What are the tpes of $ontra$ts.
,. Dis$uss simulation models and optimi/ation te$hni>ues
"uantitative Tec!ni#ues
Q1. Differentiate the follo-in! -ith respe$t to x. 1. 1x2E32F13xE12 2. 1axEb2F1$xEd2 11A mar*s2
Q2. %ind the Maximum and minimum values of x3G2x2ExE". 11A mar*s2
Q3. %ind the present value of Rs.1'AA due in + ears at HI simple interest. 11A mar*s2
Q". %ind elasti$it of demand of the fun$tion xJ1'AG'7 at 112 7J1'( 122 7J2A. 11A mar*s2
Q'. %ind dFdx of the follo-in! $ases 1. Jx2 lo! x. 2. lo! x Fx. 11A mar*s2
Q). .t -hat per$ent per annum -ill a sum of mone double in , ears? 11A mar*s2
Q+. . revenue fun$tion is !iven b RJ 3'xG2x2 -here R is the revenue and x is the >uantit. What
value of x maximi/es revenue? What is the Maximum Revenue? 11A mar*s2
Q,. #f a person deposits on a re$urrin! deposit s$heme( monthl Rs. 1'AA for " ears at 1'I per
annum( -hat -ould be the sum that $an be re$eived at the end of " ears.
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WE PROVIDE CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
aravind.banakar@!ai".#$!
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WE PROVIDE CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
aravind.banakar@!ai".#$!
Business Et!ics
Q1. 6ive benefits of #&3 HAAA >ualit sstems. 11A mar*s2
Q2. What is imperative need? 11A mar*s2
Q3. Ho- promotion of ethi$al values o$$ur. 11A mar*s2
Q". Write note on ele$trifi$ation of villa!es. 11A mar*s2
Q'. Dis$uss so$ial 5usti$e a$$ordin! to !andhi5i. 11A mar*s2
Q). Dis$uss seven points of mahatma 6andhi. 11A mar*s2
Q+. Write a note on human $ulture and $ivili/ation. 11A mar*s2
Q,. What is the relation of ethi$s in business?
$ororate La%
Q1. What is %ER.? 11A mar*s2
Q2. What is %EM.? 11A mar*s2
Q3. What are po-ers of the authori/ed person 11A mar*s2
Q". What are po-ers of R0# to inspe$t authori/ed person 11A mar*s2
Q'. What are the essentials of $ontra$t 11A mar*s2
Q). Write the distin!uishin! points of void a!reement and voidable $ontra$t 11A mar*s2
Q+. &tate -hi$h persons are $ompetent to $ontra$t 11A mar*s2
Q,. What do ou mean b $onsent and free $onsent
&inancial Management
Q1. Wh -e use W.<<? 11A mar*s2
Q2. What is Mer!erK#s it harmful or benefi$ial? Explain n 8ustif. 11A mar*s2
Q3. &trate!ies to prote$t firm from ex$han!e rate ris*. 11A mar*s2
Q". What is the definition of mana!ement fraud? 11A mar*s2
Q'. Ho- ne!ativel $orrelated investments behave in a mar*et? 11A mar*s2
Q). What tpes of shares are available in the mar*et? 11A mar*s2
Q+. Ho- does L#nterest $overa!e ratio4 affe$ts the $apital stru$ture. 11A mar*s2
Q,. Wh <apital bud!etin! de$isions are more important?.
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OPERATIONS MANAGEMENT
$ASE'( )(* Marks+
0loomsda 3utfitters produ$es ?Gshirts for road ra$es. ?he need to a$>uire some ne- stampin!
ma$hines to produ$e 3A(AAA !ood ?Gshirts per month. ?heir plant operates 2AA hours per month( but
the ne- ma$hines -ill be used for ?Gshirts onl )A per$ent of the time and the output usuall in$ludes
' per$ent that are Mse$ondsM and unusable. ?he stampin! operation ta*es 1 minute per ?Gshirt( and
the stampin! ma$hines are expe$ted to have HA per$ent effi$ien$ $onsiderin! ad5ustments(
$han!eover of patterns( and unavoidable do-ntime. Ho- man stampin! ma$hines are re>uired?
$ASE', )(* Marks+
#n the table !iven belo- the Distribution Mana!er is expe$ted to servi$e these D<s as per the demands
pla$ed. #f the a$tual sales after $ompletin! -ee* one is as follo-s( -hat -ould be the >uantities that
-ould need amendment as far as Distribution Mana!er is $on$erned to servi$e for -ee* t-o and
on-ards?
.fter -ee* one the a$tual sales to %ore$asted sales for -ee* one ratio is as underN Mumbai did ,A I of
fore$ast ( Du$*no- did +' I of fore$ast Ool*ata did )A I of -ee* one fore$ast <hennai did 12' I of
fore$ast and Delhi did 1'A I of -ee* one fore$ast
$ASE'- )(* Marks+
.fter -or*in! for 3A ears( Ram5ee &om5ee Dutt opted for PR& and started a $ourier $ompan and did
ver -ell in the first four ears. He -as no- loo*in! for expansion of his business and de$ided to
venture into Road transportation business bet-een <hennai and Mumbai and Mumbai and Delhi as
he felt that he $ould do -ell on this line. Ho-ever before ta*in! a final de$ision he hires our
Mana!ement <onsultant firm formed b ourself. He has re>uested ou to -or* out the 7ri$e to >uote
his $lients for these t-o routes $onsiderin! the $osts involved. He expe$ts to earn a minimum profit of
Rs 1AAA per da per tru$* after meetin! all expenses. Qour analsis of mar*et $onditions tell ou the
follo-in!N
Pehi$le $ost Rs + la$s Depre$iation 1' I Maintenan$e $osts per da Rs 1'A Drivers monthl &alar
Rs 'AAA N .ttendants monthl salar Rs 3AAA . Mis$ expenses Rs 2AA per da. Driver allo-an$e is Rs
12' per da and attendant !ets Rs +'. Diesel $ost per liter is Rs 2' and the vehi$le !ives an avera!e
milea!e of " *m to a liter. ?he %inan$ial institutions offer loans at 1A I interest pa( -hi$h Ram5ee has
been ne!otiatin!. #t has been observed that on an avera!e the vehi$le $overs "AA *m per da. ?he
distan$e bet-een Mumbai to Delhi is 1'AA *m and Mumbai to <hennai is 13'A *m. ?he driver !ets
rest da in Mumbai onl for one da after the return from an trip.
$ASE'. )(* Marks+
. $ompan is operatin! in t-o unrelated businesses. ?he first one is ma*in! $ommon salt( -hi$h is
sold in oneG*ilo!ram $onsumer pa$*s. ?he se$ond business is ma*in! readmade !arments. ?he
o-ner of the businesses has de$ided to implement Materials Re>uirement 7lannin! 1MR72 in one of
the t-o businesses( -hi$h is li*el to !ive him !reater benefit. .ssumin! that the $urrent turnover and
profits of both the units are $omparable( $ompare the relative benefits and limitations of Materials
Re>uirement 7lannin! 1MR72 for these t-o businesses.
$ASE'/ )(* Marks+
. Manufa$turer of motor$$les bus spar* plu!s at Rs.1' ea$h. @o- he -ishes to manufa$ture the
plu!s in his o-n fa$tor. ?he estimated $ost for the manufa$ture of spar* plu!s is around
Rs.'A(AAAJAA and the variable $ost $omes to Rs.' per spar* plu!. ?he 7rodu$tion Mana!er advises
the Manufa$turer that the fa$tor should !o for manufa$turin! instead of pro$urin! them from the
open mar*et. Dist out reasons for the de$ision of the 7rodu$tion Mana!er ba$*ed up b the ne$essar
data.
OPERATIONS MANA0EMENT
a2 Dean 7rodu$tion
b2 6lobal &trate!ies fir Hospitalit servi$es
$2 Material Re>uirements 7lannin!
Q.22 Explain 0riefl the pro$ess .nalsis of Manufa$turin! 7ro$ess &ele$tion and
Desi!n? 11A Mar*s2
Q.32 Define &uppl <hain &trate! and Explain its feature and nature? 11A Mar*s2
Q."2 Distin!uish bet-een !oods and servi$es. What are the $hallen!es fa$ed b
&ervi$es mar*eters? 11A Mar*s2
Q.'2 Dis$uss the features and nature of 7ro5e$t Mana!ement? 11A Mar*s2
Q.)2 Explain in brief the &n$hronous Manufa$turin! and ?heor of <onstraints?
11A Mar*s2
Q.+2 Dis$uss the essen$e Qualit Mana!ement in %o$us 3n six &i!ma? 11A Mar*s2
Q.,2 What is .!!re!ate &ales and 3perations 7lannin!? 11A Mar*s2
OPERATIONS MANA0EMENT
Q12 Explain the $on$ept &ix &i!ma. 0rin! out the si!nifi$an$e of &ix &i!ma in Qualit
Mana!ement? )(1 Marks+
Q22 Define 7ro5e$t Mana!ement and explain its nature and features? )(1 Marks+
Q32 What is 7ro$ess .nalsis? Explain the steps in Manufa$turin! 7ro$ess &ele$tion
and Desi!n? )(1Marks+
Q"2 Enumerate and explain the ?heor of <onstraints? )(1 Marks+
Q'2 Write short notes 1an t-o2 )(1 Marks+
a2 #nventor <ontrol
b2 3perations &$hedulin!
$2 .!!re!ate &ales and 3perations 7lannin!
Q)2 Explain the follo-in! $on$ept 1an t-o2 )(1 Marks+
12 7rodu$t Desi!n
22 &trate!i$ <apa$it Mana!ement
32 Dean 7rodu$tions
Q+2 Define Material Re>uirements 7lannin!. Dis$uss its various $omponents? )(1 Marks+
Q,2 What is &uppl <hain &trate!? Dis$uss its $hara$teristi$s? )(1 Marks+
OPERATIONS MANA0EMENT
Q.1. Ho- -ould operations strate! for a servi$e industr be different if an from that for a
manufa$turin! industr? 1#t4s an example B explains2
3. What are the levels of a!!re!ation in fore$astin! for a manufa$turin! or!ani/ation? Ho- should
this hierar$h of fore$asts be lin*ed and used
". Ho- -ould fore$astin! be useful for operations in a 073 10usiness pro$esses outsour$in!2 unit?
What fa$tors ma be important for this industr? Dis$uss.
'. . !ood -or* stud should be follo-ed b !ood supervision for !ettin! !ood results. Explain -ith
an example.
). What is 5ob evaluation? <an it be alternativel used as 5ob ran*in!? Ho- does one ensure that 5ob
evaluation evaluates the 5ob and not the man? Explain -ith examples?
+. What is the impa$t of te$hnolo! on 5obs? What are the similarities bet-een 5ob enlar!ement B 5ob
rotation? Dis$uss the importan$e of trainin! in the $ontent of 5ob redesi!n? Explain -ith examples?
H. Would a pro5e$t mana!ement or!ani/ation be different from an or!ani/ation for re!ular
manufa$turin! in -hat -as? Examples.
1A. Ho- pro5e$t evaluation different from pro5e$t appraisal? Explain -ith examples.
OPERATIONS MANA0EMENT
Ram Dube re$entl pur$hased a $hain of dr $leaners in @orth Cttar 7radesh. .lthou!h the business
is ma*in! a modest profit no-( Ram suspe$ts that if he invests in a ne- press( he $ould re$o!ni/e a
substantial in$rease in profits. ?he ne- press $osts R 1'("AA to pur$hase and install and $an press "A
shirts an hour or 32A per da. Ram estimates that -ith the ne- press( it -ill $ost R A.2' to launder
and press ea$h shirt( $ustomers are $har!ed R 1.1A per shirt.
Q12 Ho- man shirts -ill Ram have to press to brea* even?
Q22 &o far Ram4s -or*load has varied from 'A to 2AA shirts a da. Ho- lon! -ould it ta*e to brea*
even on the ne- press at the lo- demand estimate? .t the hi!h demand estimate?
Q32 #f Ram $uts his pri$e to R A.HH a shirt( he expe$ts to be able to stabili/e his $ustomer base at 2'A
shirts per da. Ho- lon! -ould it ta*e to brea* even at the redu$ed pri$e of R A.HH?
Q"2 &hould Ram $ut his pri$e and bu the ne- press?
