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MBA IIBM CASE STUDY SOLUTIONS & MULTIPLE ANSWERS 1.docx
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM / NSBM / ISM / IGNOU / IICT
/ ISBS / LPU / ISM&RC / IC MIND /
UPES / NMIMS / HIMALAYAN
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!"a#swe$s.'#
www.(est'%#a#swe$s.'#
www.%#&'#e)$%*ect$e)%$t.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
Six Sigma Gree Be!"
Par" Oe#
M$!"i%!e C&'i(e)#
1. The primary purpose of a control chart is to
a. Set Specifcations and tolerances
b. Compare operations.
c. Determine the stability of a process.
d. Accept or reject a lot of material
2. When a control chart is used on a new process capability can be assessed at
which of the followin!
times"
a. #efore the chart is frst started
b. After the frst ten points are plotted
c. When the plotted points hu! the centerline
d. After the process is shown to be in control
$. %recision is best described as
a. A comparison to a &nown standard
b. The achie'ement of e(pected out!oin! )uality
c. The repeated consistency of results
d. The di*erence between an a'era!e measurement and the actual 'alue
+. The o'erall ability of two or more operators to obtain consistent results
repeatedly when measurin!
the same set of parts and usin! the same measurin! e)uipment is the defnition of
a. ,epeatability
b. %recision
c. ,eproducibility
d. Accuracy
-. Which of the followin! conditions must be met for a process to be in a state of
statistical control"
a. .ost of the product out by the process is in specifcation.
b. All sub!roup a'era!es and ran! are within control limits.
c. All 'ariation has been completely remo'ed
d. %re'iously optimal process settin!s are used.
/. Which of the followin! measures of dispersion is e)ual to the sum of de'iations
from the mean
s)uared di'ided by the sample si0e"
a. ,an!e
b. Standard de'iation
c. 1ariance
d. .ode
2. An 3 and , chart is used to
a. 4ndicate process 'ariation
b. Specify desi!n 5imits
c. 4nterpret costs
d. 4dentify customer e(pectations
6. Which of the followin! is the most useful !raphical tool for promotin! and
understandin! the process
of capability"
a. A 7owchart
b. A histo!ram
c. An a8nity dia!ram
d. An 4shi&awa dia!ram
9. The type of chart that presents the 'alue of items in descendin! order is a
a. :isto!ram
b. %areto chart
c. ; chart
d. Cusum chart
1<. .easures of which of the followin! pro'ide attributes data"
a. Temperature in de!rees
b. Attendance at meetin!s
c. Wei!ht in pounds
d. 5en!th in metric units
11. The fraction of nonconformin! products is plotted on which of the followin!
types of control chart"
a. % chart
b. ; chart
c. =p chart
d. C chart
12. A cause and e*ect dia!ram is a useful tool for doin! which of the followin!"
a. Determinin! the 7ow of a process
b. Detectin! shifts in a process
c. De'elopin! theories based on symptoms
d. Arran!in! theories by defect count
1$. Which of the followin! statistics would best describe the central tendency of a
sample of data"
a. .ode
b. .ean
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement $
c. Standard de'iation
d. ,an!e
1+. Which of the followin! type of tools or techni)ues is considered )ualitati'e"
a. :isto!ram
b. ?re)uency distributions
c. %areto chart
d. %rocess obser'ations
1-. @ut of the followin! which techni)ue is most useful in narrowin! issues and
limitin! discussion"
a. #rainstormin!
b. Auality function deployment
c. Cause and e*ect analysis
d. .utilatin!
1/. 4n statistics an estimation error that is persistent or systematic is called
a. #ias
b. Sensiti'ity
c. ,andom
d. Shift
12. ?or a normal distribution two standard de'iation on each side of the mean
would include what
percenta!e of the total population
a. +2B
b. /6B
c. 9-B
d. 99B
16. 4f a distribution is normal uC-< sC1- what percenta!e of data will be less than
$<"
a. -9.16B
b. +<.62B
c. 9.16B
d. 1.$$B
19. A company is recei'in! an unusually hi!h number of returns from 'arious
customers. The frst step in
in'esti!atin! the problem would be to
a. Chec& the inspection records
b. >stablish the correlation of the returns to shipments
c. #rainstorm the potential causes
d. Classify the returns by type and de!ree of serious
2<. Which of the followin! is the best defnition of a 7ow chart"
a. A dia!ram used to structure ideas into useful cate!ories
b. An illustration used to analy0e 'ariation in a process
c. A picture used to separate steps of a process in se)uential order
d. An analytical tool used to clarify opposin! aspects of a desired chan!e
21. Which of the followin! acti'ities would =@T contribute to the e*ecti'e
functionin! of a team"
a. >liminatin! unnecessary acti'ities
b. De'elopment team performance measures
c. Defnin! process in detail
d. .onitorin! each memberDs performance
22. What is the standard de'iation of the populationE1< + 1/ 12 6
a. +.<<
b. +.+2
c. 1/.<<
d. 2<.<<
2$. Which of the followin! tools would be most appropriate for collectin! data to
study the symptoms of
a problem"
a. Chec& sheet
b. ?low dia!ram
c. ?orceEfeld analysis
d. Acti'ity networ& dia!ram
2+. Which of the followin! measures is a su8cient statistic for the parameter u"
a. .edian
b. .idEran!e
c. .ean
d. .ode
2-. %ositional cyclical and temporal 'ariations are most commonly analy0ed in
a. S%C charts
b. .ultiE'ari charts
c. Cause and e*ect dia!ram
d. ,un charts
2/. Which of the followin! describes the demin! method for continuous
impro'ement"
a. Cost of )uality analysis
b. %rocess map
c. Tree Dia!ram
d. %lanEdoEchec&Eact cycle
22. 4n analysis of 'ariance which of the followin! distribution is the basis for
determinin! whether the
'ariance estimates are all from the same population"
a. Chi s)uare
b. Students
c. =ormal
d. ?
26. Which of the followin! statement best describes the set of 'alue of a random
'ariable"
a. 4t is fnite.
b. 4t is an inter'al
c. 4t can be discrete or continuous.
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement -
d. 4t can be trac&ed by usin! control charts or scatter plots.
29. Which of the followin! is the best description of randomi0ation"
a. A techni)ue used to increase the precision of an e(periment
b. A means of assurin! representati'e samplin!
c. The repetition of an obser'ation or measurement
d. The relationship between two or more 'ariables
$<. When the order of items is not important which of the followin! method is used
to determine the
number of sets and subsets of items"
a. Combination
b. %ermutation
c. ?actori0ation
d. Simulation
$1. Scatter dia!rams are best described as
a. :isto!rams.
b. Correlation analysis.
c. %areto analysis.
d. 4shi&awa dia!rams.
$2. A FFFFFFFFFF is created to determine customers of a specifc process.
a. %areto chart
b. ?low dia!ram
c. Cause and e*ect dia!ram
d. Scatter dia!ram
$$. A production line uses si!ns at specifc points on the line to indicate when
components or raw
materials need to be replenished. This practice is an e(ample of
a. Ganban
b. %o&aEya&e
c. Chec&points
d.
shin
$+. Which of the followin! is a !ood tool for plannin! cycle time reduction and
concurrent operations"
a. A timeline
b. A %areto dia!ram
c. An 3 and , chart
d. A %>,T chart
$-. Attribute and 'ariable data are best described as which of the followin!"
a. Counted 'alues measured 'alues
b. Counted 'alues 'isual features
c. .easured 'alues counted 'alues
d. 1isual features counted 'alues
$/. All of the followin! are common ways for people to react to con7ict >(cept
a. Competin!
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement /
b. Collaboratin!
c. A'oidin!
d. Sabota!in!
$2. A )uality mana!er has chosen to sur'ey customer satisfaction by ta&in!
samples based on the
cate!ories of fre)uency of use cate!ories of use and demo!raphic. This techni)ue
is &nown as
a. ,andom samplin!
b. Data collection
c. Stratifcation
d. Customer classifcation
$6. Which of the followin! actions is =ot used to reduce process cycle time"
a. Analy0in! current processes
b. ,educin! )ueue times
c. Settin! priorities
d. 4mplementin! acti'ityEbased costin!
$9. A companyDs accounts payable department is tryin! to reduce the time between
receipt and
payment of in'oices and has recently completed a 7owchart. Which of the followin!
tool is the ne(t
to be used by them"
a. ?ishbone dia!ram
b. Scatter dia!ram
c. #o( and whis&er plat
d. :isto!ram
+<. 4n a manufacturin! company the machine shop is what &ind of customer in
relation to the human
resource department"
a. 4ntermediate
b. :idden
c. >(ternal
d. 4nternal
1. Describe how A?D fts into the o'erall D?SS process.
2. What is interrelationship Di!raph" >(plain it with e(ample.
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 2
$. ?ind the area under the standard normal cur'e between H1.-< standard
de'iations and H2.-< standard de'iations.
+. Defne terms related to @neEWay A=@1A and interpret their results I data plots.
-. Defne I describe the use of ,ational Sub !roupin! "
1. Suppose you are coo&in! stea& for 1<< people I the current appro'al ratin! is
2-B acceptable. Jou want to &now the a*ect of di*erent methods and approaches
to see how the o'erall appro'al or KyieldL is a*ected. #y usin! the ?ull ?actorial
method e(plain how the o'erall appro'al or KyieldL is a*ected.
2. 4nterpret Control Charts" Distin!uish between common I special causes usin!
rules for determinin! stastical control.
Par" Oe#
M$!"i%!e C&'i(e)#
1. Calculate the estimated 'ariance of the population from which the followin!
'alues ha'e been
randomly selectedM 2.6 2.2 2./ 2.9 2.6 2.6 2.6
a. <9-
b. <<9
c. <66
d. <<6
2. The mean median and mode of a distribution ha'e the same 'alue. What can be
said about the
distribution"
a. 4t is e(ponential
b. 4t is normal
c. 4t is uniform
d. =one of the abo'e
$. Appro(imately what percent of the data 'alues are smaller than the mean"
a. 2-B
b. -<B
c. 2-B
d. =one of abo'e
+. A normal probability plot is used toM
a. Determine whether the distribution is normal
b. %lot N 'alue
c. Determine process capability
d. 4t percent out of specifcation
-. =ominal Oroup techni)ue is used toM
a. :elp a !roup reach consensus
b. Oenerate a !roup on new ides
c. %ro'ide a consistent stable !roup leadership
d. %ro'ide a name for the !roup
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 9
/. An e(ample of a project metric would beM
a. The decrease in defect occurrence
b. The decrease in product cost
c. The decrease in cycle time
d. All the abo'e
2. A correct statement about the relationship between the terms parameter and
statistic isM
a. A population statistic is more accurate than a parameter
b. A sample parameter is used to estimate a statistic
c. A sample statistic is used to estimate a population parameter
d. Standard de'iation calculation re)uires both statistics and parameters
6. A and # are e'ents. %PAQ C <.6< and %P#Q C <.9<M
a. >'ents A and # are disjoint or mutually e(clusi'e
b. >'ents A and # are not disjoint or mutually e(clusi'e
c. % PA and #Q C <
d. %PA and #Q C 1.2
9. 4n a certain samplin! situation aC< bC<.<6. the power of the samplin! plan this
case isM
a. <
b. <.<6
c. 1.<<
d. <.92
1<. A newspaper article describes a hi!h positi'e correlation between obesity and
oran!e juice
consumption amon! si(EyearEold childrenDs. %arents who restrict the use of oran!e
juice for their
children ha'eM
a. .ade a type 4 error
b. .ade a type 44 error
c. .isunderstood mar!in of error
d. Confused correlation with causation
11. 4n an e(perimental desi!n conte(t replications refer toM
a. Duplicatin! e(perimental result at another location
b. ,epeatin! a test with the same factor le'els
c. @btainin! the same or similar result from di*erent factors
d. ,epeatin! an e(periment but usin! at least one di*erent factor le'el
12. ?ind the upper control limit for a ran!e chart if nC+ and the a'era!e ran!e is
2.262
a. 2.262
b. +.-/+
c. -.2<6
d. $.+2$
1$. An (Ebar control chart been established with control limits of $.2+- and $.2-2
nC-. An en!ineer
collects the followin! sample and plots the a'era!e on the control chartM$.2-2
$.2-/ $.2-6 $.2-9
a. The process is out of control
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 1<
b. The process is not out of control
c. The en!ineer misused the control chart
d. The control limits are incorrect
1+. T>4N is an acronym which refers toM
a. A set of problem sol'in! tools
b. An or!ani0ation of )uality professionals
c. An e(periment usin! transitional results
d. A ,ussian !eneral responsible for creati'e thin&in!
1-. A robust desi!n is one whichR
a. :as hi!h reliability
b. :as low maintenance fre)uency
c. 4s simple to manufactureD
d. 4s resistant to 'aryin! en'ironmental condition
1/. A fre)uent cause of system sub optimi0ation isM
a. @ptimi0in! indi'idual process
b. ?ailin! to draw a system 7ow chart
c. ;sin! data with outliers
d. ?ailin! to consider the normal distribution
12. The (2 distribution isM
a. Symmetric
b. 5eft s&ewed
c. ,i!ht s&ewed
d. =ormal
16. An ad'anta!e of usin! standard de'iation rather than ran!e for measurin!
dispersion of a lar!e
sample is thatM
a. Standard de'iation has a simpler formula
b. Calculators ha'e a standard de'iation &ey but not a ran!e Gey
c. Standard de'iation uses information from each measurement
d. ,an!e calculation are not normally distributed
19. The team de'elopment sta!e characteri0ed by e(pression of indi'idual opinions
and ideas often
without re!ard for team objecti'es is &nown asM
a. %erformin!
b. =ormin!
c. Con7ictin!
d. Stormin!
2<. S.>D is an acronym for acti'ity thatM
a. 4n'ol'e house&eepin! in the wor& area
b. .a&es mista&e of a certain type impossible
c. >mphasi0es the pull of the customer
d. ,educes set up the time
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 11
21. A principle ad'anta!e of fractional factorial e(perimental desi!ns isM
a. ,educed cost
b. 4mpro'ed accuracy
c. 4ncreased confoundin!
d. :i!her confdence le'el
22. Dr. W >dwards Demin!M
a. 5ectured in Sapan after World War 44
b. Was an author of se'eral boo&s in the ;S
c. 4s considered an e(pert in the )uality feld
d. All of the abo'e
PART T*O#
2$. What percent of population falls below the lower specifcation limits"
a. 9.16B
b. 22.//B
c. /./6B
d. 1.6$B
2+. ?ind the mean median and mode of the followin! data setM 9 11 12 1+ 16 16
16 2< 2$M
a. 1-.- 16 16
b. 1- 1+ 16
c. 1- 12 16
d. 1-.- 1/ 16
U)e
+'r
%r',!e
m) -./
-0# 1
/ / -2
- / 3 42
4 3 / 52
5 3 3 .2
Total Quality Management
Part One:
Multiple Choices:
1. If the amount of energy available for the intended function be ‘a’ and the amount of energy wasted be
‘b’ then Signal to noise ratio will be,
a. a/b
b. (a-b/b
c. b/a
d. (a!b/b
". #he number of orthogonal arrays added by #aguchi to the original wor$ of Sir % & 'ischer, was
a. (
b. "
c. 1
d. )
(. If the * for each t test be +." then for ) ‘t’ tests the ,robability of a correct decision will be
a. +.+++-
b. +.++1.
c. +.+++"
d. /one
). #his is not a ra,id ,rototy,e techni0ue
a. Stereo lithogra,hy
b. Solid ground curing
c. Solid ground searching
d. /one
1. #he multi,lication of im,ortance of customer, scale u, facture and sales ,oint is called
a. %elative weight
b. &bsolute weight
c. 2eight of scale
d. 2eight of sales
.. In documentation 3yramid all documentation moves from one level to ne4t in
a. &scending order
b. 5escending order
c. 6ne down one u, fashion
d. #wo down one u, fashion
7. #he 0uality system other than IS6 8+++
a. 3S 8+++
b. 9S 8+++
c. &S 8+++
d. :S 8+++
-. In the 1 S methodology for wor$,lace organi;ation, ‘Seiton’ stands for
a. 3ro,er arrangement
b. 6rderliness
c. 3ersonal cleanliness
d. 5isci,line
8. #he basic ,lan-do-study-act (35S& cycle was first develo,ed by
a. 5eming
b. Shewhart
c. <uran
d. 'leming.
1+. 6ne of the best a,,roach having three com,onents, can be used for ,rocess im,rovement, is
a.ran trilogy
b. #uran trilogy
c. Sudan triology
d. <uran triology
Part Two:
1. 2rite a note on ‘=ano model’ of customer re0uirement.
". 5efine >er;berg’s two factor theory.
(. 2rite a note on 3areto analysis.
). 2hat do understand by ?enchmar$ing@
1. 5efine A5egree of freedomB.
Caselet 1
3hili,s India :td. ,reviously called 3ieco Clectronics :td., a D/9 has 5utch ,arents and its maEor ,lant
in 9alcutta. #he com,any is having a very sound cor,orate image in India for its electronic ,roducts,
namely #Fs, %adios, transistors, battery cells, electric bulbs, electric tubes, two-in-ones, etc. Indians love
to have 3hilli,s ,roducts, which are more costly than various Indian electronics ,roducts brands, as they
maintain a better 0uality. 3hili,s o,erates through forward integration with its own authori;ed dealer’s
networ$ in India. #he com,any has maintained its cor,orate image and re,utation in Indian mar$et over
the years. #he labour trouble started in 188+. #he com,any had its ancient ,roduction system in its main
,lant at 9alcutta. :abour unions started agitations for salary hi$e and as$ed for a number of incentives
and facilities to establish ,arity with other com,eting electronic giants. A#here was a ,olitical clout of the
labour unions which lead to increased militancyB says the 9hief C4ecutive 6fficer of the 3hilli,s India
:td. #he situation of labour trouble too$ such an ugly turn that the 5utch ,arents of the 3hili,s India
decided to get out of India by closing the ,lant. In 1881, however, managers refused to give u, and
im,lemented #GD. #he first ste, was total em,loyees involvement. #he management ado,ted the
strategy of managing ,eo,le through involving, em,owering and motivating. #he management re-
established its future vision to be an international design and ,roduction center and decided to benchmar$
with international 0uality system standards IS6 8+++. #he main wea$ness of the com,any during 188+
started converting into strength when labour unions started ,artici,ating intensively. & number of self-
directed and self-directed and self-managing mini, micro and mega-teams were formed and assigned
res,onsibility and accountability under dynamic leaders. ?y 1881 the 9alcutta ,lant of 3hili,s India
became a model factory for its maEor com,etitors to envy-its o,erations and turnaround. #he %H5 section
too$ the leading role for s,earheading the com,any with its smart ,eo,le and well e0ui,,ed laboratories.
#he ,osters claiming A0ualityB were e4hibited in the ,remises and all wor$ing areas. &ll this made the
9alcutta ,lant a show,iece of 3hili,s. It became the com,any’s best bet for an international
manufacturing center. #he ,rogress due to teamwor$ and 0uality orientation was so im,ressive that it led
the com,any to achieve the internationally most coveted- #he Curo,ean Guality &ward. #he com,any
also obtained certification of Cnvironmental management system CDS 1)++1 which gave it a further
boost in im,roving its sagging image during the ,revious )-1 years from 188+ onwards.
In a nutshell, five beliefs hel,ed the management in its revival. #hese five beliefs areI (i mission
statement, (ii revolve around valuing, (iii trusting and creating trustworthiness, (ivres,ecting the ,eo,le
and using their brain,ower in teams, and (v continuously motivating them. & few other things which
hel,ed the com,any areI ,ro,agating em,loyee shi,. #GD was used to bring about the much needed
culture change, o,en communication, sharing information, sharing ,roblems o,enly, and an a,,eal to
labour unions to u,hold the ,ride of 9alcutta. Doreover, the com,any started o,erating in ( shifts instead
of only general shift over the ,revious time ,eriod. #he continuous im,rovement through structured
=ai;en activities was ado,ted as a way of day-to-day wor$ im,rovement in assignments. & suggestion
scheme was introduced which started getting a record C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement +
number of ,ractical and im,lementable suggestions. 9ross-functional grou,s and small grou,
im,rovement activities did a wonderful Eob. %ewards and recognition system was introduced. %egular
surveys on em,loyee motivation were underta$en to $now and further boost the em,loyees’ morale and
,artici,ation in decisions of the com,any. 'ocus on customer and their delightment was increased by
customer surveys, defect trac$ing, underta$ing defect re,airs, meeting the warranty claims, ma$ing after
sales service better, customer hel,line documents, ,rom,tness in delivery, etc. Internal customer
satisfaction was im,roved by strengthening internal su,,lier-internal customer chain with self-a,,raised
vendor services. #he in,uts from the internal customers were obtained regularly for carrying out
,erformance a,,raisal of the officers. #he ,ractice $e,t the officers on their toes. A#oday. #he com,any
has not only recovered from its ,revious labour trouble but also has counted has counted itself amongst
the few world-class com,aniesI It has obtained recognition the world-over by winning the most coveted
award- #he Curo,ean Guality &wardB, says the 9hief C4ecutive of the com,any. A3hili,s India :td. has
become a benchmar$ for various com,etitors in India and abroadB, the 9C6 of the com,any adds further.
