KSBM ANSWER SHEETS. MBA.EMBA.DMS.ARAVIND 9901366442.doc

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KSBM ANSWER SHEETS. MBA.EMBA.DMS.ARAVIND 9901366442.doc

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Advance Management Strategy
1. State the strategy of Hindustan Unilever in your own words.
2. At what different levels is strategy formulated in HUL?
3. Comment on the strategic decisionma!ing at HUL.
". #ive your o$inion on whether the shift in strategic decisionma!ing from %ndia to Unilever&s
head'uarters could $rove to (e advantageous to HUL or not.
1. Consider the vision and mission statements of the )eserve *an! of %ndia. Comment on the
'uality of (oth these statements.
2. Should the )*% go for a systematic and com$rehensive strategic $lan in $lace of its earlier
$ragmatic a$$roach of res$onding to environmental events as and when they occur? +hy?
1. +hat is the motive for internationali,ation (y the -alyani #rou$? .iscuss.
2. +hich ty$e of international strategy is -alyani #rou$ ado$ting? /0$lain.
1. %dentify the ty$e of organi,ation structure (eing used at Synergos and e0$lain how it wor!s.
+hat are the (enefits of using this ty$e of structure? +hat are the $itfalls?
2. /0$ress your o$inion a(out whether the structure is in line with the recruitments of the
strategy that Synergos is im$lementing.
3. *ased on the information related to the information1 control and reward systems availa(le in
the case1 e0amine whether these systems are a$$ro$riate for the ty$e of strategy (eing
im$lemented.
1. Analy,e the i#A2/ case to highlight how it could a$$ly some of the strategic controls such as
$remise control1 im$lementation control1 strategic surveillance and s$ecial alert control.
2. Analy,e and descri(e the $rocess of setting of standards at i#A2/.
3. #ive your o$inion on the effectiveness of the role of reward system in e0ercising H)
$erformance management at i#A2/ and suggest what im$rovements are $ossi(le1 given the
environmental conditions in the %23%2/S industry in %ndia at $resent.
Business Administration Management / BUSINESS COMMUNICATIONS
1. +hat are the communication challenges and (arriers *arry faces?
2. +hat are some ways *arry might use effective communication as a motivator for em$loyees to
follow safe food handling $ractices?
3. +hat Standard 4$erating 5rocedures 6S45s7 would (e hel$ful for *arry to im$lement and enforce?
1. Assume you are wor!ing as an o$erator at a call center in %ndia and are receiving irate calls from
Americans and Londoners. How would you handle such calls? %magine a situation and state you
res$onse.
2. 8-ee$ your cool.9 +hat does it mean in terms of conversation control?
3. .o you agree with the view that such a(usive ha$$enings on tele$hone do not have any im$act on
(usiness? #ive reason for your answer.
17 .iscuss the 'uestion of how much $ersonal communication should (e $ermitted in a (usiness
organi,ation. .efend your view.
27 .efine and give e0am$les of active and $assive voice. /0$lain when each should (e used.
37 /0$lain the logic of using negative words in email and memorandums to fellow em$loyees that you
would not use in letters carrying similar messages.
"7 +hat is meant (y $arallelism of headings?
:7 /0$lain the differences (etween the $resenttime view$oint and the $asttime view$oint.
;7 +hat ty$es of $ro(lems are written u$ as letter re$orts? As email re$orts? /0$lain the differences.
<7 How do the elements of tal!ing hel$ us communicate (etter?
Business Communication
1. /0$lain how watching a movie from another country might hel$ you $re$are to inter$ret
nonver(al (ehavior from that culture correctly.
2. 4ne of your cowor!ers is originally from Saudi Ara(ia. =ou li!e him1 and the two of you wor!
well together. However1 he stands so close when you s$ea! with him that it ma!es you very
uncomforta(le. .o you tell him of your discomfort1 or do you try to cover it u$ ?
1. +hat are the communication challenges and (arriers *arry faces?
2. +hat are some ways *arry might use effective communication as a motivator for em$loyees to
follow safe food handling $ractices?
3. +hat Standard 4$erating 5rocedures 6S45s7 would (e hel$ful for *arry to im$lement and
enforce?
1. +hat were the communication challenges in the a(ove case study?
2. +as the Secretary right in avoiding the -en who came all the way from long distance to gift the
com$limentary co$y?
3. +as it right for Secretary in insisting to come and ta!e the com$limentary co$y (ac! $hysically
instead of couriering?
". +as Secretary a good listener?
:. .id Secretary em$athi,e with -en?
;. +hat were the other challenges $revented smooth communication (etween -en and Secretary?
BUSINESS ETHICS
1. /0$lain1 in light of their theories1 what Loc!e1 Smith1 )icardo1 and >ar0 would $ro(a(ly say
a(out the events in this case.
2. /0$lain which view of $ro$ertyLoc!e&s or >ar0&s lies (ehind the $ositions of the drug
com$anies #la0oSmith-line and *ristol>yers S'ui(( and of the %ndian com$anies such as Ci$la.
+hich of the two grou$#la0oSmith-line and *ristol>yers S'ui(( on the one hand1 and the %ndian
com$anies on the other ?do you thin! holds the correct view of $ro$erty in this case? /0$lain your
answer.
1. %dentify the (ehaviors that you thin! are ethically 'uestiona(le in the history of >icrosoft.
/valuate the ethics of these (ehaviors.
2. +hat characteristics of the mar!et for o$erating systems do you thin! created the mono$oly
mar!et that >icrosoft&s o$erating system en@oyed? /valuate this mar!et in terms of utilitarianism1
rights1 and @ustice 6your analysis should ma!e use of the te0t(oo!&s discussion of the effects of
mono$oly mar!ets on the utility of $artici$ants in the mar!et1 on the moral rights of $artici$ants in
the mar!et1 and on the distri(ution of (enefits and (urdens among $artici$ants in the mar!et71 giving
e0$licit e0am$les from the o$erating systems industry to illustrate your $oints.
3. %n your view1 should the government have sued >icrosoft for violation of the antitrust laws? %n
your view1 was Audge Aac!son&s order that >icrosoft (e (ro!en into two com$anies fair to >icrosoft?
+as Audge -ollar-otelly&s Bovem(er 11 2CC" decision fair? +as the A$ril 2CC" decision of the
/uro$ean Commission fair to >icrosoft? /0$lain your answers.
". +ho1 if anyone1 is harmed (y the !ind of mar!et that >icrosoft&s o$erating system has
en@oyed? /0$lain your answer. +hat !ind of $u(lic $olicies1 if any1 should we have to deal with
industries li!e the o$erating system industry?
1. +hat are the systemic1 cor$orate1 and individual issues raised in this case?
2. How should wildlife s$ecies li!e grouse or deer (e valued1 and how should that value (e
(alanced against the economic interests of the of com$any li!e Duestar?
3. %n light of the U.S. economy&s de$endence on oil1 and in light of the environmental im$act of
Duestar drilling o$eration1 is Duestar morally o(ligated to cease its drilling o$eration on the 5inedale
>esa? /0$lain
". +hat1 if anything1 should Duestar (e doing differently?
:. %n your view1 have the environmental interest grou$s identified in the case (ehaved ethically?
1. %n your @udgment1 did *ecton .ic!inson have an o(ligation to $rovide the safety syringe in all
its si,es in 1EE1? /0$lain your $osition1 using the materials from this cha$ter and the $rinci$les of
utilitarianism1 rights1 @ustice1 and caring.
2. Should manufacturers (e held lia(le for failing to mar!et all the $roducts for which they hold
e0clusive $atents when someone&s in@ury would have (een avoided if they had mar!eted those
$roducts? /0$lain your answer.
3. %n your @udgment1 who was morally res$onsi(le for >aryann )oc!wood&s accidental
needlestic!F >aryann )oc!wood? 2he clinic that em$loyed her? 2he government agencies that merely
issued guidelines? *ecton .ic!inson?
". /valuate the ethics of *ecton .ic!inson&s use of the #54 system in the late 1EECs. Are the
#54&s mono$olies? Are they ethical? /0$lain.
BUSINESS ETHICS
1.G .efine (usiness ethics. +hy do we need to study (usiness ethics?
2.G .efine morality. .iscuss some characteristics of morality?
3.G *riefly discuss utilitarianism. .iscuss the $ro(lems of measurement.
".G >a!e a $resentation a(out two male and two female cor$orate e0ecutives that you admire?
:.G .efine ecological ethics. .istinguish (etween $rivate and social costs?
;.G .iscuss the ty$es of @o( discrimination. How can we determine @o( discrimination?
<.G +hat is affirmative action? .iscuss some of the ma@or arguments for and against affirmative
action.
H.G .iscuss why values are im$ortant for an organi,ation. .iscuss the im$ortance of transcultural
values. Iind out some cultural3(usiness values of different countries.
E.G .iscuss the characteristics of high$erforming teams.
1C.G +rite a few $aragra$hs a(out an %ndian organi,ation that you admire. +hat are its values?
BUSINESS FOUNDATIONS
1. How would you descri(e Heidi Ilammang&s a$$roach to doing (usiness?
2. %n what ways is Cam$ *ow +ow&s (usiness model creating more value for dog owners
than its com$etitors? How has Ilammang altered her (usiness model over time?
3. %n what ways will Ilammang&s (usiness model and her use of franchising affect the
$rofita(ility of her com$any
1. +hy is Southwest the most $rofita(le U.S. airline com$any?
2. How is #ary -elly changing Southwest&s (usiness model to !ee$ the com$any $rofita(le?
3. %n what ways has -elly changed Southwest&s organi,ational structure to hel$ im$rove
relationshi$s with the com$any&s em$loyees
1. +hat was Bi!e&s original a$$roach to (usiness commerce? +hat !inds of (usiness
occu$ations and organi,ation did Bi!e ado$t to $ursue its (usiness model?
2. +hat !inds of (usiness $ro(lem did Bi!e encounter as it evolved over time?
3. %n what ways has Bi!e (een changing its (usiness o$erations and $rocesses1 es$ecially its
functions1 to im$rove its $erformance as it has grown and matured over time?
After the meeting1 -eith and Aamie @ust loo!ed at each other. %t was $lain for Sid to see that the
cou$le was a (it shoc!ed and confused. 2he cou$le is not sure what to do. +hat s$ecifically
do you recommend and why? +hat would you do if faced with a similar situation?
1. .o the ma@or airlines have a strategy?
2. .o a S+42 analysis for the airline industry.
3. Conduct an internal3 e0ternal audit of the airline industry.
". +hat are some entre$reneurial and innovative (usiness strategies the ma@or airline carriers
should ado$t to avoid e0tinction?
BUSINESS A!
17 a7 +hat is a (reach of contract?
(7 +hat do you understand (y an antici$atory (reach of contract?
c7 State the rights of the $romise in case of antici$atory (reach.
27 a7 State the effect of death1 insanity and insolvency of the $rinci$al or agent on a contract of
agency.
(7 +hen does termination of agency ta!es effect? c7 +hen is an agency irrevoca(le?
37 .iscuss the common features of a $romissory note1 (ill of e0change and che'ue.
"7 a7 +hat is meant (y maturity of an instrument? (7 +hat is meant (y day of grace?
c7 /0$lain the $rovision relating to the calculation of date of maturity.
:7 /0$lain with e0am$le the doctrine of su$ervening im$ossi(ility.
;7 a7 +hat are the agreements (y way of wager?
(7 State the legal effect of such agreements. c7 %s a contract of insurance a wager?
<7 8Bo action is allowed on an illegal agreement. 9Comment and state the e0ce$tions 6if any7 to
this rule.
H7 a7 .efine Coercion. (7 State the effect of Coercion on the validity of a contract.
c7 .oes the threat of commit suicide amount to Coercion?
d7 4n whom the (urden of $roof lies in case of Coercion
Business Strategy
i. +hat is the (est o$tion1 in your view1 for ..?
ii. Analy,e the S+42 factors the .. has.
iii. +hy do you thin! that the $ro$osed alternative is the (est?
a7 +hat is S+42 Analysis?
(7 +hat are the strength of 52C?
c7 +hat are the wea!nesses of 52C for entering into the (randed snac!s mar!et?
d7 +hat !ind of mar!eting strategy was formulated and im$lemented for )ingo?
+hat else need to (e done (y )ingo so as to enlarge its mar!et?
i. +hat do you understand (y the term Jision? +hat is the difference (etween KJision& and K>ission&?
+hat vision .r. Su!umar has at the time of inheritance of .ey&s la(? Has it (een achieved?
ii. Ior growth what (usiness strategy has (een ado$ted (y .r. Su!umar?
iii. +hat is the mar!eting strategy of .r. Su!umar to overta!e its com$etitors?
iv. %n your o$inion what could (e the (iggest wea!ness in .r. Su!umar&s (usiness strategy?
1. %dentify and discuss (riefly1 the three themes of strategy im$lementation of activating
strategies1 managing change and achieving effectiveness in the case of .ee$a! Bitrite.
2. $ic!ing u$ data from the case1 demonstrate how formulation and im$lementation of strategy
are interde$endent.
Construction Management
1.G /0$lain in (rief a(out the re$orting and the monitoring system used in construction?
2.G State the im$ortance of 2rade Unions and wor! committees?
3.G .iscuss various $hase of a construction $ro@ect. .iscuss in (rief the $rocess involved during
e0ecution and control $hase of the $ro@ect?
".G +hat do you understand (y organi,ation culture?
:.G List the advantages of centrali,ed and decentrali,ed $urchasing?
;.G +hat are the $rinci$al methods of ta!ing into account time value of money1 while evaluating the
soundness of ca$ital $ro@ect?
<.G +hat are the factors to (e considered (efore the site wor! (egins to ensure smooth e0ecution of
$ro@ect?
H.G +hat are cause of dis$ute in construction contract? /0$lain the various modes od resolving these
dis$utes1 giving advantage and disadvantage of each?
Consumer Be"avior
1. +ould mar!eting in foreign countries re'uire study of a $o$ular country&s culture as$ects and
(uyer (ehavior (efore mar!eting -hadi there? +hat as$ects would need to (e studied?
2. Suggest an a$$roach to ma!e -hadi garments $o$ular among %ndian youth.
3. .iscuss whose decision it was to (uy a microwave and when was the $urchase decision made.
". +hat factors influenced the $urchase of the microwave?
:. +hat is li!ely to (e the $ost$urchase (ehavior in this case and what is the significance of such
(ehavior?
;. +hat is the significance of $ost$urchase (ehavior for the mar!eter?
1. %dentify the relevant ma@or $ro(lems and issues in this case.
2. Suggest a strategy to rectify the $ro(lems.
1. +hy would some consumers have highinvolvement levels in learning a(out this sales
$romotion?
2. %s a level of <: $ercent com$rehension realistic among those who (ecome aware of an ad? +hy
or why not?
3. .o you thin! such $romotions are li!ely to influence the 'uality image of the retail store?
/0$lain.
1. +hat is the significance of ac'uiring a tattoo in %ndia? Are tattoos considered a way of ma!ing
a $ersonality statement
2. Contact two educated $ersons who wear a tattoo 6@ust not the name7.%nterview them to find out
what does it mean to them?
3. %nterview three of your friends. Iind out a(out their self conce$ts and what !ind of tattoo
would they li!e have.