<.&E &?CDQ N 2
?he 7ea$htree .irport in .tlanta serves li!ht air$raft. #t has a sin!le run-a and one air traffi$
$ontroller to land planes. #t ta*es an airplane and minutes to land and $lear the run-a 1exponentiall
distributed2 planes arrive at the airport at the rate of ' per hour 17oisson distributed2.
Q12 Determine the avera!e number of planes that -ill sta$* up -aitin! to land?
Q22 %ind the avera!e time a plane must -ait in line before it $an lead?
Q32 <al$ulate the avera!e time it ta*es a plane to $lear the run-a on$e it has notified the airport that
it is in the vi$init and -ants to land?
Q"2 ?he %.. has a rule that an air traffi$ $ontroller $an( on the avera!e( land planes a maximum of "'
minutes out of ever hour. ?here must be 1' minutes of idle time available to relieve the tension. Will
this airport have to hire an extra air traffi$ $ontroller?
$ASE ST234 5 -
Q12 Dis$uss the !eneral terms ho- fore$astin! mi!ht be used for plannin! to address these spe$ifi$
problems?
Q22 Explain the role of fore$astin! in initiatin! a ?QM approa$h?
Q32 What are the tpes of fore$astin! methods that mi!ht be used?
Q"2 Des$ribe the Delphi method for fore$astin!?
$ASE ST234 5 .
Q12 What are the different $osts of poor >ualit and $osts of >ualit assuran$e that mi!ht be
asso$iated -ith this >ualit problem?
Q22 Explain the term >ualit?
Q32 Dis$uss the dimensions of >ualit for manufa$turin! produ$ts?
Q"2 Dis$uss the dimensions of >ualit for servi$es?
MAR%ETING O& &INANCIAL SERVICES
12 Define the different tpes of s$heme4s floated b mutual fund4s briefl.
22 .nalse the trend in different $all rates in #ndia.
32 <omment on the follo-in! statements.
a2 7ubli$ Deposits are short term substitute for Mone.
b2 7ubli$ Deposits are addition to savin!s.
$2 Dire$t a$$eptan$e of Deposits b $ompanies pose threat to the -or*in! of $redit poli$ in the
e$onom.
d2 ?he entries in the publi$ deposit raises the debtFe>uit ratio of the $ompanies.
"2 Write a brief note on dis$ountin! servi$e and its importan$e in mone mar*et.
'2 ?he !ood absorptive $apa$it to !overnment se$urities mar*et has in$reased due to the
disproportionate support b the R0#. 8ustif.
)2 6ive a brief note on different tpes of options and hi!hli!ht the various servi$es provided b
them.
+2 What are the dra-ba$*s of forei!n $apital inflo-.
,2 What is the relationship bet-een short term and lon! term interest rates.
ORGANIZATIONAL BEHAVIOR & BUSINESS COMMUNICATION
12 What are the ar!uments for and a!ainst laoffs in hard times?
22 Ho- have the three exe$utives in this $ase sho-n leadership?
32 Explain the differen$e bet-een mana!ement and leadership. Dis$uss -h $on$eptual leadership
s*ills be$ome more important( and te$hni$al s*ills less important( at hi!her level or!ani/ational levels.
12 #s the 6M4s approa$h -ron!? #f es( then -h if no then -h not? 6ive reasons for our ans-er.
22 What -ould ou re$ommend to the 6.M.
32 ?eam leaders and team members need s*ills to develop effe$tive teams. #s this statement
$orre$t or -ron!. #f there are an s*ills needed b the team leaders and team members to
develop effe$tive teams then dis$uss them.
12 Ho- did the 6M distin!uish bet-een the t-o tar!et !roups to ma*e his $ommuni$ation
effe$tive?
22 What is the main advanta!e of dire$t fa$eGtoGfa$e $ommuni$ation( as a!ainst $ommuni$ation
throu!h $ir$ulars or memos?
32 What ma*es te$hni$al $ommuni$ation different from !eneral $ommuni$ation ?
"2 Ho- important is it to be able to $ommuni$ate?
12 Read the above $onversation $arefull if ou -ere Pi*as( ho- -ould ou ans-er all the
>uestions as*ed b the intervie-er. Re-rite the ans-ers( ma*in! them more appropriate b
$han!in! the lan!ua!e( stle( tone( and attitude of the ans-er.=
22 Des$ribe the si!nifi$an$e of 5ob intervie-s toda.
PORTFOLIO MANAGEMENT
Q12 What >ualities are re>uired for su$$essful investin!?
Q22 What are the ma5or tpes of real assets? What are the pros and $ons of investin! in real asset?
Q32 What is boo* buildin!?
Q"2 What are the *e differen$es bet-een traditional finan$e and behavioural finan$e?
Q'2 Dis$uss the follo-in!.
a2 Demand side poli$ies.
b2 &uppl side poli$ies.
Q)2 What are the differen$es bet-een te$hni$al analsis and fundamental analsis?
Q+2 What are the *e differen$es bet-een $losedGended and open ended s$hemes?
Q,2 What should ou bear in mind -hile investin! in paintin!s and anti>ues?
QH2 &pell out the *e steps involved in portfolio mana!ement?
'UALITY MANAGEMENT
Q12 Des$ribe ho- the !olden rule does or does not influen$e ea$h of the six $on$epts of ?QM?
Q22 What is the best -a to improve mar*et share for a produ$t or servi$e?
Q32 Dis$uss the advanta!es of an empo-ered team?
Q"2 Des$ribe t-o -as to determine a superior pro$ess?
Q'2 Wh has eG<ommer$e !ro-n so >ui$*l?
Q)2 0riefl des$ribe the purpose of an #&3 HAAA >ualit sstem?
Q+2 Wh are the produ$t evaluation standards in the development sta!e?
Q,2 What is the overall aim of the EM& &tandard?
QH2 Write a -arnin! label or operatin! instru$tions for the follo-in! produ$ts? 1.n "2.
a2 <ars
b2 %ire-or*s
$2 &-immin! 7ool
d2 7o-er sa-
e2 #nGDine &*ates
Q1A2 &tate various te$hni>ues to sustain $ontinuous improvement?
'UALITY STANDARDS AND POLICY
.
Q.12 ?he mean value of the modulus of rupture of a lar!e number of test spe$imens of !reen &it*a
spru$e has been found to be '()AA #bFin2.
a2 #f the standard deviation is ,"A #bFin2 B the distribution is approximatel normal( the modulus of
rupture -ill fall bet-een '(AAA B )(2AA for -hat per$enta!e of the spe$imens?
b2 %or -hat per$enta!e -ill it be above "(AAA?
$2 0elo- 3('AA? 1' Mar*s2
Q.22 a2 Ho- man different hands of a 13G$ard mi!ht ou have out of standard de$* of '2 plain!
$ards?
b2 What is the probabilit of a 13G$ard hand $ontainin! all four a$es?
$2 What is the probabilit of a 13G$ard hand -ithout an a$e( *in!( >ueen( or 5a$*?
d2 What is the probabilit of a 13G$ard hand $ontainin! one or more a$es? 1' Mar*s2
Q.32 .n a$$eptan$e plan $alls for the inspe$tion of a sample of +' arti$les out of a lot of 1('AA. #f there
are no non$onformin! arti$les in the sample( the lot is a$$eptedS -ith + or more( it is re5e$ted. #f a lot
'I non$onformin! is submitted( -hat is the probabilit that it -ill be re5e$ted? &olve usin! the
poisson distribution as an app 1' Mar*s2
Q."2 Random &amples of 1AA items are dra-n from a $ontinuous pro$ess that is *no-n to produ$e
2AI non$onformin! items. Determine the probabilit of findin! exa$tl 1' non$onformin! items in a
sampleN
a2 Csin! the exa$t binomial distribution.
b2 Csin! the normal approximation to the binomial.
$2 Csin! the poisson approximation to the binomial.
d2 <omment on the relative a$$ura$ of the approximations
OR0ANI6ATIONAL BEHA7IOR
1. Define or!ani/ational behavior( and or!ani/ational stru$ture?
2. What is the differen$e bet-een a mana!er and a leader? Do leaders need different s*ills to be
effe$tive?
3. What is the differen$e bet-een a !roup B a team? What are the different tpes of -or* teams?
". Ho- -ould ou define $onfli$t? Distin!uish bet-een fun$tional B dsfun$tional $onfli$ts
b !ivin! suitable examples?
'. Explain the different tpes of emploee involvement and emploee re$o!nition pro!rams -ith the
help of suitable examples.
). &ele$t the most appropriate ans-er of the follo-in!N 12A( ea$h 2 mar*s2
12 ?he !roups to -hi$h an individual aspires to belon!( i.e. the one -ith -hi$h he or she
identifies is $alled
a2 $oalitions b2 $ommittees $2 referen$e !roups d2 tas* !roups
22 3ne small dra-ba$* of the fiveGsta!e model is that it
a2 i!nores the or!ani/ational $ontext b2 i!nores the situational fa$tors $2 i!nores the individual
attributes d2 i!nores the formal stru$ture
32 #ndividual emploees $an be $onverted into team plaers throu!h
a2 appropriate feedba$* b2 trainin! $2 monitorin! d2 demonstration
"2 3ne -ho tries to brin! dis$ipline and order throu!h formal stru$tures( plans and
pro$esses and tries to monitor performan$e a!ainst plans is a
a2 leader b2 mana!er $2 $oGordinator d2 teamGplaer
'2 #f the follo-ers are able and un-illin!( then the leader -ill have to use the
a2 authoritarian stle b2 parti$ipative stle $2 situational stle d2 strate!i$ stle
)2 .$$ordin! to situational leadership approa$h( the stle that denotes a hi!hGtas* and a
lo-Grelationship stle is
a2 sellin! stle b2 dele!atin! stle $2 parti$ipatin! stle d2 tellin! stle
+2 De$isionGma*in! heavil depends on the individual
a2 understandin! b2 $reativit $2 per$eption d2 abilit
,2 #n formal !roups and or!ani/ations( an individual has maximum a$$ess to
a2 referent po-er b2 re-ard po-er $2 le!itimate po-er d2 $oer$ive po-er
H2 #n an attempt to preserve their per$eptions( people tend to
a2 resist $han!e violentl b2 i!nore the $han!e pro$ess $2 $reate bottlene$*s for $han!e a!ents
d2 pro$ess information sele$tivel
1A2 ?he pro$ess( -hi$h is aimed at see*in! $han!e in attitudes( stereotpes and per$eptions(
that !roups hold of ea$h other is $alled
a2 3r!ani/ational development b2 #nterG!roup development $2 ?G!roups d2 ?eamGbuildin!
OR0ANI6ATIONAL BEHA7IOR
1 Dist the various reasons in 3r!ani/ation x/ ( -hi$h lead to its development?
2 #f the or!ani/ation had not invested in its emploee( -ould the have developed?
3 &ite fe- examples of #ndian $ompanies( similar to TQU mentioned above?
" What -ould have been the dra-ba$* of the TQU <ompan prior to 1HH1?
1 #s it fine to privati/e profits and nationali/e losses( is it ri!ht for or!ani/ational development ?
2 Was this a result of failure of leadership of these firms?
1 Do the $ore values( reall influen$e and have a impa$t on or!ani/ational development ?Explain.
2 #s or!ani/ational development depended internall on emploees and externall influen$ed b
$ustomers? Dis$uss
12 Measurement has the po-er to fo$us attention on desired behavior and results(M Ho- it leads to
or!ani/ational development?
22 Dis$uss ben$hmar*in! te$hni>ues( are reall helpful for su$$eedin! in # toda4s s$enario?
PERSONNEL MANA0EMENT
Q12 Define the term ;Manpo-er 7lannin!=?
Q22 Dis$uss ;Manpo-er 7lannin! ma*es for different purposes at different level=?
Q32 Explain some other paGoffs from Manpo-er 7lannin! to the enterprise?
Q"2 3b5e$tives of Manpo-er 7lannin!. Explain in detail?
Q12 Define the term ;Word of Mouth=.
Q22 Define the ob5e$tive and importan$e of advertisement in the pro$ess of Re$ruitment?
Q32 Define the term sele$tion in brief.
Q"2 Explain the methods of sele$tion?
Q12 Distin!uish bet-een one -a versus t-o -a $ommuni$ation.
Q22 Define the tem formal and informal or!ani/ational $ommuni$ation?
Q32 Explain the most $ommon $hannels available for do-n-ard $ommuni$ation in an or!ani/ation?