1. 5iscuss the various labour troubles which com,elled the com,any management and its 5utch ,arents
to decide to wind u, the 9alcutta ,lant. 2hat were the ,roblems@
". >ow would you a,,ly the 3hilli,s India ,olicy to hel, other electronics com,anies in India to
im,lement #GD@
Caselet 2
Siemens is a short and sim,le word. ?ut Siemens is at the to,. #o, covers a vast gambit. #he ,atent for a
miniaturi;ed hearing aid is #63. 'uturistic business and technology roadma,s are #o,. Shareholder
returns are also to,. In Jermany, a new ,erformance-lin$ed management ran$ing system is #o,. In
#ur$ey, ,rocess time o,timi;ation is #o,. In India, #aguchi methods for 0uality monitoring are #o,. Falue
chains are #o,. #o, means different things in different countries, com,anies, business and even divisions.
?ut today, what began as an acronym for time-o,timi;ed ,rocesses has become a term a,,licable to any
management initiative-in %H5, human resources, sho, floor management, communication,
organi;ational restructuring. #he movement, as it has become today, s,ans the Siemens, worldwide
networ$ though it is at various stages of im,lementation and develo,ment in different countries, and is
not im,lemented uniformly across divisions. #he #o, movement started about three years ago by Siemens
&J as increasing costs of ,roduction and a stagnating Curo,ean mar$et forced this Jerman multinational
to ta$e a close loo$ at itself. #he #o, movement is based on a sim,le modelI ,roductivity, innovation, and
new mar$ets are the ,illarsK the base is cor,orate cultureK and the #o, of the tem,le is customer-
orientation and ,rofit ability. &ccording to >einrich Fon 3ierer, 3resident, Siemens &J, the #o, initiative
is not about re-engineering or cost-cutting, the core theme is growth through innovation. A#he motor
driving the #o, initiative is cultural change-we must focus on our customers,B he says. >owever, #o, is
not only about encouraging cultural change. In 188., in the course of three years, it has achieved cost
savings of 5D "+ billion. #he #o, innovation initiative is made u, of eight modulesI mobili;ation,
communication, idea initiatives, teaching of o,erational s$ills, and coo,eration with non-industrial
research, ,atent initiatives, white s,ace ,roEects, and strategic innovation ,roEects. #he view,oints and
business obEectives are different at different ,laces. 'or instance, in high-wage Jermany, #o, is an
integral ,art of Siemens &J’s human resources and management motivation e4ercise. #he central unions
are also involved. It was also an integral ,art of the com,any’s %H5 drive. Siemens &J s,ends 5D 7.(
billion on %H5 every year. A& com,any’s innovative strength ultimately determines its long-term
com,etitive viability,B says 9laus 2eyrich, member of the managing board, Siemens &J. 'or instance,
the com,any has announced the ‘Siemens Inventor C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement -
3ri;e’. #he 1" Jerman reci,ients of the ,ri;e in 188. hold )++ ,atents among them. Starting from 1887,
the ,ri;e has gone international. #he aim is that Siemens &J’s annual total of ",1++ ,atents goes u,. &s a
,recursor to com,lete internationali;ation, Siemens had launched an international ‘innovation
com,etition 1887’, with a s,ecial category for young innovators whose innovations may not have yet
achieved ,ractical a,,licability. 'orty winners from regional centers will be feted at Siemens’ 11+ years
celebrations ne4t year. #he fact that Siemens ta$e its #o, initiative very seriously. Indeed it is a,,arent
from its system of im,lementation through #o, cham,ions. #o, cham,ions are senior managers who
wor$ full times as #o, coordinators. Internationally, the #o, movement is coordinated through a #o,
center in Dunich, which even has a home-,age on the Internet to interact and coordinate with #o,
manager across the world. &ll this is besides annual international conferences held within and outside
Jermany. &t Siemens India :td, %anEeet 5alvi is a full-time Jeneral Danager in charge of the #o,
,rogram. ?esides, the com,any’s 1( divisions each have at least one #o, cham,ion - a senior manager
with a large circle of influence, who is the divisional #o, coordinator, and re,orts directly to the
divisional head. #he resonance between #o, cham,ions or divisions in various countries with each other
and with Jermany also differs.
In India, the evolution of the #o, ,rogram has been naturally different from that in Jermany. #he aims
differ, to fit in with Siemens :td’s obEectivesI to increase its global ,resence substantially, and ensure that
it stays ahead of o,,ortunities in the local mar$et. AIt is no longer enough that we serve the local mar$et.
Cvery global com,etitor is hereK we have to identify o,,ortunities and ada,t to themB, says &F
9hindar$ar, 5irector-in-charge of switch gear, motors, drivers, automations, ,ower transmission and
distribution. Siemens :td had already began an organi;ation restructuring and business ,rocess re-
engineering ,rogram, which has then called core-an acronym for cor,orate re-engineering. &ll of Siemens
:td’s ,rocess re-engineering was an in-house e4ercise, largely focused on ma,,ing and o,timi;ing
,rocesses, using the time ,arameterK that by itself would ensure reduction in ,rocess costs and
im,rovement of ,roductivity. #he aim is toI Astay fit for futureB. 2hen the #o, ,rogram came along, it
was integrated into the core initiative. A#o, has become an umbrella for all $inds of initiatives and
management changes. It has become to mean all new things it hel,s to create a eu,horia with in the
com,anyB, says %anEeet 5alvi. #hough the #o, ,rogram is still nascent at the newer divisions such as
telecom and software, it is act 0uite and advanced stage at the traditional business. Says 5alvi, A?3% is a
stage. 6nce you have finished re-engineering a ,rocess, theirs Eust so much you can do. #hen you have to
move on to innovation.B 9hindar$ar believes that Siemens India has moved into the innovation ,hase.
ADuch of the s$ill of indigeni;ation that we are forced to learn in a closed economy may today become
the $ey to grater innovation,B he says. Siemens India :td’s visionI to become a Siemens com,etence
centre in South east &sia. & com,etence centre has been define as a Siemens arm with s,ecial
com,etencies in s,ecific businesses in a ,articular country, that in term can serve Siemens concerns in
other countries.A2e have to innovate many solutions that we ,rovide, such as in automation. C4isting
global technologies often do not fit in local customer need.B Says 9hindar$ar. 2ith Siemens &J having
re-affirmed its commitment to the &sia-3acific region, Siemens :td is today loo$ing at networ$ing itself
into the global scene, through innovations and uni0ue ,roducts. /aturally, the #o, initiative will be
crucial in this effort. 2hat ,erha,s ma$es the #o, ,rogram so easy to ado,t and im,lement is its
fle4ibility. 2hat could otherwise become disEointed management conce,t or ,ractices are united in #o,’s
common tem,le model at Siemens.
1. 2hat is the #o, initative in Siemens &J@ 5iscuss it various as,ects.
". 2hat are the #o, eight initiatives for innovation in Siemens &J@ Cvaluate their im,act on 0uality and
#GD.
END OF ECT!ON " C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement /
1. Dechanical ,roducts such as cars do brea$ down. 9ars often are serviced by the car dealer. >ow can a
car dealer use the service de,artment to enhance future car sales@
". Lsing trade Eournals, ,rofessional society maga;ines, ,eriodicals, and your networ$ing ability, identify
two e4am,les of 0uality by design success stories and e4,lain there results.
Quality Control
Part One:
Multiple Choices:
1. & curve that shows the amount ins,ected by both the consumer and the ,roducer for different ,ercent
nonconforming values.
a. &S/ curve
b. &#I curve
c. &6G curve
d. /one of the above
". #he ,roducer’s ris$ is re,resented by the symbols
a. &l,ha
b. ?eta
c. Jamma
d. /one of the above
(. #he International 9ommittee of 2eights and Deasures revised the metric system in
a. 187+
b. 18.+
c. 181+
d. 1888
). &S%S stands forMMMMMMMMMMMMMMMMMMMMMMMMMM..
1. & recent survey of retail customers by the MMMMMMMMMMMMMMMMM..
.. & cause-and-effect diagram was develo,ed by MMMMMMMMMMMMMMM
7. Fariables that e4hibit ga,s are called MMMMMMMMMMMM
-. >ow many techni0ues used to discard data.
a. 6ne
b. #wo
c. #hree
d. /one of the above
C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 6
8. 5eviation charts are also called
a. 5ifference chart
b. /ominal chart
c. #arget chart
d. (a, (b, H (c
1+. 5odge-%omig #ables develo,ed by
a. >.'. 5odge
b. >.J. %omig
c. >.=. 'leming
d. ?oth (a H (b
Part Two:
1. 2rite short note on AJrou, 9hartB.
". 2hat is ADeasures of 5is,ersionB.
(. 2hat is A9ollection of 5ataB.
). 2rite short note on A?inomial 3robability 5istributionB.
Caselet 1
It is 7I++ a.m. and the siren sounds high at =andivli (a suburb of /orth Dumbai ,lant of Dahindra H
Dahindra’s (DHD #ractor division, signaling the starting time of the morning shift. >ardly any wor$ers
have turned u,. %e,orting late on duty is a norm for the wor$ers here. Seldom does the morning shift start
before 7I(+ a.m. 5uring the day shift, it was an ominous scene to find wor$ers stretching out under the
trees and rela4ing during the wor$ing hours. #he union leaders hung around the factory without doing any
wor$ at all. & few days bac$, the wor$ers in the night shift had beaten u, a mil$man for creating a lot of
noise in the wee$ hours of the morning and thus, disturbing their slee, during their wor$ing hours. #hings
were worse at the other ,lant of DHD in /ag,ur. ?ut this was all in the 18-+s. DHD has come a long
way since then N it has won the most coveted 5eming ,ri;e for 0uality, and started a farming e0ui,ment
assembling ,lant in the L.S.&. &fter the huge success there, the com,any o,ened a second assembly ,lant
and a distribution centre in Jeorgia. /ow, the com,any is in the ,rocess of establishing assembling units
in 9anada to locally ,roduce and mar$et a range of low horse,ower cab tractors with features such as &9
heater ($ee,ing in view the cold weather conditions for the farmers there, ,ersonal stereo, and even a sun
roof. It has also C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 9
ac0uired <iangling #ractors in 9hina, which it would use to develo, low cost ,roducts suited to ,lough
dee,er into the LS farm e0ui,ment mar$et. /ow, the fourth largest tractor com,any in the world, DHD,
has four tractor ,lants in India (Dumbai, /ag,ur, %udra,ur in Lttranchal, and <ai,ur. It has been
maintaining its mar$et leadershi, for the ,ast two decades. 5uring the late 18-+s, the com,any tried to
a,,ly #GD conce,ts such as 0uality circles without getting any success. DHD was the mar$et leader in
the tractors segment at that time, but in view of the looming multinational threat in the near future, its
internal situation was very fragile. 5uring 188+-8), the com,any started the use of the statistical ,rocess
control and tried to ,erform business ,rocess reengineering. Its Eourney towards the 5eeming ,ri;e was
initiated in 188), with the a,,ointment of 3rof. Oasutoshi 2ashio, a <a,anese e4,ert, in the
im,lementation of the 5eeming guidelines. #he same year, the com,any was rechristened DHD 'arm
C0ui,ment Sector ('CS.
Initially, 3rof. 2ashio was s$e,tical about the Indian com,anies and wor$ers. >e felt that the Indian
com,anies are more li$e the &merican com,anies, which feel that results are im,ortant. 6n the other
hand, for the <a,anese, the ,rocess is more im,ortant. Doreover, he had serious doubts about the attitude
of the Indian wor$ers with res,ect to teamwor$ N a 5eeming ,rere0uisite N as he felt that Indian were
individualistic. >e has ,roved wrong by the DHD wor$ers. In his own words, ‘#he Indians can be good
team wor$ers, much better than the young in <a,an today and, in that sense, ,erha,s, 5eeming is better
suited to Indian com,anies’. In the initial few years of interaction with the management of 'CS, 2ashio
found himself isolated due to disagreements on various fronts. 2ashio had maEor difficulties in ma$ing
most of the Indian com,anies understand the im,ortance of im,lementation over creating a ,erfect
framewor$. In his own words, ‘Indians are very good with framewor$ and the big ,icture, but are ,oor
with im,lementation. #he $ai;en is wea$.’ =ai;en means gradual, orderly, and continuous im,rovement
in wor$ ,rocesses. It too$ a while for 2ashio to ma$e the 'CS ,ersonnel understand that good $ai;en
hinges on im,lementation, so there is no need to s,end too much time creating a ,erfect framewor$. 6nce
you start im,lementing these, the rest will ha,,en automatically. #he 'CS created a team to im,lement
the team to im,lementing the 5eeming guidelines. #he team identified eleven $ey areas to be fulfilledI
1. #o, management leadershi, and involvement
". 9reating and maintaining #GD framewor$s
(. Guality assurance
). Danagement system
1. >uman resource develo,ment
.. Cffective utili;ation of resources
7. Lnderstanding #GD conce,ts and value
-. Lse of scientific method
8. 6rgani;ational ,ower
1+. %elationshi, with sta$eholders
11. Cnabling the uni0ue #GD activities
In addition, there is another 5eming must-doI eliminate de,endence on ins,ection to achieve 0uality by
building 0uality into the ,roduct in the first ,lace. #he system at 'CS earlier was that at the end of the
assembly ,rocess or at the customer’s ,lace, there used to be a final ins,ection. If a ,roduct showed
serious flaws then, it was sent again to the sho, floor. #his wasted a lot of time and effort, and it did not
add to the im,rovement in the 0uality of the manufactured ,roduct. In order to change this system,
com,uters were installed on the sho, floor for showing the standard o,erating ,rocedure (S63 of a
,articular ,rocess to ma$e the wor$ers understand the various ste,s in a ,rocess. #his reduces the chances
of human error and acts as a natural chec$. &t the end of every com,lete ,rocess, a chec$ is ,erformed by
a trained wor$er, who also follows an S63. Cm,loyee involvement is the first ste, in ensuring the success
of any 0uality initiative. &t 'CS, the wor$ers would dictate terms to the shift su,ervisor by saying that
they would not do different tas$s on many machines. #he C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 1<
management too$ time to conceive them by giving them e4am,les such asI if your wife can do multi,le
tas$s of cleaning the house, feeding the children, and washing the cloths, why can’t you do the same@ #he
wor$ers were e4,lained the multinational threats looming large. #hey were told that, if they did not mend
their ways, the com,any might shut down the factory, or even worse, a multinational may ta$e it over and
would invariably lay off all the ,roblem creating wor$ers. C4am,les of com,anies shut down in Dumbai
due to the changed scenario were given. #he entire ,rogramme was termed ‘&shwamedh’ and analogies
were drawn from mythology and the current com,etitive situation. #his brought a com,lete
transformation in the wor$force that was now willing to ,erform multi,le tas$s, double their ,roductivity,
and maintain shift disci,line by re,orting on time. #he wor$ers were informed by the management about
every difficulty faced by the com,any in beating the com,etition in the mar$et ,lace. Some of the
wor$ers were sent with the mar$eting staff to meet the farmers using the com,any’s ,roduct and facing
,roblems. #his was called ‘6,eration >amla’. #he wor$ers came bac$ chastised and sobered when they
reali;ed that a small mista$e on the sho, floor could cost a farmer his season’s cro,. #he com,any even
sent some of the union leaders for short training courses in the LS& and L=.
#his sustained effort on ,art of the com,any has ,aid rich dividends. 9osts are down by 11P and the
mar$et share has risen by one ,ercent to "7.(P (1+P higher than its closest com,etitor, des,ite an
overall decline in the tractor demands. #he brea$-even ,oint for a new model of a tractor has decreased to
(+,+++ -(",+++ from the 1),+++ tractors three years ago. #he wor$er ,roductivity levels have increased
by 1++P. #ractor e4,orts from the com,any have increased 1++P over the ,ast 1+ years, with 7+P to the
LS& alone. #he 0uality of tractors has im,roved drastically with the number of com,laints ,er 1+++
tractors dro,,ing from ""- to 8+. #he reEection rate for com,onents bought from vendors, reEection and
rewor$ in machining, and reEection at final testing have all been brought down to near ;ero levels. 'CS
has introduced 11 new models in accordance with the re0uirements in the international mar$ets. #he
Eourney to world-class 0uality is not over yet. #he com,any now aims at matching the world benchmar$s
in ,roductivity and 0uality to establish a cost leadershi, in the Indian industry.
1. If you were a ,art of the to, management at DHD 'CS, how would you have involved the wor$ers in
the 5eming ,rogramme@
". 5o you thin$ that DHD 'CS has a strategic 0uality management system in ,lace@
Caselet 2
In 18.1, a Oale Lniversity undergraduate student 'rederic$ 2. Smith wrote a term ,a,er about the
,assenger route systems used by most airfreight shi,,ers, which he viewed as economically inade0uate.
Smith wrote of the need for shi,,ers to have a system designed s,ecifically for airfreight that could
accommodate time sensitive shi,ments such as medicines, com,uter ,arts, and electronics. In &ugust
1871, following a stint in the military, Smith bought controlling interest in &r$ansas. 2hile o,erating his
new firm, Smith identified the tremendous difficulty in getting ,ac$ages and other airfreight delivered
with in 1 N " days. #his dilemma motivated him to do the necessary research for resolving the inefficient
distribution system. #hus, the idea for 'ederal C4,ress was born N a com,any that revolutioni;ed global
business ,ractices and now defines s,eed and reliability. 'ederal C4,ress was so named due to the
,atriotic meaning associated with the word ‘federal’, which suggested an interest in nationwide economic
activity. &t that time, Smith ho,ed to obtain a contract with the 'ederal %eserve ?an$ and, although the
,ro,osal was denied, he believed the name was a ,articularly good one for attracting ,ublic attention and
maintaining name recognition. C4amination 3a,er of Guality Danagement
Company #rowth
#hough the com,any did not show a ,rofit until <uly 1871, it soon became the ,remier carrier of high-
,riority goods in the mar$et,lace and the standard setter for the industry it established. In the mid-187+s,
'ederal C4,ress too$ a leading role in lobbying for air cargo deregulation that finally came in 1877. #hese
changes allowed 'ederal C4,ress to use larger aircraft (such as ?oeing 7"7s and Dc5onnell-5ouglas 59-
1+s and s,urred the com,any’s ra,id growth. #oday 'edC4 e4,ress has the world’s largest all-cargo air
fleet, including Dc5onnell-5ouglas D5-11s and &irbus &-(++s and &-(1+s. #he ,lanes have a total
daily lift ca,acity of more than "..1 million ,ounds. In a ")-hour ,eriod, the fleet travels nearly 1++,+++
miles while its couriers log ".1 million miles a day- the e0uivalent of 1++ tri,s around the earth. #he
com,any entered its maturing ,hase in the first half of the 18-+s. 'ederal C4,ress was well established.
9om,etitors were trying to catch u, with a com,any whose growth rate was com,ounding at about )+P
annually. In the fiscal year 18-(, 'ederal C4,ress re,orted Q1 billion in revenues, ma$ing &merican
business history as the first com,any to reach that financial hallmar$ inside 1+ years of start-u, without
mergers or ac0uisitions.
O$erseas E%pansion
'ollowing the first several international ac0uisitions, intercontinental o,erations began in 1
with
service to Curo,e and &sia. #he following year, 'edC4 mar$ed its first regularly scheduled flight to
Curo,e. In 18--, the com,any initiated direct-scheduled cargo service to <a,an. #he ac0uisition of #iger
International, Inc. occurred in 'ebruary 18-8. 2ith the integration of the 'lying #igers networ$ on 7
&ugust 18-8, the com,any became the world’s largest full-service, &ll-cargo &irline, Included in the
ac0uisition were route to "1 countries, a fleet of ?oeing 7)7 and 7"7 aircraft, facilities throughout the
world, and #igers’ e4,ertise in international airfreight. 'ederal C4,ress obtained authority to serve 9hina
through a 1881 ac0uisition from evergreen International &irlines. Lnder this authority, 'ederal C4,ress
became the sole LS-based, &ll-cargo carrier with aviation rights to the world’s most ,o,ulous nation.
Since then, the com,any’s global reach has continued to e4,and, resulting in an unsur,assed worldwide
networ$. 'edC4 C4,ress today delivers to customers in more than "1+ countries.
E$ol$ing !&enti'y
#he first evolution of the com,any’s cor,orate identify came in 188) when 'ederal C4,ress officially
ado,ted ‘'edC4’ as its ,rimary brand, tal$ing a cue from its customers, who fre0uently referred to the
com,any by the shortened name. ?y that time, customers used the term as a verb, meaning, ‘to send an
overnight shi,ment’. It did not ta$e long for the meaning to catch on, and today it is common terminology
to ‘'edC4’ a ,ac$age. #he second evolution came in "+++ when the com,any was renamed ‘'edC4
C4,ress’ to reflect its ,osition in the overall 'edC4 9or,oration ,ortfolio of services. #his also signified
the e4,anding breadth of 'edC4 C4,ress N s,ecific service offerings as well as a 'edC4 that was no
longer Eust overnight delivery.
Fe&E% Firsts
#hroughout its e4istence, 'edC4 has amassed an im,ressive list of ‘firsts’, most notably for leading the
industry in introducing new services for customers. 'ederal C4,ress originated the 6vernight :etter and
was
the first trans,ortation com,any dedicated to overnight ,ac$age delivery, ?
the first to offer ne4t-day delivery by 1+I(+ a.m., ?
the first to offer Saturday delivery, ?
the first e4,ress com,any to offer time define service for freight, and ?
the first in the industry with money-bac$ guarantees and free ,roof of ,erformance N services that now ?
e4tend to its worldwide networ$.