Consumer Be"avior
1. =ou are the (rand manager of a new line of light weight autofocus1 economically $riced digital
cameras. .escri(e how an understanding of consumer (ehavior will hel$ you in your segmentation
strategy and $romotion strategy. +hat are the consumer (ehavior varia(les that are crucial to your
understanding of this mar!et ?
2. #illette1 an esta(lished mar!et leader in shaving $roducts1 is $lanning a foray into s!in care
$roducts for men. How can the com$any use stimulus generali,ation to mar!et these $roducts ? Can
instrumental conditioning also (e a$$lied in this mar!eting situation ? How ?
3. =ou have (een as!ed to advise a men&s wear a$$arel manufacturer1 to hel$ them suita(ly
segment their mar!et and identify the most a$$ro$riate target segment. 2he
com$any manufactures (oth formal and casual wear1 and has a stylish1 u$ mar!et range. =ou want or
to a$$ly the JALS%% ty$ology to hel$ them identify
the target segments. /0$lain how would you utili,e this a$$roach and which segments would (e the
most a$$ro$riate for this manufacturer ?
". .iscuss the com$onents of an attitude. 2a!ing the e0am$le of a consumer ena(le $urchase
decision1 e0$lain what functions do attitudes $lay in consumer decision ma!ing.
:. How as a mar!eter of home a$$liances1 would you use the !nowledge of $ost $urchase
evaluation (y consumer1 to ensure that your consumers do not e0$erience any dissonance ?
.escri(e the res$onse strategies you will follow
;. 8Consumers are always right1 (ut not always9 Agree 6or7 .isagree1 Su$$ort your arguments
with and e0am$les
6a7 +hat in your view are the consumer (ehavior varia(les that the com$any
shouldstudy (efore rollingout its detailed mar!eting effort ?
6(7.o you agree with the com$anyLs identification of the college going students as
the most attractive segment? %f the reference was s$ecifically to the %ndian
mar!et1 which other segment would you suggest as (eing attractive for the com$any
6c7Advise the com$any a(out a$$ro$riate $romotional a$$eals to use for the $roduct for the target
segment of college student.
Cor#orate Training
1. /0$lain the effectiveness of a training $rogramme with suita(le e0am$les.
2. %s video the most effective way to achieve training o(@ective?
3. .iscuss the merits and demerits of on the cor$orate training method.
". .ifferentiate training1 education and develo$ment
:. How will you evaluate the effectiveness of training $rogramme? /0$lain with e0am$les
;. /0$lain the $rocess and com$onents of management develo$ment
<. /0$lain the various method availa(le for evaluating the effectiveness of training
$rogrammes
H. Highlight the $o$ular methods of training $rogramme
COST ACCOUNTIN$ MANA$EMENT
D 1. >ention ma@or items of e0$enses or income1 which will a$$ear in financial accounts1 (ut will not
normally a$$ear in cost accounts.
D 2. +hat is standard costing and how would you distinguish it from (udgetary control
D 3. %f a com$any sells more units than it $roduces1 would the the $rofits re$orted (y a(sor$tion
costing tend to (e higher or lower than the $rofits re$orted (y varia(le costing ?why?
D ". +hy is o$erating costing called service costing ? descri(e in (rief the cost accumulating
$rocedure under o$erating costing.
D :. .iscuss the accounting treatment of the s$oilage and defectives in cost accounts.
D ;. /0$lain the meaning of (atch costing how does such accosting differ from @o( costing?
D <. .iscuss (riefly the $rinci$le to (e followed while ta!ing credit for $rofit on incom$lete contracts?
D H. .iscuss the various methods of treatment of research and develo$ment costs in cost account.
Customer %e&ations"i# Management
1. .efine different ty$es of customers1 their relationshi$ styles and ty$es of relationshi$.
2. /0$lain all (uilding (loc!s of C)> $lan with $ro$er e0am$les.
3. /0$lain 3;CM view of analytical C)> with diagram.
". N)elationshi$ needs arise out of few goalsN. .iscuss.
:. .raw a list of 5arameters involved in defining technical re'uirements.
;. C)> is emerging as a most im$ortant factor affecting (usiness growth9. /0$lain the statement.
<. +hat do you mean (y Sales Iorce Automation? +hat are the advantages of sales force
automation?
H. .ifferentiate (etween $artner )elationshi$ >anagement and Customer )elationshi$
>anagement. +hat is the necessity of C)>? .iscuss.
ENTE%'%ENU%E MANA$EMENT
1. Su$$ose that -im(erly ?Clar!1 the large $a$er $roducts firm1 hired you to assess its level of
entre$reneurial intensity. +hat three factor would you study to determine how entre$reneurial
-im(erly ?Clar! is at this $oint in time? How would you determine if these factors were $resent?
2. -evin1 a software engineer1 $lans to write a memo to his (oss descri(ing an idea he has for a
new software $roduct. -evin wants to convince his (oss that his idea re$resents an o$$ortunity
the firm should $ursue. %n your o$inion1 what should -evin $ut in the memo
3. -ate +ilson has develo$ed an innovative suite of software $roducts for -12 school. She is
wondering if now is a good time to launch a (usiness to sell her $roducts. +hat factors should
-ate consider in ma!ing this determination?
". #ive a (rief account of the origin of the term Kentre$reneur&
:. .escri(e any five 'ualities of a successful entre$reneur
;. +hat do you understand (y women entre$reneurshi$?
<. .escri(e the functions and role of women entre$reneurs.
H. /0$lain various (arriers to entre$reneurshi$ develo$mentO
Environment Management
1. 8/nvironmental law& is the need of the hour9. Comment using suita(le e0am$les.
2. +hat is the use of conducting /nvironmental %m$act assessment 6/%A7 ? .iscuss (riefly
on its assessment.
3. +hich are the ma@or industries that contri(ute to industrial $ollution ? Analy,e.
". Suggest a $lan of action for the B#4 Bon#overnment organi,ation to increase the awareness for
S5CA 6Society for 5revention of Cruelty to Animals7.
:. /0$lain /nvironmental >anagement system 6/>S7 and %S4 1"CCC standards.
;. How the com$anies control their $ollution $ro(lems effectively?
<. 8ICola(elling and #reen 5rocurement9 ? e0$lain the meeting and also how it hel$ the
industries $rotect the environment.
H. +hat does the term 8+aste treatment9 mean? +hy is treatment im$ortant.
Finance ( Cost Accounting
1. List out the differences (etween funds flow and cash flow statement. +hat is main $ur$ose
of a *alance sheet?
2. /0$lain the rules and regulations of %nternational Accounting Standards
3. +hat is main $ur$ose of a @ournal and ledger $rocess in maintaining the accounting
records?
". .iscuss the utility of ratios from various sta!eholder $ers$ectives. Also identify the three
!ey financial ratios from each sta!e holder&s $ers$ective?
:. /0$lain the various role $erformed (y a modern management accountant.
Finance Management
1. 92he modern a$$roach is an im$rovement over the traditional a$$roach of financial
management.9.o you agree?
2. A com$any has )s.2CCCCC as /*%2 .%t has )s.1CCCCCC11CP de(entures .2he e'uity
ca$itali,ation rate 6-e7of the com$any is 12..Iind out the value of the firm under Bet
%ncome A$$roach. Also $rove the B% a$$roach.
3. A com$any earns )s.: $er share Qit is ca$itali,ed at a rate of 1CP and has a rate of return on
investments of 1;P. According to +alter&s model what should (e the $rice $er share at :CP
dividend $ay out ratio? %s this the o$timum $ay out ratio according to +alter?
". 92he $rinci$al focus of finance is on decisions and actions which affect the value of the
firm.9How can financial management hel$ to ma0imi,e it?
:. Sales )s.2CCCCCC1 Jaria(le cost )s.;CCCCC1 Ii0ed costs )s.1CCCCC1 %nterest )s.:CCC
i7 Using the conce$t of o$erating leverage1 (y what $ercentage will /*%2 increase1if there is a
1CP increase in sales?
ii7 Using the conce$t of financial leverage1 (y what $ercentage will /*2 increase1if there is a
;P increase in /*%2?
iii7 Using the conce$t of com(ined leverage1 (y what $ercentage will /*2 increase1if there is a
;P increase in sales? earnings (efore interest and ta0es 6/*%27
;. 9%t is the ca$ital e0$enditure decision that s$ells the difference (etween the (usiness
success and (usiness failure.9.o you agree with this statement? Su(stantiate your views with
reasons.
<. R Ltd.1wishes to issue 1CCC <P de(entures of )s.1CC each for which the e0$enses of issue
would (e )s.: $er de(enture .Iind out the cost of de(enture ca$ital.
E. 9Iinancial analysis re'uires an e0$licit consideration of the time value of money.9/la(orate.
Faci&ity Management
1. +hat are the reasons and rectifications that you would ta!e into consideration to maintain
wor!$lace environment?
2. +ho are the s$ecialists of facilities management hel$ing $ro$erty owners or o$erators? /0$lain.
3. 8%ndian cities are dum$ed with gar(age.9 Suggest a way to rectify gar(age menace through facilities
management.
". +hat do you understand (y 8facilities management service9 ? .iscuss in detail
:. +ith a neat diagram e0$lain the instruments used for wor! measurement
;. *riefly e0$lain the review of management techni'ue for im$roving $roductivity
<. A wor!er was !e$t under o(servation for 2C days. He was found wor!ing on HCC occasions and
idling 2CC times. He $roduces 2CC @o(s during these days. 2he 4(servation $er day was : hours only
and the total num(er of o(servations were 1CCC. Consider 111C as $erformance rating for the o$erator
and 2 as allowance. Calculate the standard time.
H. /0$lain how suita(le location is selected for a $lant and the considerations that are given in
facilities $lanning and layout.
Finance Management
? List out the differences (etween funds flow and cash flow statement.
? /0amine the (rea!even analysis with suita(le e0am$les and wor!ings.
? /0$lain the rules and regulations of %nternational Accounting Standards.
? +rite an essay a(out common si,e and com$arative statements.
? *ring your attention on classification of (udgets with suita(le e0am$les.
? Irom the following figures given to you calculate material
variances. 5roduction for the $eriod1 1E2 units.
5articulars >aterial R >aterial
= Standard $rice $er tonne )s.
2"C )s. 32C
Actual $rice $aid $er tonne )s.
22<.:C )s. 3CH Actual weights 1;
tonnes 13 tonnes
2he standard $roduction for the $eriod re$resented (y the a(ove figures is "CC units for
which the standard 'uantity allowance for material are 3C tonnes of R and 2: tonnes of =.
<. 2he com$arative *alance Sheets of >3s )am *rothers for the two years were as follows F
6a7 Bet 5rofit for the year 1EE: amounted to )s. ;C1CCC.
6(7 .uring the year a machine costing )s. 2:1CCC 6accumulated de$reciation )s. 1C1CCC7
was sold for )s. 131CCC. 2he $rovision for de$reciation against machinery as on 31.12.1EE"
was )s. :C1CCC and on 31.12.1EE: )s. H:1CCC. =ou are re'uired to $re$are a cash flow
statement.
1. H. 2he ca$ital of /verest Co. Ltd. is as follows F
6a7 Closing stoc! )s. ;1HCC.
6(7 >achinery is to de$reciated (y 1CP and $atents (y 2CP.
6c7 Salaries outstanding )s. 11:CC.
6d7 %nsurance includes a $remium of )s. 1<C on a $olicy e0$iring on 31.12.1EEH.
6e7 Iurther (ad de(ts are )s. <CC.
6f7 )ent receiva(le )s. 11CCC.
5re$are 2rading and 5rofit and Loss a3c and *alance Sheet.
1C. /0$lain the various role $erformed (y a modern management accountant.
$ENE%A MANA$EMENT
D 1. How were $rinci$les of delegation and decentrali,ation incor$orated into Cine ? >ade
o$erations?
D 2. +hat are the sources and uses of $ower at Cin ? >ade?
D 3. +hat were some of the (arriers to delegation and em$owerment at Cin ?>ade?
1. +hat s$ecific errors did +arren and Carol 4ats ma!e during their first wee! in Aa$an?
2. %f you were tal!ing to a nonU.S. (usiness$erson ma!ing a first contact with an American
com$any1 what advice would you give?
1. +hat are the management issues in this case
2. +hat did Co!e do and what could have (een done differently?
3. +hat are the !ey factors that were or should have (een considered (y management?
1. +hat are the advantages and disadvantages of centrali,ation and decentrali,ation?
2. +hat was the rationale for the Iord 2CCC $rogram?
3. +hy did Iord change from decentrali,ation to centrali,ation to recentrali,ation?
". +hy did Iord esta(lish a lu0ury car division?
:. .o you thin! Iord will (e in the com$etitive glo(al mar!et? +hy or why not?
17 +hat is your assessment of *arrett&s $erformance and his vision for %ntel? %s he the right $erson for
the @o( at %ntel?
27 +hat are some $ro(lems associated with fre'uent reorgani,ation?
37 +hat are the $ros and cons for focusing on the distant futures and the heavy investment in new
technologies?
$ENE%A MANA$EMENT
1. descri(e how you thin! new em$loyees >ississi$$i $ower 8learn9 the culture
2. what stac! holder might (e im$ortant to >ississi$$i $ower ?what concern might each of these stac!
holders have? would these stac! holder change if there was a disaster to which the com$any had to
res$ond?
3. +hat could other organi,ation learn from >ississi$$i $ower a(out the im$ortance of organi,ation
culture?
1. +hat glo(al attitude do you thin! would most su$$ ort1 $romote1 and encourage cultural
awareness? /0$lain.
2. +ould legal$olitical and economic differences $lay a role as com$anies design a$$ro$riate cultural
awareness training for em$loyees? /0$lain.
3. 5ic! one of the countries mentioned in the case and do some cultural research on it. +hat did you
find out a(out the culture of that country? How might this information affect the way a manager in
that country $lans1 organi,es1 leads1 and controls?
". +hat advice might you give to a manager who has little e0$erience glo(ally?
1. +hat (arriers to communication were evident at Joyant? +hat other communication (arriers li!ely
e0isted? /0$lain.
2. +hat suggestions $resented in the cha$ter might Joyant&s em$loyees have used to overcome
communication (arriers?
3. +hy were the structural changes im$ortant to the success of the communication changes?
". +hy do you thin! /rnstrom (elieves that the com$any&s customers are ha$$ier than ever (efore?
+hat role do you thin! communication $lays?
1. +hat H) $ro(lems were evident at the .enver >int?
2. Some (usinesses use a ,erotolerance $olicySunacce$ta(le and detrimental (ehavior is not
tolerated under any circumstances. %s a ,erotolerance $olicy an a$$ro$riate res$onse for com(ating
se0ual harassment? +hy or why not?
3. +hat ty$es of training might you suggest for the em$loyees of the .enver >int? /0$lain what this
training should include and how you would $resent it.
". %f you were the su$erintendent in charge of this facility1 what ste$s would you ta!e now that a
settlement has (een reached to ensure that your wor!$lace (ecomes a model wor!$lace?
1. How might value chain management (e useful in this ty$e of organi,ational setting? /0$lain.
2. +ould 5roductivity measures (e im$ortant to a concert tour? How might $roductivity (e measured
in this ty$e of organi,ational setting?