Q"2 What do ou mean b $ommuni$ation filters?
Q12 What do ou understand b the $on$ept of QWD?
Q22 #dentif its ma5or a$tivities and $on$erns?
Q32 Dis$uss the relevan$e of Q&D in the #ndian $ontext?
Q"2 L%lexible -or*in! time arran!ement $an be an ans-er to the multifarious roles of the #ndian
-or*er4( Evaluate.
PERSONNEL MANA0EMENT
1. 7s$holo!i$al test as sele$tion $riteria $an at best be a support to the intervie- pro$ess. 7lease
evaluate. 11' Mar*s2
2. Retention of emploees in the or!ani/ation starts -ith a stru$tured and effe$tive indu$tion
pro!ram.7lease $omment. 11' Mar*s2
3. #f ou have to hire an HR Mana!er for our firm(-hat $ompeten$ies -ould ou loo* for?
7lease ans-er in terms of our understandin! of the HR fun$tion. 11' Mar*s2
". Desi!nin! an attra$tive motivational strate! is the *e to ma*in! of a hi!h performan$e driven
or!ani/ation. 11' Mar*s2
'. 0riefl explain 1.n t-o2N
a2 Different tpe of emploee appraisals and ratin!
b2 Palidit F reliabilit
$2 8ob analsis
d2 &tress intervie-
PHARMA$OLO04 MANA0EMENT
Q.12 What are the important responsibilities of Mr. Oate?
Q.22 What are the different sta!es Mr. Oate -ill use in the 7ro$ess to set up the pro5e$t and run it?
Q.32 3n -hat elements -ill Mr. Oate fo$us?
Q."2 What are our &u!!estions?
Q.12 What is a $lini$al trial?
Q.22 What is the pro$ess of desi!nin! and $arrin! out $lini$al resear$h?
Q.32 Explain the 7lannin! &teps of Mr. &impson.
Q."2 What are the important $onsiderations to $ondu$t of an tpe of $lini$al trial?
Q.12 Define <R<
Q.22 Define <R.
Q.32 Who $an be appointed as a <R<F<R.?
Q."2 Elaborate the responsibilities of the <R< and <R.?
Q.12 What is the definition of fraud and mis$ondu$t in $lini$al resear$h?
Q.22 .$$ordin! to ou -hat are the steps and pro$edures adopted b Mr. Ounte to investi!ate fraud?
Q.32 What are the penalties ou $an su!!est to Dr. Ounte for proven fraud and mis$ondu$t?
Q."2 Explain the responsibilities of Dr. Ounte as an investi!ator in the Whole pro$ess.
PHARMA$OLO04 MANA0EMENT
1. Cnderstand ho- the 0ite$h B 7harma industries are evolvin! in #ndia.
2. Cnderstand the relationship bet-een the 0ite$h B 7harma industries.
3. Establish the innovations in both the industries.
" Dearn about the $ompeten$ies developed b $ertain $ompanies and the !ro-th
opportunities in both the industries.
1. &tud the entr and expansion strate!ies of Ranbax in forei!n mar*ets
2. Elaborate on the 6ro-th initiatives of Ranbax in the C&
3. What are the <hallen!es fa$ed b Ranbax in the C&
1. Cnderstand the importan$e of $orporate so$ial responsibilit and its impa$t on the ima!e of
$orporate
2. .ppre$iate the role of $orporate in brin!in! about so$ial $han!e
1. Write do-n the fa$ts of the $ase.
2. Establish the !ro-th of the Ranbax and the ma5or hurdles the $ompan experien$ed in its !ro-th.
PRIN$IPLES & PRA$TI$E O& MANA0EMENT
1. a2 What are the steps involved in plannin!?
b2 Ho- ou ma*e plannin! effe$tive?
2. What is the differen$e bet-een a poli$ and a pro$edure?
3. Explain the advanta!es and limitations of plannin!.
". Explain the strate!i$ plannin! in the #ndian industr. Whi$h are the plannin! s*ills re>uired for
better business.
'. a2 Define a de$ision ma*in!?
b2 Explain $ommon diffi$ulties in de$isionGma*in!.
). a2 De$isionGma*in! is a *e part of a mana!er4s a$tivities. V Elaborate.
b2 What are the steps involved in rational de$isionGma*in!.
+. a2 Explain the individual and !roup de$isionGma*in!.
b2 Des$ribe advanta!es and disadvanta!es of !roup de$isions.
,. a2 Dra- models of de$isionGma*in!? b2 Explain an t-o.
PRIN$IPLES & PRA$TI$E O& MANA0EMENT
"(+ ;<oordination is imperative for the su$$ess of an or!ani/ation.= Explainin! the need for
$oordination su!!est the -as to a$hieve effe$tive $oordination in a de$entrali/ed private se$tor
manufa$turin! or!ani/ation?
",+ Des$ribe the interpersonal needs in terms of expressed and -anted behavior. <ite suitable
examples to support our vie-s?
"-+ Wh do mana!ers need to a$>uire different s*ills at various levels? What are the s*ills
$on$eptuali/ed b Oat/? Explain ho- the are provin! useful for #ndian mana!ers at different levels?
".+ Dis$uss various strate!ies used in implementin! or!ani/ational $han!e in the $ontext of a lar!e
publi$ se$tor manufa$turin! or!ani/ation?
"/+ #dentif ma5or barriers of $ommuni$ation and explain -h do the arise. Explain -as to
over$ome these barriers -ith suitable examples?
"*+ Write short notes on an four of the follo-in!N 1' mar*s ea$h 2
i2 Dele!ation and De$entrali/ation
ii2 Dine and &taff fun$tions
iii2 ?heor T and Q
iv2 Domino Effe$t
v2 3r!ani/ational $ulture and $limate
PRIN$IPLES & PRA$TI$E O& MANA0EMENT
1. Ho- should Mr. Durant assess the opportunities in various $ountries around the -orld?
2. &hould <arrefour adopt WalGMart:s strate! of Mlo- pri$es everdaM? What -ould be the
advanta!e or disadvanta!e of su$h a strate!?
3. Ho- $ould <arrefour differentiate itself from WalGMart?
". #dentif $ultures in sele$ted $ountries that need to be $onsidered in order to be su$$essful?
12 ?he reen!ineerin! efforts of 7B6 fo$used on the business pro$ess sstem. Do ou thin* other
pro$esses( su$h as the human sstem( or other mana!erial poli$ies need to be $onsidered in a pro$ess
redesi!n?
22 What do ou thin* -as the rea$tion of the brand mana!ers( -ho ma have -or*ed under the old
sstem for man ears( -hen the $ate!or mana!ement stru$ture -as installed?
32 .s a $onsultant( -ould ou have re$ommended a topGdo-n or a bottomGup approa$h( or both( to
pro$ess redesi!n and or!ani/ational $han!e?
"2 What are the advanta!es and disadvanta!es of ea$h approa$h.
12 What is our assessment of DaimlerG0en/:s operations in man different fields?
22 &hould the various !roups operate autonomousl? What *inds of a$tivities should be $entrali/ed?
32 DaimlerG0en/ is best *no-n for its Mer$edesG0en/ $ars. Wh do ou thin* Daimler bou!ht .E6 in
the first pla$e and -h did it venture into the .erospa$e and #nter &ervi$es businesses?
"2 6iven the apparent mista*es in a$>uirin! nonGautomotive businesses( -hat should 8ur!en
&$hrempp do no-?
12 7repare a profile of the potential buer of the Dexus.
22 What should Mer$edes and 0MW do to $ountera$t the 8apanese threat in the Cnited &tates and
Europe?
32 Wh has the Dexus model been ver su$$essful in the C.&. but has not been mar*eted in 8apan?
1&u!!estionN Revie- the fre>uen$ of repair re$ords of luxur $ars. .lso tal* to Dexus dealers or Dexus
o-ners2.
"2 Do ou thin* Dexus -ill su$$eed in 8apan? Wh or -h not?
PRIN$IPLES & PRA$TI$E O& MANA0EMENT
1. What opportunities and threats did M$Donald4s fa$e ? Ho- did it handle them ? What
alternatives $ould it have $hosen ?
2. 0efore M$Donald4s entered the European mar*et( fe- people believed that fast food
$ould be su$$essful in Europe. Wh do ou thin* M$Donald4s has su$$eeded ? What strate!ies
did it follo- ? Ho- did these differ from its strate!ies in .sia ?
3. What is M$Donald4s basi$ philosoph ? Ho- does it enfor$e this philosoph and adapt to
different environments ?
". &hould M$Donald4s expand its menu ? #f ou sa no( then -h not ? #f ou sa es( -hat *inds
of pre$uts should it add ?
'. Wh is M$Donald4s su$$essful in man $ountries around the -orld ?
1. <an a division mana!er develop verifiable !oals( or ob5e$tives( -hen the president has not
assi!ned them to him or her? Ho-? What *in! of information or help do ou believe is
important for the division mana!er to have from head>uarters?
2. Was the division mana!er settin! !oals in the best -a? What -ould ou have done?
1. Evaluate the formulation of the mer!er bet-een Daimler and <hrsler. Dis$uss the
strate!i$ fit and the different produ$t lines
2. .ssess the international perspe$tives of Eaton and &$hrempp.
3. What are the diffi$ulties in mer!in! the or!ani/ational $ultures of the t-o $ompanies?
". What is the probabilit of su$$ess of failure of the mer!er? What other mer!ers do ou foresee
in the $ar industr?
1. ?he reGen!ineerin! efforts fo$used on the business pro$ess sstem. Do ou thin* other
pro$esses( su$h as the human sstem( or other mana!erial poli$ies need to be $onsidered in a
pro$ess redesi!n?
2. What do ou thin* -as the rea$tion of the brand mana!ers( -ho ma have -or*ed under the
old sstem for man ears( -hen the $ate!or mana!ement stru$ture -as installed?
3. .s a $onsultant( -ould ou have re$ommended a topGdo-n or bottomGup approa$h( or
both( to pro$ess redesi!n and or!ani/ational $han!e? What are the advanta!es and disadvanta!es
of ea$h approa$h?
1. #s the He-lett V 7a$*ard -a of mana!in! $reatin! a $limate in -hi$h emploees are motivated
to $ontribute to the aims of the or!ani/ation? What is uni>ue about the H7 Wa
2. Would the H7 mana!erial stle -or* in an or!ani/ation? Wh( or -h not? What are the
$onditions for su$h a stle to -or*?
Pro8uction Management
1. What are the different tpes of produ$tionFoperation sstem? Where -ould ea$h one of them be
appli$able? 6ive pra$ti$al examples.
2. What is flexibilit in operations fun$tion? <an it be one of the strate!i$ -eapons? Explain our
response.
3. What is the distin$tion bet-een a$$ountin! profit B e$onomi$ profit? Ho- is su$h a distin$tion
lin*ed -ith the $on$ept of opportunit $ost?
". What is the differen$e bet-een the &$anlon B ru$*er plans?
'. 7rodu$tivit improvement is not a one shot pro5e$t Do ou a!ree -ith this statement? Dis$uss
). #s suppl $hain mana!ement a philosoph? Dis$uss
+. What is the aim of produ$tion plannin!?
,. What is fore$astin!? Elements of fore$astin! B Methods of fore$astin!?
Pro8uction Management
Q 1 N #dentif the appropriate level of ris* for the follo-in! items and 5ustif our ans-er.
)a+&pa$e &huttle
)9+ TGra ma$hine
)c+<amera
)8+ <anned soup
)e+7en$il
):+ <omputer *eboard
)g+<hair
)!+ Runnin! shoe
)i+ .utomobile
);+ %resh ve!etables
)k+ <hild4s to
)l+ 6olf $lub
)m+ 0ab food
)n+ Restaurant food
Q .2 N ?he bearin! department is plannin! their s$hedule for the follo-in! -ee*. ?he need an
understandin! of last -ee*4s performan$e. ?he s$hedule $alled for t-o ,Ghour shifts per da for five
das. Do-ntime $har!ed to produ$tion avera!ed +) minutes per da. Do-ntime $har!ed to
maintenan$e avera!ed 13' minutes per da. <al$ulate the a$tual runnin! time and the per$enta!e of
available time.
Q 3 N 1a2 Does exponential smoothin! tra$* a trend in the demand satisfa$toril? What is the reason?