?eing a ‘first’ com,any resulted in many firsts for awards and honors, too. In 188+, 'ederal C4,ress
became the first com,any to win the Dalcolm ?aldrige /ational Guality &ward in the service
category. It also received IS6 8++1 registration for all of its worldwide o,erations in 188), ma$ing in the
first global e4,ress trans,ortation com,any to receive simultaneous system-wide certification. #oday,
'edC4 C4,ress is the largest o,erating com,any in the 'edC4 family, handling about (." million ,ac$ages
and documents every business day.
People(er$ice(Pro'it
'ederal C4,ress’s ‘,eo,le-service-,rofit’ ,hiloso,hy guides management ,olicies and actions. #he
com,any has a well-develo,ed and thoroughly de,loyed management evaluation system called S'&
(survey/feedbac$/action, which involves a survey of em,loyees, analysis of each wor$ grou,’s results by
the wor$ grou,’s manager, and a discussion between the manager and the wor$ grou, to develo, written
action ,lans for the manager to im,rove and become more effective. 5ata from the S'& ,rocess are
aggregated at all levels of the organi;ation for use in ,olicyma$ing. #raining of front-line ,ersonnel is a
res,onsibility of managers and ‘recurrency training’ is a widely used instrument for im,rovement. #eams
regularly assess training needs and a worldwide staff of training ,rofessionals devices ,rograms to
address those needs. #o aid these efforts, 'ederal C4,ress has develo,ed an interactive video system for
em,loyee instruction.
&n internal television networ$, accessible throughout the com,any, also serves as an im,ortant avenue for
em,loyee education. 9onsistently included in listings of the best LS com,anies to wor$ for, 'ederal
C4,ress has a ‘no lay-off’ ,hiloso,hy, and its ‘guaranteed fair treatment ,rocedure’ for handling em,loyee
grievances is used as a model by firms in many industries. Cm,loyees can ,artici,ate in a ,rogram to
0ualify front-line wor$ers for management ,ositions. In addition, 'ederal C4,ress has a well-develo,ed
recognition ,rogram for team and individual contributions to com,any ,erformance. 6ver the last five
years, at least 81P of the em,loyees res,onded that they were ‘,roud to wor$ for 'ederal C4,ress’.
er$ice Quality !n&icators
#o s,ur ,rogress toward its ultimate target of 1++P customer satisfaction, 'ederal C4,ress recently
re,laced its old measure of 0uality ,erformance-,ercent of on-time deliveries N with a 1" com,onent
inde4 that com,rehensively describes how customers view its ,erformance. Cach item in the service
0uality indicator (SGI is weighted to reflect how significantly it affects the overall customer satisfaction.
3erformance data are gathered with the com,any’s advanced com,uter and trac$ing systems, including
the Su,er#rac$er, a hand-held com,uter used for scanning a shi,ment’s bar code every time a ,ac$age
changes hands between ,ic$-u, and delivery. %a,id analysis of data from the firm’s far-flung o,erations
yields daily SGI re,orts transmitted to wor$ers at all 'ederal C4,ress sites. #he management meets daily
to discuss the ,revious day’s ,erformance and trac$s wee$ly, monthly, and annual trends. &nalysis of data
contained in the com,any’s more than (+ maEor database assist the 0uality action teams (G&#s in
locating the root causes of ,roblems that surface in SGI reviews. C4tensive customer and internal data are
used by cross-functional teams involved in the com,any’s new ,roduct introduction ,rocess. #o reach its
aggressive 0uality goals, the com,any has set u, one cross-functional team for each service com,onent in
the SGI. & senior e4ecutive heads each team and assures the involvement of front line em,loyees, su,,ort
,ersonnel, and managers from all ,arts of the cor,oration when needed. #wo of these cor,orate-wide
teams have a networ$ of over 1,+++ C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 1$
em,loyees wor$ing on im,rovements. #he SGI measurements are directly lin$ed to the cor,orate
,lanning ,rocess, which begins with the 9C6 and the 966 and an e4ecutive ,lanning committee. Service
0uality indicators from the basis on which cor,orative e4ecutives are evaluated. Individual ,erformance
obEectives are established and monitored. C4ecutives bonuses rest u,on the ,erformance of the whole
cor,oration in meeting ,erformance im,rovement goals. In the annual em,loyee survey, if em,loyees do
not rate management leadershi, at least as high as they rated them the year before, no e4ecutive receives a
year-end bonus. Cm,loyees are encouraged to be innovative and to ma$e decisions that advance 0uality
goals. 'ederal C4,ress ,rovides em,loyees with the information and technology they need to
continuously im,rove their ,erformance. &n e4am,le is the digitally assisted dis,atch system (5&5S,
which communicates to some (+,+++ couriers through screens in their vans. #he system enables 0uic$
res,onse to ,ic$-u, and delivery dis,atches and allows couriers to manage their time and routes with high
efficiency. Since 18-7, overall customer satisfaction with 'ederal C4,ress’s domestic service has
averaged better than 81P, and its international service has rated a satisfaction score of about 8)P. In an
inde,endently conducted survey of air-e4,ress industry customers, 1(P gave 'ederal C4,ress a ,erfect
score, as com,ared with (8P for the ne4t-best com,etitor. #he com,any has received 181 of nearly .++
businesses and organi;ations have visited its facilities.
1. 2hat lessons can Indian com,anies ta$e from 'edC4@
". 2hat are the factors that have gone against India and why did 'edC4 not start its o,erations here@
1. &n electrician testing the incoming the voltage for a residential house obtains 1 readingsI 111, 11(, 1"1,
111, 11.. 2hat is the average@
". & single sam,ling ,lan is desired with a consumer’s ris$ of +.1+ of acce,ting (.+P nonconforming
,roduct and a ,roducer’s ris$ of +.+1 of not acce,ting +.7P nonconforming ,roduct. Select the ,lan with
the lowest sam,le si;e.
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM / NSBM / ISM / IGNOU / IICT
/ ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!'es.c%.'#
a$a+'#!.ba#a,a$-.ma'&.c%m
Pro&uction an& Operation Management
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘ste,,ing stone ,rocedure’, the number of ‘used cells’ will be
a. a!b!1
b. a!b!"
c. a-b-1
d. a!b-1
". Falue of smoothing coefficient ‘*’ lies
a. ?etween 1 and R
b. ?etween + and 1
c. ?etween -1 and 1
d. ?etween 1 and "
(. 'orecasting error is
a. #he difference between forecasted demand and actual demand
b. #he ratio of forecasted demand and actual demand
c. #he difference between the standard forecast demand and the evaluated forecast demand
d. %atio of standard forecast demand and the evaluated forecast demand
). 'or forecasting the analy;ers ,lot the demand data on a time scale, study the ,lot and then loo$
for the consistent ,atterns. /ow what does the high noise mean to these ,atterns
a. Dany of the ,oint lie away from the ,attern
b. Dost of the ,oints lie close to the ,attern
c. &ll the ,oints lie on the ,attern
d. /one
1. 3aybac$ ,eriod is
a. #he length of time after which the ,roduction starts
b. #he length of time after which the selling starts
c. #he length of time re0uired to recover the investment
d. #he length of time for which firm bears re,lacement of the good.
Semester 44 >(amination %apers
44#. 4nstitute of #usiness .ana!ement
.. Salvage value is the income from
a. Selling an asset
b. ?uying an asset
c. ?argaining in selling
d. 3rice raised stoc$
7. 6n total factor basis ‘3roductivity’ is given by 4/y, where ‘y’ is
a. :abor ! 9a,ital !Daterials
b. :abor ! 9a,ital ! Daterials ! Cnergy
c. 9a,ital
d. 9a,ital ! Daterials
-. Cconomic efficiency is given by
a. In,ut /out,ut
b. In,ut /1++
c. (6ut,ut-in,ut/in,ut
d. 6ut,ut /in,ut
8. #his im,lies an effective management that ensures an organi;ation’s long-term commitment to
the continuous im,rovement of 0uality.
a. Guality management
b. Strategic management
c. #otal 0uality management
d. 6,erations management
1+. #his techni0ues for im,roving ,roductivity involves analy;ing the o,erations of the ,roduct or
service, estimate the value of each o,eration, and modifying (or im,roving that o,eration so that
the cost is lowered.
a. Falue engineering
b. #ime-event networ$
c. 2or$ sim,lifications
d. Guality circles
Part Two:
1. 2hat are the different ty,es of models in ,roduction and o,eration management@
". 5efine ‘5e,reciation’.
(. 2hat do you understand by ‘?ias’@
). 2hat are ‘:earning curves’@
Caselet 1
COMP)N* ")C+#,O-ND
#he ?ronson Insurance Jrou, was originally founded in 18++ in &u4vasse, Dissouri, by <ames ?ronson.
#he ?ronson Jrou, owns a variety of com,anies that underwrite ,ersonal and commercial insurance
,olicies. &nnual sales of the ?ronson Jrou, are Q1++ million. In recent years, the com,any has suffered
o,erating losses. In 188+, the com,any was heavily invested in com,uter hardware and software. 6ne of
the ,roblems the ?ronson Jrou, faced (as well as many insurance com,anies was a conflict between
established manual ,rocedures and the relatively recent (within the ,ast "+ years introduction of
com,uter e0ui,ment. #his conflict was illustrated by the fact that much information was ca,tured on
com,uter but ,a,er files were still $e,t for ,ractical and legal reasons.
F!.E C.E,+
#he file de,artment em,loyed "+ file cler$s who ,ulled files from stac$s, refilled used files, and delivered
files to various de,artments including commercial lines, ,ersonal lines, and claims. 6nce a file cler$
received the file. 9ler$s delivered files to underwriters on an hourly basis throughout the day. #he
average file cler$ was ,aid Q-,(++ ,er year. 6ne s,ecial file cler$ was used full time to search for
re0uested files that another file cler$ had not been able to find in the e4,ected ,lace. It was estimated that
)+ ,ercent of the re0uested files were these Ano hitB files re0uiring a search. 6ften these Ano hitB files
were eventually found stac$ed in the re0uester’s office. #he ,rimary AcustomersB of the file cler$s were
underwriters and claims attorneys.
-NDE,/,!T!N#
9om,any management and o,erations analysts were consistently told that the greatest ,roblem in the
com,any was the inability of file cler$s to su,,ly files in a s,eedy fashion. #he entire com,any from to,
to bottom viewed the ,roductivity and effectiveness of the de,artment as unacce,table. &n underwriter
used "+-1+ files ,er day. ?ecause of their distrust of the files de,artment, underwriters tended to hoard
often used files. & count by o,erations analysts found that each underwriter $e,t from 1++-"++ files in his
or her office at any one time. &n underwriter would re0uest a file by com,uter and wor$ on other
business until the file was received. ?enson em,loyed "1 underwriters.
M)N)#EMENT !NFO,M)T!ON *TEM
L,,er management was dee,ly concerned about this ,roblem. #he DIS de,artment had suggested using
video dis$s as a ,ossible solution. & video dis$ system was found that would be sufficient for the
Semester 44 >(amination %apers
44#. 4nstitute of #usiness .ana!ement
com,anies needs at a cost of about Q1" million. It was estimated that the system would ta$e two years to
install and ma$e com,atible with e4isting information systems. ¬her, less attractive was using
microfilm. & microfilm system would re0uire underwriters to go to a single $eyboard to re0uest ,a,er
co,ies of files. #he cost of a microfilm system was Q1 million.
1. 2hat do you recommend@ Should the com,any im,lement one of the new technologies@ 2hy or
why not@
". &n o,erations analyst suggested that com,any em,loyees shared a Adum, on the cler$sB
mentality. C4,lain.
Caselet 2
>arrison #. 2en$ III is )(, married, and has two children, ages 1+ and 1). >e has a master’s degree
in education and teachers Eunior high school music in a small town in 6hio. >arrison’s father ,assed
away two months ago, leaving his only child an unusual business o,,ortunity. &ccording to his
father’s will, >arrison has 1" months to become active in the family food-catering business, =are-
'ull =atering, Inc., or it will be sold to two $ey em,loyees for a reasonable and fair ,rice. If
>arrison becomes involved, the two em,loyees have the o,tion to ,urchase a significant, but less
than maEority, interest in the firm. >arrison’s only involvement with this business, which his
grandfather established, was as an hourly em,loyee during high school and college summers. >e is
confident that he could learn and ,erha,s enEoy the mar$eting side of the business, and that he could
retain the long-time head of accounting/finance. ?ut he would never really enEoy day-to-day
o,erations. In fact, he doesn’t understand what o,erations management really involves. In 1881
=are-'ull =atering, Inc. had Q(.71 million in sales in central 6hio. /et ,rofit after ta4es was Q
1+1,+++, the eleventh consecutive year of ,rofitable o,erations and the seventeenth in the last "+
years. #here are "1+ em,loyees in this labor-intense business. Institutional contracts account for
over 7+ ,ercent of sales and include ,artial food services for three colleges, si4 commercial
establishments ,rimarily manufacturing ,lants and ban$s, two long -term care facilities, and five
grade schools. Some customer location em,loys a ,ermanent o,erations managerK others are served
from the main $itchens of =are-'ull =atering. >arrison believes that if he becomes active in the
business, one of the two $ey em,loyees, the vice ,resident of o,erations, will leave the
firm.>arrison has decided to com,lete the final two months of this school year and then s,end the
summer around =are-'ull =atering N as well as institutions with their own food services N to assess
whether he wants to become involved in the business. >e is ,articularly interested in finding out as
much as ,ossible about o,erations. >arrison believes he owes it to his wife and children to fairly
evaluate this o,,ortunity.
1. 3re,are a wor$sheet of o,erations activities that >arrison should in0uire about this summer.
". If you were >arrison, what would you do@ 2hy@
1. 3roductivity is an im,ortant tool for mangers as it hel,s them to trac$ ,rogress toward the more
efficient use of resources in ,roducing goods and services. Clucidate.
". In additional to o,erations research, what are the other tools and techni0ues used by organi;ations to
im,rove ,roductivity@
C4amination 3a,erI >ealth and >os,ital Danagement
1
II?D Institute of ?usiness Danagement
!!"M !nstitute o' "usiness Management
E%amination Paper MM0111
2ospital )&ministration
ection ): O34ecti$e Type 561 mar7s8
• #his section consists of Dulti,le choices 0uestions H Short notes ty,e 0uestions.
• &nswer all the 0uestions.
• 3art 6ne 0uestions carries 1 mar$ each H 3art #wo 0uestions carry 1 mar$s each.
Part One:
Multiple ChoicesI
1. & method of collaborative wor$ in which visual dis,lay of information on fli, charts or other
media to which other grou, member can use isI
a. 5ecision matrices
b. Dultivoting
c. ?oarding
d. ?rainstorming
". & tool for 5ata collection which summari;e ,erce,tion of a large sam,le of ,eo,le isI
a. Surveys
b. Interviews
c. 9hec$ sheet
d. 5ata sheets
(. Dembers of Ins,ection control committee areI
a. Dicrobiologist, 6.#. in charge, Dedical Su,erintendent
b. %e,resentative from /ursing Service, 9SS5 in charge, %e,resentative from maEor clinical
de,artment
c. ?oth (a H (b
d. /one of the above
). D%5 stands forI
a. Dedical %ecords 5e,artment
b. Dedicine %ecords 5e,artment
c. Dedicine %elease 5e,artment
d. /one of the above
1. 'ormat for a,,raisal in which ran$ order is establish of em,loyees based on their relative meritI
a. 'orced 5istribution #echni0ue
b. Jra,hic %ating Scale
c. %an$ing methods
d. 'ree 2ritten %atings
C4amination 3a,erI >ealth and >os,ital Danagement
2
II?D Institute of ?usiness Danagement
.. &nalytical techni0ue in Daterials Danagement in which all items in inventory on the basis of
annual usage time cost isI
a. 'S/ &nalysis
b. &?9 &nalysis
c. FC5 &nalysis
d. /one of the above
7. 3lanning tool used in Guality Danagement in which the items are written on individual cards and
dis,layed on a fli, chartI
a. %elations 5iagram
b. 3rocess 5ecision 3rogram chart
c. &ffinity 5iagram
d. &ctivity /etwor$ 5iagram
-. Dethod of filing of Dedical records in which involves filing of records in e4act chronological
order according to unit / serial numberI
a. Diddle 5igit filing
b. #erminal 5igit filing
c. Straight /umeric filing
d. /one of the above
8. #y,e of hos,ital in which the number of beds is over (++ beds is $nown asI
a. :arge hos,ital
b. Dedium si;ed hos,ital
c. Small hos,ital
d. /one of the above
1+. Deeting in hos,ital whose ,ur,ose is to ,ass on information received from agencies isI
a. Informative Deeting
b. 9onsultative Deeting
c. C4ecutive Deeting
d. /one of the above
Part Two:
1. 2hat are the factors affecting A%etrainingB in a hos,ital@
". 2hat is the o,timum com,osition of the 5rugs and #hera,eutics@
(. 2hat do you understand by outdoor ,atient de,artment@
). 2rite down the different members of &,,ointment committee of the hos,ital.
C/5 6' SC9#I6/ &
C4amination 3a,erI >ealth and >os,ital Danagement
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II?D Institute of ?usiness Danagement
ection ": Caselets 591 mar7s8
• #his section consists of 9aselets.
• &nswer all the 0uestions.
• Cach 9aselet carries "+ mar$s.
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Caselet 1
%a$esh and Jagan were two brothers who had graduate in Dedicine in the year 1878. ?oth
established themselves as successful ,ractitioners. In 188", they decided to set u, their own hos,ital
as both were familiar with the nitty-gritty of the ,rofession after s,ending a decade as successful
,ractitioners. In the year 188), the conce,t was concreti;ed when three floors &rogya >os,ital with a
bed ca,acity of .+ came into e4istence at Jwalior. #he facilities ,rovided by the hos,ital were
,athology, S-ray, blood ban$ and I9L. In the year 188-, the number of beds was increased to 1++
with the addition of a fourth floor. In the year "++1, a fifth floor was added and the hos,ital started
offering services li$e radiology, (5 s,iral, 9. #scan, colourdo,,ler, ,athology, blood ban$, 9.9.L.,
6.#., maternity unit, emergency and trauma services, in-,atient accommodation, canteen,
telecommunication and entertainment.
#he hos,ital had (1 nurses and 11 class four em,loyees. #he main tas$ of the class four
em,loyees was to maintain the cleanliness of the hos,ital. ?esides this, they were also entrusted with
the tas$ of s,onging, bed setting and shifting of the ,atients. Salary ,aid to these em,loyees was
between %s. 1"++/- to %s. 1-++/- ,er month. #he hos,ital staff was divided into different classes of
em,loyees. 9lass one com,rised of D??S, D5, DS, and &dministrative 6fficers. 9lass three
com,rised of #echnicians and /urses. 9lass four com,rised of &yabais, Swee,ers and Juards.
>os,ital had 11 full time doctors, out of whom 7 were duty doctors (D??S, " full time D5 for I9L
and " full time in-house surgeons (DS. ?esides this, the hos,ital had 1+ visiting doctors who
o,erated on a turn$ey basis. #hese doctors had their own clinics in different ,arts of the city and as
,er re0uirementK they admitted their ,atents in the hos,ital. #here was a mutual agreement between
the doctors and the hos,ital that the hos,ital would charge the ,atients and out of it the doctors would
receive their fees along with a ,ercentage from the hos,ital share. #he ,atients treated by the hos,ital
were ,atients re0uiring intensive care and minor illnesses. 6ut of the cases re,orted in the hos,ital,
.+-71P were maternity and were referred to the hos,ital by leading gynecologists of the city, 5r.
Savita and 5r. Danorama. #o hel, the doctors in the treatment of ,atients, wor$-instructions for
%esident 5octors, Su,ervisors, 2ard boys / &yabais and Swee,er boys/ bais were ,re,ared by the
newly a,,ointed >os,ital-&dministrator 3riya. #hese instructions were ,re,ared in Cnglish and were
hung on the walls of the en0uiry counter. &fter a s,an of one month, 3riya resigned from the hos,ital
on account of some ,ersonal reasons.
?y the end of the year "++), %itu, a fresh ,ost-graduate in >os,ital-&dministration from
Jwalior, was a,,ointed as an &dministrative 6fficer or ta$e charge of the overall activities of the
hos,ital. >er role was to monitor the activities of em,loyees of class three and four and various other
activities related to the functioning of the >os,ital. #he first tas$ before her was to im,rove the
cleanliness of the hos,ital. She found that the toilets were not cleaned ,ro,erly and the room hygiene
was dismal. She started ma$ing regular visits to all the wards and rooms in the hos,ital to observe and
monitor the em,loyees lac$ed a human touch. #o add to this, the ,atients also com,lained that the
em,loyees demanded money for the services. &fter analy;ing the situation, she came to the
conclusion that lac$ of motivation among the class four em,loyees was one of the maEor factors
res,onsible for the ,athetic condition ,revailing in the hos,ital. :ac$ of motivation among the class
four em,loyees was also visible in the form of high em,loyee turnover, wor$ negligence, absenteeism
and com,laining behavior. >igh absenteeism among the class four em,loyees resulted in wor$
C4amination 3a,erI >ealth and >os,ital Danagement
+
II?D Institute of ?usiness Danagement
overload for sincere em,loyees, as they were forced to wor$ in the ne4t shift. #his was a regular
feature in the hos,ital as a result of which em,loyees often remained stressed and therefore, less
committed towards their wor$. <hough, they were being ,rovided with dinner and snac$s at the
e4,ense of the hos,ital, as a gesture of goodwill for those who wor$ed over time for the hos,ital. She
also found that the wor$ers were not re,orting for their duty on time, des,ite their arrival in the
hos,ital on time.