$ENE%A MANA$EMENT
D. 1F 2o reduce the trade deficit1 and to slow the outsourcing 6or off shoring7 of U.S. @o(s1 many
$eo$le encourage Americans to insist on $urchasing consumer goods made in the United States. +hat
are the advantage and disadvantage of a (uy American $olicy?
D. 2F A manufacturing su$ervisor changed his se0 from male to female1 and too! a medical leave
of a(sence during the final stages of the transformation. U$on her return1 she wanted her old @o(
(ac!. 2he com$any offered her a technician&s @o( (ut refused to rea$$oint her as su$ervisor1 saying
she would create too many distractions. .escri(e whether you thin! this situation is a 'uestion of @o(
discrimination?
D. 3F Ior what ty$e of leadershi$ situation might a transformational leader (e ina$$ro$riate?
D ."F 2hin! (ac! to the e0ecutive who recogni,ed em$loyees with motivational stic!ers1 such as
8.ynamite.9 +hat im$act might such a stic!er have on your @o( $erformance and satisfaction?
D. :F How might understanding the ste$s in the communication $rocess hel$ managers and staff
$rofessionals do a (etter @o(?
D. ;F %n what way is $artici$ating on a s$ots team1 in a musical (and1 or in an orchestra good
$artici$ation for (eing a mem(er of a wor! grou$ on the @o(?
D. <F +hy don&t managers who are great controllers generally receive as much $u(licity as
managers who are great leaders?
D. HF +hy should management (e willing to reha(ilitate em$loyees through an em$loyee
assistance $rogram when so many wor!ers have (een downsi,ed in recent years?
D.E +hat are some e0am$les in modern world $olitics that can (e e0$lained (y game theory and or
chaos ?
D.1CF +ho are the sta!eholderLs networ!s and coalitions to influences sta!eholders?
$ENE%A MANA$EMENT
1. +hat other $lanning tools and techni'ues might (e useful to Andrew Iriedman as he oversees
and directs the team&s o$erations? *e s$ecific)
2. %n (ase(all1 where the traditional a$$roach to assessing $layer $otential and $erformance has
involved watching the individual $lay in different settings 6scouting the $layer7 and where
most of the team management would not have a (usiness (ac!ground1 how might you
overcome the dou(ts of8 traditionalists9 a(out the (enefits of using 'uantitative tools and
techni'ues?
3. +hat are some ways that Iriedman might evaluate whether his 'uantitative tools are wor!ing?
*e s$ecific
1. .escri(e )icardo Semler&s leadershi$ style. +hat do you thin! the advantages and draw(ac!s
of his style might (e?
2. +hat challenges might a radically 8handsoff9 leader face? How could those challenges (e
addressed?
3. How could future leaders (e identified in this organi,ation? +ould leadershi$ training (e
im$ortant to this organi,ation? .iscuss.
". +hat could other (usinesses learn from )icardo Semler&s a$$roach to leadershi$?
1. +hat is the $rimary $ro(lem in this case?
2. How would each of the a$$roaches to management in this cha$ter analy,e the case?
3. How should the $lant manager restore $roduct ion on the assem(ly line?
". +hat $olicy1 if any1 should (e develo$ed to $revent future $roduction interru$tions
1. +ho are the sta!eholders in this case ?
2. +hich sta!eholders are most im$ortant ?
3. +hat are the critical trends in 2ri ? State&s environment ?
". +hy do you thin! 2ri ? State&s customers are so u$set ?
:. +hat should Aohn #odwin do
1.+hat economic and social factors should Iresh Iields managers watch ?
2.Su$$ose you manage a local su$ermar!et and Iresh Iields comes to town. How would you
reinvent your organi,ation to meet the challenges $osed (y Iresh Iields
$ENE%A MANA$EMENT
1. +hat is s$irituality?
2. %s this to$ic a$$ro$riate for (usinesses?
3. +hat are the arguments for and against its inclusion in (usinesses*
1. +hy was #hosn successful at Bissan in Aa$an?
2. How nonAa$anese were his managerial action?
3. +hat >*4 conce$t did #hosn a$$ly?
". Can #hosn success at Bissan (e re$eated at )enault? +hy or why not?
1. +hat are the management issues in this case
2. +hat did Co!e do and what could have (een done differently?
3. +hat are the !ey factors that were or should have (een considered (y management?
1. +hat are the advantages and disadvantages of centrali,ation and decentrali,ation?
2. +hat was the rationale for the Iord 2CCC $rogram?
3. +hy did Iord change from decentrali,ation to centrali,ation to recentrali,ation?
". +hy did Iord esta(lish a lu0ury car division?
:. .o you thin! Iord will (e in the com$etitive glo(al mar!et? +hy or why not?
17 +hat is your assessment of *arrett&s $erformance and his vision for %ntel? %s he the right $erson for
the @o( at %ntel?
27 +hat are some $ro(lems associated with fre'uent reorgani,ation?
37 +hat are the $ros and cons for focusing on the distant futures and the heavy investment in new
technologies?
Hea&t" Care Management
17 List the common models of 5u(lic 5rivate 5artnershi$ in Health Sector. /0$lain contracting in
detail.
27 How medical System is res$onsi(le in $romoting the s$read of H%J transmission? /0$lain.
37 +rite short notes on the following F
6u7 Bational $olicy for em$owerment of women 6(7 Bational Commission of +omen
"7 How do the sociocultural factors influence the gender health ? /0$lain.
:7 /0$lain the initiatives ta!en (y United Bations to $revent and control H%J3A%.S in %ndia.
;7 .iscuss in (rief the following strategic themes of Bational 5o$ulation 5olicy F
6i7 .ecentrali,ed 5lanning and $rogramme im$lementation
6ii7 /m$owering women for im$roved health and nutrition
<7 +hy is there an increased attac! of Coronary Heart diseases in youth of %ndia? /0$lain.
H7 +hy is yoga (ecoming a $o$ular system of medicine across the world? State reasons
Hos#ita& Management
17 .iscuss in detail a(out the line and staff organi,ation with e0am$le.
27 /0$lain the $rinci$les of effective direction.
37 How do you motivate the em$loyees of your hos$ital radiology de$artment?
"7 .etail the techni'ues involving in /nter$rise )esource 5lanning.
:7 *rief the mechanics and (enefits of *usiness $rocess reengineering.
;7 .iscuss the ty$es and $rocess of decision ma!ing.
<7 /0$lain structure of hos$ital organi,ation.
H7 +rite in detail a(out the im$ortance of leadershi$ in hos$itals. %m$ortance of coordination in
Hos$itals.
E7 .efine $erformance of evaluation and methods of evaluation in hos$itals
1C7 /0$lain 2otal Duality >anagement in Hos$itals.
HOS'ITA ADMINIST%ATION
1. /0$lain structure of hos$ital organi,ation.
2. .efine $erformance of evaluation and methods of evaluation in hos$itals
3. How do you motivate the em$loyees of your hos$ital radiology de$artment?
". /0$lain 2otal Duality >anagement in Hos$itals.
:. /0$lain the role of economic a$$raisal in the conte0t of clinical decision ma!ing?
;. Ior a new multisectional hos$ital how will you organi,e and structure the administrative
set u$?
<. .efine the conce$t of hos$ital management
H. /0$lain three $oints of hos$ital services
E. .efine the hos$ital organi,ation
1C. +hat is emergency service?
Hote& Management
1. /0$lain the ty$es of accommodation availa(le in hotel industry.
2. *ring out the develo$ment of hotel industry in %ndia.
3. /0$lain the storage systems and inventory levels relating to hotel industry.
". *ring out the im$ortance of la(or de$artment in hotel industry.
:. /0$lain the legal formalities to (e carried out while starting a hotel industry.
;. ;..iscuss on F 6a7 Iront office. 6(7 Costing. 6c7 State e0cise.
<. +hat will (e the Iuture trends and challenges to (e faced (y hotel industry?
H. Comment on the growth and develo$ment of 2a@ #rou$ of Hotels.
Human %esource Management
1. +hom should the committee choose for the assignment and why?
2. +hat $ro(lems might each individual encounter in the $osition?
3. How might D/C go a(out minimi,ing the $ro(lems that the chosen $erson would have in
managing the #a,a Stri$ o$erations?
1. +hat should he do?
1. +hat should Sudarshan do?
1. %f the news is (ro!en to >ahesh1 how would he react?
2. %f you were giving advice to the Chairman on this matter1 what would you recommend?
1. %n the case of the lndane *iscuits1 (ring out the im$ortance of Kconte0t& and Kcredi(ility& in
communication.
2. List the direct and indirect causes for the escalation of tension at %ndane *iscuits.
3. %f you were the 5ersonnel >anager what would you do?
Human %esource Management
1. /m$loyee referral is the (est a$$roach to recruitment .+hat is your view?
2. +hy has Nfun at wor!N (een $rofita(le at Hitech?
1. /0$lain why the revised $erformance a$$raisal system at +ellstar Hos$ital is more efficient?
2. .o you thin! the $erformance a$$raisal system at +ellstar is aligned with its cor$orate $rofile
and a$$ro$riate for all levels of em$loyees?
3. Considering accreditation re'uirements which focus on em$loyee develo$ment and education1
what are your suggestions for changes in the $erformance a$$raisal format*
1. How far do you agree with the management that $erformance a$$raisal should (e
discontinued?
2. %f you were the H) manager1 how would you tac!le the situation?
3. +hat modifications would you suggest in the $erformance a$$raisal system of the com$any
1. Irom the discussion of @o( analysis information and @o( design1 what actions would you
recommend to H) de$artment?
2. #iven the $ro(lems associated with the second shift1 what differences would you loo! for (etween
first shift and second shift wor!ers?
3. Since the Canadian wor!ers had considera(le e0$erience with the e'ui$ment (ut the wor!ers
$articularly in second shelf in *ra,il had very little e0$erience1 what im$lications do you see for
the @o( design?
1. +hat would you do if you were >r. -haitan?
2. How do you thin! the com$any got into a situation li!e this in the first $lace?
Human %esource Management
1. .o you thin! that it is easier to tie human resources to the strategic management $rocess in
large or in small organi,ations? +hy?
2. 2hree $o$ular interventions for enhancing wor!er satisfaction are @o( enrichment1 @o(
rotation1 and role analysis. +hat are the critical differences (etween these interventions1 and under
what conditions might one (e $refera(le to the others?
3. /0$lain Collective *argaining and La(or relation?
". How might the A.A&s reasona(le accommodation re'uirement affect wor!ers such as law
enforcement officers and fire fighters?
:. 2he reasona(le woman standard recogni,es that women have different ideas of what
constitutes a$$ro$riate (ehavior than men have. +hat are the im$lications of this distinction? .o
you thin! it is a good or (ad idea to ma!e this distinction?
;. +hy have the roles and activities of the H) function changed over the $ast 2C to 3C
years? +hat has (een driving this change? How effectively do you thin! H) has res$onded?
<. Some argue that outsourcing an activity is (ad (ecause the activity is no longer a means of
distinguishing the firm from com$etitors. 6All com$etitors can (uy the same service from the same
$rovider1 so it cannot (e a source of com$etitive advantage.7 %s this true? %f so1 why would a firm
outsource any activity?
H. .istinguish (etween concurrent and $redictive validation designs1 discussing why the latter is
to (e $referred over the former. /0amine each of the nine selection methods discussed in this
cha$ter1 and determine which of these would have validity most and least affected (y the ty$e of
validation design em$loyed.
Human %esource Management
1. 8H) are functions are interrelated to each other9 do you agree or disagree. /0$lain the reason for
your answer.
2. *eing an H) manager what suggestions you would give to the organi,ation for ma!ing (etter
image in the mar!et.
3. +hat do you !now @o( security and why @o( security is im$ortant in the organi,ation?
". Sha(a, was continuously on leave few days ago1 when he as! to e0$lain the reason of leave he
said that he was on leave (ecause of illness (ut when he as! for a $rove he fail to $resent
the medical re$ort. +hat do you thin! his a$$lication for leave should (e a$$roved or not? Austify
your answer?
:. .o you agree that em$loyees who $ass the sociali,ation are more (eneficial and $roductive then
who didn&t !now it?
;. .iscuss the role of tactical o$erational T Strategic managers with the hel$ of hierarchical diagram?
<. How would you differentiate (etween e0tinction and $unishment?
H. Have you ever o(servedQ organi,ations try to get em$loyees from the com$eting firms who have
com$lete !nowledge a(out the $rocedures and o$erations1 with an intention to (eat the
com$etitor? Duote one real life e0am$le. %n your o$inion1 is it ethically right to do so or not?
E. >ention any three reasons of failure of international assignments and also give its remedies
1C. .o you agree 8)ules and $olicies are to $rotect the rights of em$loyees only? .iscuss
Human %esource Management
1. How .oes An /m$loyer 5rove NAo()elatedness?N
2. +hat %s the )ole of 2em$orary /m$loyment?
3. +hat are the yield ratios for each ste$ in the recruitment and selection $rocess? +hat are the
im$lications of these ratios for future hiring?
". )ecommend at least three H) $lanning3recruitment3selection strategies designed to do any of the
followingF 617 im$rove customer satisfaction1 627 increase the efficiency of the customer service
function1 637 increase the tenure of the customer service re$s. 6or decrease the need for them7.
:. 2hin! of a wor! situation in which your organi,ation uses $erformance a$$raisal as a (asis for any
ty$e of $ersonnel decision 6e.g.1 $romotions1 reductionsinforce1 transfer1 layoff1 $ay1 discharge7.
Select a situation with which you are very familiar or as! an ac'uaintance to answer the 'uestions.
)es$ond to each of the items (elow in this conte0t.
;. +or!ers& com$ensation $rograms and the I>LA have $roven to (e $ro(lematic laws for
em$loyers.
)esearch these laws to determine the recent controversies and $ro$osed solutions.
<. Should $u(lic em$loyees (e allowed to stri!e?
H. .rug testing should (e conducted for all individuals filling sensitive $ositions and randomly for the
entire organi,ation.
INDUST%IA %EATION ( ABOU% A!
1. +hat are the $redominant causes of industrial dis$utes in %ndia? #ive suita(le e0am$les in su$$ort
of your answer.
2. 4utline the method of com$utation of (onus as given in the 5ayment of *onus Act1 1E;:. /0$lain
with e0am$les.
3. .iscuss the rights and lia(ilities of a registered trade union.
". +hat are the im$ortant $rovisions of the >inimum +ages Act1 1E"H.
:. Highlight the $rovision relating to layout and retrenchment as given as in the %ndustrial .is$ute
Act1 1E"<.
;. /0$lain salient feature of 5ayment of +ages Act1 1E3;.
<. Highlight im$ortant $rovisions relating to health and safety of the wor!ers as given in the Iactories
Act1 1E"H.
H. +hat are the duties and the $owers of the Conciliation officers as given in the %ndustrial .is$utes
Act1 1E"<?
E. Critically e0amine the role and relevance of trade union in %ndia in the era of #lo(ali,ation1
li(erali,ation and $rivati,ation.
1C. Highlight the (enefits of wor!er&s $artici$ation in >anagement1 with suita(le illustrations.