1 b2 Ho- -ould fore$astin! be useful for operations in a 073 unit? What fa$tors ma be
important for this industr? Dis$uss
Q." N 1a2 Would a six si!ma implementation involve si!nifi$ant finan$ial investment? Dis$uss
1b2 <an total or!ani/ational satisfa$tion be a$hieved -hile a $ompan is also aimin! for *e
business results? #s there a $onfli$t in these t-o !oals? Dis$uss.
Q.' N Ho- -ould have !ood produ$tion B 3perations Mana!ement 7ra$ti$es averted the terrible
0hopal 6as strate!? Resear$h B Dis$uss
Q.) N Differentiate bet-een Doadin! and &$hedulin!. #s a $learG$ut distin$tion bet-een the t-o
possible under all produ$tion situations? #f so -here is it possible B -here is it not possible?
Q.+N What are the advanta!es of the HMM& model over the Dinear pro!rammin! model? ?he
HMM&.and other sophisti$ated models have not been ver popular in pra$ti$e. What ma be the
reasons?
Q.,N What is the s$ope of pur$hasin! a$tivities? Where -ould ou fit pur$hasin! in the materials
mana!ement fun$tion? #n the 3r!ani/ational stru$ture( -here should pur$hasin! be fitted?
1i2 in a sin!le plant situation 1ii2 in a multiple plant situation
Q.HN &ome sa that -e need a ;national level 5ob evaluation= in #ndia. <an ou envisa!e the issues
involved? #s it possible to do su$h a national level exer$ise? Ho- -ould ou pro$eed in this re!ard?
Q.1A NHo- $an -or* stud be used for arrivin! at 1i2 Manufa$turin! 0ud!et 1ii2 7rodu$tion 7lan 1iii2
7ersonnel 7oli$ies 1iv2 Materials 7lannin!? Explain.
Pro8uction Management
"<(+ &u!!est the best de$ision?
12 .nal/e the above $ase and !ive our $omments?
12 .nal/e the above $ase and !ive our $omments?
12 .nal/e the above $ase and !ive our $omments?
12 .nal/e the above $ase and !ive our $omments?
PRO=E$T MANA0EMENT
Q12 7ro5e$t ris*s $an be eliminated if the pro5e$t is $arefull planned( Explain?
Q22 What is the differen$e bet-een avoidin! a ris* and a$$eptin! a ris*?
Q32 Ho- ou fa$e the &$hedule ris*?
Q"2 Explain the term R0&?
Q12 What is the $riti$al path?
Q22 Ho- man -ee*s to $omplete?
Q32 What is the sla$* for a$tivit %?
Q"2 What is the sla$* for a$tivit 6?
Q12 Wh are a$$urate estimates $riti$al to effe$tive 7ro5e$t Mana!ement?
Q22 What is estimated $ost for Mrs 8ohn4s house if the use $ontra$tors to $omplete all of the
house?
Q32 Estimate -hat the $ost of the house -ould be if the Mrs 8ohn and Mr ohn use their talents
to do some of the -or* themselves?
Q"2 Do ou have an su!!estion to Mr B mrs 8ohn?
Q12 What *ind of 7ro5e$t Mana!ement stru$ture -ould ou re$ommend the use for the OQ&3
pro5e$t?
Q22 What information -ould ou li*e to have to ma*e this re$ommendation B -h?
Q32 What do ou believe is more important for su$$essfull $ompletin! a pro5e$t. Dis$uss.
Q"2 Define the -ord ;7ro5e$t= in brief?
PRO=E$T MANA0EMENT
1. 6ive a detailed des$ription on ;Detailed 7ro5e$t Report=. #ndi$ate the 7ros and <ons of it also.
11A Mar*s2
2. What is 7ro5e$t Mana!ement #nformation &stem? Wh is a 7ro5e$t Mana!ement #nformation
&stem $onsidered to be of immense importan$e in a pro5e$t? #n desi!nin! a 7ro5e$t Mana!ement
#nformation &stem -hat parameters are to be spelt out $learl in line -ith the ob5e$tives of the
7ro5e$t mana!ement #nformation &stem? 12A Mar*s2
3. ?e$hnolo! and pro$esses pla $ru$ial role in $ertain pro5e$ts. What the *e issues are in re!ards
to $hoi$e of te$hnolo!( e>uipment and pro$esses at the sta!e of formulation of Detailed 7ro5e$t
Report?
". 6iven the a$tivit mean and &tandard Deviation( %ind the probabilit that the pro5e$t -ill ta*e
more than 1A -ee*s to $omplete. 12A Mar*s2
PRO=E$T MANA0EMENT
Q12 Write short notes 11A Mar*s2
a2 #nvestment <riteria
b2 6eneration and &$reenin! of 7ro5e$t #deas
Q22 Explain briefl the various <onsiderations in sele$tin! the pro5e$t? 11A Mar*s2
Q32 Explain 7ro5e$t 3r!ani/ation &tru$ture. 11A Mar*s2
Q"2 Distin!uish bet-een Mar*et .nalsis and Demand .nalsis? 11A Mar*s2
Q'2 Dis$uss 7ro5e$t Mana!ement and explain @et-or* ?e$hni>ues for 7ro5e$t
Mana!ement? 11A Mar*s2
Q)2 Explain in brief the over vie- of pro5e$t plannin!? 11A Mar*s2
Q+2 Explain ma5or issues in %inan$in! of 7ro5e$ts? 11A Mar*s2
Q,2 What is Ris* .nalsis and explain in brief %irm Ris* and Mar*et Ris*? 11A Mar*s2
P2BLI$ RELATION MANA0EMENT
a2 Parious publi$ for publi$ relations
b2 Media relation
$2 Essential >ualities of 7ubli$ Relation 3ffi$er
Q22 Define the term 7ubli$ relation. Explain its features and &$ope. 11A Mar*s2
Q32 What do ou mean b inGhouse 7R Explain its pros and $ons. 11A Mar*s2
Q"2 What is the role of finan$ial 7R in an or!ani/ation? 11A Mar*s2
Q'2 What do ou mean b in V house 7R department. Explain its pros and $ons. 11A Mar*s2
Q)2 What is $orporate 7ubli$ relations. Dis$uss its basi$ prin$iples. 11A Mar*s2
Q+2 What is the role of 7R in an or!ani/ation? Dis$uss the five attributes of publi$ relations.
Q,2 What is the importan$e of ethi$s in 7R? 11A Mar*s2
P2BLI$ RELATION MANA0EMENT
a2 #nvestor Relations for &hareholder Palue
b2 . &trate!i$ .pproa$h to <risis Mana!ement
$2 0road$ast Media Relations
Q22 Explain the follo-in! 1an t-o2. 11A Mar*s2
a2 <areer 7aths in 7ubli$ Relations
b2 6lobal and Do$al Media Relations
$2 ?he various aspe$ts of <onne$tin! -ith <onsumers in 7ubli$ Relations
Q32 Explain in brief the Environmental #ssues in 7ubli$ Relations 11A Mar*s2
Q"2 Define Media Relations. Explain #nte!rated Mar*etin! Media Relations 11A Mar*s2
Q'2 Dis$uss the various aspe$ts of Mana!in! a Diverse Wor*for$e in a <han!in!
<orporate Environment4. 11A Mar*s2
Q)2 Dis$uss the Role of Resear$h in 7ubli$ Relations &trate! and 7lannin! 11A Mar*s2
Q+2 Dis$uss the various strate!ies to Maintainin! Effe$tive <lientG.!en$ 7artnerships
Q,2 What is Media ?ransformation? Explain in brief the $urrent 7ra$ti$e of 7ubli$
Relations in #ndia and abroad. 11A Mar*s2
Purc!ase Management
Q.12 7la$e ourself in the shoes of Ro and prepare a statement for the pur$hase of the boiler or
submittin! to the 7rin$ipal.
Q.12 .nal/e the $ase and !ive our $omments.
Q.12 Do ou( li*e the pur$hase exe$utive( subs$ribe to the vie- that emploees should not be the
suppliers of the $ompan?
Q.22 Draft a memo to the M.D. a!ainst the $urrent poli$.
Q.32 Ho- $an the existin! poli$ be reversed -ithout $ausin! bitterness?
Q.12 Do ou thin* this pra$ti$e of a$$eptin! !ifts from suppliers is ethi$al or unethi$al? Ho- $an ou
$lassif some a$tivities as distin$tl ethi$al and some unethi$al? Define a poli$Fa pro$edure for
a$$eptin! !ifts b buers from the suppliers.
Q.12 &ummari/e B .nal/e the $ase -ith referen$e the prin$ipals of pur$hase mana!ement?
Q.12 &ummari/e and .nal/e the $ase -ith ref to the prin$iples of pur$hase mana!ement?
Q.12 &ummari/e and anal/e the $ase -ith referen$e to the prin$ipal of pur$hase mana!ement?
"2ANTITATI7E METHO3S
$ASE (
?he bulbs manufa$tured b a $ompan !ave a mean life of 3AAA hours -ith standard
deviation of "AA hours. #f a bulb is sele$ted at random( -hat is the probabilit it -ill
have a mean life less than 2AAA hours?
QuestionN
12 <al$ulate the probabilit.
22 #n -hat situation does one need probabilit theor?
32 Define the $on$ept of sample spa$e( sample points and events in $ontext of probabilit theor.
"2 What is the differen$e bet-een ob5e$tive and sub5e$tive probabilit?
$ASE ,
?he pri$e 7 per unit at -hi$h a $ompan $an sell all that it produ$es is !iven b the
fun$tion 71x2 J 3AA W "x. ?he $ost fun$tion is $1x2 J 'AA E 2,x -here x is the number
of units produ$ed. %ind x so that the profit is maximum.
QuestionN
12 %ind the value of x.
22 #n usin! re!ression analsis for ma*in! predi$tions -hat are the assumptions involved.
32 What is a simple linear re!ression model?
"2 What is a s$atter dia!ram method?
<.&E &?CDQ N 3
Mr &eh-a! invests Rs 2AAA ever ear -ith a $ompan( -hi$h pas interest at 1AI p.a.
He allo-s his deposit to a$$umulate at <.#. %ind the amount to the $redit of the person
at the end of 'th ear.
Question N
12 What is the ?ime Palue of Mone $on$ept.
22 What do ou mean b present value of mone?
32 What is the %uture Palue of mone.
"2 What the amount to be $redited at the end of 'th ear.
<.&E &?CDQ N "
?he $ost of fuel in runnin! of an en!ine is proportional to the s>uare of the speed and is
Rs ", per hour for speed of 1) *ilometers per hour. 3ther expenses amount to Rs 3AA
per hour. What is the most e$onomi$al speed?
QuestionN
12 What is most e$onomi$al speed?
22 What is a $hiGs>uare test?
32 What is samplin! and -hat are its uses.
"2 #s there an alternative formula to find the value of <hiGs>uare?
"2ANTITATI7E METHO3S
1. What is a linear pro!rammin! problem? Dis$uss the s$ope and role of linear pro!rammin! in
solvin! mana!ement problems. Dis$uss and des$ribe the role of linear pro!rammin! in mana!erial
de$isionGma*in! brin!in! out limitations( if an.
2. Explain the $on$ept and $omputational steps of the simplex method for solvin! linear
pro!rammin! problems. Ho- -ould ou identif -hether an optimal solution to a problem obtained
usin! simplex al!orithm is uni>ue or not?
a2 What is the differen$e bet-een a feasible solution( a basi$ feasible solution( and an optimal solution
of a linear pro!rammin! problem?
b2 What is the differen$e bet-een simplex solution pro$edure for a Xmaximi/ation4 and a
Xminimi/ation4 problem?
$2 Csin! the $on$ept of net $ontribution( provide an intuitive explanation of -h the $riterion for
optimalit for maximi/ation problem is different from that of minimi/ation problems.
3utline the steps involved in the simplex al!orithm for solvin! a linear pro!rammin! maximi/ation
problem. .lso define the te$hni$al terms used therein.
3. XXDinear pro!rammin! is one of the most fre>uentl and su$$essfull emploed 3perations
Resear$h te$hni>ues to mana!erial and business de$isions.44 Elu$idate this statement -ith some
examples.
". Des$ribe the transporation problem and !ive its mathemati$al model. Explain( b ta*in! an
illustration( the @orthGWest <orner Rule( the Deast <ost Method and the Po!el4s .pproximation
Method to obtain the initial feasible solution to a transportation problem. Dis$uss the various
methods of findin! initial feasible solution of a transportation problem and state the advanta!es(
disadvanta!es( and areas of appli$ation for them.