#he second reason, which she identified for lac$ of hygienic condition in the hos,ital, was that
the visiting hours for the visitors were not s,ecified, so there was a continuous flow of visitors round
the cloc$, which ham,ered and affected the cleaning activity of the hos,ital. It was found that the
,atients’ rooms were always full of visitors who would not mind ta$ing their meals in the room/ward.
She felt that there was no solution to visitors’ ,roblem, as this was an integral ,art of the ,romotional
strategy of the management. She also found that the wor$-instructions given to the hos,ital-staff was
in Cnglish language and it was difficult for class four em,loyees to understand them. %itu translated
all these instructions in >indi so that class four em,loyees could understand and im,lement them.
%itu had the daunting tas$ to reduce the absenteeism and ma$e the em,loyees more committed to
their wor$ and felt that a reward of %s. "++, if given to an em,loyee who remained ,resent for (1
days could ,erha,s motivate the em,loyee to remain regular at the wor$ ,lace. 'urther, to motivate to
,erform, she decided to systemati;e the ,erformance a,,raisal system by identifying ,erformers and
non-,erformers. #his being her first Eob, she was a,,rehensive about ,erformance a,,raisal. #he
em,loyees were to be classified into three grou,s &, ? and 9, ‘&’ was for high ,erformers, ‘?’ was
for average ,erformers and ‘9’ was for ,oor ,erformers. It was decided that the em,loyees in the
grade ‘&’ would receive the highest increment followed by ‘?’ and ‘9’. #o ma$e the ,erformance
a,,raisal obEective, she identified various activities on which the em,loyees could be a,,raised. #o
ma$e the ,erformance a,,raisal system more obEective, a two-tier a,,raisal system was develo,ed by
her. In the first ,hase, the em,loyees were to be rated regularly on the identified activities by ,atients
and their attendants. In the second ,hase, observation of doctors and nurses was to be considered.
<hough %itu had full coo,eration from the hos,ital management, yet she was a,,rehensive about
the em,loyee’ acce,tance of the new system. She had to wait and watch.
Questions:
1. 9ritically evaluate the factors identified by %itu for enhancing organi;ational effectiveness.
". 5escribe a ,erformance a,,raisal system that you will recommend to %itu for evaluating the
em,loyees.
Caselet 2
#he management of a hos,ital, faced with a resource crunch embar$ed on a cost containment
,rogramme. Instructions were issued to various clinical, su,,ortive and utility services to identify the
areas where cost containment could be effectively im,lemented without com,romising with the
,atient care facilities.
#he hos,ital had both the centrali;ed and the decentrali;ed ,urchasing system. #he officer-incharge
of the Cmergency 5e,artment of the hos,ital, 5r. Systematic was a 0ualified and trained
hos,ital administrator. >e systematically commenced analysis of the various activities and ,rocedures
in vogue in the Cmergency 5e,artment.
5r. Systematic found out that the Cmergency 5e,artment in addition to the glass syringes
,urchased 8+++ dis,osable syringes ,er annum. #he interval of ordering was (+ days. #he cost of
C4amination 3a,erI >ealth and >os,ital Danagement
-
II?D Institute of ?usiness Danagement
each dis,osable was %s. "+/-. #he ordering cost ,er order was %s. 11/- and the carrying cost were
11P of the average inventory ,er year. >e calculated the Cconomic 6rder Guantity, lot si;e of
inventory ,er month, storage cost and other inventory related costs and analy;ed the o,timum interval
of ordering. >e forwarded these results along with the other cost containment measures of the
Cmergency 5e,artment to the hos,ital management. #he recommendations of 5r. Systematic were
im,lemented and used as a model for other de,artments of the hos,ital. 5r. Systematic for effective
analysis and a,,raisal was honoured with the 5octor of the year award by the >os,ital Danagement.
Questions:
1. 2hat are the assum,tions made by 5r. Systematic for their inventory model@
". 5o you recommend any further suggestion for inventory costs in a hos,ital@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 2rite in brief about structure and function of >os,ital 6rgani;ation.
". 2rite in brief about ,rocess of Daterial Danagement in a hos,ital.
Principles o' 2ospital )&ministration an& Planning
Multiple Choices:
1. 3ublic >ealth Services are concerned with theI
a. 9ontrol of communicable diseases
b. Daternal and child health
c. 6ccu,ational health and reduction of health ha;ards
d. &ll of the above
". #he service of an 635 is affected by theI
a. System
b. &rrival ,attern
c. &,,ointment System
d. /one of the above
(. 9SS5 stands forI
a. 9entral Sterile Su,,ly 5e,artment
b. 9ircular Sterile Su,,ly 5e,artment
c. 9entral Site Survey 5e,artment
d. &ll of the above
). I9L Incharge res,onsibility should coverI
a. 9ontinuity of care
b. &dministrative matters
c. 9are and maintenance of e0ui,ments
d. &ll of the above
1. &ccording to which method one nurse is assigned to a grou, of ,atient to ,rovide total nursing
careI
a. 'unctional &ssignment Dethod
b. #eam /ursing Dethod
c. Jrou, &ssignment Dethod
d. 3rimary /ursing Dethod
C4amination 3a,erI >ealth and >os,ital Danagement
2
II?D Institute of ?usiness Danagement
.. ?rea$-even ,oint analysis, analyses the relationshi, between revenue and TTTTTT.
a. Fariable 9ost
b. C4,enses
c. 9ost
d. Folume
7. D%I stands forI
a. Dedical %esonance Imaging
b. Dagnetic %esonance Imaging
c. Dedical %easonable Imaging
d. /one of the above
-. Lltrasonogra,hy waves are mechanical ,ressures waves whose fre0uency ranging fromI
a. 1+-1++ D>;
b. "-1+ D>;
c. 1++-11+ D>;
d. "-1+- D>;
8. #he >os,ital laboratory wor$s generally falls under the which divisionsI
a. >ematology, cytology H Dicrobiology
b. 9linical 9hemistry, >isto,athology H ?iochemistry
c. Lrine and stool analysis
d. &ll of the above
1+. TTTTTTTTTTTT is a dry ty,e filter with a rigid casing enclosing the full de,th of accordion ty,e
filter ,leats.
a. 6# Suite
b. >C3& filter
c. 9leaner’s closet
d. Clectrical outlets
Part Two:
1. 2hat are the im,ortances of 6ut,atient Services@
". 5efine >os,ital as a Social System.
(. 2hat are the main functions of the /ursing Services@
). C4,lain the classification of 2ard &ccommodation@
Caselet 1
Dr. /aveen 5esai is the current ,resident of Dedicare Demorial >os,ital’s board of trustees.
Dedicare Demorial is a "++-bed voluntary short-term general hos,ital serving an area of
a,,ro4imately 1+,+++ ,ersons. Dr. /aveen has Eust begun a meeting with the administrator of the
hos,ital, Dr. #arun. #he ,ur,ose of the meeting is to see$ an acce,table solution to an a,,arent
conflict-of-authority ,roblem within the hos,ital between Dr. #arun and the chief of surgery, 5r.
Dathew.
#he ,roblem was brought to Dr. /aveen’s attention by 5r. %aEeev. #he ,roblem that concerned 5r.
Dathew involved the o,erating room su,ervisor, Ds. Deetha. Ds. Deetha schedules the hos,ital’s
o,erating suite in accordance with ,olicies that she AbelievesB to have been established by the
hos,ital’s administration. 6ne source of irritation to the surgeons is her attitude that ma4imum
utili;ation must be made of the hos,ital’s o,erating rooms if hos,itals cost are to be reduced. She
therefore schedules in such a way that o,erating room idle time is minimi;ed. Surgeons com,lain that
the o,erating schedule often does not ,ermit them sufficient time to com,lete a surgical ,rocedure in
the manner they thin$ desirable. Dore often than not, insufficient time is allowed between o,erations
for effective ,re,aration of the o,erating room for the ne4t ,rocedure. Such scheduling, the surgical
staff maintains, contributes to low-0uality ,atient care. 'urthermore, some of the surgeons have
com,lained that Ds. Deetha shows favoritism in her scheduling, allowing some doctors ore use of the
o,erating suite than others.
#he situation reached a crisis when 5r. Dathew following an e4,losive confrontation with s. Deetha
made an a,,eal to the hos,ital administrator, who in turn informed 5r. Dathew that discharging
nurses was an administrative ,rerogative. In effect, 5r. Dathew, was told he did not have authority
over any issue affecting medical ,ractice and good ,atient care in Dedicare >os,ital. >e considered
this as a medical ,roblem and threatened to ta$e the matter to the hos,ital’s board of trustees.
&s the meeting between Dr. /aveen and Dr. #arun began, Dr. #arun e4,lained his ,osition on the
,roblem. >e stressed the ,oint that a hos,ital administrator is legally res,onsible for ,atient care in
the hos,ital. >e also contended that 0uality ,atient care cannot be achieved unless the board of
trustees authori;ed the administrator to ma$e decisions, develo, ,rograms, formulate ,olicies and
im,lement ,rocedures. 2hile listening to Dr. #arun, Dr. /aveen recalled the ,osition belligerently
ta$en by 5r. Dathew, who had contended that surgical and medical doctors holding staff ,rivileges at
Dedicare would never allow a ‘layman’ to ma$e decisions im,inging on medical ,ractice. 5r.
Dathew also had said that Dr. #arun should be told to restrict his activities to fund raising, financing,
maintenance N administrative ,roblems rather than medical ,roblems. 5r. Dathew had then re0uested
that Dr. /aveen clarify in a definitive manner the lines of authority at Dedicare Demorial.
&s Dr. /aveen ended his meeting with Dr. #raun, the severity of the ,roblem was unmista$ably
clear to him, but the solution remained 0uite unclear, Dr. /aveen $new a decision was re0uired N and
soon.
Questions:
1. &ccording to you, what conflict had develo,ed at Dedicare Demorial >os,ital@
". 2hat should Dr. /aveen do@
Caselet 2
6ut,atient service is one of the ra,idly growing services of the hos,ital. #herefore in many instances,
out,atient de,artments built in the recent ,ast have been found to be too small over the years because
of increasing demands, growth of new s,ecialties and the desirability of carrying out an increasing
range of diagnostic and thera,eutic ,rocedures on out,atient basis. #he de,artment must, therefore,
be ,lanned for a substantial ca,acity for growth.
In the general hos,ital, the out,atient de,artment will consist of general out,atient clinic as well as
s,ecialty clinics, in the form of a ,olyclinic. #he structural re0uirement of out,atient de,artment
incor,orating a ,olyclinic will de,end u,on the e4tent of the services ,rovided. #he ,rimary aim
should be to ,rovide large floor areas free of structural members to give the ma4imum ada,tability
for changing re0uirements.
In many hos,itals, ,oorly ,lanned ,hysical relationshi, of the 635 are res,onsible for increasing the
wor$ of staff and causing embarrassment and unnecessary movements for ,atients. 6n out,atients
visits, ,atent flow usually ,rogresses from Cn0uiry and %egistration to 2aiting, then to e4amination
rooms and thereafter to investigation facilities, and lastly the ,harmacy. In com,arison to the other
de,artments of the hos,ital, vi;. wards, diagnostic and service de,artments combined, the ,ercentage
of s,ace occu,ied by the out,atient de,artment of most e4isting ,ublic hos,itals varies from 1" to 1-
,er cent.
#he area re0uired for the out,atient de,artment should be ade0uate to accommodate the rece,tion and
waiting hall, waiting rooms, registration and out,atient medical records, clinics, toilet facilities and
the inEection and dressing room, ,harmacy, minor 6# and circulation routes. Scales of s,ace for
out,atient de,artment can hardly be standardi;ed in view of the varied re0uirements and range of
services ,rovided. 'or ,lanning ,remises, half s0uare foot for each e4,ected annual out,atient visits
is considered to ,rovide ade0uate s,ace in case of most general hos,itals. & hos,ital e4,ecting 1++
out,atients ,er day over (++ normal wor$ing days in a year would thus re0uire u,to 71+++ s0uare
feet (.871 s0m of s,ace for its out,atient de,artment.
Questions:
1. 2hat will be ,rocedures that could be ,erformed on out,atient basis@
". 6ut,atient Services is im,ortant in >os,itals. 2hy@
1. 2hat are the role and functions of an I9L@
". 2hat are the Cthical and :egal &s,ects of >os,ital &dministration@
!n'ormation Technology an& Management
Multiple Choices:
1. 9om,uter crime is defined byI
a. &I#3
b. S2&#
c. ?oth (a H (b
d. /one of the above
". 3rototy,ing is sometimes calledI
a. &S5
b. %S5
c. %&5
d. /one of the above
(. Firtual reality is also calledI
a. 9om,uter-simulated reality
b. /eurons
c. Software robots
d. #ele,resence
). & trac$ball is a stationary device related to theI
a. =eyboard
b. <oystic$
c. Douse
d. &ll of the above
1. >and-held microcom,uter devices $nown asI
a. 3ersonal digital assistance
b. Su,er com,uters
c. ?oth (a H (b
d. /one of the above
.. =DS stands forI
a. =nowledge memory systems
b. =nowledge ma$ing system
c. =nowledge management systems
C4amination 3a,erI Information #echnology
"
II?D Institute of ?usiness Danagement
d. /one of the above
7. & basic system com,onent of information systems isI
a. Demory
b. 3rocessing
c. Storage
d. &ll of the above
-. >ow many characters uses the DI9% system@
a. 11 characters
b. 1- characters
c. ") characters
d. 1) characters
8. C?95I9 stands forI
a. C4tended ?inary 9oded 5ecimal Interchange 9ode
b. C4tended ?inary 9oded 5ecimal Instruction 9ode
c. C4tended ?inary 9oded 5ata Interchange 9ode
d. Clectronic ?inary 9oded 5ata Interchange 9ode
1+. #he smallest element of data is calledI
a. ?yte
b. ?it
c. Jiga byte
d. /one of the above
Part Two:
1. 2rite a note on ‘9ache Demory’.
". 2hat do $now about ‘&ssembler’@
(. 2rite a note on ‘6,tical 9haracter %ecognition’.
). C4,lain the term ‘Clectronic commerce’.
Caselet 1
It began as a trading site for nerds, the newly Eobless, home-bound housewives, and bored retirees to
sell sub,rime goodsI collectibles and attic trash. ?ut e?ay 0uic$ly grew into a teeming mar$et,lace
of (+ million, with its own laws and norms, such as a feedbac$ system in which buyers and sellers
C4amination 3a,erI Information #echnology
(
II?D Institute of ?usiness Danagement
rate each other on each transaction. 2hen that wasn’t 0uite enough, e?ay formed its own ,olice
force to ,atrol the listings for fraud and $ic$ out offenders. #he com,any even has something a$in to
a ban$I Its 3ay,al ,ayment-,rocessing unit allows buyers to ma$e electronic ,ayments to e?ay
sellers who can’t afford a merchant credit card account. Ae?ay is creating a second, virtual
economy,B says 2. ?rian &rthur, an economist at thin$ tan$ Santa 'e Institute. AIt’s o,ening u, a
whole new medium of e4change.B e?ay’s ,owerful vorte4 is drawing diverse ,roducts and ,layers
into its ,rofitable economy, driving its sellers into the heart of traditional retailing, a Q" trillion
mar$et. &mong e?ay’s 1" million daily listings are ,roducts from giants such as Sears %oebuc$,
>ome 5e,ot, 2alt 5isney, and even I?D. Dore than a 0uarter of the offerings are listed at fi4ed
,rices. #he result, says ?ernard >. #enenbaum, ,resident of a retail buyout firm, is A#hey‘re coming
right for the mainstream of the retail business.B So what started out as a ,ure consumer auction
mar$et-,lace is now also becoming a big time business-to-consumer and even business-to-business
ba;aar that is earning record ,rofits for e?ay’s stoc$holders. &nd as the e?ay economy e4,ands,
9C6 Deg 2hitman and her team may find that managing it could get a lot tougher, es,ecially
because e?ay’s millions of ,assionate and clamorous users demand a voice in all maEor decisions.
#his ,rocess is clear in one of e?ay’s most cherished institutionsI the voice of the 9ustomer
,rogram. Cvery cou,le of months, the e4ecutives of e?ay bring in as many as a do;en sellers and
buyers, es,ecially its high selling A3ower Sellers,B to as$ them 0uestions about how they wor$ and
what else e?ay needs to do. &nd at least twice a wee$, it holds hour-long teleconferences to ,oll
users on almost every new feature or ,olicy, no matter how small. #he result is that users feel li$e
owners, and they ta$e the initiative to e4,and the e?ay economy N often beyond management’s
wildest dreams. Stung by an aeros,ace down-turn, for instance, machine-tool sho, %eliable #ools
Inc., tried listing a few items on e?ay in late 188-. Some were huge, hul$ing chun$s of metal, such
as a Q7,+++ ",(++-,ound milling machine. Oet they sold li$e ice cream in &ugust. Since then, says
%eliable’s auction manager, %ichard Smith, the com,any’s e?ay business has Aturned into a
monster.B /ow the Irwindale (9alifornia sho,’s Q1 million in monthly e?ay sales constitutes 71P
of its overall business. 3ioneers such as %eliable ,romoted e?ay to set u, an industrial ,roducts
mar$et,lace in <anuary that’s on trac$ to to, Q1++ million in gross sales this year.#hen there is e?ay
Dotors. 2hen e?ay manager Simon %othman first recogni;ed a mar$et for cars on cars on e?ay in
early 1888, he 0uic$ly reali;ed that such high-tic$et items would re0uire a different strategy than
sim,ly o,ening a new category. #o Eum,-start its su,,ly of cars and customers, e?ay immediately
bought a collector-car auction com,any, =ruse International, for Q11+ million in stoc$, and later did
a deal to include listings from online classifieds site, &uto#rader.com. %othman also arranged
insurance and warranty ,lans, an escrow service, and shi,,ing and ins,ection services.#his a,,roach
wor$ed wonder. Sales of cars and car ,arts, at a Q1 billion-,lus annual cli,, are e?ayUs single largest
mar$et. #hat has cata,ulted e?ay in front of /o. 1 L.S. auto dealer &uto/ation in number of used
cars sold. &bout half of the sellers are bric$-and-mortar dealers who now have a much larger
audience than their local area. Ae?ay is by far one of my better sources for buyers,B says ?radley
?onifacius, Internet sales director at 5ean Stallings 'ord in 6a$ %idge, #ennessee. &nd for now,
the big cor,orations, which still account for under 1 ,ercent of e?ay’s gross sales, seem to be
bringing in more customers then they steal. Dotorola Inc., for e4am,le, hel,ed $ic$ off a new
wholesale business for e?ay last year, selling e4cess and returned cell ,hones in large lots. #han$s to
the initiative of established com,anies such as Dotorola, e?ay’s wholesale business Eum,ed
ninefold, to Q"( million, in the first 0uarter.&s businesses on e?ay grow larger, they s,ur the
creation of even more businesses. & new army of merchants, for e4am,le, is ma$ing a business out
of selling on e?ay for other ,eo,le. 'rom almost none a cou,le of years ago, these so called #rading
&ssistants now number nearly "(,+++. #his $ind of organic growth ma$es it e4ceedingly though to
,redict how far the e?ay economy can go. 2hitman ,rofesses not to $now. A2e don’t actually
control this,B she admits. A2e are not building this com,any by ourselves. 2e have a uni0ue ,artner
N million of ,eo,le.B
Questions:
1. 2hy has e?ay become such a successful and diverse online mar$et,lace@ Fisit the e?ay website
to hel, you answer, and chec$ out their many trading categories, s,ecialty sites, international
sites, and other features.