In+ormation Tec"no&ogy Management
1C. +hat is a s$eech recognition system? /0$lain its ty$es and give logical reasons for why do
currently availa(le s$eech recognition devices have limited success?
11.+hat are LC. and .L5 $ro@ectors? .ifferentiate them with their wor!ing?
12. +hy is documentation necessary in the develo$ment of $rograms? /0$lain various
documenting techni'ues which are useful for $rogrammers and users?
13. /0$lain in detail a(out any si0 $o$ular highlevel languages?
1". +hy are a$$lication software im$ortant? %n which areas are a$$lication software used? #ive
relevant software names and their use?
1:. /0$lain how memory $rotection and $rocess allocation is done (y an o$erating system?
1;. +ith the hel$ of a (loc! diagram1 e0$lain various networ! to$ologies $resent in the
com$uter networ!s?
1<. +hat is .*>S and descri(e its im$ortance in relation to file (ased systems? /0$lain
various com$onents of .*>S?
1H. +hat do you mean (y electronic mail? How does it wor! on the %nternet?
1E. +hat is a multimedia system? /0$lain all desira(le features of a good multimedia system.
In+ormation Tec"no&ogy Management
17 /0$lain any two in$ut devices with the hel$ of diagram.
27 /0$lain any two secondary storage devices. .raw diagram also.
3) /0$lain various %nternet 5rotocols.
"7 .ifference (etween 5)4> and /5)4>.
:7 How the cells can (e unloc!ed ?
;7 +rite short note on F
Slide sorter .esign tem$late.
<. 6a7 +hat is a firewall ? +hat are its (enefits ?
/0$lain the security threats $osed (y an insecure 4nline *an!ing +e(site.
H. .iscuss the measure to (e considered (efore going for / #overnance. Also site two $ro@ect
im$lemented in %ndia.
E. /0$lain any two ty$es of %nformation System.
1C. /0$lain the $ers$ectives of Human Com$uter %nterface.
Internationa& Business
1) +as #lo(al *an!1 5une *ranch correct in its argument1 as the credit issuing (an!?
2) +as the stand ta!en (y 2he American *an!1 Bew =or! correct1 as the negotiating (an!?
3) /la(orate the deficiency of service on the $art of the (an!1 $ointed out (y the Bational consumer
redressed forum1 in the light of the uniform rules for collection %CC $u(lication Bo.:22.
4) Advise the firm a(out the $recautions they should have ta!en to avoid such a colossal
(usiness loss.
5) .iscuss the remedial measures the (an! in %ndia should ta!e to avoid such damaging
@udgments (y the consumer forums.
6) /la(orate the Su$reme Court @udgment in the conte0t of the international (an!ing rules and
$ractices1 as guided (y the %CC $u(lications.
7) +hy has the late corner&s strategy& of 2oyota failed in China1 though it succeeded in %ndia?
8) +hy has 2oyota failed to ca$ture the Chinese mar!et? +hy is it trailing (ehind its rivals?
17 %s gross domestic $roduct $er ca$ita a useful indicator of international com$etitiveness in the /U?
27 %s it fair to $oint the (lame for the /U&s $oor international com$etitiveness at infle0i(le
la(or mar!ets1 regulated goods and services mar!ets1 and a general lac! of com$etition?
+hat alternative e0$lanations might (e suggested? +hat a$$ears to (e the $ro(lem with the
/U&s (an!ing sector?
37 %s the num(er of $atents registered a useful indicator of su$erior international
com$etitiveness? +hy do you thin! the USA does well in this area?
"7 Should the /U consider more targeted intervention in the form of su(sidies or strategic
trade $olicy?
1. +hat lessons can other >BCs learn from the e0$erience of >c.onald&s?
2. Aware of the food ha(its of %ndians1 why did >c.onald&s err in mi0ing (eef e0tract in the oil
used for fries?
3. How far has >c.onald&s succeeded in strategi,ing and meeting local cultures and needs?
Internationa& Business
1. 6a7 +hat are the dimensions of international (usiness?
6(7 .iscuss the factors that have led to the glo(ali,ation of (usiness.
2. /0$lain any two of the followingF
6a7 Iactors on which ownershi$ strategy de$ends in the conte0t of international (usiness.
6(7 *arriers to overcoming organi,ational (iases in the conte0t of managing a multifocal
strategy.
6c7 +hat are the different mechanisms ado$ted for coordinating su(sidiaries (y different >B/s?
+hat is the need for fle0i(ility?
3. 6a7 /0$lain the different A$$roaches to control in multinational enter$rises.
6(7 %t has (een said that >BCs often introduce new efficiency oriented management $ractices.
+hat can develo$ing host country learn from the >BCs in this res$ect?
". 6a7 +hat factors influence hy(rid3mi0ed strategies involving $artial rationali,ation of
$roduction and mar!eting facilities and $artial local manufacturing?
6(7 *riefly e0$lain the stages in crosscultural negotiation $rocess.
:. /0$lain the followingF
6a7 >B/s and Bew %nternational /conomic 4rder
6(7 .ynamics of regional trade grou$ings
6c7 +24 and the $romotion and regulation of world trade
Internationa& Business
1. How could +illiam H. 5ic!ney acculturate himself in %ndia?
2. +hat lessons can 5inc!ney convey to similar other e0$atriates?
3. +here does the @oint venture meet the needs of (oth the $artners? +here does it fall short?
". +hy had A**5*S failed to reali,e its technology leadershi$?
:. +hat lessons one can draw from this incident for (etter management of technology transfers?
1. +hy has the late corner&s strategy& of 2oyota failed in China1 though it succeeded in %ndia?
2. +hy has 2oyota failed to ca$ture the Chinese mar!et? +hy is it trailing (ehind its rivals
17 %s gross domestic $roduct $er ca$ita a useful indicator of international com$etitiveness in the
/U?
27 %s it fair to $oint the (lame for the /U&s $oor international com$etitiveness at infle0i(le la(or
mar!ets1 regulated goods and services mar!ets1 and a general lac! of com$etition? +hat
alternative e0$lanations might (e suggested? +hat a$$ears to (e the $ro(lem with the /U&s
(an!ing sector?
37 %s the num(er of $atents registered a useful indicator of su$erior international com$etitiveness?
+hy do you thin! the USA does well in this area?
"7 Should the /U consider more targeted intervention in the form of su(sidies or strategic trade
$olicy?
1. +hat lessons can other >BCs learn from the e0$erience of >c.onald&s?
2. Aware of the food ha(its of %ndians1 why did >c.onald&s err in mi0ing (eef e0tract in the oil
used for fries?
3. How far has >c.onald&s succeeded in strategi,ing and meeting local cultures and needs?
Internationa& Business
1.G Select an >BC and an %ndian firm. Com$are and contrast the strategies they formulate1 they
im$lement and the successes or failures they have come across.
2.G Select one >BC and one domestic firm. Study their organi,ation structures. +hat similarities
and dissimilarities do you notice (etween the two?
3.O 5lace yourself as the financial officer of a com$any (ased in .elhi. =our com$any wants to set
u$ o$erations in .u(ai (ut lac!s ade'uate finance to do so. =ou have several o$tions (efore you
for raising the necessary finance. List the advantages and disadvantages of each o$tion and
suggest which o$tions you finally choose.
".G Study the e0$ort $rocedure followed in old economy firms and com$are the $rocedure with the
one followed in software firms in *54 industry.
:.G %f you are as!ed to go on a foreign assignment and are given o$tions of different countries1
which country do you $refer and why?
;.G Study why SAA)C countries have not (een a(le to ma!e any $rogress towards economic
integration.
<.G %dentity at least five %ndian com$anies which are su$$osed to (e ethical in their deals. Collect
their (alance sheets for a $eriod of ten years. Study their $rofita(ility over the decade. See whether
the statement that 8most successful com$anies are also ethical firms9 is true or false.
H.G Select a neigh(oring country and study what ty$e of $olitical and legal environments e0ist
there. Study also the im$act of these environmental factors on (usiness in that country.
Internationa& +inance Management
1. KKCentrali,ed cash management is a dou(le ? edged sword for international
wor!ing ca$ital management&& ? .iscuss.
2. KK*alance of $ayments always (alances&& ? Comment.
3. How does the international >onitory fund raise the resources ? +hat are s$ecial
drawing rights? *reifly e0$lain the funding facilities $rovided (y %>I to its
mem(er countries
". How does international financial system differ from domestic financial system?
:. +hat is infracor$orate transfer of fund? /0$lain the varia(le that influence intra
cor$orate transfer of funds.
;. /0$lain $urchasing $ower $arity and reason for its deviation. Also discuss its
a$$lications.
<. Critically e0amine the im$act of develo$ments in the emerging foreign e0change
mar!ets.
H. Consider the following data
/0change )ate U %nterest )ate V %nterest
)ate S$ot 1 U 11:<:33 V
1 month U 11 :;233 V 3P $.a H. $.a
3 months U 11 ::<<3 V 3. $.a <. $.a ;
months U 1.::3;3 V 3. $.a <P $.a
17Iind out the ar(itrage $ossi(ilities for various $eriods.
27 Show how interest rate $arity will (e restored as a result of ar(itrage activities.
E7 =ou are setting u$ a $ro@ect in USA. 2he estimated BIJ is U12 million. =our finance officer
started in the re$ort that he has not accounted for foreign e0change ris!. He felt that with such a
large B5J1 the $ro@ect should (e acce$ted since even a ris! ad@usted B5J would li!ely (e $ositive.
=ou have the final decision as to whether to acce$t or re@ect the $ro@ect. +hat is you decision?
Calculate the following rates into outright ratesF ii7 %ndicate their s$reads
INDUST%IA %EATION ( ABOU% A!
1. +hat are the $redominant causes of industrial dis$utes in %ndia? #ive suita(le e0am$les in su$$ort
of your answer.
2. 4utline the method of com$utation of (onus as given in the 5ayment of *onus Act1 1E;:. /0$lain
with e0am$les.
3. .iscuss the rights and lia(ilities of a registered trade union.
". +hat are the im$ortant $rovisions of the >inimum +ages Act1 1E"H.
:. Highlight the $rovision relating to layout and retrenchment as given as in the %ndustrial .is$ute
Act1 1E"<.
;. /0$lain salient feature of 5ayment of +ages Act1 1E3;.
<. Highlight im$ortant $rovisions relating to health and safety of the wor!ers as given in the Iactories
Act1 1E"H.
H. +hat are the duties and the $owers of the Conciliation officers as given in the %ndustrial .is$utes
Act1 1E"<?
E. Critically e0amine the role and relevance of trade union in %ndia in the era of #lo(ali,ation1
li(erali,ation and $rivati,ation.
1C. Highlight the (enefits of wor!er&s $artici$ation in >anagement1 with suita(le illustrations.
In+ormation Tec"no&ogy Management
2C.+hat is a s$eech recognition system? /0$lain its ty$es and give logical reasons for why do
currently availa(le s$eech recognition devices have limited success?
21. +hat are LC. and .L5 $ro@ectors? .ifferentiate them with their wor!ing?
22. +hy is documentation necessary in the develo$ment of $rograms? /0$lain various
documenting techni'ues which are useful for $rogrammers and users?
23. /0$lain in detail a(out any si0 $o$ular highlevel languages?
2".+hy are a$$lication software im$ortant? %n which areas are a$$lication software used? #ive
relevant software names and their use?
2:. /0$lain how memory $rotection and $rocess allocation is done (y an o$erating system?
2;.+ith the hel$ of a (loc! diagram1 e0$lain various networ! to$ologies $resent in the
com$uter networ!s?
2<. +hat is .*>S and descri(e its im$ortance in relation to file (ased systems? /0$lain
various com$onents of .*>S?
2H.+hat do you mean (y electronic mail? How does it wor! on the %nternet?
2E. +hat is a multimedia system? /0$lain all desira(le features of a good multimedia system.
In+ormation Tec"no&ogy Management
<7 /0$lain any two in$ut devices with the hel$ of diagram.
H7 /0$lain any two secondary storage devices. .raw diagram also.
9) /0$lain various %nternet 5rotocols.
1C7.ifference (etween 5)4> and /5)4>.
117 How the cells can (e unloc!ed ?
127 +rite short note on F
Slide sorter .esign tem$late.
<. 6a7 +hat is a firewall ? +hat are its (enefits ?
/0$lain the security threats $osed (y an insecure 4nline *an!ing +e(site.
H. .iscuss the measure to (e considered (efore going for / #overnance. Also site two $ro@ect
im$lemented in %ndia.
11. /0$lain any two ty$es of %nformation System.
12. /0$lain the $ers$ectives of Human Com$uter %nterface.
Internationa& Business
9) +as #lo(al *an!1 5une *ranch correct in its argument1 as the credit issuing (an!?
10) +as the stand ta!en (y 2he American *an!1 Bew =or! correct1 as the negotiating (an!?
11) /la(orate the deficiency of service on the $art of the (an!1 $ointed out (y the Bational consumer
redressed forum1 in the light of the uniform rules for collection %CC $u(lication Bo.:22.
12) Advise the firm a(out the $recautions they should have ta!en to avoid such a colossal
(usiness loss.
13) .iscuss the remedial measures the (an! in %ndia should ta!e to avoid such damaging
@udgments (y the consumer forums.
14) /la(orate the Su$reme Court @udgment in the conte0t of the international (an!ing rules and
$ractices1 as guided (y the %CC $u(lications.
15) +hy has the late corner&s strategy& of 2oyota failed in China1 though it succeeded in %ndia?
16) +hy has 2oyota failed to ca$ture the Chinese mar!et? +hy is it trailing (ehind its rivals?
:7 %s gross domestic $roduct $er ca$ita a useful indicator of international com$etitiveness in the /U?
;7 %s it fair to $oint the (lame for the /U&s $oor international com$etitiveness at infle0i(le
la(or mar!ets1 regulated goods and services mar!ets1 and a general lac! of com$etition?
+hat alternative e0$lanations might (e suggested? +hat a$$ears to (e the $ro(lem with the
/U&s (an!ing sector?
<7 %s the num(er of $atents registered a useful indicator of su$erior international
com$etitiveness? +hy do you thin! the USA does well in this area?
H7 Should the /U consider more targeted intervention in the form of su(sidies or strategic
trade $olicy?
1. +hat lessons can other >BCs learn from the e0$erience of >c.onald&s?
2. Aware of the food ha(its of %ndians1 why did >c.onald&s err in mi0ing (eef e0tract in the oil
used for fries?
3. How far has >c.onald&s succeeded in strategi,ing and meeting local cultures and needs?
Internationa& Business
1. 6a7 +hat are the dimensions of international (usiness?
6(7 .iscuss the factors that have led to the glo(ali,ation of (usiness.
2. /0$lain any two of the followingF
6a7 Iactors on which ownershi$ strategy de$ends in the conte0t of international (usiness.
6(7 *arriers to overcoming organi,ational (iases in the conte0t of managing a multifocal
strategy.
6c7 +hat are the different mechanisms ado$ted for coordinating su(sidiaries (y different >B/s?
+hat is the need for fle0i(ility?
3. 6a7 /0$lain the different A$$roaches to control in multinational enter$rises.
6(7 %t has (een said that >BCs often introduce new efficiency oriented management $ractices.