'. What is an assi!nment problem? #t is true to sa that it is a spe$ial $ase of the transportation
problem? Explain. Ho- $an ou formulate an assi!nment problem as a standard linear pro!rammin!
problem? #llustrate. What do ou understand b an assi!nment problem? 6ive a brief outline for
solvin! it.
). What are different tpes of inventories? Explain. What fun$tions does inventor perform? &tate the
t-o basi$ inventor de$isions mana!ement must ma*e as the attempt to a$$omplish the fun$tions of
inventor 5ust des$ribed b ou.
+. What is >ueuin! theor? What tpe of >uestions are sou!ht to be ans-ered in anal/in! a >ueuin!
sstem? 6ive a !eneral stru$ture of the >ueuin! sstem and explain. #llustrate some >ueuin!
situations. What is >ueuin! theor? #n -hat tpes of problem situations $an it be applied su$$essfull?
Dis$uss !ivin! examples.
,. What is a repla$ement problem? Des$ribe some important repla$ement situations and poli$ies.
0riefl explain the $osts -hi$h are relevant to de$isions for repla$ement of depre$iable assets.
#llustrate their behavior and explain ho- the optimal time for repla$ement of an asset $an be
determined.
H. What *inds of de$isionGma*in! situations ma be analsed usin! 7ER? and <7M te$hni>ues? &tate
the ma5or similarities bet-een 7ER? and <7M. Cnder -hat $ir$umstan$es is <7M a better te$hni>ue
of pro5e$t mana!ement than 7ER?? . $onstru$tion $ompan has re$eived a $ontra$t to build an offi$e
$omplex. #t has fre>uentl en!a!ed itself in $onstru$tin! su$h buildin!s. Whi$h of the t-o net-or*
te$hni>ues( 7ER? and <7M( should in our opinion( be emploed b the $ompan? Wh?
1A. Des$ribe the steps involved in the pro$ess of de$ision ma*in!. What are paoff and re!ret
fun$tions? Ho- $an entries in a re!ret table be derived from a paGoff table?
11. What do ou understand b Mar*ov pro$esses? #n -hat areas of mana!ement $an the be applied
su$$essfull? What do ou understand b transition probabilities? #s the assumption of stationar
transition probabilities realisti$( in our opinion? Wh or -h not?
12. Explain ho- the probabilit tree helps to understand the problem of Mar*ov pro$esses. Explain
the method of $al$ulation of endin! up in ea$h absorbin! state -hen a $hain bein!s in a parti$ular
transient state. What is fundamental matrix of Mar*ov $hains? What does it $al$ulate?
13. What is simulation? Des$ribe the simulation pro$ess. &tate the ma5or t-o reasons for usin!
simulation to solve a problem. What are the advanta!es and limitations of simulation? XXWhen it
be$omes diffi$ult to use an optimi/ation te$hni>ue for solvin! a problem( one has to resort to
simulation44. Dis$uss. &imulation is tpi$all the pro$ess of $arrin! out samplin! experiments on
the models of the sstem rather than the sstem itself.44 Elu$idate this statement b ta*in! some
examples.
1". . $ompan has three offers for its existin! e>uipment in one of the divisions. ?he first buer is
-illin! to pa Rs. 'A(AAA at the end of , ears4 period. ?he se$ond buer offers Rs. 3H(AAAW
$onsistin! of an immediate pament of Rs. 1"(AAA and Rs. 2'(AAA after ) ears. ?he third buer
a!rees to bu the e>uipment for Rs. 2H(AAA paable ri!ht a-a. Whi$h is the best offer for the
$ompan if it $an earn an interest Y ,I per annum on the mone re$eived?
1'. What is the differen$e bet-een >ualitative and >uantitative te$hni>ues of fore$astin!. When is a
>ualitative model appropriate? 0riefl dis$uss the Delphi method of ma*in! fore$asts.
1). a2 Ho- do ou distin!uish bet-een resour$e levelin! and resour$e allo$ation problems? &tate and
explain an al!orithm for resour$e allo$ation.
b2 Explain the follo-in! as the are used in 7ER?F<7M
1i2 0eta distribution( and 1ii2 0ud!et overGrun.
1+. ?he follo-in! table !ives data on normal time and $ost( and $rash time and $ost for a pro5e$t.
XDuration 1Wee*s2 ?otal <ost 1Rs2 .$tivit
i2 Dra- the net-or* and find out the $riti$al path and the normal pro5e$t duration.
ii2 %ind out the total float asso$iated -ith ea$h a$tivit.
iii2 #f the indire$t $osts are Rs. 1AA per -ee*( find out the optimum duration b $rashin! and the
$orrespondin! pro5e$t $osts.
iv2 With the $rash duration indi$ated( -hat -ould be the minimum $rash duration possible( i!norin!
indire$t $osts?
1,. What is a X!ame4 in !ame theor? What are the properties of a !ame? Explain the XXbest strate!44
on the basis of minimax $riterion of optimalit. Des$ribe the maximin and minimax prin$iples of
!ame theor.
1H. Explain the steps involved in solution to dnami$ pro!rammin! problems. Explain the follo-in! in
the $ontext of dnami$ pro!rammin!N
1a2 &ta!es
1b2 &tates
1$2 7aGoff fun$tion
1d2 Re$ursive relationship
2A. . politi$al $ampai!n for ele$tion to the parliament is enterin! its final sta!e and preGpoll surves
are medi$atin! a ver $lose $ontest in a $ertain $onstituen$. 3ne of the $andidates in the
$onstituen$ has suffi$ient funds to !ive five fullGpa!e advertisements in four different areas. 0ased on
the pollin! information( an estimate has been made of the approximate number 1in thousands2 of
additional votes that $an be polled in different areas. ?his is sho-n belo-.
RESEAR$H METHO3OLO04
$ASE'( )(* Marks+
. professor is interested in follo-in! -hether the M!oodM students finish the test earlier or later than
the others in the $lass. He observes a parti$ular test and !ets the follo-in! data !iven belo-
#f :!ood: students are those -ho !et HA and above( $an the professor $on$lude that !ood students
finish the test randoml 1use a 'I level of si!nifi$an$e2 ?Explain
<.&EG2 11) Mar*s2
?he -ei!ht 1!ms2 of 31 boo*s pi$*ed from a $onsi!nment are as follo-sN
1A)( 1A+( +)( ,2( 1A)( 1A+( 1+'( H3( 1,+( H'( 123( 12'( 111( H2( ,)( +A( 12+( ),( 13A( 12H( 13H(
11H(11'( 12,( 1AA( 1,)( ,"(HH( 113( 2A"( 111
?est -hether this sample ma be treated as random? 0riefl explain?
<aseG3 11) Mar*s2
. lo$al supermar*et has experien$ed a de$line in unit sales and little $han!e in rupee value sales.
7rofits have almost vanished. ?he $hief exe$utive in sear$hin! for -as to revitali/e the operation( -as
advised to in$rease the number of hours the mar*et is open for business. He $omes to ou for advi$e
in stru$turin! a resear$h problem that -ill provide relevant information for de$ision ma*in!( Define
the resear$h problem ta*in! $are toN
1a2 state the relevant >uestion.
1b2 enumerate the alternative ans-ers.
1$2 $learl define the units of analsis and $hara$teristi$s of interest.
<.&EG" 11) Mar*s2
.$$ordin! to the @ational Retail %ederation and <enter for Retailin! Edu$ation at the Cniversit of
%lorida( the four main sour$es of inventor shrin*a!e are emploee theft( shopliftin!( administrative
error( and vendor fraud. ?he estimated annual dollar amount in shrin*a!e 1Rmillions2 asso$iated -ith
ea$h of these data sour$es are as follo-s
Emploee theft R 1+H1,.)
&hop liftin! R 1'1H1.H
.dministrative error R +)1+.)
Pendor fraud R 2''3.)
?otal R"32,1.+
<onstru$t a pie $hart to depi$t these data ?
1. Dis$uss the various bases or $riteria for se!mentin! $onsumer mar*ets. Explain ?anish>4s
se!mentation and positionin! strate!.
2. What are ?anish>4s *e brand values or brand stren!ths? Explain.
3. What are the stren!th and -ea*ness of ?anis>
<.&EG) 11) Mar*s2
. re$ent surve on -ashin! ma$hines $ondu$ted amon! house-ives sho-ed that most of them
belon!ed to middle in$ome households( -ere !enerall emploed had !ro-in! up $hildren and
preferred a $ompa$t( easGtoGuse( topGloadin! -ashin! ma$hine. ?he -anted a ma$hine that !ets
$lothes $lean and $omes -ith a troubleGfree servi$e. #f ou -ere the mar*eter of Whirlpool:s -ashin!
ma$hine( ho- -ill ou use this information for plannin! our mar*etin! strate!?
<.&EG+ 11) Mar*s2
. $ompan -ishes to laun$h a ne- tooth paste -hi$h $an effe$tivel prevent $avities and tooth de$a
as -ell ma*e teeth -hiter. 0ut the tooth paste mar*ets is hi!hl $ro-ed -ith multiple brands. Desi!n
a >uestionnaire to identif produ$t attributes important to $onsumers and $onsumer pur$hase
behavior. .lso de$ide the tar!et !roup on -hom the >uestionnaire $an be exe$uted.
RETAIL MANA0EMENT
1. What are the advanta!es and disadvanta!es from the buer4s and seller4s perspe$tives of
pur$hasin! mer$handise throu!h #nternet au$tions li*e e0a?
2. Will a si!nifi$ant amount of retail sales be made throu!h #nternet au$tions li*e e0a in the future?
Wh or -h not?
3. What are e0a4s $ompetitive advanta!es? Will it be able to -ithstand the $ompetition from other
au$tion sites li*e QahooZ .nd .ma/on4s au$tions?
1. What pri$es $aused <ourtne4s $har!e?
2. Whi$h pri$e -ould result in the hi!hest profit?
3. What other fa$tors should <ourtne4s $onsider?
". What pri$e -ould ou $har!e( and ho- man units -ould ou order?
12 Ono-in! that the $ompan -ants a mixedGmedia ad $ampai!n to support this event( prepare an ad
plan for the !eneral mer$handise mana!er that $osts no more than R"A(AAA?
22 Wor* out the dail s$hedulin! of all advertisin!?
32 Wor* out the dollars to be devoted to ea$h medium?
"2 8ustif our plan?
1. What are the pros and $ons of Enterprise4s human resour$e mana!ement strate!?
2. Would ou -ant to -or* for Enterprise? Wh or -h not?
3. Ho- does its human resour$e strate! $omplement the >ualit of $ustomer servi$e delivered b
its representatives?
12 What are the advanta!es and disadvanta!es of the various alternatives Ruth Diamond is
$onsiderin!?
22 Do ou nave an other su!!estions for improvin! the store4s sales?
32 What -ould ou re$ommend? Wh?
12 What is the best -a for the Home Depot to $ontinue to !ro-?
22 <an Home Depot maintains its $urrent mar*et position -ith its ne- poli$ies and in$reasin!
$ompetition?
32 Will more effi$ient operations and in$reased $entrali/ation be effe$tive in streamlinin! Home
Depot4 business?
"2 Ho- mi!ht the shifts in $orporate $ulture affe$t exe$utives( mana!ement( and asso$iates?
12 <an this tpe of advertisin! $ampai!n improve WalGMart4s ima!e in the ees of asso$iates(
$onsumers( investors( and the press?
22 What else $ould WalGMart do to improve its reputation?
32 6o to WalGMart &tores home pa!e at httpNFF---. -almartstores.$om and $li$* on <olle!e
Re$ruitin!. Explore -hat this pa!e has to offer. #f a WalGMart re$ruiter $ame to our $ampus(
-ould ou $onsider WalGMart as an emploer? Wh or -h not?
12 What( if an( are the differen$es in . B %4s and .E retail strate!?
22 What are the brand ima!es of .Bf and .E? What -ords and phrases are asso$iated -ith ea$h
retailer4s brand name?
32 Dist other spe$ialt apparel retailers that tar!et the same $ustomers as .B% and .E. Ho- do these
brands differentiate themselves in the $ompetitive retail environment? <onstru$t a produ$t
positionin! map to illustrate.