". 2hy do you thin$ e?ay has become the largest online/offline seller of used cars, and the largest
online seller of certain other ,roducts, li$e com,uters and ,hotogra,hic e0ui,ment@
Caselet 2
It’s no secret that somewhere in a bac$ room in the ty,ical 'ortune 1++ com,any, there’s a team of
analytical wi;ards running so,histicated data mining 0ueries that mine for gems such as data about
about the com,any’s best customers N those to, "+ ,ercent of clients that ,roduce -+ ,ercent of the
com,any’s ,rofits. #hese Eewels can be a business’s most valuable intellectual ,ro,erty, which
ma$es them very valuable to com,etitors. 2hat’s to ,revent that data set from wal$ing out the door
or falling into the wrong hands@ Sometimes, not much. Dany com,anies lac$ the internal controls to
,revent that information from lea$ing. #he ,roblem is that such data is as hard to ,rotect as it is to
find. 6wens H Dinor Inc., a Q) billion medical su,,lies distributor, counts some of the nation’s
largest health care organi;ations among its customers. In late 188., it started mining data internally
using business intelligence software from ?usiness 6bEects S&. A'rom the beginning, we were
aware of security issues around this strategic information about our o,erations,B says 5on Stoller,
senior director of information systems at 6wens H Dinor. A'or e4am,le, a sales e4ecutive in 5allas
should only have access to analyses from his region.B It is always ,ossible that someone who has
legitimate access will abuse that trust, but com,anies can minimi;e that ,otential by strictly limiting
access to only those who need it. thus, 6wens H Dinor uses role-level security functions that clearly
define who has access to which data. A#his meant we had to build a se,arate security table in our
6racle database,B says Stoller. & few years later, when the com,any wanted to o,en its systems to
su,,liers and customers, security became even more im,ortant. In 188-, 6wens H Dinor moved
0uic$ly to ta$e advantage of 2eb-intelligence software from ?usiness 6bEects that’s designed to
2eb-enable business intelligence systems. #he result was 2isdom, an e4tranet 2eb ,ortal that lets
6wens H Dinor’s su,,liers and customers access their own transactional data and generate
so,histicated analyses and re,orts from it.AIt business-to-business transactions, security is $ey,B says
Stoller. A2e had to ma$e absolutely sure that <honson H <honson, for e4am,le, could not see any
(D’s information. #his meant we had to set u, s,ecific customer and su,,lier security tables, and
we had to maintain new, secured database views using the 6racle 5?DS and ?usiness
6bEects.B2isdom was such a success that 6wens H Dinor decided to go into the intelligence
business with the launch of wisdom" in the s,ring of "+++. A2e ca,ture data out of a hos,ital’s
materials management system and load it into our data warehouse,B Stoller e4,lains. & hos,ital can
then ma$e full use of its business-intelligence software to mine and analy;e ,urchasing data. 6wens
H Dinor receives a licensing and maintenance fee for the services.:ayers of security and encry,tion
re0uire a considerable amount of overhead data for systems administration. ?oth Stoller and Dichael
%asmussen, an analyst at Jiga Information Jrou,, say that’s the main reason security concerns
about business intelligence are often swe,t under the car,et. #he issues of authentication (identifying
the user and authori;ation (what things the user is allowed to do must be addressed, usually across
different a,,lications, %asmussen says, adding, ASystems administration can be a real
nightmare.BA2e are going through some of this,B says 5avid Derager, director of 2eb services and
cor,orate a,,lications at Fivendi Lniversal James Inc. (www.vugames.com. A6ur business
intelligence needs more security attention.B ?usiness intelligence re,orts come from two systemsI an
6racle-based for budgets on a Dicrosoft SG: Server database. #he heart of the business intelligence
system consists of Dicrosoft’s 6:&3 a,,lication and software from 9omshare Inc. that ,rovides the
2eb-based front end for the analytics. A6ur budget teams use these re,orts to do real-time
analyses,B says Derager. %odger Sayles, manager of data warehousing at Fivendi Lniversal, says
one way to secure such a system is to assign roles to all users within the Dicrosoft a,,lication. %oles
determine ,recisely what a user is allowed to see and do and are usually managed within a directory.
If your com,uting architecture is amenable to a single, centrali;ed directory that su,,orts roles, this
may be an attractive solution. A#he ,roblem is that once you have over )+ distinct roles, you run into
,erformance issues, and we have identified about 7+ user roles,B Sayles e4,lains. >e says there’s
way around this difficulty. AI thin$ we are going to use a combination of 2eb ,ortals and user roles.
& user would sign on through a ,articular 2eb ,ortal, which would effectively ,lace the user in a
role category. #his reduces the overhead burden on the a,,lication,B says Sayles.
Questions:
1. 2hy have develo,ments in I# hel,ed to increase the value of the data resources of many
com,anies@
". >ow can com,anies use I# to meet the challenges of data resources security@
1. 2hat ,otential security ,roblems do you see in the increasing use of intranets and e4tranets in
business@ 2hat might be done to solve such ,roblems@ Jive several e4am,les.
". Su,,ose you are a manager being as$ed to develo, e-business and e-commerce a,,lications to
gain a com,etitive advantage in an im,ortant mar$et for your com,any. 2hat reservations might
you have about doing so@ 2hy@
Data3ase Management ystems
Multiple choices:
1. #he normal language of database isI
a. 3>3
b. SG:
c. 9!!
d. <ava
". 55:, a database system languageI
a. 9reates table
b. Dani,ulates table
c. 9annot wor$ with table
d. /one
(. Symbol for one to one relationshi, isMMMMMMMMMMMMMMMMMMMMM
). >5?DS stands forI
a. >ello 5?DS
b. >ierarchical 5?DS
c. >y,er 5?DS
d. >igh 5?DS
1. In &nti Eoining of %VS means MMMMMMMMMMMMMMMMMMMMMMM
Part Two:
1. 2hat are A'oreign =eysB@
". 5ifferentiate between ‘5?DS’ and ‘%5?DS’.
(. 2rite the synta4 to insert charts into a table from another table.
). 2hat are ‘&rmstrong’s &4ioms’@
• #his section consists ofng Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 1+ mar$s.
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
1. Claborate the testing of Seriali;ability techni0ues with e4am,le.
". C4,lain the wor$ing of loc$ manager.
(. 2hat is deadloc$@ >ow is a deadloc$ detected@ Cnumerate the method for recovery from the
deadloc$.
). C4,lain why a transaction e4ecution should be atomic. C4,lain &9I5 ,ro,erties, considering the
following transaction.
Ti: read (&K
& I W &- 1+K
2rite (&K
%ead (?K
? I W ? ! 1+K
2rite (?
1. #he >% manager has decided to raise the salary for all the em,loyees in de,artment number (+
by +."1. 2henever any such raise is given to the CD3:6OCCS, a record for the same is
maintained in the CD3-%&ISC table. It includes the em,loyee number, the date when the raise
was given and the actual raise. 2rite a 3:/SG: bloc$ to u,date the salary of each em,loyee and
insert a record in the CD3-%&ISC table.
". %etrieve the salesman name in ‘/ew 5elhi’ whose efforts have resulted into atleast one sales
transaction.
#able /ame I S&:CS-D&S#
alesman(no Name City
?+++1
?+++"
?+++(
?+++)
?+++1
?+++.
?+++7
3uneet =umar
3ravin =umar
%adha =rishna
?riEesh =umar
#ushar =umar
/itin =umar
Dahesh =umar
Faranasi
Faranasi
/ew 5elhi
/ew 5elhi
&llahabad
&llahabad
Jr. /oida
#able /ame I S&:CS-6%5C%
Or&er(no Or&er(&ate alesman(no
S+++1
S+++"
S+++(
S+++)
S+++1
S+++.
1+-&,r-+7
"--&,r-+7
+1-Day-+7
1"-<une-+7
11-<uly-+7
1--&ug-+7
?+++1
?+++"
?+++(
?+++)
?+++1
?+++.
!n'ormation Technology an& Management
Multiple Choices:
1. 9om,uter crime is defined byI
a. &I#3
b. S2&#
c. ?oth (a H (b
d. /one of the above
". 3rototy,ing is sometimes calledI
a. &S5
b. %S5
c. %&5
d. /one of the above
(. Firtual reality is also calledI
a. 9om,uter-simulated reality
b. /eurons
c. Software robots
d. #ele,resence
). & trac$ball is a stationary device related to theI
a. =eyboard
b. <oystic$
c. Douse
d. &ll of the above
1. >and-held microcom,uter devices $nown asI
a. 3ersonal digital assistance
b. Su,er com,uters
c. ?oth (a H (b
d. /one of the above
.. =DS stands forI
a. =nowledge memory systems
b. =nowledge ma$ing system
c. =nowledge management systems
C4amination 3a,erI Information #echnology
"
II?D Institute of ?usiness Danagement
d. /one of the above
7. & basic system com,onent of information systems isI
a. Demory
b. 3rocessing
c. Storage
d. &ll of the above
-. >ow many characters uses the DI9% system@
a. 11 characters
b. 1- characters
c. ") characters
d. 1) characters
8. C?95I9 stands forI
a. C4tended ?inary 9oded 5ecimal Interchange 9ode
b. C4tended ?inary 9oded 5ecimal Instruction 9ode
c. C4tended ?inary 9oded 5ata Interchange 9ode
d. Clectronic ?inary 9oded 5ata Interchange 9ode
1+. #he smallest element of data is calledI
a. ?yte
b. ?it
c. Jiga byte
d. /one of the above
Part Two:
1. 2rite a note on ‘9ache Demory’.
". 2hat do $now about ‘&ssembler’@
(. 2rite a note on ‘6,tical 9haracter %ecognition’.
). C4,lain the term ‘Clectronic commerce’.
Caselet 1
It began as a trading site for nerds, the newly Eobless, home-bound housewives, and bored retirees to
sell sub,rime goodsI collectibles and attic trash. ?ut e?ay 0uic$ly grew into a teeming mar$et,lace
of (+ million, with its own laws and norms, such as a feedbac$ system in which buyers and sellers
rate each other on each transaction. 2hen that wasn’t 0uite enough, e?ay formed its own ,olice
force to ,atrol the listings for fraud and $ic$ out offenders. #he com,any even has something a$in to
a ban$I Its 3ay,al ,ayment-,rocessing unit allows buyers to ma$e electronic ,ayments to e?ay
sellers who can’t afford a merchant credit card account. Ae?ay is creating a second, virtual
economy,B says 2. ?rian &rthur, an economist at thin$ tan$ Santa 'e Institute. AIt’s o,ening u, a
whole new medium of e4change.B e?ay’s ,owerful vorte4 is drawing diverse ,roducts and ,layers
into its ,rofitable economy, driving its sellers into the heart of traditional retailing, a Q" trillion
mar$et. &mong e?ay’s 1" million daily listings are ,roducts from giants such as Sears %oebuc$,
>ome 5e,ot, 2alt 5isney, and even I?D. Dore than a 0uarter of the offerings are listed at fi4ed
,rices. #he result, says ?ernard >. #enenbaum, ,resident of a retail buyout firm, is A#hey‘re coming
right for the mainstream of the retail business.B So what started out as a ,ure consumer auction
mar$et-,lace is now also becoming a big time business-to-consumer and even business-to-business
ba;aar that is earning record ,rofits for e?ay’s stoc$holders. &nd as the e?ay economy e4,ands,
9C6 Deg 2hitman and her team may find that managing it could get a lot tougher, es,ecially
because e?ay’s millions of ,assionate and clamorous users demand a voice in all maEor decisions.
#his ,rocess is clear in one of e?ay’s most cherished institutionsI the voice of the 9ustomer
,rogram. Cvery cou,le of months, the e4ecutives of e?ay bring in as many as a do;en sellers and
buyers, es,ecially its high selling A3ower Sellers,B to as$ them 0uestions about how they wor$ and
what else e?ay needs to do. &nd at least twice a wee$, it holds hour-long teleconferences to ,oll
users on almost every new feature or ,olicy, no matter how small. #he result is that users feel li$e
owners, and they ta$e the initiative to e4,and the e?ay economy N often beyond management’s
wildest dreams. Stung by an aeros,ace down-turn, for instance, machine-tool sho, %eliable #ools
Inc., tried listing a few items on e?ay in late 188-. Some were huge, hul$ing chun$s of metal, such
as a Q7,+++ ",(++-,ound milling machine. Oet they sold li$e ice cream in &ugust. Since then, says
%eliable’s auction manager, %ichard Smith, the com,any’s e?ay business has Aturned into a
monster.B /ow the Irwindale (9alifornia sho,’s Q1 million in monthly e?ay sales constitutes 71P
of its overall business. 3ioneers such as %eliable ,romoted e?ay to set u, an industrial ,roducts
mar$et,lace in <anuary that’s on trac$ to to, Q1++ million in gross sales this year.#hen there is e?ay
Dotors. 2hen e?ay manager Simon %othman first recogni;ed a mar$et for cars on cars on e?ay in
early 1888, he 0uic$ly reali;ed that such high-tic$et items would re0uire a different strategy than
sim,ly o,ening a new category. #o Eum,-start its su,,ly of cars and customers, e?ay immediately
bought a collector-car auction com,any, =ruse International, for Q11+ million in stoc$, and later did
a deal to include listings from online classifieds site, &uto#rader.com. %othman also arranged
insurance and warranty ,lans, an escrow service, and shi,,ing and ins,ection services.#his a,,roach
wor$ed wonder. Sales of cars and car ,arts, at a Q1 billion-,lus annual cli,, are e?ayUs single largest
mar$et. #hat has cata,ulted e?ay in front of /o. 1 L.S. auto dealer &uto/ation in number of used
cars sold. &bout half of the sellers are bric$-and-mortar dealers who now have a much larger
audience than their local area. Ae?ay is by far one of my better sources for buyers,B says ?radley
?onifacius, Internet sales director at 5ean Stallings 'ord in 6a$ %idge, #ennessee. &nd for now,
the big cor,orations, which still account for under 1 ,ercent of e?ay’s gross sales, seem to be
bringing in more customers then they steal. Dotorola Inc., for e4am,le, hel,ed $ic$ off a new
wholesale business for e?ay last year, selling e4cess and returned cell ,hones in large lots. #han$s to
the initiative of established com,anies such as Dotorola, e?ay’s wholesale business Eum,ed
ninefold, to Q"( million, in the first 0uarter.&s businesses on e?ay grow larger, they s,ur the
creation of even more businesses. & new army of merchants, for e4am,le, is ma$ing a business out
of selling on e?ay for other ,eo,le. 'rom almost none a cou,le of years ago, these so called #rading
&ssistants now number nearly "(,+++. #his $ind of organic growth ma$es it e4ceedingly though to
,redict how far the e?ay economy can go. 2hitman ,rofesses not to $now. A2e don’t actually
control this,B she admits. A2e are not building this com,any by ourselves. 2e have a uni0ue ,artner
N million of ,eo,le.B
Questions:
1. 2hy has e?ay become such a successful and diverse online mar$et,lace@ Fisit the e?ay website
to hel, you answer, and chec$ out their many trading categories, s,ecialty sites, international
sites, and other features.
". 2hy do you thin$ e?ay has become the largest online/offline seller of used cars, and the largest
online seller of certain other ,roducts, li$e com,uters and ,hotogra,hic e0ui,ment@
Caselet 2
It’s no secret that somewhere in a bac$ room in the ty,ical 'ortune 1++ com,any, there’s a team of
analytical wi;ards running so,histicated data mining 0ueries that mine for gems such as data about
about the com,any’s best customers N those to, "+ ,ercent of clients that ,roduce -+ ,ercent of the
com,any’s ,rofits. #hese Eewels can be a business’s most valuable intellectual ,ro,erty, which
ma$es them very valuable to com,etitors. 2hat’s to ,revent that data set from wal$ing out the door
or falling into the wrong hands@ Sometimes, not much. Dany com,anies lac$ the internal controls to
,revent that information from lea$ing. #he ,roblem is that such data is as hard to ,rotect as it is to
find. 6wens H Dinor Inc., a Q) billion medical su,,lies distributor, counts some of the nation’s
largest health care organi;ations among its customers. In late 188., it started mining data internally
using business intelligence software from ?usiness 6bEects S&. A'rom the beginning, we were
aware of security issues around this strategic information about our o,erations,B says 5on Stoller,
senior director of information systems at 6wens H Dinor. A'or e4am,le, a sales e4ecutive in 5allas
should only have access to analyses from his region.B It is always ,ossible that someone who has
legitimate access will abuse that trust, but com,anies can minimi;e that ,otential by strictly limiting
access to only those who need it. thus, 6wens H Dinor uses role-level security functions that clearly
define who has access to which data. A#his meant we had to build a se,arate security table in our
6racle database,B says Stoller. & few years later, when the com,any wanted to o,en its systems to
su,,liers and customers, security became even more im,ortant. In 188-, 6wens H Dinor moved
0uic$ly to ta$e advantage of 2eb-intelligence software from ?usiness 6bEects that’s designed to
2eb-enable business intelligence systems. #he result was 2isdom, an e4tranet 2eb ,ortal that lets
6wens H Dinor’s su,,liers and customers access their own transactional data and generate
so,histicated analyses and re,orts from it.AIt business-to-business transactions, security is $ey,B says
Stoller. A2e had to ma$e absolutely sure that <honson H <honson, for e4am,le, could not see any
(D’s information. #his meant we had to set u, s,ecific customer and su,,lier security tables, and
we had to maintain new, secured database views using the 6racle 5?DS and ?usiness
6bEects.B2isdom was such a success that 6wens H Dinor decided to go into the intelligence
business with the launch of wisdom" in the s,ring of "+++. A2e ca,ture data out of a hos,ital’s
materials management system and load it into our data warehouse,B Stoller e4,lains. & hos,ital can
then ma$e full use of its business-intelligence software to mine and analy;e ,urchasing data. 6wens
H Dinor receives a licensing and maintenance fee for the services.:ayers of security and encry,tion
re0uire a considerable amount of overhead data for systems administration. ?oth Stoller and Dichael
%asmussen, an analyst at Jiga Information Jrou,, say that’s the main reason security concerns
about business intelligence are often swe,t under the car,et. #he issues of authentication (identifying
the user and authori;ation (what things the user is allowed to do must be addressed, usually across
different a,,lications, %asmussen says, adding, ASystems administration can be a real
nightmare.BA2e are going through some of this,B says 5avid Derager, director of 2eb services and
cor,orate a,,lications at Fivendi Lniversal James Inc. (www.vugames.com. A6ur business
intelligence needs more security attention.B ?usiness intelligence re,orts come from two systemsI an
6racle-based for budgets on a Dicrosoft SG: Server database. #he heart of the business intelligence
system consists of Dicrosoft’s 6:&3 a,,lication and software from 9omshare Inc. that ,rovides the
2eb-based front end for the analytics. A6ur budget teams use these re,orts to do real-time
analyses,B says Derager. %odger Sayles, manager of data warehousing at Fivendi Lniversal, says
one way to secure such a system is to assign roles to all users within the Dicrosoft a,,lication. %oles
determine ,recisely what a user is allowed to see and do and are usually managed within a directory.
If your com,uting architecture is amenable to a single, centrali;ed directory that su,,orts roles, this
may be an attractive solution. A#he ,roblem is that once you have over )+ distinct roles, you run into
,erformance issues, and we have identified about 7+ user roles,B Sayles e4,lains. >e says there’s
way around this difficulty. AI thin$ we are going to use a combination of 2eb ,ortals and user roles.
& user would sign on through a ,articular 2eb ,ortal, which would effectively ,lace the user in a
role category. #his reduces the overhead burden on the a,,lication,B says Sayles.
Questions:
1. 2hy have develo,ments in I# hel,ed to increase the value of the data resources of many
com,anies@
". >ow can com,anies use I# to meet the challenges of data resources security@
1. 2hat ,otential security ,roblems do you see in the increasing use of intranets and e4tranets in
business@ 2hat might be done to solve such ,roblems@ Jive several e4am,les.
". Su,,ose you are a manager being as$ed to develo, e-business and e-commerce a,,lications to
gain a com,etitive advantage in an im,ortant mar$et for your com,any. 2hat reservations might
you have about doing so@ 2hy@
Management !n'ormation ystems
• #his section consists of Dulti,le choice 0uestions and Short /ote ty,e 0uestions.
• &nswer all the 0uestions.
• 3art one 0uestions carry 1 mar$ each H 3art two 0uestions carry 1 mar$s each.
Part one:
Multiple choices:
1. Danagement Information System is mainly de,endent u,onI
a. &ccounting
b. Information
c. ?oth ‘a’ and ‘b’
d. /one of the above
". #he most im,ortant attribute of information 0uality that a manager re0uires isI
a. 3resentation
b. %elevance
c. #imeliness
d. /one of the above
(. >uman %esource Information Systems are designed toI
a. 3roduce ,ay chec$s and ,ayrolls re,orts
b. Daintain ,ersonnel records
c. &naly;e the use of ,ersonnel in business o,erations
d. 5evelo,ment of em,loyees to their full ,otential
). 6,erational &ccounting System includeI
a. Inventory control
b. 9ost accounting re,orts
c. 5evelo,ment of financial budgets and ,roEected financial statements
d. /one of the above
1. CIS stands forI
a. C4ecutive Information System
b. C4cellent Info System
c. C4cessive Information System
d. /one of the above
C4amination 3a,er I Semester II
II?D Institute of ?usiness Danagement 2
.. Intranet ,rovide a rich set of tools for those ,eo,leI
a. 2ho are members of the different com,any or organi;ation
b. 2ho are members of the same com,any or organi;ation
c. ?oth ‘a’ and ‘b’
d. /one of the above
7. 2hich one is not the future of wireless technology@
a. C-mail
b. F6I3
c. %'I5
d. #elegram
-. 6:#3 stands forI
a. 6nline #ransactional 3rocessing
b. 6nline #ransmission 3rocessing
c. 6nline #ransactional 3rocess
d. /one of the above
8. 2hich one of the following is not considered as future of m-commerceI
a. Lbi0uity
b.cali;ation
c. Sim,le authentication
d. 9ommon o,eration
1+. 2hich of the following is not the level of decision ma$ingI
a. Danagement control
b. &ctivity control
c. 6,erational control
d. Strategic decision ma$ing
Part Two:
1. 2hat are the ‘Strategic Information Systems’@
". 2rite down the various business model of internet.
(. 2hat is ‘/etwor$ ?andwidth’@
). 5ifferentiate between 6:#3 and 6:33.
C/5 6' SC9#I6/ &
C4amination 3a,er I Semester II
II?D Institute of ?usiness Danagement $
ection ": Case lets 591 mar7s8
• #his section consists of 9ase lets.
• &nswer all the 0uestions.
• Cach 9ase let carries "+ mar$s
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Case let 1
O$er$iew o' our Client:s trategy
6ur client had an online store. #hey were s,ending Q11,+++ each month on ,ay ,er clic$
advertising. #his resulted in about Q""1,+++ ,er month in sales. #hey didn’t $now which clic$s
were leading to sales because they didn’t trac$ the clic$s. #here ran$ings in the natural listings was
minimal because they hadn’t done $eywords research on what visitors were using to try to find a
site li$e there’s. #hey weren’t able to 0uantity results because their we statistics ,rogram only
showed very general traffic information. #hey were also doing an irregular email newsletter even
though they had more than (",+++ e-mails in their database.