+hat can develo$ing host country learn from the >BCs in this res$ect?
". 6a7 +hat factors influence hy(rid3mi0ed strategies involving $artial rationali,ation of
$roduction and mar!eting facilities and $artial local manufacturing?
6(7 *riefly e0$lain the stages in crosscultural negotiation $rocess.
:. /0$lain the followingF
6a7 >B/s and Bew %nternational /conomic 4rder
6(7 .ynamics of regional trade grou$ings
6c7 +24 and the $romotion and regulation of world trade
Internationa& Business
;. How could +illiam H. 5ic!ney acculturate himself in %ndia?
<. +hat lessons can 5inc!ney convey to similar other e0$atriates?
H. +here does the @oint venture meet the needs of (oth the $artners? +here does it fall short?
E. +hy had A**5*S failed to reali,e its technology leadershi$?
1C. +hat lessons one can draw from this incident for (etter management of technology transfers?
1. +hy has the late corner&s strategy& of 2oyota failed in China1 though it succeeded in %ndia?
2. +hy has 2oyota failed to ca$ture the Chinese mar!et? +hy is it trailing (ehind its rivals
17 %s gross domestic $roduct $er ca$ita a useful indicator of international com$etitiveness in the
/U?
27 %s it fair to $oint the (lame for the /U&s $oor international com$etitiveness at infle0i(le la(or
mar!ets1 regulated goods and services mar!ets1 and a general lac! of com$etition? +hat
alternative e0$lanations might (e suggested? +hat a$$ears to (e the $ro(lem with the /U&s
(an!ing sector?
37 %s the num(er of $atents registered a useful indicator of su$erior international com$etitiveness?
+hy do you thin! the USA does well in this area?
"7 Should the /U consider more targeted intervention in the form of su(sidies or strategic trade
$olicy?
1. +hat lessons can other >BCs learn from the e0$erience of >c.onald&s?
2. Aware of the food ha(its of %ndians1 why did >c.onald&s err in mi0ing (eef e0tract in the oil
used for fries?
3. How far has >c.onald&s succeeded in strategi,ing and meeting local cultures and needs?
Internationa& Business
1.G Select an >BC and an %ndian firm. Com$are and contrast the strategies they formulate1 they
im$lement and the successes or failures they have come across.
2.G Select one >BC and one domestic firm. Study their organi,ation structures. +hat similarities
and dissimilarities do you notice (etween the two?
3.O 5lace yourself as the financial officer of a com$any (ased in .elhi. =our com$any wants to set
u$ o$erations in .u(ai (ut lac!s ade'uate finance to do so. =ou have several o$tions (efore you
for raising the necessary finance. List the advantages and disadvantages of each o$tion and
suggest which o$tions you finally choose.
".G Study the e0$ort $rocedure followed in old economy firms and com$are the $rocedure with the
one followed in software firms in *54 industry.
:.G %f you are as!ed to go on a foreign assignment and are given o$tions of different countries1
which country do you $refer and why?
;.G Study why SAA)C countries have not (een a(le to ma!e any $rogress towards economic
integration.
<.G %dentity at least five %ndian com$anies which are su$$osed to (e ethical in their deals. Collect
their (alance sheets for a $eriod of ten years. Study their $rofita(ility over the decade. See whether
the statement that 8most successful com$anies are also ethical firms9 is true or false.
H.G Select a neigh(oring country and study what ty$e of $olitical and legal environments e0ist
there. Study also the im$act of these environmental factors on (usiness in that country.
Internationa& +inance Management
E. KKCentrali,ed cash management is a dou(le ? edged sword for international
wor!ing ca$ital management&& ? .iscuss.
1C. KK*alance of $ayments always (alances&& ? Comment.
11. How does the international >onitory fund raise the resources ? +hat are s$ecial
drawing rights? *reifly e0$lain the funding facilities $rovided (y %>I to its
mem(er countries
12. How does international financial system differ from domestic financial system?
13. +hat is infracor$orate transfer of fund? /0$lain the varia(le that influence intra
cor$orate transfer of funds.
1". /0$lain $urchasing $ower $arity and reason for its deviation. Also discuss its
a$$lications.
1:. Critically e0amine the im$act of develo$ments in the emerging foreign e0change
mar!ets.
1;. Consider the following data
/0change )ate U %nterest )ate V %nterest
)ate S$ot 1 U 11:<:33 V
1 month U 11 :;233 V 3P $.a H. $.a
3 months U 11 ::<<3 V 3. $.a <. $.a ;
months U 1.::3;3 V 3. $.a <P $.a
37 Iind out the ar(itrage $ossi(ilities for various $eriods.
"7 Show how interest rate $arity will (e restored as a result of ar(itrage activities.
E7 =ou are setting u$ a $ro@ect in USA. 2he estimated BIJ is U12 million. =our finance officer
started in the re$ort that he has not accounted for foreign e0change ris!. He felt that with such a
large B5J1 the $ro@ect should (e acce$ted since even a ris! ad@usted B5J would li!ely (e $ositive.
=ou have the final decision as to whether to acce$t or re@ect the $ro@ect. +hat is you decision?
Calculate the following rates into outright ratesF ii7 %ndicate their s$reads
ogistic Management
17 /0$lain the sco$e of logistic management in %ndia conte0t? +hat are the (asic functions of
logistic >anagement?
27 How right $hysical distri(ution of logistics can hel$ minimi,ing costs and lead time?
37 /0$lain different !inds of containers used to mo(ili,e logistics.
"7 +hat is the role communication $lays in logistics management?
:7 Austify the statementQ a customer is satisfied if the consignment is delivered on time9.
;7 /0$lain KShortest $ossi(le )oute& in the conte0t of solving trans$ortation $ro(lems.
<7 +hat is meant (y $hysical distri(ution system? .iscuss the ma@or activities involved in
$hysical distri(ution system.
H7 /0$lain the main systems of inventory control recommended for a very large manufacturing
organi,ation.
E7 +hen would you recommend a centrali,ed logistics system for a com$any and why? Com$are
informal logistical system with a formal one.
1C7 /0$lain material handling system of an organi,ation. +hat factors should (e !e$t in mind in
designing an effective material handling system?
Inventory Management
1. +ill you review the e0isting num(ers of warehouses and de$ots for reduction? %f so1 why?
2. How will you find slow moving and nonmoving stoc! of cars? +hat methodology will you
suggest to dis$ose off such cars?
3. +hat shall (e your methods for monitoring and controlling of finished #oods 6car7 to avoid
accumulation of unsold stoc!s in future?
". +ill you retain Central warehouse and why?
:. +hat will (e your distri(ution $attern for !ee$ing stoc!s in central warehouse3)egional
warehouse and .e$ots e'ual to the norms of "H days All %ndia Sales stoc! level?
D 2. +hat is Safety Stoc!? List out the various factors influencing the safety stoc!.
D 3. .efine Service Level? How does it hel$ in determining the Safety Stoc!? /0$lain with e0am$le.
D ". /numerate the $rinci$les involved in material handling in a hos$ital.
D :. .iscuss the various ty$es of cost connected with inventory management.
D ;. +hat is forecast? List out different ty$es of forecasts. +hy is forecast needed?
D <. .escri(e in (rief de$endent demands and inde$endent .emands.
Management In+ormation System
1. /0$lain various methods of decision ma!ing in any large scale industry with e0am$le.
2. .efine >%S. .iscuss a$$lication of >%S in %ndian industries.
3. /0$lain identification and develo$ment of %BI4)>A2%4B S4U)C/S
". /0$lain the a$$lication of >%S in I%BABC%AL and 5)4.UC2%4B management.
:. /0$lain artificial intelligence and e0$ert system with suita(le e0am$le.
;. .iscuss the relationshi$ (etween >%S and ).*>S with e0am$le.
<. +rite noteF %m$lementation and evaluation of >%S.
H. +hat is .SS? /0$lain .SS with suita(le e0am$le.
E. +rite noteF -nowledge(ase management system.
1C. .iscuss the use of com$uters in a$$lication of >%S.
Manageria& Economics
i. +hat would you recommend to the government to create a level $laying field for the local firms
and the western e0$orters of meat to %ndia?
ii. Can you cite any other ty$ical $roduct where %ndia&s advantage turns into disadvantages as a
result of +24 agreement?
i +hy do you thin! the a(solute value of demand elasticity is less in the short run than in the
long run?
iii. .o you thin! @ewelers as a commodity1 can also (e categori,ed in the same grou$ as others in
the given ta(le? %n other words1 will it also e0hi(it change in the demand elasticity (etween the
short and long run? /0$lain why?
iv. 2he change in the value of demand elasticity (etween short and long run is much smaller in
case of food than in clothing1 what does this reflect a(out the consumer (ehavior?
6a7 %s there such a mar!et in %ndia for all the huge $lans that they have ?
6(7 Can you su$$ort it as a case of economies of sco$e ?
6c7 .oes it not lend to mono$olistic conditions ? #ive reasons.
1. %dentify the most im$ortant factors of $roduction in case of automo(ile industry. Also attem$t
to e0$lain the relative significance of each of these factors.
2. +hat more information would you li!e to o(tain in order to draw a $roduction function for
>aruti Udyog? /0$lain with logic.
3. Automo(ile industry is a good e0am$le of ca$ital augmenting technical $rogress. .iscuss.
1. As money costs will decrease due to decision to outsource human resource1 some real costs and
o$$ortunity cost may surface. +hat could these (e?
2. /la(orate the e0ternal and internal economies of scale as occurring to Contract Counsel.
2. Can you see some $ossi(ility of economies of sco$e from the information given in the case?
.iscuss.
Manageria& Economics
evaluate the following statements using gra$hical analysis. 5rovide a (rief narrative e0$lanation of
your gra$h to su$$ort your evaluation. >a!e sure the awes and curves in your gra$hs are $ro$erly
la(eled.
A7 8+hen demand for home heating oil increases1 a shortage of heating oil will occur.9
*7 8A decrease in the su$$ly of random access memory 6)A>7 chi$s for $ersonal com$uters
causes a shortage of )A> chi$s.9
Using o$timi,ation theory1 analy,e the following 'uotationsF
a782he o$timal num(er of traffic deaths in the United States is ,ero.9
(78Any $ollution is too much $ollution.9
c78+e cannot $ull U.S. troo$s of Afghanistan. +e have committed so much already.9
d78%f Congress cuts out the BASA s$ace station1 we will have wasted all the resources that we have
already s$ent on it. 2herefore1 we must continue funding it.9
e78Since Aet #reen Airways has e0$erienced a 2: $ercent increase in its insurance $remium1 the
airline should increase the num(er $assengers it serves ne0t 'uarter order to s$read the increase in
$remiums over a larger num(er of tic!ets.9
2wo $artners who own $rogressive *usiness Solutions1 which currently o$erates out of an office in a
small town near *oston1 @ust discovered a vacancy in an office (uilding in downtown *oston. 4ne of
the $artners favors moving downtown (ecause she (elieves the additional (usiness gained (y moving
downtown will e0ceed the higher rent at the downtown location $lus the cost of ma!ing the move. 2he
other $artner at 5*S o$$oses moving downtown. He argues1 Kwe have already $aid for office
stationery1 (usiness cards1 and a large sign that cannot (e moved or sold. +e have s$ent so much on
our current office that we can&t afford to waste this money (y moving now.9 /valuate the second
$artner&s advice not to move downtown.
a7 #iven that *ill can consume only 1;< grams of car(ohydrates daily1 how many cu$s of each
food will he consume daily? Show your wor!.
(7 Su$$ose *ill&s doctor tells him to further reduce his car(ohydrate inta!e to 12; grams $er day.
+hat com(ination will he consume?
At a management luncheon1 two managers were overheard arguing a(out the following stamenF 8A
manager should never hire another wor!er if the new $erson causes diminishing returns.9 %s this
statement correct? %f so1 why? %f not1 e0$lain why not.
Manageria& Economics
1.+hich factors1 according to you1 are $rom$ting organi,ations to ado$t a $ac!age instead of
traditional salary?
2. .o you thin! $ac!age com$ensation is more suita(le in modern glo(alised (usiness? Can you draw
some lessons from marginal $roductivity theory?
3. .o you thin! that the case su$$orts the efficiently wage theory or (argaining theory? #ive
arguments in su$$ort of your logic.
".Can similar ty$e of strategy (y ado$ted for remunerating other factors of $roduction as well or not?
1. %n your o$inion what is the future of civil aviation in %ndia? +ill LCC dominate the domestic
mar!et?
2. .o you thin! that Aet AirwaysSahara merger will drive others to ma!e similar moves so as to
remain in com$etition?
3. Collect more information of %ndian and Aetlite and try to draw a $ayoff matri0 for their $ros$ective
moves to venture into LCC segment. 6HintF the $ayoff matri0 may (e hy$othetical (ut logically
e0$lained7.
1. 2ry to identify various stages of growth of %2 industry on (asis of information given in the case and
$resent scenario for the future.
2. Study the3 ta(le given. A$$ly trend $ro@ection method on the figures and comment on the trend.
3. Com$ute a 3 years moving average forecasting for the years 1EE<EH through 2CC3C".
". +hat will (e the forecasts for 2CC3C" for e0$onential with a W C.1?
1. +hat lesson can you draw from the a(ove case regarding consumer (ehaviour?
2. .o you thin! change in consumer $erce$tion in middle class has (een instrumental in emergence
of multi$le0es? +hat can (e the other reason?
3. 4(serve 2a(le1. +hich of the grou$1 according to you1 would have demand for multi$le0es?
". +ould law of diminishing marginal utility a$$ly to movie watching? +ill this affect the growth of
multi$le0es? 4r can it (e seen as a case for esta(lishment of multi$le0es? #ive argument in su$$ort
of your contention.
Mar,eting Management
3C. %n what ways do the reference $rograms create added value for Sie(el&s and Sun
>icrosystems& *2* customers?
31. How might the reference $rograms hel$ Sie(el and Sun >icrosystems $redict demand for
their $roducts?
32. How do you thin! the glo(al reach of the %nternet has affected the youth mar!et at which
>2J is aimed? .oes this ma!e it more or less difficult to devise $rogramming that crosses
(orders? +hy?
33. +hat should >2JB% do to ensure that cultural traditions and varying styles of humor
don&t negatively affect any of its new international $rogramming?
3". Iind an u$coming film that has an official +e( site. +hat feature does the site have? +hich
ones are designed to deliver information to the $u(lic and which are designed to ca$ture
information? How successful do you thin! this site will $rove to (e as a mar!eting research
tool? +hy?
3:. How can filmma!ers control the information that a$$ears on the internet? Should they ta!e
these ste$s why or why not?
3;. %f 2oyota was to (roaden its target mar!et for Scion1 which segment or segments might the
film include?
3<. How would you descri(e 2oyota&s $ositioning strategy for the Scion?
3H. 4ne industry consultant argues that cereal com$anies should (e focusing on new$roduct
innovations instead of on ways to re$ac!age the same old $roducts. .o you agree? +hy or
why not? Su$$ort your answer with evidence from the case or from your reading of the
cha$ter.