"2 Whi$h retailer1s2 has 1have2 the stron!er $ompetitive position? Wh?
RETAIL MANA0EMENT
1. What $an an independent retailer learn from this $ase?
2. What are the positive impli$ations of this $ase -ith respe$t to the use of leased departments in
department stores?
3. Ho- $an a midGpri$ed apparel store be$ome a destination retailer?
". Ho- is 6ap #n$. utili/in! the prin$iples of the -heel of retailin! throu!h its 6ap( 3ld @av( and
0anana Republi$ divisions?
'. Ho- $an hi!hGpri$ed apparel spe$ialt stores su$$essfull $ompete a!ainst fullGline dis$ount
stores?
). What role should the #nternet pla for apparel retailers?
+. <an an apparel retailer prosper in the future if it does not en!a!e in multiG$hannel retailin!?
Explain our ans-er.
1. What overall $on$lusions do ou rea$h after readin! this $ase?
2. Ho- $an apparel retailers $ompete -ith WalGMart?
3. Does $rossGshoppin! affe$t apparel retailin!? #s this !ood or bad? Wh?
". What are the retail impli$ations of this statement XX.meri$an $onsumers are not trend V
either at -or* or pla?44 Do ou a!ree -ith the statement? Explain our ans-er.
'. Ho- $ould the information $ited in the $ase be used in a retail information sstem?
). Devise a >uestionnaire to determine -hat improvements the loal $ustomers of an apparel
store $hain -ould li*e to see in the $hain.
+. What additional $onsumerGrelated information -ould ou li*e to revie- about apparel
shoppers besides that stated in the <ase?
RETAIL MANA0EMENT
Q.12 What is the purpose of developin! a formal retail strate!? Ho- -ould a strate!i$ plan
be Csed b a $olle!e boo* store? 11A Mar*s2
Q.22 Do ou believe that $ustomer servi$e in retailin! is improvin! or de$larin!( if es( -h
and #f no -h? 11A Mar*s2
Q.32 What are the expe$ted and au!mented value $hain elements for the follo-in! retailers.
a2 %ast food restaurants
b2 Motel
$2 Do$al pharma$
Q."2 What do ou understand b servi$e retailin!. Explain the uni>ue aspe$ts of servi$e
Retailin! -ith suitable examples. 11A Mar*s2
Q.'2 Explain the -heel of retailin!. #s this theor appli$able in toda4s $ontext. Wh or -h not?
Q.)2 <ompare a sin!le $hannel and a multiG$hannel retailin!. &tate the advanta!es and
DisGadvanta!es also. 11A Mar*s2
Q.+2 a2 Explain nonGstore retailin! -ith example 11A Mar*s2
. b2 Explain the 3A das rule for dire$t mar*eters.
Q.,2 Explain the $hara$teristi$s of retail trainin! methods? 1' Mar*s2
Rural Management
1. ?he affluent $lass of rural $onsumer
2. <otta!e #ndustr
3. <hi>ue sa$het shampoo
". .ttitude
Q2. Des$ribe the various sour$es of $olle$tin! primar and se$ondar data durin!
rural mar*et resear$h? 11A mar*s2
Q3. What are the various basis of se!mentation of rural mar*et? 11A mar*s2
Q". Des$ribe the rural $onsumer $lassifi$ation a$$ordin! to in$ome? Whi$h all
$lasses are most li*el to possess a t-oG-heeler? 11A mar*s2
Q'. What are the various innovations $ompanies have evolved to over$ome the
barriers in rural #ndia. .ns-er usin! rural su$$ess stories. 11A mar*s2
Q). Wh are mone lenders so su$$essful in villa!es despite $har!in! hi!h interest rates?
Q+. What does @.0.RD stands for? Explain the various servi$es offered b @.0.RD?
SA&ET4 MANA0EMENT
12 Do ou a!ree -ith foreman?
22 What thin!s -ould ou -ant to investi!ate relative to possible $lauses?
32 Dis$uss some of the possibilities in this $ase?
"2 #s &afet more a ps$holo!i$al problem or more an en!ineerin! problem( -h?
12 %rom a &afet point of vie- -hat investi!ations -ould ou -ish to have made?
22 &u!!est ho- these investi!ations mi!ht be handled? i.e. -hat people( departments or
or!ani/ations mi!ht $arr out investi!ations of -hat ha/ards?
32 Ho- serious are the dan!ers is unsuspe$ted ha/ards of ne- produ$ts? <ite an
example or t-o briefl?
"2 &u!!est steps a $ompan ma ta*e to in$rease the probabilit that its produ$ts -ill
not prove in5urious on o$$asion?
12 What are the t-o $onsiderations in redu$in! the fire ha/ard?
22 What provisions should be made for res$ue units?
32 Whi$h portable fireGextin!uishin! e>uipment ou -ould re$ommend?
"2 &u!!est a trainin! pro!ram for fire prevention?
12 Define the term #nsuran$e $ost?
22 Define the term .vera!e Cninsured $osts?
32 Wh is it desirable to ma*e some use of avera!es or ratios in $al$ulatin! the $ost to a
$ompan resultin! from its -or* in5uries?
"2 What is the lo!i$al basis for in$ludin! the $ost of no in5ur a$$idents as -ell as
in5ur $ases -hen appraisin! the measurable dollar !ain from safet -or*?
SAP $ONS2LTAN$4 MANA0EMENT
Q12 Explain ;Retailin!=?
Q 22 What do ou mean b fran$hise?
Q 32 What are the essentials of business?
Q"2 What are the tpes of #nte!ration B mer!ers?
Q12 Explain $ounterfeitin!
Q22 What do ou mean b Di$ensin!
Q 32 Explain prote$tin! ri!hts to mer$handisin! properties?
Q "2 Explain #ntelle$tual propert ?
Q12 Explain Dine 7lannin! ?
Q22 What do ou mean b produ$t development?
Q32 Explain Dine presentation
Q"2 Ho- do ou explain these $on$epts
i2 Dabels ii2 Han! ?a!s iii2 ?i$*ets iv2 7o$*et %lashers
12 What are the influen$es on the desi!n pro$ess?
22 Examine pre adoption pro$esses in relation to $reative desi!n?
32 Examine post adoption pro$esses in relation to te$hni$al desi!n ?
"2 What are the fa$tors influen$in! produ$t development?
1. What are the differen$es bet-een sstem fresh and $lient fresh?
2. What is the differen$e 0et-een Role and 7rofile?
3. What is the pro$ess of dialo! pro!ram from first to last?
". Ho- $an one use 0ar $odes in &apGs$ript?
'. .ns-er the follo-in! set of >uestions
a2 What is M.@CE field in @.&? table?
b2 What is its purpose?
$2 What for it is used in &.7 &$ript?
d2 Ho- $an -e use that field in our o-n driver pro!ram?
e2 Where &tandard Driver pro!rams reside?
f2 What is the t $ode B path for findin! the standard driver pro!rams?
).What are $lient dependant ob5e$ts in .0.7 or &.7?
+.Ho- do -e debu! sap s$ript?
,.What are the diff tpes of dispat$her in &.7?
H. Ho- ou -ill send mail from one &.7 sstem to other &.7 sstem?
1A.#s it possible to lin* RF3 pro5e$ts to the M& 7ro5e$t? Explain
SO&T>ARE PRO=E$T MANA0EMENT
1. Qou have been appointed a 7ro5e$t mana!er for a ma5or soft-are produ$ts $ompan. Qour 5ob is to
mana!e the development of the next !eneration version of its -idel used -ordGpro$essin! soft-are.
0e$ause ne- revenue must be !enerated( ti!ht deadlines have been established and announ$ed. What
team stru$ture -ould ou $hoose and -h? What soft-are pro$ess model1s2 -ould ou $hoose and
-h?
2. Qou have been as*ed to develop a small appli$ation that anal/es ea$h $ourse offered b a
universit and reports the avera!e !rade obtained in the $ourse 1for a !iven term2. White a statement
of s$ope that bounds this problem.
3. Cse the <3<3M3 ## Model # to estimate the effort re>uired to build soft-are for a simple .?M that
produ$es 12 s$reens( 1A reports( and -ill re>uire approximatel ,A soft-are $omponents( .ssume
avera!e $omplexit and avera!e developerFenvironment maturit. Cse the appli$ation $omposition
model -ith ob5e$t points.
". Develop a spreadsheet model that implements one or t-o of the estimation te$hni>ues des$ribed in
this $hapter. .lternativel( a a$>uire one or more onGline models for soft-are pro5e$t estimation from
-ebGbased sour$es.
'. . sstem has 12 external inputs( 2" external outputs( fields 3A different external >ueries( mana!es "
internal lo!i$al files( and interfa$es -ith ) different le!a$ sstems 1) E#%s2. .ll of these data are of
avera!e $omplexit( and the overall sstem is relativel simple. <ompute %7 for the sstem.
). 6ive at least three examples in -hi$h bla$*Gbox testin! mi!ht !ive the impression that everthin!4s
3O( -hile -hite vox tests mi!ht un$over an error. 6ive at least three examples in -hi$h -hiteGbox
testin! mi!ht !ive the impression that ;everthin!4s 3O(= -hile bla$*Gbox tests mi!ht un$over an
error.
SO&T>ARE PRO=E$T MANA0EMENT
1. 7repare a business $ase
2. Draft the feasibilit report
3. #dentif the sta*e holders involved in this pro5e$t -ith their suitable role and responsibilities
". Cnder -hat $ir$umstan$es $an Ms.Mar outsour$e this -or*?
'. #dentif fe- *no-n >ualit prin$iplesFpoli$ies that $an be implemented -hile developin! this
pro5e$t.
1. <al$ulate the -ei!hted avera!e development time for ea$h module
2. &tandard deviation for ea$h module
3. <al$ulate the standard deviation for the $omplete pro5e$t and the estimated time frame for
$ompletion?
". .ssumin! Ra*esh has to finish this pro5e$t 2A -ee*s. What is the team stren!th he -ould need to
do it?
'. What are the possible issues Ra*esh ma fa$e -hile hirin! Human Resour$es from the lo$al
$ountr?
1. 0ased on assumptions( identif minimum of five important ris*s involved in the pro5e$t
2. 7erform a >ualitative ris* analsis based on the ans-er for Q. 1 above
3. 7erform a >uantitative ris* analsis based on Q.1 and Q. 2 above. .ssume numeri$al value ran!es
for probabilit and impa$t 1Exposure2 of ris*s
". 7repare a sample ris* re!ister for su$h a pro5e$t
'. Dist out three positive ris*s in su$h a pro5e$t
1. &hould a third part vendor be sele$ted to do this soft-are pro5e$t? #f es( then -hat are the le!al
formalities DG&mart #nfote$h need to $omplete -ith @e- 0oston &$hool and the sele$ted vendor?
2. What are the hi!h level ris*s asso$iated in su$h a pro5e$t?
STRATE0I$ MANA0EMENT
Q12 Explain the term strate!i$ de$ision ma*in!?
Q22 Explain the pro$ess of de$ision ma*in!?
Q32 What is the basi$ thrust of strate!i$ de$ision ma*in!?
Q"2 Explain in detail the issues in strate!i$ de$ision ma*in!?
Q12 Define vision? .nd explain the benefits of a vision?
Q22 What do ou mean b mission?
Q32 Ho- are Mission statements formulated and $ommuni$ated?
Q"2 Explain in detail the $hara$teristi$s of a Mission statement?
Q12 Explain the $on$ept of Environment?
Q22 Explain in detail the $hara$teristi$s of Environment?
Q32 Explain #nternal Environment?
Q"2 Explain External Environment?
Q12 Explain the term mer!ers and a$>uisitions?
Q22 What are the tpes of mer!ers and a$>uisitions?
Q32 Explain in detail the reasons for mer!ers and a$>uisitions?
Q"2 What are the important issues in mer!ers and a$>uisitions?
STRATE0I$ MANA0EMENT
1. Define strate!i$ intent( vision and mission. Write ma5or $omponents of a mission statement.
Ho- do ou define $orporate ob5e$tives? Distin!uish bet-een purpose( mission( lon!Gterm ob5e$tives
and !oals.
2. Dis$uss the roles of the follo-in! in $orporate !overnan$e.
3. ?he or!ani/ational resour$es and behavior exer$ise a si!nifi$ant influen$e on the environment
of an or!ani/ation. #llustrate ho- stren!ths and -ea*nesses $reate sner!isti$ effe$ts.