)nalysis o' the situation
In the natural listings we sus,ected they were being ,enali;ed by the search enines for du,licate
content. #he search engines frown on this because they feel this is trying to fool them. Joogle will
often give a site li$e this something called ASu,,lement %esultsB, which means that the search
engines $now the ,age e4ists but doesn’t have any content in their database. 2e also sus,ected
their email newsletter was being bloc$ed by many s,am bloc$ers because the names of the ,roducts
they sold were often on used in s,am e-mails.
!mplementation o' a olution
'or the ,ay ,er clic$ advertising we started trac$ing the clic$s down to the individual terms and the
actual results that came from them. 2e were able to delete terms that were not getting enough sales
and increase the bids on ones that brought sales. 'or the natural listings we did $eywords research
and focused on the main $eywords on the content for the home ,age and in the DC#& tags. 2e
also found that visitors search on ,roduct names rather than manufactures, so in the title tag for the
,age we switched and ,ut the ,roduct name before the manufacturer. 2ith the newsletter, we used
a good mi4 of gra,hics and content to a,,ease the s,am bloc$ers, as well as ,ut the ,roduct names
in gra,hics so they wouldn’t be bloc$ed. In order to analy;e of the site’s traffic, we im,lemented a
,owerful web statistics ,rogram.
,esults o' our wor7
#hrough our tactics, our clients were able to move u, to X) on Joogle for their main search term,
which got a lot of traffic. 2ith ,ay ,er clic$, they went from Q.)(. #hey decrease their budget to
Q1+,+++ ,er month, yet were able to increase their traffic by (( ,ercent. #hrough our o,timi;ation
of their ,ay ,er clic$, their cost ,er conversion to sale decreased by at least )1 ,ercent. #he
deliverability of their newsletter increased as well. 2ithin a year, their sales increased to over
Q.++,+++ ,er month.
Questions:
1. 5iscuss the client strategy for the success of store.
". Su,,ose if you are the client ma$er what would you suggest for the client.
C4amination 3a,er I Semester II
II?D Institute of ?usiness Danagement +
Case let 2
5ata 2arehouse is a massive inde,endent business database system that is ,o,ulated with data that
has been e4tracted from a range of sources. #he data is held se,arately from its origin and is used to
hel, to im,rove the decision-ma$ing ,rocess.
Dany traditional 5atabases are involved in recording day to day o,erational activities of the
business, called 6nline #ransaction 3rocessing (6:#3, 96DD6/:O ID3:CDC/#C5 I/
&irline ?oo$ings and ?an$ing Systems, for faster’s res,onse and better control over data.
&fter establishment of 6:#3 Systems, re,orts and summaries can be drawn for giving in,uts to
decision-ma$ing ,rocess and this ,rocess is called 6nline &nalytical 3rocessing (6:&3.
'or better customer relationshi,s management strategy, the call centre’s and data 2arehouse wor$s
as a strategic tool for decision-su,,ort which re0uires lot of time for establishment, and needs to be
u,dated with o,erational information on daily wee$ly or monthly basis.
5ata 2arehouse is used for ,roactive strategies formulation strategies formulation in critical and
com,le4 situations. & number of 9%D vendors are advocating for single integrated customer
database which includes call centre, web sites, branches and direct mail, but it lac$s in analytical
functioning of data warehouse. #his 5atabase can’t be e4,anded also, and carry decision su,,ort
o,erations on call centre 5atabase becomes slow H the 0uery ,rocessing and in0uiries andling
o,erations also become slow H inefficient for agents dealing with customers.
5ata 2arehouse is must for identifying most ,rofitable H loyal customers and those customers can
be offered better customi;ed services which increase the chances of additional ,rofits.
<hough call centre system H data warehouse are altogether different systems yet de,endent on
each other to fully e4,loit their ,otential res,ectively.
Questions:
1. C4,lain the role of data warehousing in the functioning of a call centre.
". >ow the res,onse time in ,erforming 6:&3 0ueries can be im,roved@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer. (2ord limit "++ to "1+ words.
1. C4,lain the term e-commerce. &lso e4,lain the history and limitations of e-commerce.
". 2hat do you understand by the term A5atabaseB@ C4,lain the various database models in
detail.
Pharmaceuticals !n&ustrial Management
Part One:
Multiple Choices:
1. 2hich of the following not the ,rinci,le of co-‘ordination@
a. 3rinci,le of early beginning
b. 3rinci,le of continuity
c. 3rinci,le of time
d. 3rinci,le of reci,rocity
". 6ral communication includes-.
a. :ecture
b. 3oster
c. Lnion ,ublication
d. 9om,laint ,rocedure
(. Cnthusiasm, co-o,eration, tact and s$illful handling come under-.
a. Intellectual 0uality
b. 9haracter 0uality
c. 3sychological 0uality
d. 3hysical 0uality
). 2hich of the following is the demerit of formal communication@.
a 5ecay in accuracy
b #ime consuming
c It is tem,orary
d 'airly unsuitable
1. &rrange the following into decision ma$ing ,rocess
i. 9once,tion
ii. Investigation
iii. 3erce,tion
iv. Selection
a iv,i,iii, ii
b ii,iv iii,i
c iv,i,iii,ii
d iii,i,ii, iv
C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement 2
.. 'I'6 stands for TTTTTTTTTTTTTTTTTTTTTT.
7. %ecord of all item of material and good in the store is recorded in which document@
a Store ledger
b ?in card
c ?oth a H b
d /one of these
-. FC5 stands for TTTTTTTTTTTTTTTTTTTTTT.
8. In the C6G formula ‘9’ is stand for-
a &nnual consum,tion
b 9ost of ,er unit of material
c 9ost ,er order
d Storage
1+. 2#6 stands for TTTTTTTTTTTTTTTTTTTTTT.
Part Two:
1. 2hat is 0uestionnaire@ C4,lain rules or guidelines for designing a good 0uestionnaire@
". 5efine drug store management@ ‘5iscuss the arrangements of drugs in drug store@
(. /ame the various ste,s in the selection of a ,harmacist@
). 2hat are the ,ur,oses of training given to a ,harmacist@
Caselet 1
'or the Indian 3harmaceutical Industry which has been ,resenting a robust ,erformance during the last
few years, the internet is a ,owerful tool. 2eb-enabling leverages the ,harmaceutical firm’s e4isting
investment in I#. 9ustomer %elationshi, Danagement (9%D and Sales 'orce &utomation (S'& systems
can be web-enabled to cost of o,erations, and on being effectively used, they establish immense customer
goodwill. C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement $
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM / NSBM / ISM / IGNOU / IICT
/ ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!'es.c%.'#
a$a+'#!.ba#a,a$-.ma'&.c%m
#he s,eed, efficiency and accuracy of a ,harmaceutical com,any’s res,onse to customer 0ueries
determine the e4tent of customer satisfaction. &bout "++,+++ doctors will be contacted by a ty,ical mid-
si;ed ,harmaceutical com,any, on a regular basis. It is crucial that these doctors are $e,t abreast of
,roduct ,rofiles, new introductions etc. also, during the sales calls made by the field force 0ueries are
raised by the doctors, which need to be addressed 0uic$ly. ?y ,ossessing a com,rehensive medical
information system, ,harmaceutical com,anies are able to fulfill their obligations, and, at the same time,
lend su,,ort to their sales and business ,artnershi,s. & good 9%D system incor,orates features that
enable information sharing and identification of trends in the mar$etK at the same time, to accommodate
growth, it runs on a scalable ,latform.
& good 9%D system is characteri;ed by two $ey functionsI
#rac$ing, organi;ing, ,rioriti;ing and res,onding to callersK and ?
&utomating 0uic$ res,onses through letter, fa4 or e-mail, using a com,rehensive data base. ?
#he 9%D system can hel, ma$e urgent res,onses. It will also have a system of archiving call sheets.
#he benefits of a good 9%D system include a facility to handle a large number of medical 0ueries
efficientlyK trac$ing customer corres,ondence/e4changesK retrieval and dissemination of the latest medical
informationK ,roviding statistical re,orts for the re-assessment of ,roduct ,rofiles. & good 9%D system
arms the com,any with tools to im,lement measures for continuous im,rovement of its business
,racticesK it can be an invaluable aid to the sales force in understanding the interests and concerns of
medical ,ractitioners.
Sales 'orce &utomation (S'& is a system related to the 9%D system. #his tool enables a com,any to
manage a vast field force. #he system ,rovides u,-t,-date information to the field force while they are on
the fieldK it ,rovides the managers with a facility to $ee, a tab on field force’s activities and ensure they
are going according to ,lan.
& good S'& system incor,orates features as underI
?Customer Pro'iles: by maintain u,-to-date, detailed ,rofiles of customers, the system facilitates
tailoring of the ,rofile base for different needsK a com,rehensive view on im,ortant business o,,ortunities
and im,ortant customer is generated.
?2ospital Pro'ilesI detailed hos,ital ,rofiles maintained hel,s in im,lementing focused strategies.
?)cti$ity Planning: ,lanning of activities by each member of the team is made ,ossible by the S'&
system.
?Promotion;Call ,eporting: detailed information about a ,articular ,romotion, and each sales call are
made availableK this enables ,lanning of future activities that focus on s,ecific needs.
?Online u3mission: daily call re,orts can be submitted onlineK call coverage re,orts and record of
monthly target achievement can be maintained.
?)nalysis an& ,eports: to facilitate better ,lanning and strategy formulation, the S'& system ,rovides
detailed statistics.
If the traditional a,,lications and e4,ertise of ,harmaceuticals com,anies can be leveraged by web-
enabling them, then maEor benefits are in store for them. #he com,anies can cut down costs, manage their
mar$ets with more effectiveness and also enter into new mar$ets.
#he following are some of the 9%D/S'& systems available in the mar$et for the ,harmaceutical industry.
C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement +
''%e,orting of SarEen Systems 3vt. :imited. ?
9rissSmart S'&/9%D of 6asis Infotech. ?
6nline D% %e,orting Software of Darg 9om,usoft 3vt. :imited. ?
Siebel-based 3harma 9%D Im,lementation =it of Infosys #echnologies :imited. ?
3harma 3ulse of #FS-electronics. ?
#alisma of #alisma 9or,oration. ?
Questions:
1. ?riefly e4,lain the conce,t of 9%D H S'& systems.
". State the features of a Jood S'& system.
(. 2rite down some 9%D/S'& systems which are available in the mar$et for 3harmaceutical Industry.
). 2hat are the benefits of 9%D system@
Caselet 2
Jlenmar$ 3harmaceuticals uses a web-based tool for sales force automation. #he tool hel,s the sales
force in adding new contacts/accounts, deciding u,on the a,,ointments, ,lanning their tour, ,lanning
Eoint wor$ing, submitting their daily call re,orts, submitting re0uest for sam,les, ,romotional articles etc.
based on the actual travel, the tool also calculates te necessary e4,enses to be ,aid to the field sales
officer. #he sam,le management and ,romo management modules in the software $ee, a com,lete trac$
of sam,les and ,romo items. #e entire leave management system for the field sales staff runs on this
software. & ,art from this , the software has multi,le re,orts such as missed call re,ortK call average
re,ort etc, which hel,s the entire sales force hierarchy to be aware of the develo,ments and act
accordingly.
DaEority of the above features and functionalities are available on the mobile interface of the a,,lication
as well. #he software also allows the field force to ca,ture certain im,ortant remar$s made by the
customers. #he 9%D team/medical su,,ort team can ma$e the best utili;ation of this data gathered.
#hese systems are u,graded on need basis. & ,art from the ,ure technical u,grades, the enrichment of
features and functionalities ha,,en through the new version release of the software. #he sales force
automation tool is in the form of ,ortal. #he ,ortal has two com,onents in terms of content- static 9ontent
and 5ynamic content. #he transactions ha,,en on the dynamic content side, where as any circulars,
information to the field force, ,roduct related '&Gs, Danuals etc. are ,osted on the static content side.
#his section really hel,s to $ee, in touch with the field force. &ny ,roduct information which would hel,
the field force to u,grade the ,roduct $nowledge can be ,osted here. Joing forward, Jlenmar$ also ,lans
to have 9?# (com,uter based training ,rograms to be made online on this ,ortal. #hese ty,es of
interactive ,rograms will really boost the ,rocess of learning for the field sales force.
Questions:
1. C4,lain the wor$ing of a Jlenmar$ 3harmaceuticals.
". State the features of a Jlenmar$ 3harmaceuticals.
ection C: )pplie& Theory 561 Mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should from the ,art of your answer (2ord limit "++ to "1+ words. ?
1. 5efine ‘3harmaceutical mar$eting@ C4,lain obEectives and im,ortance of ,harmaceutical mar$eting.
". 5efine ‘&dvertising’@ 2hat are the advantages and disadvantages of advertising in ,harmaceutical
mar$eting@
Pharmaceutical Mar7eting
Part One:
Multiple Choices:
1. 2hat is the full form of ‘I3%’@
a. Intellectual ,ro,erty rights
b. Intellectual ,atent rights
c. Intellectual ,rocess rights
d. International ,atent rights
". #he environment that ,oses tremendous o,,ortunities for new ,roducts and services to alert mar$eter is
an TTTTTTTTT environment.
a. Ccological
b. Social
c. #echnological
d. 9om,etitive
(. &rrange these mar$et o,,ortunities analysis ste, by ste,I
i. Cvaluate new o,,ortunities in new segments
ii. ?uild on your strengths
iii. C4,lore new mar$et o,,ortunities
iv. &naly;e your e4isting mar$ets
a. i, ii,iii,iv
b. ii,iv,i,iii
c. iv,ii,iii,i
d. i,iii,iv,ii
). Dar$eting virtually the same ,roduct with two or more brand names is a strategy ofI
a. 'amily brand strategy
b. Dulti,le brand strategy
c. Individual brand
d. 3rivate brand
1. #he ,ricing that deals with the Eudgmental or subEective elements of ,ricing is aI
a. 9ost-based ,ricing
b. 3etition based ,ricing
c. Dar$et based ,ricing
d. 5emand based ,ricing
C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement 2
.. 2hich of the following is not a member of distribution channel@
a. #he 3hysician
b. Danufacturer
c. #he consumer
d. #he trans,orter
7. &rrange the communication ,rocess in orderI
i. Dedium
ii. 'eedbac$
iii. Sender
iv. %eceiver
v. Dessage
a ii,iv,v,i,iii
b iii,v,i,iv,ii
c iv,i,iii,v,ii
d iii,ii,iv,i,v
-. #he strategy used to create a demand for a ,roduct within a channel of distribution by a,,ealing
directly to the consumer is aI
a. 3ull strategy
b. 3ush strategy
c. 9ombination strategy
d. 9om,etitive strategy
8. #oward off a com,etitive threat or to create an entry barrier, some com,anies from different ,ower
bloc$s may tem,orarily form a cartel it is termed asI
a. 'ranchise ,ower
b. Integration ,ower
c. /iche ,ower
d. 9oalition ,ower
1+. 2hich of the following ‘%’ is not a ,art of good management ,rinci,le@
a. %esources
b. %ecognition
c. %es,onsibility
d. %eward
Part Two:
1. 5efine the term ADar$eting 9ommunicationB.
". 5ifferentiate between ‘3roduct Item’ and ‘3roduct Di4’.
(. 5ifferentiate between ‘9ost ?ased 3ricing’ and ‘5emand ?ased 3ricing’.
). 5escribe A?oston Datri4B.
Caselet 1
&,e4 3harma was one of the :eading ,harmaceutical com,anies with manufacturing ,lants s,read all
over India. Initially, the com,any ,roduced bul$ drugs as the activities e4,anded, the com,any started
manufacturing formulation. #he first formulation ,lant was commissioned at Dandidee,, ?ho,al in 18-(.
#his ,lant was e4clusively catering to the overseas demand in various countries including the LS, South
&frica, &ustralia and the L=.
#he demand in ,harmaceutical industry is not evenly s,read throughout the year. #here were months
when the com,any o,erated at 1+P-.+P of its ca,acity, and there were months, when the com,any
o,erated at more than the installed ca,acity, by wor$ing in three shifts. &s a general ,olicy, the com,any
used to o,erate in two shifts. #hird shift o,erations were only resorted to during the ,ea$ season. &,e4,
during the ,eriod of increased demand, outsourced medicines from other com,anies. >owever, the
medicines which were outsourced were sold only in the domestic mar$et. #he com,any a,,lied high
0uality standards so as to fulfill the re0uirements of the e4,ort mar$et.
&,e4’s ?ho,al ,lant was run as a cost center and hence, it was not su,,osed to re,ort any ,rofits or
losses. #he ,lant had three different bloc$s manufacturing different sets of medicines (ca,sules, tablets,
dry syru,s and inEectibles.
Semi Synthetic 3enicillin ?loc$ (SS3I #his bloc$ ,roduced antibiotics and drugs based on amo4icillin ?
and am,icillin.
Jeneral ?loc$I #his bloc$ ,roduced non-antibiotic drugs. ?
9 ?loc$I this bloc$ ,roduced third generation drugs based on ce,halos,orins. ?
&,e4 had a ,olicy to invest in a new ,lant and machinery only when the com,any foresaw a sustainable
long-term demand for a ,articular ,roduct. 'or its ce,halos,orin’s range of drugs, the com,any was
e4,eriencing an increased demand from the LS mar$ets for the ,ast "-( years.
#he total investment in 9-bloc$ was %s. 1(+ million with the e4isting ca,acity of (8. million ca,sules
,er year. #he demand had increased to 18+ million ca,sules ,er year. #o meet the increased demand, the
management decided to ,urchase a new machine. #he finance manager, %amesh Swami, had two o,tions
(%efer #able 1
Ta3le 1 Particulars Machinery ! Machinery !!
?rand Yenhasi (LS& Yentacs (Second hand
machinery from %ussia
9a,acity (++ million ca,sules ,er
annum
"++ million ca,sules ,er
annum
9ost of Dachine
:ife of Dachine
%s. 11.7+ million
1 years
%s. 8.1+ million
( years
%esidual Falue /il /il
WE ARE PRO/IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS0 PROJECT REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM
ISM / IGNOU / IICT / ISBS / LPU /
ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!'es.c%.'#
a$a+'#!.ba#a,a$-.ma'&.c%m
,etail Management
Part One:
Multiple Choices:
1. #he minimum value of 9onversion ratio isI
a. +
b. +.1
c. "
d. 1
". #he law of retail gravitation is also calledI
a. >uff’s law.
b. ?elly’s law.
c. 3hili, =otler’s law.
d. %elly’s law.
(. In >uff’s ,robability model of retail store location, the e4,onential ‘al,ha’ denotesI
a. #he attractiveness of the store.
b. 3ower of the store in terms of ,otential customer located farthest.
c. It is sim,ly a ,ower over the attractiveness of the store.
d. /one of the above
). If the mar$et has low level of retail saturation then the chances of success in the mar$et isI
a. >igher.
b.wer.
c. Ln,redictable.
d. C4tremely lower
1. If the original ,rice be ‘a’ and the reduce ,rice be ‘b’ then the mar$ down P in 3ricing techni0ues
is given byI
a. (a - b/a.
b. (a N b/b.
c. (b N a/a.
d. (b N a/b.
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Part Two:
1. 2hat do mean by ‘Su,er mar$et’@
". 2hat do you understand by L,,er andwer threshold in ,ricing methodologies@
(. 2hat does the term ‘silent mar$et’ say@
). C4,lain ‘Ja, theory’ related with service 0uality.
1. C4,lain barometric techni0ue used for sales forecasting.
Caselet 1
The "ran&e& <ewellery Mar7et in !n&ia: )n O$er$iew
?rands are built over decades, more so in high-value mar$ets li$e gold Eewellery .#he total Eewellery
mar$et in India is around %s..+, +++ crore, out of which the estimated si;e of the diamond Eewellery
mar$et is %s.-,+++ crore, and that of branded diamond Eewellery is about %s..++ crore. 'or a brand to
become firmly established it must deal with several tangible and intangible factors. It re0uires focused
advertising, customer confidence, name-recognition, dis,lay and astute salesmanshi, to com,ete with
traditional Eewellers. Success hinges u,on how a ,articular brand can differentiate itself from the clutter.
Dost im,ortant, affordability and 0uality are the elements in sustaining a brand. #he growth of a
Eewellery brand de,ends on the confidence it can instill in buyers about the ,urity of the gold, be it 1), 1-,
or ""-carat. It also de,ends on the mar$-u, in ,rice. #he cost includes ma$ing (labour charges on to, of
value of the material, gold content and stones including diamonds and ,recious stones, if used. ?esides, a
system of hallmar$ing for the ,urity of metal and identification of the manufacturer and Eewellery items is
a need if not an im,erative. &t ,resent the branded Eewellery business is in its infancy in India,
constituting hardly 1+P of the mar$et. 2ith the mar$et growing annually at the rate of "+-"1P, its share
will e4,and. 2hile domestic Eewellery ma$ers have the advantage of s$ills which still form a si;eable
com,onent of value, the confidence factor (in traditional craftsmen is, however, on the decline. #his
gives branded Eewellery an edge over the traditional variety. 6ne handica, branded Eewelers face is the
differing tastes of consumers. #hus, inventories will be high as also the carrying cost. 6n the other hand,
the convenience of readymade Eewellery is an ace in the brand mar$eter’s hand. #he consumer has no
time to waste on the whims of craftsmen. Carlier, there was not much of a choice available.