3E. How can cereal manufactures re$osition their (rands in light of today&s hectic lifestyles and
even changes in eating ha(its 6li!e car( avoidance as advocated (y the At!ins diet7? +hat
would it ta!e for you to $erceive dry cereal as a convenient and healthy food? How do you
thin! com$anies li!e -ellogg&s could use your answer to $ersuade the general $u(lic
Mar,eting Management
17 A leading American fast food com$any1 which s$eciali,es in sandwiches and coffee1 wishes to
enter the %ndian mar!et. Having engaged you as consultant to scan the com$etition for them and
identify e0isting o$$ortunity1 what $roducts and firms would you consider as its com$etitors?
+hat scanning techni'ues would you a$$ly to analy,e com$etition and su(mit the re$ort?
27 4ne of the erstwhile leaders in the consumer entertainment electronics has hired your services
as a mar!eting consultant to advice on $ossi(le diversification. 2he com$any has (een
considering several $roducts for diversificationQ some of these are manufacturing and mar!eting
dish antennas1 creating a new entertainment com$any1 or entering into feature film $roduction.
/valuate these new $roduct o$$ortunities and give your recommendation to the com$any with
$ro$er @ustification.
37 %f you are the $urchase manager of an engineering com$any and you are re'uired to (uy
consuma(les1 s$are $arts1 and machine tools1 how would you use the %nternet for (uying these
items and how would you evaluate the credi(ility of a vendor on the we(site?
"7 %f you are the $urchase manager of an engineering com$any and you are re'uired to (uy
consuma(les1 s$are $arts1 and machine tools1 how would you use the %nternet for (uying these
items and how would you evaluate the credi(ility of a vendor on the we(site?
:7 A com$any wishes to launch a new tooth$aste which can effectively $revent cavities and tooth
decay. *ut the tooth$aste mar!et is highly crowded with multi$le (rands. Assume you were to
evolve a mar!eting communication strategy. +hich a$$eal will you use and why?
;7 82he %ndian mar!et is in a growth $hase yet the $rofit margins are declining (ut costs to serve a
customer are increasing every day9.#iven this situation many retail stores seem to (e closing
their sho$s in the >alls of #urgaon. %f you were to advise 5i,,a Hut which is one such retail
outlet what advice will you give? +hat advice will you give to mall management?
<7 +hat is strategic orientation? How relevant is it in the contem$orary %ndian environment?
H7 2he ca(le television industry is a relatively new industry in the country. %t has (een growing at a
high rate (ut is (eset with several $ro(lems. A leading news maga,ine has decided to diversify
into ca(le and satellite television and has a$$ointed you as its mar!eting manager. How will you
$osition your $roducts? +hom would you target? +hat mar!eting strategy will you li!e to evolve
to gain a foot hold in the mar!et?
Mar,eting Management
1. Irom a mar!eting $ers$ective1 what has #uinness done to ensure its longevity?
2. How would you characteri,e the #uinness (rand?
3. +hat could #uinness do to attract younger drin!ers? And to retain its older loyal customer
(ase? Can (oth (e done at the same time?
". %s the 'uic! $our conce$t a good or (ad idea? +hy?
:. .iscuss the micro and macro forces that are affecting the music industry.
;. *ased on this analysis1 what strategic o$tions would you recommend for (oth music $u(lishers
and music retailers in the current mar!eting environment?
.iscuss the advantages and disadvantages associated with online distri(ution from a music
la(el&s $ers$ective.
1.G Irom a (rand(uilding $ers$ective1 television advertising has two $articularly im$ortant
strengths. List and (riefly e0$lain these strengths.
2.G 5rior research has shown that although consumers may have fairly good !nowledge of the range of
$rices involved1 sur$risingly few can recall s$ecific $rices of $roducts accurately. +hen e0amining
$roducts1 consumers often em$loy reference $rices. List the $ossi(le $rices consumers use as their
8reference.9
3.G *rands can (e differentiated on the (asis of many varia(lesQ however1 four differentiation
strategies are em$hasi,ed in the te0t. List and (riefly characteri,e the three differentiation
strategies.
Mar,eting Management
1. +hat elements of $romotion mi0 would (e more a$$ro$riate for the com$any to mar!et (lood
$ressure instruments1 and why?
2. +hat should (e the long run $romotional strategy for the com$any?
1. .iscuss the micro and macro forces that are affecting the music industry.
2. *ased on this analysis1 what strategic o$tions would you recommend for (oth music $u(lishers
and music retailers in the current mar!eting environment?
3. .iscuss the advantages and disadvantages associated with online distri(ution from a music la(el&s
$ers$ective.
Mar,eting Management
1. %n s$ite of the ra$id growth of mar!eting research1 many com$anies still fail to use it sufficiently or
correctly. List and (riefly discuss five reasons why this might ha$$en.
2. *rands can (e differentiated on the (asis of many varia(lesQ however1 four differentiation
strategies are em$hasi,ed in the te0t. List and (riefly characteri,e the three differentiation
strategies.
3. 5rior research has shown that although consumers may have fairly good !nowledge of the range of
$rices involved1 sur$risingly few can recall s$ecific $rices of $roducts accurately. +hen e0amining
$roducts1 consumers often em$loy reference $rices. List the $ossi(le $rices consumers use as their
8reference.9
". +hat are the three ty$es of costs a com$any might incur? How do they differ?
:. Irom a (rand(uilding $ers$ective1 television advertising has two $articularly im$ortant
strengths. List and (riefly e0$lain these strengths.
;. Assume you are a mar!eting manager that wishes $ursue a $rocess of strategic (rand
management. List the four main ste$s that you would most li!ely go through to accom$lish this
tas!.
<. How do o$inion leaders mediate the affect of mass communications?
H. #ive an e0am$le of a 8(randed customer e0$erience.9
Mar,eting Management
1. 8>ar!eting research is the !ey to the success of a com$any.9 .iscuss the a(ove statement1 !ee$ing
in view an e0am$le of the recent $ast where a$$lication of mar!et research hel$ed in formulating the
right mar!eting strategy.
2. %dentify the advertising medium which is more effective in terms of cost and reach in relation to
other media availa(le to the mar!eter. %llustrate your res$onses with a s$ecific advertising cam$aign.
3. As the mar!eting chief of a highly $rogressive her(al s!in care com$any1 $oised to ta$ and
$enetrate the south %ndian mar!et1 what !ind of mar!eting organi,ation you li!e to evolve?
". All organi,ation needs mar!eting9. .o you agree with this statement? %f so1 give reasons in su$$ort
of your answer along with relevant e0am$les from (usiness and non(usiness sectors.
:. .efine the term mar!eting. .iscuss the sco$e and a$$ro$riateness of mar!eting function in
satisfying human needs and wants. #iven suita(le e0am$les.
;. Are intermediaries and their functions necessary as$ects of mar!eting channels? #ive reasons
Mar,eting %esearc"
"C. +hat is con@oint analysis? How does it hel$ in mar!eting research?
"1. +hat is mar!et segmentation? 4n what K(asis a mar!et is segmented?
"2. +hat is factor analysis? How does it hel$ in inter$retation of results?
"3. .iscuss the situations under which Iactor Analysis can (e used ? List the ste$s involved in
using Iactor Analysis.
"". .escri(e the $recautions that should (e ta!en while conducting mar!eting research (ased
on secondary data.
":. +hat are the different 5ro(a(ility Sam$ling methods ? /0$lain with the hel$ of e0am$les.
";. 5re$are a suita(le mar!eting research $ro$osal for hel$ing #SL.
"<. .evelo$ a suita(le 'uestionnaire for the a(ove $ro$osal.
Materia& Management
1. /0$lain the ste$s involved in systematic material handling analysis.
2. /0$lain the different methods of (uying goods from a(road.
3. .iscuss the criteria to (e ta!en in to account in vendor rating.
". .iscuss the role of information in materials management.
:. /la(orate your understanding regarding analysis of sources of su$$ly and its /valuation.
"H. +hat do you mean (y >aterial $lanning ? /0$lain the factors affecting it.
;. Annual re'uirement of diesel oil for a $ower station is 12C1CCC liters. 5urchases are made in
(ul!s of 1C1CCC liters. 2he ordering cost is )s. 3<.:C $er order and inventory carrying cost is )s.
C.C1 $er liter. IindF 6a7 /5D 2otal cost
<. /0$lain in (rief the $rocedure of $urchasing generally followed (y an industry.
H. .iscuss the role of material handling e'ui$ment in reducing the cost of storage and store
room o$erations.
E. 6a7 .escri(e codification along with its im$ortance.
1C. /0$lain J/. analysis. +rite its advantages also.
Materia& Management
1. +hat is the need for %nternational 5urchase? .iscuss the $rocedure and $ro(lems in
%nternational 5urchase.
2. .ifferentiate (etween inde$endent and de$endent demand inventory. .e$endent demand
inventory items do not need to (e forecast. +hy not? /0$lain with the hel$ of e0am$les?
3. %f you reduce +%5 then you e0$ose many organi,ational (ottlenec!s.N Comment on this
statement. Also1 state the reasons for your agreement3disagreement.
". /0$lain how a $erformance a$$raisal system can (e used in the conte0t of materials
management. +hat are the metrics of $erformance a$$raisal in materials management?
:. +hat is the sco$e of materials management? .efine the various roles of materials management
in the conte0t of internal and e0ternal interfaces to a materials management system.
;. +hy is negotiation an im$ortant as$ect of $urchasing? .escri(e the elements and o(@ectives of
negotiation. Also discuss the negotiation $rocess and techni'ues.
<. .iscuss the various losses in warehouses. +hat are the reasons of their generation? .iscuss the
$rocedure of $reventing and controlling losses in a warehouse.
H. +hat are the measures you recommend to maintain inventory security in stores? .iscuss in
(rief the $ro(lems and their remedies in case of valuation of finished goods and wor!in
$rocess inventory.
O#eration Management
1. +hat is the $ur$ose of aggregate $roduction $lanning? +hen is aggregated $lanning most useful?
/0$lain.
2. /0$lain in general terms how a safety stoc! level is determined using customer service level.
3. .iscuss how a 'ualitymanagement $rogram can affect $roductivity.
". Select three service com$anies or organi,ations you are familiar with and indicate how $rocess
control charts could (e used in each.
:. /0$lain the various factors that are to (e ta!en into account for $lant location. .iscuss in
connection with setting u$ an Automo(ile industry.
;. /0$lain the term L*rea!even analysisL. .raw imaginary */5 chart and (riefly descri(e its merits
and demerits.
<. .efine .5urchase Systems.. +hat are the common o(@ectives of the $urchasing function?
H. /0$lain the role of $roduction manager.
O#eration Management
1. +hat is the vision of A/CS? +hat is the role of o$erations in meeting it?
2. Can this system (e re$licated to other as$ects of health care? 4ther services? +hat will
(e the $ro(lems? +hat will (e the advantages?
3. How do different elements of A/CS wor! together to deliver the vision of .r. J?
". +hat are some of the $ro(lems A/CS facing? Are they inherent in its model or they could (e
rectified while !ee$ing the model intact?
:7 #iven the activities and $recedence relationshi$s descri(ed in the 6A7 case1 develo$ a networ!
diagram for the wedding $lans.
;7 %dentify the $aths. +hich are critical?
<7 +hat is the ma0imum cost $lan that meets the >arch 22nd deadline?
1. #iven your answers to the 6A7 case1 descri(e the effects on the wedding $lans of each
incident noted in the 6*7 case.
1 7 *riefly s!etch the $roduct develo$ment $rocess .
2 7 +hat do you mean (y continuous im$rovement ? #ive two e0am$les of continuous
im$rovements that organi,ations underta!e .
3 7 S u $ $ o s e y o u w a n t t o v i s i t y o u r ( a n ! t o d e $ o s i t y o u r s a l a r y c h e ' u e a n d t h
e n w i t h d r a w s o m e m o n e y f r o m y o u r a c c o u n t . U s e y o u r ! n o w l e d g e o f $ r o c e s
s m a $ $ i n g a n d d r a w t h e $ r o c e s s .
O#eration Management
+here are they located? +hat !ind of customers they intend to serve?
.o they serve you while you are standing or do they first seat you? How (ig is their seating ca$acity?
How do they ta!e orders?
+hat is the $rocess of communicating your orders to the others wor!ing in the outlet so that you
can (e served?
Are the items $re$ared after ta!ing your order or are they already $re$ared?
.o they allow any customi,ation in your order or is it one standard order?
.o they ta!e large orders for1 say1 $arties?
+hat $arts of their $rocesses are visi(le to you?
How do they handle any 'uality issues which might $ro$ u$?
Are em$loyees doing s!illed wor!? +hat !ind of @o( allocation is visi(le to you?
+hat is the e0tent of automation? +hat wor! is (eing done manually? +hat is automated?
After com$leting your meals1 what is the $rocess of clearing the ta(le? +hat could (e to motivation
(ehind designing such a $rocess?
.o the same !ind of o$erational com$arisons for different grocery stores1 movie theaters. Car service
centers1 (an!s1 etc.1 and see if their o$erational design gels with the !ind of customers they want to
serve.
1.Using the $ro@ect $lanning data from the I5.S1 develo$ a $lan that shows what car $ro@ects will (e
ha$$ening during the first wee! of Aanuary each year. Assume that the launch date for new models is
the first wee! of August 6wee! 337 each year. Also1 assume that the division o$erates only :C wee!s
each year 6the division is idle during Christmas and Bew =ear&s each year7.
2 How are these data useful to the 2hunder(ird team?
3 +hat additional data would (e useful to the team? How would these data (e used?
" #iven the very dynamic nature of the lu0ury automo(ile mar!et1 and the com$le0 engineering and
design issues associated with (uilding new cars1 what would you consider the most im$ortant features
of a $roduct develo$ment system for the 2hunder(ird $roduct $lanning grou$?
O#eration Management
17 +hat are the o(@ectives of $urchase de$artment? /0$lain (riefly the $urchase $rocedure?
27 +hat are the factors to (e considered for $lanning the layout of a new factory?
37 +hat is waste management? /0$lain the im$ortance of waste management.
"7 +hat are the advantages T disadvantages of different ty$es of site location?
:7 +hat is $ower su$$ly? +hat alternative $ower su$$lies are availa(le to an industrial unit?
;7 +hat $rovisions of %ndian Iactories Act of 1E"H a$$ly to %ndustrial sanitation? /0$lain each
$oint clearly.
<7 /0$lain (riefly the functions of $roduction $lanning T control.
H7 +hat are the usual errors made in $lant location selection?
E7 /0$lain the ste$s involved in maintenance @o( $lanning and scheduling
1C7 +rite short notes on any two of the followingF
6a7 >aterial re'uirement $lanning. 6(7 Safety management 6c7 2ime study
Organi-ationa& .e"avior
1. +ithin the framewor! of the emotional intelligence domains of selfawareness1 selfmanagement1
social awareness1 and relationshi$ management1 discuss the various factors that might have led to
.iana&s failure to (e $romoted.
2. +hat com$etencies does .iana need to develo$ to (e $romota(le in the future? +hat can the
com$any do to su$$ort her develo$mental efforts?
1. +hat com$etencies are needed to (e creative?
2. %dentify methods through which creativity can (e nurtured.
1. *ased on your !nowledge of team dynamics1 e0$lain why the $ac!aging de$artment is less
$roductive than other teams at 2reeto$.