". Define strate!i$ mana!ement and brin! out the main elements of strate!i$ mana!ement.
Explain -ith appropriate dia!ram the strate!i$ mana!ement model and its ma5or $omponents.
'. Dis$uss the !lobal $hallen!e fa$in! #ndian firms. Explain important te$hni>ues for
environmental analsis.
). What are !eneri$ &trate!ies? Dis$uss the reasons for adoptin! stabilit and expansion
strate!ies.
+. What do ou understand b industr environment? Dis$uss main $omponents of industr
environment.
1A. Explain <ost leadership strate!( its strate!i$ $hoi$es( and advanta!es and disadvanta!es of
$ost leadership. Define Differentiation &trate!. Dis$uss is advanta!es and disadvanta!es.
S2PPL4 $HAIN MANA0EMENT
a2 Explain the pushFpull vie- of suppl $hain.
b2 Explain( -hat is the $ompetitive strate! of suppl $hain.
$2 Dis$uss the !oal of &uppl <hain.
d2 Des$ribe the ma5or obsta$le that must be over$ome to su$$essfull mana!e a suppl $hain.
Q22 a2 #dentif the ma5or drivers of suppl $hain performan$e and dis$uss the role of ea$h driver in
$reatin! strate!i$ fit bet-een the suppl $hain strate! and the $ompetitive strate!.
b2 Evaluate the stren!ths and -ea*ness of different modes of transportation
Q32 .ttempt an three of the follo-in!
a2 Dist the various vie- of suppl $hain and dis$uss one of them.
b2 Des$ribe ho- the $ompan a$hieves strate!i$ fit bet-een its suppl $hain strate! and
$ompetitive strate!.
$2 Dis$uss the impa$t of replenishment poli$ies on suppl $hain on safet inventor.
d2 Dis$uss the role of distribution in the suppl $hain.
Q"2 Write the short note on an five of the follo-in!.
a2 Role of transportation in suppl $hain
b2 Role of sour$in! in suppl $hain.
$2 &afet inventor mana!ement in &uppl $hain
d2 <oordination in suppl $hain.
e2 Role of #nformation te$hnolo! in &uppl $hain.
S2PPL4 $HAIN MANA0EMENT
Ho- has te$hnolo! helped &<M ?
#s eGtenderin! a !ood pro$ess to sele$t vendors?
Define suppl $hain and suppl $hain $ollaboration?
Define hierar$h of de$ision ma*in! in suppl $hain mana!ement?
Define #nventor is a XX%lexibilit 0uffer44?
What are the various pitfalls in inventor mana!ement?
TA?ATION
i2 .nnual Palue
ii2 .ssessee
iii2 .ssessment ear
iv2 .ssessment
Q22 Distin!uish bet-een N
a2 Resident and @onGresident
b2 3rdinar Resident and nonGordinar Resident?
Q32 Dis$uss the follo-in! exemption from #n$ome tax?
a2 &$holarship
b2 Dail allo-an$e of M7 or MD.
$2 .-ards and Re-ards.
Q"2 What are the different heads of in$ome under -hi$h in$ome is to be $omputed under the #n$ome
tax .$t 1H)1?
Q'2 Define
a2 &alar
b2 7reG>uisite
$2 7rofits in lieu of &alar
Q)2 Ho- -ill ou determine the in$ome from house propert under the #n$ome ?ax .$t 1H)1?
Q+2 What are the in$omes $har!eable under the head ;7rofits and 6ains of 0usiness or 7rofession?
Explain.
Q,2 Whi$h are the amounts $har!eable under the head ;#n$ome from <apital !ains=?
TOTAL SA&ET4 MANA0EMENT
1. What is H.&.W.? Des$ribe this in terms of the follo-in!N
a2 Emploees
b2 Emploers
$2 Manufa$turers
d2 &uppliers
e2 3$$upiers of premisesS
2. Ho- man tpes of %ire applian$es are available? Explain them.
3. What is &tress? <lassif the &tressors? What are the sour$es of stress amon! mana!ers?
". What is 0en$hmar*in!? Explain the pro$ess of 0en$hmar*in! in respe$t of Health B &afet
Mana!ement.
'. What are the Er!onomi$s on the o$$upational health?
). Explain the $on$epts of 0& ,,AA?
+. What are the parameters of &afet Monitor &stem? Explain them.
,. Enumerate the various o$$upational health initiatives?
H. What is the role of $ommuni$ation on health B safet issues?
1A. Who are a .tpi$al -or*ers? 6ive example.
11. What is MH&WR? Differentiate bet-een MH&WR B H.&.W. in terms of emploers?
12. What is Ris* Mana!ement? <riti$all Evaluate Ris* Mana!ement strate!ies?
13. Des$ribe the role of the health and safet pra$titioner?
1". What are the different measures 1rates2 used in the $al$ulation of a$$ident and ill health?
1'. #dentif the different areas of influen$e( -hi$h affe$ts the people at -or*?
1). What do ou understand b L?he %ire ?rian!le4 Explain this -ith illustration.
1+. 1#2. 0ased on our per$eption( des$ribe the follo-in!.
a2 &afet in offi$es
b2 &afet at home
$2 &afet at operational areas.
1##2. #n ea$h of the above situation 1a( b( B $2( establish the ne$essar safet norms as a part of
pre$autionar measures.
1,. Des$ribe the basi$s of Ele$tri$al safet. Explain the nomen$lature Lsound -or*in! environment4.
TOTAL "2ALIT4 MANA0EMENT
1. Whi$h of the !urus -ould be the father of >ualit $ontrol? Whi$h had the !reatest impa$t on
mana!ement? Whi$h is noted for robust desi!n?
2. Write our personal philosoph or $reed?
3. Dist and explain the six most important fa$tors that influen$e $onsumer pur$hases?
". What $onditions are ne$essar for empo-erment?
'. Des$ribe ho- empo-erment( -or* !roups( and multifun$tional teams -ould or -ould not
affe$t the five tpes of problems?
). Wor*in! as an individual or in a team of t-o or three people( develop a supplier sele$tion plan
for one of the or!ani/ations.
+. Wor*in! in a team of three or more people( -hat performan$e measures -ould ou
re$ommend for the follo-in! or!ani/ations?
a2 Dar!e ban*
b2 HealthG$are fa$ilit
$2 Cniversit a$ademi$ department
d2 Cniversit nona$ademi$ department
e2 Dar!e department store
f2 6rade &$hool
!2 Manufa$turin! fa$ilit
h2 Dar!e !ro$er store
,. What is a $riti$al su$$ess fa$tor? Ho- is it important in ben$hmar*in!?
H. What are the advanta!es and disadvanta!es of -ireless $ommuni$ation?
1A. What $an be a$$omplished b the addition of a third part re!isterin! a >ualit sstem?
11. Pisit an or!ani/ation in our $ommunit and determine if their a$$ident and emer!en$
preparedness plan meets the #&3 1"AA1 $riteria.
12. 0riefl des$ribe the differen$e bet-een se>uential en!ineerin! and >ualit b desi!n 1or
$on$urrent2 en!ineerin!.
13. Devise a $ompensation plan for in5ured users -here the produ$t defe$t manifests itself in the
se$ond or third !eneration( su$h as -hen a man or -oman ta*es a pres$ribed dru! that in5ures
their future $hildren.
1". %orm a pro5e$t team of six or seven people( ele$t a leader( and $onstru$t a $auseGandGeffe$t
dia!ram for bad $offee from a 22 $up $offee ma*er used in the offi$e.
1'. %ormulate a full fa$torial experiment to determine -hat fa$tors affe$t the
retention rate in $olle!e. #dentif four fa$tors ea$h at t-o levels that ou feel influen$e retention
rate. %or example( one fa$tor $ould be external -or* -ith t-o levels( 2A and "A hours per -ee*.
1). 6iven three t-oGlevel fa$tors and three suspe$ted t-o V fa$tor intera$tionsS determine the
de!rees of freedom and the 3..
TREAS2R4 MANA0EMENT
Q12 Explain six $omponents of interest rate ris*?
Q22 What is Earnin!s at Ris* 1E.R2 ?
Q32 Explain the important -in!s of or!ani/ational stru$ture for mana!ement of mar*et ris*?
Q"2 Define $urren$ ris* and explain ho- a domesti$ or!ani/ation is $on$erned -ith $urren$ ris*?
Q'2 Define e>uit ris* and state the various forms of e>uit ris*?
Q)2 What is 3?< Mar*et?
Q+2 What is $ommodit $urren$. Explain in brief.
Q,2 &tate the various $ate!ories of investment? Ho- $an a ban* underta*e se$urit shiftin!?
QH2 What are the obli!ations of Mutual %unds to the unit holders?
Q1A2 Dis$uss Uero 0ased 0ud!etin! in detail?
'UALITY STANDARDS AND POLICY
.
Q.12 ?he mean value of the modulus of rupture of a lar!e number of test spe$imens of !reen &it*a
spru$e has been found to be '()AA #bFin2.
a2 #f the standard deviation is ,"A #bFin2 B the distribution is approximatel normal( the modulus of
rupture -ill fall bet-een '(AAA B )(2AA for -hat per$enta!e of the spe$imens?
b2 %or -hat per$enta!e -ill it be above "(AAA?
$2 0elo- 3('AA? 1' Mar*s2
Q.22 a2 Ho- man different hands of a 13G$ard mi!ht ou have out of standard de$* of '2 plain!
$ards?
b2 What is the probabilit of a 13G$ard hand $ontainin! all four a$es?
$2 What is the probabilit of a 13G$ard hand -ithout an a$e( *in!( >ueen( or 5a$*?
d2 What is the probabilit of a 13G$ard hand $ontainin! one or more a$es? 1' Mar*s2
Q.32 .n a$$eptan$e plan $alls for the inspe$tion of a sample of +' arti$les out of a lot of 1('AA. #f there
are no non$onformin! arti$les in the sample( the lot is a$$eptedS -ith + or more( it is re5e$ted. #f a lot
'I non$onformin! is submitted( -hat is the probabilit that it -ill be re5e$ted? &olve usin! the
poisson distribution as an app 1' Mar*s2
Q."2 Random &amples of 1AA items are dra-n from a $ontinuous pro$ess that is *no-n to produ$e
2AI non$onformin! items. Determine the probabilit of findin! exa$tl 1' non$onformin! items in a
sampleN
a2 Csin! the exa$t binomial distribution.
b2 Csin! the normal approximation to the binomial.
$2 Csin! the poisson approximation to the binomial.
d2 <omment on the relative a$$ura$ of the approximations.
SHIPPING MANAGEMENT
12 -hat are >ualit Mana!ement &stems? 1Mar*s 1A2
22 Explain #mpa$t of <ompetition on rates? 1Mar*s 1A2
32 Des$ribe the $omplete stru$ture of shippin! 3perations? 1Mar*s 1A2
"2 Explain the follo-in! in brief? 1Mar*s 1A2
a2 0ul* <ar!o mar*et.
b2 #ron 3re trade.
$2 <oal trade.
d2 6rain ?rade.
e2 &hippin! Demand %ore$ast.
f2 3peratin! <ost.
!2 &hip Mar*et.
h2 %rei!ht Mar*et.
'2 Explain %inan$ial Mana!ement -ith the help of the follo-in! points. 1Mar*s 2A2
a2 Debt E>uit Mix and Dividend.
b2 ?reasur %un$tion.
$2 %unds from international sour$es.
d2 ?radin! a$tivities.
e2 &hippin! 0usiness.
f2 0uin! and sellin! of ships.
SI? SI0MA "2ALIT4 STAN3AR3S
.
Q.12 Explain the hped six si!ma? 11A Mar*s2
Q.22 Explain the benefits of ultimate &ix &i!ma. 11A Mar*s2
Q.32 Explain hped &ix &i!ma -ea*ness area b area. 11A Mar*s2
Q."2 Whi$h are the infrastru$ture to $apture maximum $ustomer valit? 11A Mar*s2
Q.'2 Explain 1A steps pro$ess in $onstru$tin! B Empo-erment infrastru$ture? 11A Mar*s2
Q.)2 ?pes of ma5orment? 11A Mar*s2
Q.+2 Explain Desi!n Qualit Diliabilit? 11A Mar*s2
Q.,2 Explain the Es$alatin! important of &uppl <hain Mana!ement?