Consumer Perception o' #ol& <ewellery
India is the world’s largest consumer of gold. #he ,recious metal is traditionally ,urchased either as an
investment or to ma$e intricate ornamental heirloom Eewellery. #he liberal economic dis,ensation
ushered in at beginning of the 188+s and the emergence of an affluent ,rofessional class led to the
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creation of a burgeoning designer wear/cosmetics/fashion accessory mar$et in India. #his encouraged
some domestic Eewellery manufacturers to carve out a niche in this mar$et. #he abolition of the Jold
9ontrol 6rder and the subse0uent easing of restrictions on the im,ort of the ,recious metal, including a
substantial reduction in im,ort duties, have encouraged the develo,ment of this new mar$et.In the mid-
188+s the Indian consumer’s attitude towards gold Eewellery changed. Jold Eewellery, from being Eust an
investment avenue, was now seen as a way to ma$e a lifestyle and ,ersonality statement. Jlobally, 8+P
of the Eewellery is sold as dress-wear N a ,art of the wardrobe and not the vault. ?randed Eewellery as a
fashion accessory constitutes around one ,er cent of the %s. .+,+++ crore ,er annum Eewellery mar$et in
India. >owever, it is growing fast and has become a ,art of every girl’s treasure trove. 6ne can easily s,ot
branded Eewellery counters at Sho,,ers’ Sto, and :ifestyle. 2ith e4clusive designs, standardi;ed ,ricing
and su,erior finish, branded Eewellery is a,tly termed as fashion accessories, suitable for both western as
well as traditional wear. It must be mentioned that ,urchasing gold is not necessarily an urban
,henomenon and mar$et share gains are li$ely to be more ra,id in smaller towns. #hough designer
Eewellery arrived in India in the late nineties, it was only in this millennium that the scenario changed.
2ith aggressive advertising cam,aigns, the big brands N #anish0, 9arbon, Jili, Sar$les and 6y;terbay,
to name a few N arrived, teaching the customers at the ,aying end to sho, li$e his or her counter,art in the
2est. #he message read loud and clearI AOour wardrobe includes Eewels tooZB Stiff com,etition from
traditional Eewellers forced the newcomers to introduce a series of e4change offers and guarantee
certificates to woo the adventurous consumer. /evertheless, this gold-loving nation has been very
cautions in its a,,reciation of branded Eewellery. Duch of the gold Eewellery in India is ""-carat unli$e in
western countries where it is basically 1) carats. 'ine Eewellery by international standards goes u, to 1-
carats. 'or stone setting alloys u, to 1- carats are ,referred. Cducated middle-income women, ,articularly
wor$ing women, tend to wear less gold Eewellery these days. >owever, growing incomes N es,ecially
among /%Is - have increased demand. Dost Eewellery consumers are women between "1-)1 years and
men in the )+-11 year brac$et. Den largely buy lower-value items, such as rings, chains or tie-,ins,
fre0uently as gifts. 2hile women are seen more often in Eewellery showrooms, it is the men who are still
the effective decision-mar$ets as far as buying goes in a maEority of cases. #he ,henomenon, however, is
changing. 3eo,le are now loo$ing beyond traditional ""-carat Eewellery. 9hanging lifestyle has made
buyers more ,roduct and 0uality-conscious. &nd branded Eewellery as an off-the-counter ,roduct is
gaining greater acce,tance. In the ,ast five years or so since branded Eewellery entered the mar$et, it has
threatened the very survival of traditional Eewellers and craftmen in the same way as traditional tailors,
who are being re,laced by ma$ers of branded readymades. Inroads are being made by branded Eewellery
both in the domestic and international mar$ets. #his indicates that Indian women are definitely showing
signs of acce,ting branded Eewellery.
Country(wise #ol& usage in Carat <ewellery 51==1 to 1===8
Country 1==1 1==1 1==2 1==6 1==9 1==> 1==? 1==@ 1==A 1===
Italy (-1 )11 ).1 ))1 )(1 )). )(8 1++ 1(1 111
India "(-.. ""7 "8(.- "18 (). )++.. )"7.- 18) .-".. .))
LS& 1"... 1"1." 1(".1 1)+ 1)..7 1)-.( 11".) 118 17+." 17-."
<a,an 1+8.1 1+..7 1+) -- -1 7- 7) 11 (8 (7
#ur$ey 1(+.8 1+".. 11..( 1"... -+.7 11+.) 1)+.7 1.-.1 118 111
Jermany )8.- 11 )1.) )).1 )1.- (-.8 (7." (1.8 ().( ("..
6ther
9ountries 1+7+.- 11.(.7 1(77.1 1"1+.1 1"1(.- 1()1.. 1(.. 11-+.) 1((1.) 1)1.."
9hina + 1().7 "+( 178 "+- "+) 1-8 "") 17( 1..
Soviet
Lnion/9IS + (..8 "8." ". "+." "+." "1.( "8 "7 "-
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The Forwar& Path
#he future of the branded category of Eewellery seems to be bright in India with the consumer becoming
more conscious of fashion trends and also ready to bring gold ‘from the vault to the wardrobeZ’ 'ashion
Eewellery has come to stay. 2ith ,eo,le willing to s,end lavishly on their clothes, it won’t be long before
they start loo$ing for matching ornaments.
SourceI #he Jems <ewellers C4,ort 3romotion 9ouncil.
Ma4or <ewellery "ran&s:
Car3on
9arbon, a ,ioneer in the branded Eewellery segment, has a range of 1- carat fashion accessories that
includes rings, nec$laces, ,endants, ear to,s and bracelets. Cstablished in 6ctober 188., carbon is a
distinctive lifestyle Eewellery brand for the so,histicated and contem,orary woman. #he 9arbon range is
currently available in )+ outlets (in a sho,-in-sho, format only across 1. cities, and will be in "( cities
by "++1.#he 9om,any is also ,lanning to have its own outlets, the first of which is li$ely to o,en before
the end of "++(. it also ,lans to e4,and its mar$et by going in for ,roducts for s,ecific occasions such as
festivals, birthdays and anniversaries. In addition, it’s loo$ing at cross-,romoting 9arbon Eewellery with
other branded lifestyle ,roducts such as ,erfumes, clothing and cosmetics. #he ,rice range of 9arbon
,roducts is modest (%s.(,71+ to %s."+,+++ ,er ,iece, and unli$e traditional Eewellery whose ,rices can be
brought down through bargaining, its items have a nationally uniform D%3. #hrough its mar$eting and
advertising cam,aigns, 9arbon aims at creating a contem,orary feel with more value for the wearer. Si4
years since its ince,tion, 9arbon’s annual sales have reached a considerable %s.1. crore (a,,ro4 in the
domestic mar$et, with an average ,iece value of %s. 1,+++.9arbon recently launched the Persona
collection for women to mar$ its fifth anniversary. #his collection of five ,endants de,icts five different
facets of a woman. ?esides woman’s earrings and ,endants, 9arbon has something for men tooI cufflin$s,
tie-,ins and bracelets. 9arbon’s ,roduct strength is in its collections li$e Venus and Sun sign. #he
com,any brings out a new range almost every month based on consumer res,onse. 9arbon is one of the
organi;ed and more successful ventures in branded Eewellery retailing from the house of 3ea$o$
<ewellery 3rivate :imited. It was incor,orated in ?angalore in early 1881 and s,earheaded by Dahesh
%ao, a young entre,reneur with e4tensive e4,erience in the fashion accessories mar$et. Dr. %ao felt in
the mid-188+s that the Indian consumer’s attitude towards gold Eewellery would change from being an
investment avenue to one that made a lifestyle and ,ersonality statement. Sei;ing the o,,ortunity, he
initiated within the 3eacoc$ fold, besides their e4,orts, a new brand of 1--carat gold Eewellery called
9arbon for the domestic mar$et. 3eacoc$ has a state-of-the-art manufacturing facility in =oramangala,
?angalore.
TanishB
#itan Industries :imited is a Eoint venture of the #ata Jrou, and #he #amil /adu Industrial 5evelo,ment
9or,oration (#I596. Its ,roduct range includes watches, cloc$s and Eewellery. In a short s,an of time,
the com,any has built an enviable re,utation for its cor,orate ,ractices, ,roducts and services. &fter
entering the watch segment in 18-7, #itan ventured into the ,recious Eewellery segment in 1881 under the
brand name #anish0. It is India’s only fine Eewellery brand with a national ,resence and is an
ac$nowledgement business leader in the country’s Eewellery mar$et. In early "+++, #itan organi;ed
itself into two business unitsI watches and cloc$s, and Eewellery. &ccording to <acob =urien, chief
o,erating officer of #anish0, this hel,ed the com,any redefine its business ,ur,ose and focus. #anish0
has invested %s..+ crore in its manufacturing unit in >osur, #amil /adu. #anish0 wor$ed tirelessly on a
two-,ronged brand-building strategyI (i 9ultivate trust by educating customers on the unethical ,ractices
in the business, and (ii use innovative methods to change the ,erce,tion of Eewellery as a high-,riced
,urchase. #anish0 has leveraged the design s$ills that are ,art of the #itan heritage to refine its ,roducts,
and has invested a lot in %H5 and consumer research on what the Indian woman is loo$ing for and how
she is evolving. #anish0 Eewellery is sold e4clusively through a com,any-controlled retail chain which
now has 11 outlets N five owned by the com,any and the rest run by franchisees N s,read over )+ cities
Total 211@02 26>A0A 2@?10= 2>>902 2?1A0= 2@=2 2A1>09 669>09 61>10> 612A
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and is still e4,anding. #he locations are chosen on the basis of geogra,hical s,read and the sho,,ing
dynamics of a ,articular metro. #he ,rimary ,romotional medium for #anish0 is its bouti0ues, which
e4,lains the em,hasis on store design and layout. Its stores demonstrate design leadershi, and
differentiation and ,rovide e4citement around the collections in the outlets. #anish0 made its foray into
1--carat Eewellery in the early 188+sK switched to ""-carat and again turned to 1--carat Eewellery. #o meet
the increasing demand, it ,lans to nearly double the number of its outlets and offer a range of ‘wearable’
,roducts. #he brand caters to customers loo$ing for items in between costume Eewellery and real gold
ornaments.
Ma4or collections o' TanishB inclu&e:
&ria: #anish0 &ria is a s,ectacular collection of diamond Eewellery. 2ith over -+ e40uisite designs of
earrings, finger-rings, bangles and nec$wear, the ,rices in this collection began at as %s.(, "++.
#he collection targets the contem,orary woman, with designs re,resenting a seamless blend of the
traditional and the modern. &ria has been crafted by e4,erts with a thorough understanding of the Indian
woman’s Eewellery needs. #he &ria collection is available at all #anish0 showrooms. 9ollection JI the
2orld Jold 9ouncil recently launched a range of ""-carat lightweight gold Eewellery called 9ollection J.
#his range is ,romoted by #anish0 and is an e4clusive conce,t/brand of 2J9. It includes ,endants,
earrings, finger-rings and bracelets, and targets urban woman in the age grou, of 1--(+ years. In ""-carat
gold, the designs are stylish and modern and go with all forms attire N casual and formal. Indian and
2estern. It has multi,le finishes on a single ,iece to convey a modern loo$. #he Eewellery is ,riced from
%s.), 881.
#ili
Jili, a distinctive brand established by the JitanEali Jrou,, is one of India’s largest e4,orters of fine
diamonds and a 5e ?eers sight holder. It came into e4istence soon after the abolition of the Jold 9ontrol
6rder by the Indian government. Jili offers a wide range of 1--carat ,lain gold and diamond-studded
Eewellery, designed to a,,eal to the contem,orary Indian woman. Indian and western styles and motifs
combine to ,roduce truly uni0ue ornaments that are finely crafted and e4tremely attractive. Jili’s
,roducts are available through a mail-order catalogue and show-in-sho, counters in fine stores all over
the country. In addition, it has s,ecial ,romotional offers during s,ecial events li$e Falentine’s 5ay,
%a$sha ?andhan and 5iwali, and beauty contents and shows. Jili Eewellery comes with a guarantee
on the 0uality and weight of the diamond and gold. Jili’s Dillennium Series diamonds are tri,le certified
and come in a s,ecial bo4. Ideal to give as a gift or $ee, as a souvenir of a one-in-a-lifetime occasion. In
1887, Jili launched a collection of 1--carat gold ethnic Indian ornaments with traditional forms and
motifs, created with the most modern technology available today. #hese ,ieces are well finished,
beautifully ,olished and available at e4tremely affordable ,rices. #he Jili Jold range caters to the
modern individual, with locally manufactured designs in ")-carat gold that are elegant, sim,le. #imeless
rings, ,endants, earrings, nec$laces and bangles. Jili have ca,tured the 1--carat diamond-studded
Eewellery segment in the ,rice range of %s. ",1++ to 11,+++.
!ntergol&
Intergold is the biggest e4,orter of diamond-studded Eewellery in India. It started off more than a decade
ago as a diamond e4,orting com,any in Dumbai and has achieved un,recedented success in the diamond
industry in a short s,an. #he e4,ort division has a .,+++ sft factory, which churns out (,+++ high-0uality
,ieces for e4,ort daily. #he integrated store has a strong identify of its ownI the ,lace loo$s inviting and
is aesthetically a,,ealing. #he d[cor and design of the stores have been conce,tuali;ed to harmonies with
the actual ,roduct design. #hematic window dis,lays attract customers and see-through glass windows
virtually com,el them to wal$ in without being overawed, as they usually are at diamond Eewellery
showrooms. #he ,roducts in the store are divided into categories li$e ,endants, nec$laces and earrings for
the convenience of buyers. #hey are further divided according to ,rice so a customer doesn’t need to
worry about affordability for each ,roduct. Showrooms ,ersonnel are $nowledgeable about the ,roducts
and sales techni0ues, a,art from being trained to use audio-visual aids for the benefit of consumers.
Intergold s,eciali;es in diamond, ,latinum and Italian Eewellery and white gold. #here’s something here
for buyers from all age grou,s with varying tastes. In the women’s range, Intergold offers ,endants, rings,
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earrings, small sets and nec$laces, whereas men can go in for classy tie tac$s, tie ,ins, button covers,
sherwani buttons, belt buc$les, cuff lin$s, ,endants and rings. Intergold sells only through e4clusive retail
outlets and has branches in Dumbai, Joa, Surat and ?angalore. It ,lans to o,en stores in 5elhi,
>yderabad, and 9alcutta soon. &ll Integrated stores are e0ui,,ed with ultrasonic cleaners for cleaning
Eewellery and diamond testers to chec$ whether the gems are genuine.
OyCter3ay
In <uly "+++, si4 ,rofessional from #anish0 left the organi;ation to float a new start-u, N 6y;terbay.com
N for branded Eewellery. 6y;erbay wants to be in e-tailing as well as bric$-and-mortar retailing. #he
initial ,lan is to have 1+ e4clusive outlets (both its own and franchisees across the country. 6y;erbay
signature stores showcase and dis,lay ,recious metals, gemstones and crafted Eewellery designs.
6y;terbay is a young com,any at the forefront of change in the Eewellery industry. In 'ebruary "++1, it
launched its first internationally styled store at ?angalore, with a stunning range of ,recious Eewellery in
carat gold and silver at affordable ,rices. #he 6y;terbay networ$ now covers all maEor Indian cities and
an overwhelming res,onse has induced the com,any to e4,and to 1+ outlets soon. 6y;terbay ,ositions
itself as well-styled, high-0uality Eewellery for young women. 5elicate and bold, traditional and modern,
the designs reflect the change in the attitude towards EewelleryI from heavy overdressing to elegant daily
wear, and from ostentations dis,lay to understated ,anache. 3rices start at a mere %s.1++ for sterling
silver Eewellery, and all ,roducts N including solid gold Eewellery N are ,riced below %s. 1+,+++, a move
that also ,ositions 6y;terbay as the only chain catering to the burgeoning gift mar$et. #he range is
continually refreshed based on mar$et feedbac$ and emerging design trends. 6y;terbay stores lead the
mar$et in attitude, ambience and service. #hey s,ort a contem,orary and inviting glass-front store design
in soft colors of wood with accents of steel, in star$ contrast to the forbidding o,ulence of traditional
Eewellery stores. 9om,lemented by modern in-store gra,hics and merchandising, the house colors N
tangerine ,in$ and metallic mauve N ,ervade all elements of the cor,orate identity. #he 6y;terbay web
store re,licates the store e4,erience with state-of-the-art features that ma$e buying and gifting 6y;terbay
Eewellery 0uic$, easy and secure. & multi-media advertising cam,aign rolling out from &,ril "++1 has
created waves with its fresh a,,roach to the Eewellery mar$et. <ewellery for the :iving has ra,idly
become a byline for Eewellery for the young woman of today - that is, Eewellery for the Eoy of wearing, not
destined for the safe-de,osit loc$er. 6y;terbay ,roducts are also available in large de,artment store
chains in a sho,-in-sho, format.
par7les
S,ar$les are carrying on a family tradition in ,roducing 8-carat, 1)-carat and 1--carat Eewellery. #he
obEective is not only to ,rovide off-the-shelf diamond Eewellery in a wide array of designs, but also to
offer customers an affordable range of choices. & trend-setting initiative in the Indian mar$et, S,ar$les
became a revolutionary success and grew to become one of the mar$et leaders in the branded Eewellery
segment. S,ar$les sells through "- outlets in seven maEor Indian cities. 2ith a wide range of designs and
more coming out every month, it is only a matter of time before it covers more cities and outlets. ?esides
these regular outlets, its web-site s,ar$lesindia.com has been a ,ioneering effort that has ta$en branded
Eewellery to the newest communication medium N the Internet. 5uring the ,ast few years S,ar$les has
been trac$ing what its customers want, and is striving with every new design and ,roduct to meet their
e4,ectations. #otal satisfaction and loyalty vindicates their commitment to constantly strive for 0uality.
S,ar$les N from 3oddar <ewels, Dumbai N is the only com,any to have added an ethnic touch to the usual
collection with nose studs.
Questions:
1. 5o you thin$ that an e4clusive brand retail store would wor$ in India@ 6r a mi4 of formats for a
brand@ 5iscuss.
". 2ill the franchisee route to a faster roll-out of retail outlets wor$ for these Eewellery brands@
2hat are the ,ros and cons@
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Caselet 2
?obcat India :imited revolutioni;ed footwear selling in India. #he com,any hit u,on the idea of reaching
customers through e4clusive retail stores way bac$ in 18(" and set u, its own outlets, which numbered
around 1,"++. It was no mean tas$ setting u, such a large networ$ of retail outlets, es,ecially when 8+P
of them were owned and o,erated by the com,any, the rest being dealer-owned and o,erated. #his chain
store format identify has been a strong differentiating factor in the Indian retail sector, being the first of its
$ind. 9ombined with the high 0uality of the footwear, the brand soon had to,-of-the-mind recall and
stayed there for many years. Lnit a few years ago, the name ‘?obcat’ was synonymous with organi;ed
retailing in India, the only one of its $ind.
The Chain tore Format
#he ?obcat chain store format had its own credo N a signature store design with e4clusive signage and
windows in order to facilitate easy association in the minds of the Indian consumers.
&t ,resent there are only two maEor categories of stores in the ?obcat 9hain Store formatI
(a ?obcat 'amily Stores
(b ?obcat ?a;aar
5a8 "o3cat Family tores
#hese are sub-dividend into two formats again, based on the si;e of the stores. #hey areI
(1Su,er Stores, generally more than 1,+++ s0.ft. 9atering to customers in the footwear category.>ighstreet
stores that are anywhere between 1++ and 1,1++ s0.ft. 'ound in busy sho,,ing areas.
538"o3cat "aCaar
?obcat ?a;aar stores sell the com,any’s ,lanned economy ,roduct lines and mar$ed-down merchandise
round the year. =nown as %-,air stores, their ,erformance de,ends heavily u,on the availability of
mar$ed-down merchandise. Such mar$downs are done on ,roducts that have suffered 0uality accidents,
are sho,-soiled, lines that are closed-out etc.
,ecent Format De$elopments
/ew retail formats have begun to su,ersede conventional ones. Inde,endent big-bo4 multi-brand
de,artment stores have started selling footwear as a category, es,ecially in metros and cities. Dalls are
another new sho,,ing format that is growing ra,idly in the metros. Dany u,coming footwear retailers are
obtaining s,ace inside the malls as mall ,artners to ta$e advantage of the ready footfalls available. 'or the
e4isting inde,endent ?obcat stores it is e4,ensive now to run cam,aigns and ,romotions to attain the
re0uired footfalls and e4,ected conversions.
Merchan&ising in "o3cat Family tores
#he e4clusively of the ‘?obcat’ brand to the ?obcat retail stores was the differentiating factor for
customers until recently. >owever, a few years ago the com,any decided to sell ?obcat branded goods
through its channel sales wing called ?obcat 2holesale. >itherto, the wholesale channel had a different
brand for itself called ?S9. #his wholesale channel su,,lies merchandise to footwear retailers across
India through its authori;ed distributors. #he brand ?obcat has now been e4tended to this wholesale
channel too, which means that ?obcat branded goods is available in every other local footwear store. #he
e4clusivity of the brand to its own outlets has come to an end. &nd, even as the sales of the wholesale
division remain stagnant, what com,elling reasons can a customer have to
visit a ?obcat Store now@ & ,eculiar feature of the ?obcat store was its odd ,rice ,ointsI %s 1)8.81,
188.81, etc.