2. How should 2reeto$ change the non$roductive norms that e0ist in the $ac!aging grou$?
3. +hat structural and other changes would you recommend that may im$rove this situation in the
long term7
1. +hat (arriers to effective communication e0isted in Aluminum /lements Cor$? How did the author
deal with these? +hat would you do differently?
2. %dentify and discuss why Aohn was u$set at the end of the case. +hat should the writer do at this
time?
17 =ou have (een $ut in charge of a crossfunctional tas! force that will develo$ enhanced %nternet
(an!ing services for retail customers. 2he team includes re$resentatives from mar!eting1
information services1 customer service1 and accounting1 all of whom will move to the same location at
head'uarters for three months. .escri(e the (ehaviors you might o(serve during each stage of the
team&s develo$ment.
27 %nformal grou$s e0ist in almost every form of social organi,ation. +hat ty$es of informal grou$s
e0ist in your classroom? +hy are students motivated to (elong to these informal grou$s?
37 =ou have (een assigned to a class $ro@ect with five other students1 none of whom you have met
(efore. 2o what e0tent would team cohesiveness im$rove your team&s $erformance on this $ro@ect?
+hat actions would you recommend to (uild team cohesiveness among student team mem(ers in this
situation?
"7 2he late management guru 5eter .ruc!er said1 82he nowfashiona(le team in which every(ody
wor!s with every(ody on everything from the (e inning ra$idly is (ecoming a disa$$ointment.9
.iscuss three $ro(lems associated with teams.
:7 =ou have (een as!ed to lead a com$le0 software $ro@ect over the ne0t year that re'uires the full
time involvement of a$$ro0imately 1CC $eo$le with diverse s!ills and (ac!grounds. Using your
!nowledge of team si,e1 how can you develo$ an effective team under these conditions?
Organi-ationa& .e"avior
1. %dentify several conce$ts and characteristics from the field of organi,ational (ehavior that this
case illustrates?
2. +hat advice can you give 2ony? How would this advice (e su$$orted or tem$ered (y
(ehavioral conce$ts and $rocesses?
3. %s it $ossi(le to find an NidealN $lace to wor!? /0$lain.
1. How successful do you thin! Helen *owers&s new $lan will (e?
2. +hat challenges does Helen confront?
3. %f you were Helen&s consultant1 what would you advise her to do
1. +hat mista!es has Ale0 already made in develo$ing a team(ased organi,ation?
2. %f Ale0 were to call you in as a consultant1 what would you tell him to do?
3. Using the organi,ation chart of /vans )J +holesale Su$$ly and .istri(ution1 descri(e how
you would $ut the em$loyees together in teams.
1. +hat signs of stress was Larry Iield e0hi(iting?
2. How was Larry Iield trying to co$e with his stress? Can you suggest more effective methods?
Organi-ationa& .e"avior
17 Has 5reeti made a good decision a(out the way she is going to ma!e the decision?
27 +hich investment would you choose? +hy?
37 +hich investment do you thin! most $eo$le would choose?
"7 *ased on what you have learned a(out grou$ shift1 which investment do you thin! 5reeti&s family
will choose?
17 +hat are some factors that led to grou$thin! in the cases descri(ed here? +hat can teams do to
attem$t to $revent grou$thin! from occurring?
27 How might differences in status among grou$ mem(ers contri(ute to grou$thin!? Ior e0am$le1
how might lowerstatus mem(ers react to a grou$&s decision? Are lowerstatus mem(ers more or less
li!ely to (e dissenters? +hy might higherstatus grou$ mem(ers (e mare effective dissenters?
37 >icrosoft C/4 Steve *allmer says that he encourages dissent. Can such norms guard against the
occurrence of grou$thin!? As a manager1 how would you try to cultivate norms that $revent
grou$thin!?
"7 How might grou$ characteristics such as si,e and cohesiveness affect grou$thin!?
17 +hy is this grou$ a team?
27 Has anyone in this case acted unethically?
37 +hat1 if any1 characteristics of grou$thin! are manifested in the wor! team?
"7 Has -aran (een an effective team leader? /0$lain your $osition.
17 .o you (elieve that team(uilding activities increase $roductivity? +hy or why not? +hat other
factors might (e res$onsi(le for increases in $rofita(ility following a cor$orate retreat?
27 +hat are some other ways (esides those descri(ed here to (uild effective teams and increase
teamwor! among com$any em$loyees? How might these alternatives (e (etter or worse than
cor$orate retreats?
37 +hat should com$anies do a(out em$loyees who lac! athletic talent (ut are still $ressured to
$artici$ate in $hysical activities with their colleagues? How might $oor $erformance (y those with
low athletic a(ility affect their status within the organi,ation?
"7 How might you increase teamwor! when team mem(ers are not often in direct contact with one
another? Can you thin! of any 8electronic9 team(uilding e0ercises?
1. +hat com$etencies are needed to (e creative?
2. %dentify methods through which creativity can (e nurtured.
'etro&eum Management
1.G /0$lain the challenges faced (y oil and gas sector in current scenario?
2.G /la(orate on the Si0 decades of $olicy %nitiatives in %ndia.
2.G (riefly categori,ed the downstream in oil sectors in the last two decades.
".G /0$lain how oil sector in lin!ed with other sections of the society?
:.G /0$lain how technology1 -nowledge and talent has hel$ed oil industry for (etter management?
;.G /0$lain the economic im$ortance of oil for underdevelo$ed countries.
''M
1. +hat is your assessment of .aimler*en,&s o$erations in many different fields?
2. Should the various grou$s o$erate autonomously? +hat !inds of activities should (e centrali,ed?
3. .aimler*en, is (est !nown for its >ercedes*en, cars. +hy do you thin! .aimler (ought A/# in
the first $lace1 and why did the com$any venture into aeros$ace and %nter Services?
". #iven the a$$arent mista!es in ac'uiring no automotive (usinesses1 what should Aurgen Schrem$$
do now?
1. +hat are the advantages and disadvantages of centrali,ation and decentrali,ation?
2. +hat was the rationale for the Iord 2CCC $rogram?
3. +hy did Iord change from decentrali,ation to centrali,ation to recentrali,ation?
". +hy did Iord esta(lish a lu0ury car division?
1. +hat are the advantages and disadvantages of a handsoff1 decentrali,ed management a$$roach?
2. How can .aewoo stay com$etitive with the Aa$anese?
3. +hat are some of the controlla(le and uncontrolla(le factors in this case? How should >r. -im
res$ond to those factors?
". +hat do you thin! of .aewoo&s e0$ansion into central /uro$e? +hat are the advantages and ris!s
for the com$any?
1. +hat is your assessment of *arrett&s $erformance and his vision for %ntel? %s he the right $erson for
the @o( at %ntel?
2. +hat are some $ro(lems associated with fre'uent reorgani,ation?
3. +hat are the $ros and cons for focusing on the distant futures and the heavy investment in new
technologies?
1. .o you thin! it is ethical to engage in restructuring and delivering in massive reeducation of
$osition?
2. +hy would other com$anies agree to study their 8(est $ractices9?
3. +hat do you thin! of evaluating the $erformance of managers not only on the achievement of
result1 (ut also on the degree to which they share the organi,ational values?
". How would you feel of setting unrealistic XstretchG o(@ectives?
'roduction ( O#eration Management
1. .istinguish 5roduction >anagement and 4$erations >anagement. 4utline the sco$e of 54>
2. +hat is >aster $roduction scheduling? .iscuss the $rocess of arriving at it in a multi $roduct
organi,ation.
3. +hat is >ethods Study and its o(@ectives? *riefly e0$lain the $rocedure for >ethods Study.
". +hat is $roductivity? State the methods for im$roving $roductivity.
:. +rite short notes on 6a7 Duality Circles 6(7 Si0 Sigma
;. Assume that a com$any has @ust committed to change from a traditional style of management to
one (ased on 2D>. /0$lain the im$ortance of em$loyee involvement and em$owerment in
im$lementing the 2D>.
<. Ca$acity will (e modified in res$onse to demand. .emand will (e modified in res$onse to ca$acity.
+hich of these two statements is correct? +hy?
H. +hat are the advantages of $roduct layout and $rocess layout? .escri(e (riefly1 when to use
$roduct layout vs $rocess layout.
'ro/ect Management
"E. +hat 'uality control methods $revalent in $ro@ect management? /0$lain why 2D>
is im$ortant in $ro@ect management1
:C./0$lain the finali,ation of $ro@ect im$lementation schedule.
:1. .iscuss the $ro(lems in organi,ing human resource in a $ro@ect.
:2. .efine Korgani,ing systems&. .iscuss the various designs of systems.
:3. +hat are the factors1 which control the cost of a $ro@ect? .iscuss (riefly on each.
How does time overrun affect the $ro@ect cost?
:". *ring out the difference (etween C5> 6Critical 5ath >ethod7 and 5/)2 65rogram
/valuation and )eview 2echni'ues7 and their suita(ility of use. /0$lain critical $ath for the
a(ove with suita(le e0am$les.
::.
:;. +hat is resource leveling in relation to 5/)23C5>? 1CY3C 6(7 List of activities for
erecting a canteen in the factory is given (elow with other relevant details. Ao( A must
$recede all others while @o( / must follow all others. A$art from this1 @o(s can run
concurrently alsoF
H7 .raw the networ! and identify critical $ath
E7 Crash the networ! fully to find out minimum duration.
H. %f indirect costs are )s. 3CC3day determine the timecost trade off for the $ro@ect. 2he time
and cost estimates of different activities of a $ro@ect and their $recedence relationshi$ are L
given (elowF
4verhead costs amount to )s. 11CCC $er wee!. %t is sti$ulated that the contractor will have to
$ay a $enalty of )s. 21CCC $er wee! for com$leting the $ro@ect (eyond 1; wee!s
2. Show the critical $ath in the networ! .iagram.
3. Iind out the cost slo$e for every activity using normal and crash date for time and cost.
". Crash the $ro@ect to 1; wee!s1 /stimate the total cost of crashing.
'ro/ect Management
1. .efine 5ro@ect. +hat are the five characteristics that hel$ differentiate $ro@ects from other functions
carried out in the daily o$eration of the organi,ation.
27 Under what condition would it (e advisa(le to use a strong matri0 instead of a dedicated
$ro@ect team?
37 +hat do you (elieve is more im$ortant for successfully com$leting a $ro@ect1 the formal $ro@ect
management structure or the cultural of the $arent&s organi,ation?
"7 =ou are in charge of organi,ing a dinnerdance concert for a local charity. =ou have reserved a
hall that will seat 3C cou$le and have hired a @a,, com(o
a7 .evelo$ a sco$e statement for this $ro@ect that contains e0am$le of all the elements1 assume
that the event will occur in four wee! and $rovide your (est guess estimate of the date for a
mile stone s.
(7 +hat would the $riorities li!ely (e for this $ro@ect
:7 .evelo$ a community $lans for an air$ort security $ro@ect1 2he $ro@ect entails installing the hard
ware and software system that
17 scan $assenger eyes
27 finger$rints the $assengers and
37 transmits the information to a central location for a evolution.
;7 5ro@ect ris! can3cannot (e eliminated if the $ro@ect is carefully $lanned. /0$lained.
<7 /0$lain the difference (etween (udget reserved and management reserves.
H7 5resent si0 reason scheduling resources is an im$ortant tas!.
E7 +hy is conductor of an orchestra an a$$ro$riate meta$hor (eing a $ro@ect manager? +hat as$ects
of $ro@ect managing are not reflected (y this meta$hor? Can you thin! of other meta$hors that would
(e a$$ro$riate?
1C7 +hat are the difference (etween the five stage model of team develo$ment and the $unctuated
e'uili(rium model?
'ro/ect Management
1. +hat ha$$ens if these are not $resent?
2. =ou manage a hotel resort located on the South *each on the %sland of -aui in Hawaii.
=ou are shifting the focus of your resort from a traditional funinthesun destination to
ecotourism. How would you classify the following $ro@ects in terms of com$liance1
strategic1 and o$erational?
3. How would you res$ond and why?
". +hy is a conductor of an orchestra an a$$ro$riate meta$hor for (eing a $ro@ect manager? +hat
as$ects of $ro@ect managing are not reflected (y this meta$hor? Can you thin! of other meta$hors
that would (e a$$ro$riate?
1. %f you were Steele1 what would you do?
2. +hat1 if anything1 could Steele have done differently to avoid this $ro(lem?
3. +hat could the management of Cer(erus do to more effectively manage situations li!e this?
17 /0$lain the difference (etween (udget reserved and management reserves
27 5resent si0 reason scheduling resources is an im$ortant tas!.
37 +hat are the difference (etween the five stage model of team develo$ment and the
$unctuated e'uili(rium model?
"7 Under what condition would it (e advisa(le to use a strong matri0 instead of a dedicated
$ro@ect team?
:7 .efine 5ro@ect. +hat are the five characteristics that hel$ differentiate $ro@ects from
other functions carried out in the daily o$eration of the organi,ation?
'u.&ic %e&ations"i# Management
0) List out the various innovative techni'ues of 5u(lic )elations.
1) /0$lain the $revailing condition of $u(lic relations in %ndia.
2) +hat do you understand (y 5u(lic )elations? How is it different from Advertising and
5u(licity?
3) How useful is the conce$t of the K$u(lic s$here& in the conte0t of government communication
and 5)?
4) How hel$ful are the strategic management or systems a$$roaches in e0$laining $u(lic
relations as a strategic activity? +hat are their strengths and wea!nesses? Are there other
more a$$ro$riate a$$roaches?
5) 85u(lic relations is a strategic communication $rocess that (uilds mutually
(eneficial relationshi$s (etween organi,ations and their $u(lics.9 /0$lain.
6) =ou are a C5)4 of >unici$al Coo$eration. A(out :CC $ersons in the city (ecome victims of
dog (its every day. .esign a multimedia $u(lic relations cam$aign indicating the four Ste$
of $u(lic relations $rocess to solve the dog menace $ro(lem in the city.
7) 5u(lic relations $ractice is the disci$line which loo!s after re$utation.& .iscuss
'urc"ase Management
1. .iscuss the (enefits to (uying the com$any of certifying its su$$liers. .iscuss the (enefits to
a su$$lier of (eing certified?
2. .iscuss the reasons why to$management commitment is essential to the success of
su$$lier management and develo$ment.
3. How does the international sourcing $rocess is differ from the domesticssourcing $rocess?
+hat are the most im$ortant reasons for $ursuing worldwide sourcing today?
". +hat are the (enefits from the total cost of ownershi$ for a $urchased item? Are they
any $otential disadvantages of this a$$roach? %f so1 what are they?
:. +hat are the im$ortant item s that should (e used any time you decide to enter into a long
term contact with a su$$lier?
;. +hy do you (elieve that more com$anies have not ado$ted /.% over the $ast 2C years?
<. +hat $erformance areas do you thin! will (enefit most from $urchasing involvement in
the future?
H. +hat are the (enefits associated with a com$rehensive $olicy and $rocedure manual?
8uantitative Met"ods
17 A manufacturer of (a(y dolls ma!es three ty$es of dollsF .oll A1 .oll *1 and .oll C . 5rocessing of
these dolls is done on three machines1 >11 >2 and >3 . .oll A re'uires 2 hours on machine >1 and
3 hours on machine >3 .while doll C re'uires : hours on machine >2 and " hours on machine >3 .