WARE HOUSE MANAGEMENT
Q.1[ #f ou are in $har!e of an -arehousin! department -hat steps ou -ill ta*e to understand( its
basi$ and formulate and stru$ture? 11A Mar*s2
Q.2[ ;Hapha/ard4 inventor mana!ement is !reat $ost. Ho- -ill ou ta*e $are ofNG 11A Mar*s2
1i2 %M<6 6oods
1ii2 7erishable 6oods
1iii2 White 6oods
Q.3[ .s an auditor -hat -ill re$ommend forNG 11A Mar*s2
1i2 Cna$$ounted !ood
1ii2 #n pro$ess losses
Q."[ Enumerate five ma5or steps to put Mana!ement <ontrol &stem forNG 11A Mar*s2
1i2 #n flo- material
1ii2 &$rap Materials
1iii2 #ssue and re$eipt of material
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WE PROVIDE CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
aravind.banakar@!ai".#$!
Business $ommunication
Q1. Explain the nature and !eneral purpose of finan$ial statements.2
Q2. What is meant b the term L8ustGinG?ime4 #nventor sstem?
Q3. Differentiate bet-een push and pull strate!ies for promotion.
Q". Define the term ;Material Mana!ement=. What are the problems fa$ed b materials mana!ers in
toda4s -orld?
Q'. Define $hannel of $ommuni$ation( dis$uss different tpes of $hannels of business $ommuni$ation.
Q). What do ou *no- about L.d5ustment Re>uests4?
Q+. Whi$h format one should per$eive -hile -ritin! a report?
Q,. What is a bad ne-s messa!e?
Business Et!ics
Q1. Write a note on $onsumerism.
Q2. Ho- moralit is useful in business?
Q3. Write a note on value edu$ation.
Q". Dis$uss philosoph and reli!ion.
Q'. 6ive + points of @e- World order b M. O. 6andhi.
Q). 6ive a note on Human $ulture.
Q+. Write a note on <onsumer &afet.
Q,. 6ive benefits of $onsumer edu$ation.
$ororate La%
Q1. #s it safe to !o in for oral $ontra$ts?
Q2. What is %EM.?
Q3. What are po-ers of the authori/ed person
Q". What are po-ers of R0# to inspe$t authori/ed person
Q'. What is possession and retention of forei!n $urren$
Q). Dis$uss %D#
Q+. Dis$uss %orei!n #nvestment in small s$ale se$tor
Q,. What are the essentials of $ontra$t
&inancial & $ost Accounting
Q1. Differentiate bet-een Mana!ement .$$ountin! and %inan$ial .$$ountin!.
Q2. What is the different bet-een $ost a$$ountin! and mana!ement a$$ountin!?
Q3. &tate the ob5e$tives of $ost a$$ountin! briefl explain the advanta!es of $ost a$$ountin!.
Q". ;<ost a$$ountin! is better understood as a $ost $ontrol and $ost redu$tion exer$ise and not a more
$ost as$ertainment pro$ess=. Dis$uss.
Q'. ;<ost a$$ountin! is a sstem of foresi!ht li*e preGnatal $are( but finan$ial a$$ountin! is 5ust a
postmortem examination=. <riti$all examine this statement
Q). Define ;<ostin!=( ;<ost= and ;<ost .$$ountan$=. Distin!uish bet-een $ost a$$ountin! and
finan$ial a$$ountin!.
Q+. ;. 6ood sstem of $ostin! must pla$e the same emphasi/e on $ost $ontrol as on $ost
as$ertainment=. <omment on this statement.
Q,. What one the limitations of finan$ial a$$ountin!? Ho- do ou over$ome item in $ost a$$ountin!?
0eneral Management
Q1. Define mana!ement. What are the $hara$teristi$s of mana!ement?
Q2. #s mana!ement an art( s$ien$e and profession
Q3. What are the $lassifi$ation of mana!erial fun$tions?
Q". What are the steps in de$ision ma*in!?
Q'. Define or!ani/ation Explain the $lassi$al theor of or!ani/ation
Q). What are the prere>uisites for effe$tive Human resour$e plannin!?
Q+. Ho- to fore$ast human resour$e demand?
Q,. What are the sour$es of re$ruit?
International Business
Q1. What is meant b ?e$hnolo!? What is its influen$e on business?
Q2. What are the fun$tions of W?3?
Q3. Ho- do differen$es in $ulture affe$t in international business?
Q". Write a detailed note on forei!n dire$t investment
Q'. Explain theor of !lobal $ompetitiveness ali!nment
Q). Explain !lobal human resour$e mana!ement
Q+. What is a!ri$ultural B villa!e industr fa$ilit in spe$ial fo$us initiatives?
Q,. What is $ost B frei!ht 1<%R2?
Marketing Management
Q1. Define mar*etin! and explain ho- mar*etin! has evolved to the $urrent state as it is pra$ti$ed?
Q2. What is Mar*etin! plannin!? .nd -hat are the steps involved in $orporate plannin! pro$ess?
Q3. What is 0rand? What is the distin$tion bet-een a produ$t and brand?
Q". Define mar*etin! $hannel. .nd explain various tpes of mar*etin! $hannels?
Q'. What is &ales 7romotion? .nd -hat are ob5e$tives of sales promotion?
Q). Explain the important fa$tors in desi!nin! a mar*etin! or!ani/ation?
Q+. What is rural mar*et? Explain the dimensions of #ndian rural mar*et?
Q,. What is #mportan$e of Mar*etin! as a sub5e$t of stud?
Oeration Management
Q1. &u/an has a partGtime ;$otta!eGindustr= produ$in! seasonal pl-ood ard ornaments for resale
at lo$al $raft fairs and ba/aars. &he $urrentl -or*s a total of " hours per da to produ$e 1A
ornaments. a. What is her produ$tivit? b. &he thin*s that b redesi!nin! the ornaments and
s-it$hin! from use of a -ood !lue to a hotG!lue !un she $an in$rease her produ$tion to 2A ornaments
per da. What is her ne- produ$tivit? $. What is her per$enta!e in$rease 1or de$rease2 in
produ$tivit?
Q2..hmet !ro-s domatoes in his 1AA b 1AA meters !arden. He then sells the $rop at the lo$al
farmer4s mar*et. ?-o summers a!o( he -as able to produ$e and sell 12AA *!s of tomatoes. Dast
summer( he tried a ne- fertili/er that promised a 2AI in$rease in ield. He harvested 13'A *!s. Did
the fertili/er live up to its promise?
Q3. . $ompan has as*ed Q3C to evaluate the firm4s produ$tivit b $omparin! this ear4s
performan$e -ith last ear4s. ?he follo-in! data are availableN
\\\\\\\\\\\\\\Dast Qear ?his Qear 3C?7C? 1A 'AA units 12 1AA units Dabor Hours 12 AAA 13
2AA Ctilities + )AA MC , 2'A MC <apital ,3 AAA MC ,, AAA MC Has the $ompan improved its
7R3DC<?#P#?Q durin! the past ear?
Q". . firm $leans $hemi$al tan* $ars in the 0a 6a/ima!usa area. With standard e>uipment( the firm
tpi$all $leaned )A $hemi$al tan* $ars per month. ?he utili/ed 1A !allons of solvent( and t-o
emploees -or*ed 2A das per month( ) hours a da. ?he $ompan de$ided to s-it$h to a lar!er
$leanin! ma$hine. Dast %ebruar( the $leaned )A tan* $ars in onl 1' das. ?he utili/ed 12 !allons of
solvent( and t-o emploees -or*ed ) hours a da. a. What -as their produ$tivit -ith the standard
e>uipment? b. What is their produ$tivit -ith the lar!er ma$hine? $. What is the $han!e in
produ$tivit?
Q'. .hmet Cslu ma*es -ooden boxes in -hi$h to ship motor$$les. .hmet and his three emploees
invest "A hours per da ma*in! the 12A boxes. a. What is their produ$tivit? b. .hmet and his
emploees have dis$ussed redesi!nin! the pro$ess to improve effi$ien$. #f the $an in$rease the rate
to 12' per da( -hat -ould be their ne- produ$tivit? $. What -ould be their in$rease in produ$tivit?
Q). Ma!usa Metal Wor*s produ$es $ast bron/e valves on an assembl line. 3n a re$ent da( 1)A
valves -ere produ$ed durin! an ,Ghour shift. <al$ulate the produ$tivit of the line.
Q+. Oleen Oarpet $leaned )' ru!s in .pril( $onsumin! the follo-in! resour$esN DaborN '2A hours at 13
MCFhour &olventN 11A litres at ' MCFlitre Ma$hine RentalN 2A das at 'A MCFda a. What is the labor
produ$tivit? b. What is the multifa$tor produ$tivit?
Q,. #lhan Dal$i is president of #lhandir Manufa$turin!( a produ$er of 6oGOart ?ires. Dal$i ma*es
1AAA tires per tires per da -ith the follo-in! resour$esN DaborN "AA hours at 12.'A MCFhr Ra-
MaterialN 2A AAA *!sFda at 1MCF*! Ener!N ' AAA MCFda <apitalN 1A AAA MCFda a. What is the
labor produ$tivit for these tires at #lhandir Manufa$turin!? b. What is the multifa$tor produ$tivit
for these tires at #lhandir Manufa$turin!? $. What is the per$ent $han!e in multifa$tor produ$tivit if
#lhandir $an redu$e ener! bill b 1AAA MC -ithout $uttin! produ$tion or $han!in! an other inputs?
Organi@ational Be!avior
Q1. Ho- does the stud of personalit helps in understandin! or!ani/ational behavior?
Q2. What are the barriers in $ommuni$ation? Explain the &trate!ies for improvin! or!ani/ational
$ommuni$ation
Q3. Ho- does line and staff or!ani/ation stru$ture differ from pure line or!ani/ation stru$ture? What
are the benefits and limitations of line and staff or!ani/ation stru$ture?
Q". Explain the si!nifi$an$e of nonGverbal $ommuni$ation in or!ani/ation and explain different tpes
of nonGverbal $ommuni$ation
Q'. Define leadership. Explain the measure that $an be ta*en for developin! leadership abilit of
mana!ers.
Q). What elements $omprise an or!ani/ational $ulture? Ho- does this differ from our understandin!
of or!ani/ational $limate?
Q+. ?heorists have attempted to define or!ani/ational $ultures into spe$ifi$ taxonomies. Ho- useful
has this profilin! -or* been to our understandin! of $ultural effe$tiveness?
Q,. Ho- have traditional theories in so$ial ps$holo! $ontributed to our understandin! of ho-
or!ani/ational identit is formed?
Personnel Management
Q1. What is Rational &stem Model? Explain in short the examples of Rational &stem Model.
Q2. What are the $hara$teristi$s of the Rational &stem Model?
Q3. What is &o$ial &stem Model? Explain in short the examples of &o$ial &stem Model.
Q". What are the $hara$teristi$s of the so$ial sstem model?
Q'. <riti$all $ompare Rational sstem model and so$ial sstem model
Q). Wh is there need for trainin! in industr?
Q+. What are the areas of trainin!?
Princiles & Practice o: Management
Q1. Explain different roles of a mana!er.
Q2. Distin!uish bet-een mana!ement and administration. What is an importan$e of mana!ement?
Q3. Whi$h are the s*ills are re>uired b a mana!er?
Q". a2What are the important features of 0ureau$rati$ administration? b2&tate its $ontributions and
limitations.
Q'. Des$ribe the Modern approa$h to mana!ement -ith its tpes. a2 Quantitative approa$h. b2
&stems approa$h $2 <ontin!en$ approa$h.
Q). What is &o$ial .udit? Explain its benefits and limitations.
Q+. a2 What is the nature of plannin!? b2 &tate the importan$e of plannin!.
Q,. a2 What are the steps involved in plannin!? b2 Ho- ou ma*e plannin! effe$tive?
&inance Management
1. Ho- ne!ativel $orrelated investments behave in a mar*et
2. What tpes of shares available in the mar*et
3. Explain -h finan$ial plannin! is important to toda4s $hief exe$utives
". Ho- ris* and expe$ted return is $ompared in t-o distribution
'. What do ou mean b ield to maturit 1Q?M 2 of a 0ond ? Explain briefl
). Ho- does interest $overa!e ratio affe$ts the $apital stru$ture.
+. Wh <apital bud!etin! de$isions are more important?.
,. What is %inan$ial ris*? Ho- does it arise?
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