2here are H hours of time $er day availa(le on >achine >11 1C hours of time availa(le on machine
>2 and 1: hours of time $er day availa(le on machine >31 2he $rofit gained from doll A is )s 3 $er
doll1 from doll * is )s : $er doll and from doll C is )s " $er doll .
+hat should (e the daily $roduction of each ty$e of dolls? +hich machine6s7 would (e idle
according to this $lan? *y how much?
2. +rite a note on the economic inter$retation of the dual .
3. /0$lain the trans$ortation method of solving a trans$ortation $ro(lem . Also give its schematic.
". +hat do you understand (y an assignment $ro(lem? #ive a (rief outline for solving it.
:. A tri$ from Chennai and *angalore ta!es si0 hours (y (us. A ty$ical time ta(le of the (us service
in (oth the directions is given (elowF
;. .iscuss the cutting $lane algorithm for solving integer $rogramming $ro(lems .
<. How would you use #antt Chart for solving se'u encing $ro(lem? +hy is it not em$loyed
for solving larger $ro(lem?
H. +hat are the relevant costs for inventory decisions? How are they o(tained in real life situations?
%esearc" Met"odo&ogy
1. State the as$ects which differentiate science and common sense. .iscuss in detail the
characteristic of scientific research.
2. +hat are the ty$es of scientific research and e0$lain the same with the hel$ of suita(le e0am$les.
3. +hat are the various methods of collecting data? %n this regard discuss the various as$ects that
need to (e !e$t in mind while using the 'uestionnaire methods.
". +hat is o(servation? State and discuss the re'uirements and im$ortance of o(servation methods
for collecting data.
:. .iscuss the various ste$s for writing a research re$ort.
;. +rite shorts notes onF
17 Aims of social research 27 >ethods of research 37 Iormat for re$ort writing "7 5ro(lems of
o(servation)
%esearc" Met"odo&ogy
1. State the as$ects which differentiate science and common sense. .iscuss in detail the
characteristic of scientific research
2. +hat are the ty$es of scientific research and e0$lain the same with the hel$ of suita(le
e0am$les
3. +hat are the various methods of collecting data? %n this regard discuss the various as$ects
that need to (e !e$t in mind while using the 'uestionnaire methods.
" +hat is o(servation? State and discuss the re'uirements and im$ortance of o(servation
methods for collecting data.
:. .iscuss the various ste$s for writing a research re$ort.
%etai& Management
1. +hat are )etailing? /0$lain the functions of retailing
2. .escri(e in detail various Ktheories of retailing&
3. +hat are the several ty$es of store locations ? .iscuss
". .escri(e three ty$e of sho$$ing centers
:. +hat is Kcustomer relationshi$ mar!eting& ? (riefly e0$lain K)elationshi$ >ar!eting strategies& in
)etailing
;. +hat is meant (y K)elationshi$ >ar!eting& ? Com$are and contrast the relationshi$ mar!eting in
organi,ed and unorgani,ed retail sectors
<. +hat are different K)etail $romotion strategies&? +hy media selection is a very im$ortant issue in
retail management
H. +hat do you mean (y sales $romotion? +rite in detail different tools of sales $romotion
Sa+ety Management
1. +hy safety is a must in an industry? .iscuss.
2. Bame at least ten $ersonal $rotective e'ui$ments used in chemical industries1 their (rief
descri$tions and utilities.
3. +hat are the different methods for ha,arad identification? .efine HAZ45 and descri(e the end
result of such a study.
". +hat is the difference (etween ha,ard and ris!? #ive e0am$les.
:. /0$lain with e0am$les how industrial wor!ers can (e motivated (y the management.
;. /0$lain how management can (e motivated.
<. /0$lain the followingF
a7 Iire $revention and fire $rotection. (7 Accident $revention.
H. /0$lain safe wor!ing environment and wor!men com$ensation act in industries.
Sa&es ( Distri.ution Management
1. %dentifying of (uyers from non(uyers and eliminating calls on non(uyers is the $rime and
$rudent wor! of an effective sales $erson&& ? /0$lain.
2. /0$lain in detail various statistical sales forecasting techni'ues.
3. .iscuss the essentials of a good com$ensation $lan
". %dentify ma@or channel alternatives considering ty$e1 num(er and res$onsi(ilities for distri(uting
I)//Z/ ice creams.
:. /0$lain the ma@or activities involved in $hysical distri(ution.
;. +hat are the characteristics that you loo! for in
6a7 %n house demonstrators 6(7 .oor !noc!ers.
<. State the $ros and cons of Sea trans$ort and Air trans$ort.
H. /0$lain different methods to (e used in training sales force of an organi,ation selling $erisha(le
goods.
E. .iscuss in detail the theories of selling with its uses in $ersonal selling.
1C. As a sales $erson in selling a service $roduct say1 de(enture. List down the difficulties you
encounter and the methods you chose to close the sale.
SAES ( DIST%IBUTION
D1. +hat do you mean (y distri(ution management? /0$lain the need for distri(ution channels with
suita(le e0am$les.
D2. +hat is sales organi,ation? .iscuss the different ty$es of sales organi,ation structures
D3. %f you were Asho! .esai1 what would you do to achieve su$erior results in terms of sales and net
$rofit as e0$ected (y the #eneral >anager 6Sales7?
". Sha!ti >asala is a mar!et leader in s$ices in Borth %ndia and is $lanning to launch its KSwad& (rand
of s$ices in +estern %ndia. .esign a mar!eting channel for it s$ecifying the channel intermediaries1
channel levels1 and the distri(ution intensity. Austify your recommendations.
D:. +hat is meant (y Channel %nformation System? /0$lain any four elements of a channel
information system.
D;. .iscuss the distri(ution channel o$tions availa(le to com$anies willing to sell its $roducts in
international mar!ets.
D<. .iscuss the (asic ty$es of com$ensation $lans used for com$ensating sales$eo$le. +hich $lan
will (e suita(le for com$ensating an insurance agent? Austify.
H. *riefly e0$lain the meaning of KSales 2erritory&. .escri(e the ste$s involved in designing sales
territories.
SA' MANA$EMENT
1. +rite a com$rehensive note on SA5 Bet weaver T /CC?
a.7 How .oes S)>&s tight integration with 5L> (enefit your S)> users
(.7 How does SA5 C)> ma0imi,e your $rofita(ility?
c.7 .oes security restrict access in Duery re$orting?
d.7 +hat do you mean (y year de$endent in fiscal year variants?
e.7 +hat are $osting !eys? State the $ur$ose of defining $osting !eys?
f.7 +hat are the Ste$s in consignment $rocessing?
g.7 +hat is SA5 Bet weaver&s )a$id installer?
h.7 +hat is core value of SA5 0A$$s?
i.7 How does SA5 -+ su$$ort searching?
@.7 How will (e the 2ic!et $rocess flow ha$$ens in a 5roduction su$$ort $ro@ect?
!.7 +hat is document ty$e1 and what does it control? /0am$les
l.7 +hat is chart of account and how many charts of accounts can (e assigned to a com$any
m.7 +hat does Iield status grou$ assigned to a #L master record controls?
n.7 How is case used in SA5?
3. %n your own organi,ation1 research how many re$ositories or 8 system of records& of master data
you have. Are you a good candidate for SA5 >.>?
3. .efine the term Jariant? +hat does it mean to 8$rotect& a variant. Create two new variants for a
familiar re$ort1 and then ree0ecute the re$ort using each of the variants
1. Comment on the relevance of this article in todayLs times. Cite an e0am$le to su$$ort your
comments.
2. +rite in not more than :CC words your a(ility to create wealth in the community3com$any you
wor! in. +ealth may not necessarily (e in terms of money. %t may refer to your a(ility to contri(ute
to the wealth of your organi,ation. +rite in the conte0t of a(ove article.
S"i##ing Management
1G 2owards the last 'uarter of 2CC< the crude oil $rices rose to un$recedented levels a$$roaching
U1CC $er (arrel. .iscuss the im$act that a sustained rise in crude oil $rices is li!ely to have on
shi$$ing and the glo(al economy in (oth the long and short term.
2.G .iscuss the advantages and disadvantages of inhouse or inde$endent shi$ o$eration and
management for your fleet.
3.G .iscuss the following with regard to marine insurance contractsF
a7 )ole and Iunction of 5 T % Clu(s (7 )ole of a marine insurance (ro!er c7 Assignment
of a marine insurance $olicy d7 %m$lied warranty of legality
".G Letters of credit are the Klife(lood& of international trade and the different ty$es of letters of credit
are of (enefit to (oth the (uyer and seller. /0$lain why you would agree or disagree with the a(ove
statement and why the documentary credit system is more $o$ular outside the /U Single >ar!et.
:.G .escri(e how the container terminal interface should (e geared in a multimodal trans$ortation
system. How can good road3rail connections im$rove the efficiency of terminals? Use e0am$les to
ela(orate your answer.
;.G /0$lain the im$ortance and (enefits of $ro$er inventory management systems for a com$any and
the o$tions availa(le to manage the costs together with their limitations and ris!s.
<.G .escri(e the role of logistics in the conte0t of Kglo(alised world&. Answers should cover all modes of
trans$ortation.
H.G Cost management is !ey to (usiness success and shi$$ing is no e0ce$tion. %dentify the cost
elements that shi$ owners are a(le to control and how their cost (ase may (e reduced. #ra$hs
recommended.
Tota& 8ua&ity Management
1. N2D> is a total system a$$roach and is an integral $art of cor$orate strategy. %t wor!s hori,ontally
across functions and de$artments involving all em$loyees from to$ to (ottom.N /0$lain and
elucidate the ramifications of the statement.
2. /0amine the role and res$onsi(ility of to$ management of an organi,ation in achieving centered
focus on strategic $lanning.
3. 2he American 'uality crisis of (eing $rolonged (y what .arning called Nthe seven deadly diseasesN
associated with traditional management $ractices. +hat are these seven deadly diseases? /0$lain.
". .escri(e the ty$e of documentation re'uired for im$lementing %S4 ECCC in an organi,ation and
see!ing registration.
:. +hat are the general re'uirements in a 'uality award $rocess? /0amine one of the 'uality awards
critically and identify the factors contri(uting towards $erformance e0cellence in an organi,ation.
;. N2D> re'uires a different !ind of thin!ing a(out customers1 su$$liers and shareholders3owners.N
<. +hat is meant (y NCustomer Jalue? /0$lain the conce$ts of LJalue )eali,ed1 Nvalue SacrificedL and
LBet JalueL.
H. .iscuss the $rimary a$$lications of control charts.
So+t9are 'ro/ect Management
:<. +hat is L4C? /0$lain disadvantage of this method as a measure of si,e of a
software. Com$are Halstead&s length and volume measures of si,e with L4C
measure (y giving suita(le e0am$le.
:H.+hat is the use of the following tools in Software 5ro@ect Scheduling? Also1
mention its significanceF
C +*S
1 C5>
2 5/)2 charts
:E. Su$$ose you are develo$ing a software $roduct in the organic mode. =ou have
estimated the si,e of the $roduct to (e a(out 11CC1 CCC lines of code. Com$ute the
nominal effort and develo$ment time.
;C. +hat is a Software 5rocess? +hy it is re'uired to model a software $rocess? List
various tools availa(le for $rocess modeling. /0$lain any one tool with an e0am$le.
;1. .efine term resource in 5ro@ect >anagement. +hat ty$es of resources are
re'uired to develo$ a software $ro@ect? /0$lain the significance of resource
allocation $hase.
;2. +hat is significance and role of 5ro@ect Closure Analysis in Software 5ro@ect
>anagement? +rite ste$s to $erform closure analysis.
;3. +hat is Software )elia(ility? How it is different from Hardware )elia(ility?
;". +hy is it im$ortant to trac! the $rogress of a $ro@ect? /0$lain various monitoring
and controlling techni'ues to trac! the $ro@ect $rogress.
So+t9are 'ro/ect Management
1. How does the re'uirement $rocess can (e e0$lained?
2. +hat is ste$ wise $ro@ect $lanning? .raw a diagram for an overview of ste$wise $lanning.
3. i7 +rite the (asis for software estimating
". +hat is networ! $lanning model? How to formulate networ! model?
:. /0$lain the method of estimating the duration of an activity.
;. /0$lain to$down $ro@ect schedule $lan.
<. /0$lain the functions and res$onsi(ilities of software configuration management.
H. .iscuss in detail any one tool for $ro@ect management.
E. .iscuss ris! management in software develo$ment.
1C. +rite a case study of a Software 5ro@ect >anagement System for an automated education system
which contains the re'uirement1 gathering1 $lanning1 %m$lementation1 2est Cases and Staffing.
Strategic Management
0) +hat is the (est o$tion1 in your view1 for ..?
1)Analyse the S+42 factors the .. has.
2)+hy do you thin! that the $ro$osed alternative is the (est?
a7 +hat is S+42 Analysis?
(7 +hat are the strength of 52C?
c7 +hat are the wea!nesses of 52C for entering into the (randed snac!s mar!et?
d7 +hat !ind of mar!eting strategy was formulated and im$lemented for )ingo?
+hat else need to (e done (y )ingo so as to enlarge its mar!et?
i. +hat do you understand (y the term Jision? +hat is the difference (etween KJision& and
K>ission&? +hat vision .r. Su!umar has at the time of inheritance of .ey&s la(? Has it (een
achieved?
ii. Ior growth what (usiness strategy has (een ado$ted (y .r. Su!umar?
iii.+hat is the mar!eting strategy of .r. Su!umar to overta!e its com$etitors?
iv. %n your o$inion what could (e the (iggest wea!ness in .r. Su!umar&s (usiness strategy?
1. %dentify and discuss (riefly1 the three themes of strategy im$lementation of activating
strategies1 managing change and achieving effectiveness in the case of .ee$a! Bitrite.
2. $ic!ing u$ data from the case1 demonstrate how formulation and im$lementation of strategy
are interde$endent.
$enera& Management
1. %n your organi,ation1 what does your su$erior e0$ect from you in terms of $erformance? %s it
stated in writing? %f you wrote down your @o( o(@ective and your (oss wrote down what he or she
e0$ects of you1 would the two (e consistent?
2. Choose an organi,ation that you !now and identify its strengths and wea!nesses. +hat are its
s$ecial o$$ortunities and threats in the e0ternal environment?
3. +hat were some of the controlla(le and uncontrolla(le factors in this case? How should >r. -im
have res$onded to those factors?
". *riefly descri(e the communication $rocess model. Select a communication $ro(lem and
determine the cause 6or causes7 (y a$$lying the model in your analysis.
:. How can you distinguish (etween strategies and $olicies?
;. +hy don&t managers who are great controllers generally receive as much $u(licity as managers
who are great leaders?
<. +hat is an assessment center? How does it wor!? +ould you li!e to $artici$ate in such a center?
+hy or why not?
H. +hy is realtime information not good enough for effective control?
E. #ive e0am$les of how information technology has affected you.
1C. +hat are the ma@or social res$onsi(ilities of (usiness managers? 4f $u(lic administrators? Have
these res$onsi(ilities changed over the years? How?
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