Merchan&ise presentation an& Disual Merchan&ising
?obcat ,ioneered the conce,t of show window dis,lays in India with a style that was uni0ue to the
com,any. It was ,rofessionally managed, with an e4clusive team handling the motif and the design.
C4amination 3a,erI %etail Danagement
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II?D Institute of ?usiness Danagement
Cvery month the direction to decorate the show windows were given by a mailer ,re,ared by s,ecial
decorators. Sales ,ersonnel in each store were trained to be window decorators too. %ecently, these
windows had to be done away with because the com,any thought that they should follow the
contem,orary ,ractice of free-access retailing, where all merchandise ,airs are dis,layed in o,en shelves
to enable customers to hel, themselves. %emember, in India footwear is always tried on a footstool and
bought after considerable service e4tended by the sales,erson ,ersonally. 'ree-access retailing may wor$
when there is ade0uate s,ace inside a store to move around. #he effect of such ‘,igeon-hole’ free access
is that they give an im,ression that they are ?obcat’s %-3air outlets. 2hat can now entice the customer
into entering a ?obcat store@
Customer er$ice
#hough ?obcat faces tough man,ower challenges (the store sales ,ersonnel and managers have se,arate
labor unions, the sales ,ersonnel who are on its ,ermanent rolls are trained in selling footwear. >owever,
there are a large ,ro,ortion of untrained and tem,orary hands. 'urther, sales,ersons do not wear any
uniform and hence customers can hardly identify them. #here is as yet no loyalty ,rogram to create
customer stic$iness to any store or the brand, and most of the stores are not connected by a central
information system or C%3 (enter,rise-wide resource ,lanning as the organi;ation has its limitations
when it comes to investing in such initiatives. 6rgani;ed retail com,anies need to have non-negotiable
standards of customer service or they will lose customers to its com,etitors. #he com,any is now losing
its mar$et share des,ite its strong ,osition in categories li$e men’s footwear, children’s uniform shoes,
etc. >owever, the number of stores it has around the country is around the same, at 1,"++. #he com,any
now needs to ,ut together a ,lan for both its survival and growth on a war footing. #he to, management
is revisiting its strategies in every functional area to turn the com,any around.
Questions:
1. 2hat store format mi4 would you recommend for the com,any@
". 5id the com,any do the right thing by e4tending the in-store brand to the wholesale channel@
2hat should it do now@
.
1. A#he Indian %etail sectors are witnessing a transition ,hase where organi;ed retailing is ta$ing a
lead over unorgani;ed retailingB. In the light of above statement, e4,lain the current states of
Indian %etailing.
". A#he customer is fully satisfied when the ,erceived services meets or e4ceeds their
e4,ectationsB. C4,lain.
Consumer "eha$ior
Part One:
Multiple ChoicesI
1. #he Oellow color is related with ,ersonality lin$s li$eI
a. 9aution, warmth
b. 3ower, informality
c. 3assion, e4citement
d. 3urity, innocence
". 9onsumers having high ethnocentric value in 9C#S9&:C for foreign made ,roducts are li$ely to
feel thatI
a. It is worthy to ,urchase the foreign ,roducts.
b. It is wrong to ,urchase foreign made ,roducts.
c. 6nly foreign made ,roducts should be ,urchased.
d. #hey should remain neutral.
(. If the 6S
o,timum stimulation level score of a ,erson is greater than the lifestyle he/she is
living then he/she li$ely toI
a. #a$e rest
b. &,,ear 0uite satisfied
c. Seem bored
d. 9annot be ,redicted.
). #he ,sychologists who disagree with the 'reud’s theory of ,ersonality are usually referred asI
a. /on 'reudians
b. 'reudians
c. /eo 'reudians
d. 9-'reudians
1. &ccording to Sigmund 'reud, the human ,ersonality consists of ( interacting systems vi; the id,
the su,erego and the ego. 2hat actually ‘id’ refers to
a. Its role is to see the individual’s needs in a socially acce,table fashion.
b. Its role is to drive im,ulsions for the needs to be satisfied immediately.
c. Its function is to control and balance the im,ulsive demands.
d. /one of the above
Part Two:
1. 2hat is a ‘common man a,,roach’@
". 5ifferentiate between ‘Cnculturation’ and ‘&cculturation’.
(. 2rite a short note on ‘%o$each Falue Survey’, a widely used value instrument, in consumer
behavior studies.
). C4,lain the ‘Sociometric method’ of measurement in ‘6,inion :eadershi,’.
1. 2hat do you understand by the term ‘Firal mar$eting’@
Caselet 1
#he Indian refrigeration industry had a,,arently reached maturity in the eighties. #he introduction stage
could be seen in 18."-..K growth, 18.7--+K and maturity 18-1---.?etween 18-8-8+ and 188+-81, the
mar$et grew by 1" to 1".(1 la$hs unitsK in 188"-8( it is estimated to have come down from 1" to 1+.(8
la$hs ,ieces. #hus, the decline seems to have begun. 3resently, there are si4 main com,etitors in the
refrigerator mar$et in India. #he industry seems to have structure ,revailing in mono,olistic com,etition.
#he ,roducts at ,resent available in the mar$et are under the brand names of JodreE, =elvinator, Foltas,
Fideocon, ?3: and &llwyn. #he new entrants to the mar$et li$e ?3: and Fideocon with latest ultra
modern refrigeration technology have thrown down the gauntlet to the e4isting leaders li$e JodreE and
=elvinator. & study has been conducted to find out what change have occurred in consumers behavior
due to the emergence of these new challenges, because, for all one $nowsK a very tough com,etition has
recently emerged among the industrial giants due to which consumer behavior has undergone drastic
change. #he main ,ur,ose of study is to see how defectors are affecting consumer behavior. #he s,ecific
obEectives of this study are ,ositioning of ,roducts and brands, rating of different ,arameters and their
ran$ing, consumers’ degree of satisfaction, estimating ideal ca,acity and ideal ,rices. 9onsumer’s
,erce,tion of ,rice and brand, awareness of different brands and various sources of information to the
consumer. #his survey leads to the conclusion, that most of the ,eo,le are aware of 1.1-liter ca,acity
with awareness of nearly 81P, others are less $nown to consumers. #he most im,ortant ,arameters for
customers while buying a refrigerator are technology, cooling efficiency, durability, ,rice, ca,acity and
after-sales service in that order. &ccording to the dealers, the customers consider brand name, technology,
cooling efficiency, durability and after-sales service as very im,ortant. 6ther ,arameters li$e s,ecial
gift/,rice, guarantee/warranty are Eust im,ortant ,arameters. &ccording to the customers, ?3:, Foltas and
Fideocon are high N ,riced refrigeratorK JodreE and =elvinator, com,aratively low-,ricedK and &llwyn,
C4amination 3a,erI %etail Danagement
11
II?D Institute of ?usiness Danagement
medium-,riced. 'rom the dealers’ survey it has been found out that the ideal ca,acity is 1.1 literK and the
ideal ,rice %s. 7,+++--,+++.
Questions:
1. 5ue to the emergence of new industrial giants li$e ?3: and Fideocon, consumer
behavior has undergone a sea-change. In what ways@
". 5iscuss which will be the most effective strategy according to you that will ma$e
9onsumer brand loyal in the refrigerator industry.
Caselet 2
2al$ing down the streets of 5elhi’s 9onnaught ,lace, ca,ital’s business heart, Di$e Steve, 1+ years old
9C6 of Dacnine shoes (India, was loo$ing at the feet of the busy office goers. #he 9C6 ,ur,osely
wal$ed to his office near Su,er ?a;aar from the 3ali$a car ,ar$ing to have a firsthand feeling of the
mar$et res,onse to the Dacnine shoes, and in general the foot-wear habit of urban Indians. Dacnine shoes
brought an image of sim,le no fuss yet elegant office-going shoes. #he shoes, $nown for its comfort and
reasonable ,rices shared a good mar$et share in face of com,etition from 2indsor, %ed #a,e, :ee
9oo,er, 2oodland, etc. but as the days ,assed Di$e’s trained eyes could see the changing scenario.
6ffice goers no longer seemed to ,refer Ano fussB shoes, there was a distinct ,reference for heavy loo$ing
chun$y shoes. 3eo,le’s ,erce,tion about office-going shoes was changing from regular .-hole laced
shoes to these heavy loo$ing shoes. &s a result, Dacnine shoes’ mar$et share decreased by 1+ ,er cent
between 188- and 1888. 5isturbed by the fact, Dr. Steve called a meeting of the de,artmental heads and
after five-hour long meeting it was acce,ted, Indian consumers had undergone a sea change in their
attitudes and ,erce,tions about the ,roducts. 6ffice was no long seen as a boring wor$-,lace where a Ano
nonsenseB rather Astiff u,,er li,B attitude has to be maintained. 6ffice was seen as more a ,art of regular
life and a rela4ed Aas you want to beB (of course within limits attitude. =ee,ing ,ace with the time,
Dacnine shoes also should shed its AtraditionalB image. Dore im,ortantly, consumers are going more and
more for branded shoes, rather than mass ,roduction shoes that will be available at the retail sho,s. #he
de,artmental heads agreed that there is a definite ,rice-0uality ,erce,tion in the mind of the consumers.
9onsumers ,erceive high ,rice as a certificate of high 0uality that will be associated with the branded
,roducts. ?ased on the ,rice-0uality ,erce,tion, Dacnine shoes were decided to be ,ositioned in the
mar$et. 5ramatically changing from the basic ,rinci,le of 0uality and affordability targeting the growing
middle class, the com,any saw a better ,ros,ect in develo,ing a high ,riced brand image as shoe was no
longer, es,ecially in big cities seen as necessity but it was a ,art of life style mar$eting where shoes were
seen as fashion accessories.
Dacnine shoes which for over two decades was $nown for ma$ing ,o,ular affordable shoes, too$ a one
eighty degree turn and develo,ed dedicated showroom with ,remium shoes and other accessories li$e #shirts,
bags, soc$s etc. but, the result were 0uite contrary to what was e4,ected, the decrease in mar$et
share continued des,ite these efforts. #he reason seems 0uite sim,le, or decade’s consumer has $nown
the shoe to be in the affordable range. 2ith this sudden change the loyal buyers felt betrayed and turned
away towards other local brands. #he main selling ,oint of the com,any was missing the consumers no
longer felt the urge to come to buy macnine shoes. #he fact was the brands who started as selling
,remium shoes were ,erceived to be in a category of catering the u,,er category of consumers with
e4tremely focused range of shoes which borne a ,remium ,rice. #al$ of red #a,e, tal$ of :ee 9o,,er, the
image that comes to the consumer’s mind is of ,remium shoes with all its associated characteristics.
2hile ,ast e4,erience brings in the minds of the consumer an AaffordabilityB image of Dacnine shoes.
2hen the com,any drastically wanted to change the image, they could not fit into consumer ,erce,tion of
C4amination 3a,erI %etail Danagement
12
II?D Institute of ?usiness Danagement
a ,remium shoe, while high ,rice deterred ,eo,le who wanted affordability foremost. Dacnine lost on
both the grounds.
Questions:
1. C4,lain the Arole and statusB for Dacnine shoes.
". Suggest some ways of changing consumer ,erce,tion of Dacnine shoes.
1. & college student has Eust ,urchased a new ,ersonal com,uter. 2hat factors might cause the
student to e4,erience ,ost ,urchase dissonance@ >ow might the student try to overcome it@
>ow can the retailer who sold the com,uter hel, reduce the student’s dissonance@ >ow can
the com,uter’s manufacturer hel,@
". &n &dvertising on a $nown deodorant shows a young beautiful girl is u,set to meet her
boyfriend, as friends ,oint out at her A?ad body odourB. #he advertisement is trying to arouse
which motive in the consumer@ 5iscuss by giving one similar e4am,les@
i% igma #reen "elt
• #his section consists of Dulti,le 9hoice 0uestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 1 mar$.
Part One:
Multiple Choices:
1. #he ,rimary ,ur,ose of a control chart is toI
a. Set S,ecifications and tolerances
b. 9om,are o,erations.
c. 5etermine the stability of a ,rocess.
d. &cce,t or reEect a lot of material
". 2hen a control chart is used on a new ,rocess, ca,ability can be assessed at which of the following
times@
a. ?efore the chart is first started
b. &fter the first ten ,oints are ,lotted
c. 2hen the ,lotted ,oints hug the centerline
d. &fter the ,rocess is shown to be in control
(. 3recision is best described asI
a. & com,arison to a $nown standard
b. #he achievement of e4,ected outgoing 0uality
c. #he re,eated consistency of results
d. #he difference between an average measurement and the actual value
). #he overall ability of two or more o,erators to obtain consistent results re,eatedly when measuring
the same set of ,arts and using the same measuring e0ui,ment is the definition ofI
a. %e,eatability
b. 3recision
c. %e,roducibility
d. &ccuracy
1. 2hich of the following conditions must be met for a ,rocess to be in a state of statistical control@
a. Dost of the ,roduct out by the ,rocess is in s,ecification.
b. &ll subgrou, averages and rang are within control limits.
c. &ll variation has been com,letely removed
d. 3reviously o,timal ,rocess settings are used.
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 2
.. 2hich of the following measures of dis,ersion is e0ual to the sum of deviations from the mean
s0uared divided by the sam,le si;e@
a. %ange
b. Standard deviation
c. Fariance
d. Dode
7. &n S and % chart is used toI
a. Indicate ,rocess variation
b. S,ecify design :imits
c. Inter,ret costs
d. Identify customer e4,ectations
-. 2hich of the following is the most useful gra,hical tool for ,romoting and understanding the ,rocess
of ca,ability@
a. & flowchart
b. & histogram
c. &n affinity diagram
d. &n Ishi$awa diagram
8. #he ty,e of chart that ,resents the value of items in descending order is aI
a. >istogram
b. 3areto chart
c. L chart
d. 9usum chart
1+. Deasures of which of the following ,rovide attributes data@
a. #em,erature in degrees
b. &ttendance at meetings
c. 2eight in ,ounds
d. :ength in metric units
11. #he fraction of nonconforming ,roducts is ,lotted on which of the following ty,es of control chart@
a. 3 chart
b. L chart
c. /, chart
d. 9 chart
1". & cause and effect diagram is a useful tool for doing which of the following@
a. 5etermining the flow of a ,rocess
b. 5etecting shifts in a ,rocess
c. 5evelo,ing theories based on sym,toms
d. &rranging theories by defect count
1(. 2hich of the following statistics would best describe the central tendency of a sam,le of data@
a. Dode
b. Dean
c. Standard deviation
d. %ange
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement $
1). 2hich of the following ty,e of tools or techni0ues is considered 0ualitative@
a. >istogram
b. 're0uency distributions
c. 3areto chart
d. 3rocess observations
11. 6ut of the following which techni0ue is most useful in narrowing issues and limiting discussion@
a. ?rainstorming
b. Guality function de,loyment
c. 9ause and effect analysis
d. Dutilating
1.. In statistics, an estimation error that is ,ersistent or systematic is calledI
a. ?ias
b. Sensitivity
c. %andom
d. Shift
17. 'or a normal distribution, two standard deviation on each side of the mean would include what
,ercentage of the total ,o,ulationI
a. )7P
b. .-P
c. 81P
d. 88P
1-. If a distribution is normal, uW1+ sW11, what ,ercentage of data will be less than (+@
a. 18.1-P
b. )+.-"P
c. 8.1-P
d. 1.((P
18. & com,any is receiving an unusually high number of returns from various customers. #he first ste, in
investigating the ,roblem would be to
a. 9hec$ the ins,ection records
b. Cstablish the correlation of the returns to shi,ments
c. ?rainstorm the ,otential causes
d. 9lassify the returns by ty,e and degree of serious
"+. 2hich of the following is the best definition of a flow chart@
a. & diagram used to structure ideas into useful categories
b. &n illustration used to analy;e variation in a ,rocess
c. & ,icture used to se,arate ste,s of a ,rocess in se0uential order
d. &n analytical tool used to clarify o,,osing as,ects of a desired change
"1. 2hich of the following activities would /6# contribute to the effective functioning of a team@
a. Climinating unnecessary activities
b. 5evelo,ment team ,erformance measures
c. 5efining ,rocess in detail
d. Donitoring each member’s ,erformance
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement +
"". 2hat is the standard deviation of the ,o,ulation-1+, ), 1., 1", and -@
a. ).++
b. ).)7
c. 1..++
d. "+.++
"(. 2hich of the following tools would be most a,,ro,riate for collecting data to study the sym,toms of
a ,roblem@
a. 9hec$ sheet
b. 'low diagram
c. 'orce-field analysis
d. &ctivity networ$ diagram
"). 2hich of the following measures is a sufficient statistic for the ,arameter u@
a. Dedian
b. Did-range
c. Dean
d. Dode
"1. 3ositional, cyclical, and tem,oral variations are most commonly analy;ed inI
a. S39 charts
b. Dulti-vari charts
c. 9ause and effect diagram
d. %un charts
".. 2hich of the following describes the deming method for continuous im,rovement@
a. 9ost of 0uality analysis
b. 3rocess ma,
c. #ree 5iagram
d. 3lan-do-chec$-act cycle
"7. In analysis of variance, which of the following distribution is the basis for determining whether the
variance estimates are all from the same ,o,ulation@
a. 9hi s0uare
b. Students
c. /ormal
d. '
"-. 2hich of the following statement best describes the set of value of a random variable@
a. It is finite.
b. It is an interval
c. It can be discrete or continuous.
d. It can be trac$ed by using control charts or scatter ,lots.
"8. 2hich of the following is the best descri,tion of randomi;ation@
a. & techni0ue used to increase the ,recision of an e4,eriment
b. & means of assuring re,resentative sam,ling
c. #he re,etition of an observation or measurement
d. #he relationshi, between two or more variables
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement -
(+. 2hen the order of items is not im,ortant, which of the following method is used to determine the
number of sets and subsets of items@
a. 9ombination
b. 3ermutation
c. 'actori;ation
d. Simulation
(1. Scatter diagrams are best described asI
a. >istograms.
b. 9orrelation analysis.
c. 3areto analysis.
d. Ishi$awa diagrams.
(". & TTTTTTTTTT is created to determine customers of a s,ecific ,rocess.
a. 3areto chart
b. 'low diagram
c. 9ause and effect diagram
d. Scatter diagram
((. & ,roduction line uses signs at s,ecific ,oints on the line to indicate when com,onents or raw
materials need to be re,lenished. #his ,ractice is an e4am,le ofI
a. =anban
b. 3o$a-ya$e
c. 9hec$,oints
d. >oshin
(). 2hich of the following is a good tool for ,lanning cycle time reduction and concurrent o,erations@
a. & timeline
b. & 3areto diagram
c. &n S and % chart
d. & 3C%# chart
(1. &ttribute and variable data are best described as which of the following@
a. 9ounted values measured values
b. 9ounted values visual features
c. Deasured values counted values
d. Fisual features counted values
(.. &ll of the following are common ways for ,eo,le to react to conflict e4ce,tI
a. 9om,eting
b. 9ollaborating
c. &voiding
d. Sabotaging
(7. & 0uality manager has chosen to survey customer satisfaction by ta$ing sam,les based on the
categories of fre0uency of use, categories of use, and demogra,hic. #his techni0ue is $nown as
a. %andom sam,ling
b. 5ata collection
c. Stratification
d. 9ustomer classification
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement /
(-. 2hich of the following actions is /ot used to reduce ,rocess cycle time@
a. &naly;ing current ,rocesses
b. %educing 0ueue times
c. Setting ,riorities
d. Im,lementing activity-based costing
(8. & com,any’s accounts ,ayable de,artment is trying to reduce the time between recei,t and
,ayment of invoices and has recently com,leted a flowchart. 2hich of the following tool is the ne4t
to be used by them@
a. 'ishbone diagram
b. Scatter diagram
c. ?o4 and whis$er ,lat
d. >istogram
)+. In a manufacturing com,any, the machine sho, is what $ind of customer in relation to the >uman
%esource de,artment@
a. Intermediate
b. >idden
c. C4ternal
d. Internal
ection ": hort Notes 561 Mar7s8
• #his section consists of Short /otes Guestions.
• &nswer all the 0uestions.
• Cach Guestion carries . mar$s.
1. 5escribe how G'5 fits into the overall 5'SS ,rocess.
". 2hat is interrelationshi, 5igra,h@ C4,lain it with e4am,le.
(. 'ind the area under the standard normal curve between !1.1+ standard deviations and !".1+
standard deviations.
). 5efine terms related to 6ne-2ay &/6F& and inter,ret their results H data ,lots.
1. 5efine H describe the use of %ational Sub grou,ing.
.
1. Su,,ose you are coo$ing stea$ for 1++ ,eo,le, H the current a,,roval rating is 71P acce,table.
Oou want to $now the affect of different methods and a,,roaches to see how the overall a,,roval
or AyieldB is affected. ?y using the 'ull 'actorial method e4,lain how the overall a,,roval or
AyieldB is affected.
". Inter,ret 9ontrol 9harts@ 5istinguish between common H s,ecial causes using rules for
determining stastical control.’
i% igma "lac7 "elt
• #his section consists of Dulti,le 9hoice 0uestions.
• &nswer all the 0uestions.
• 3art one 0uestions carry 1 mar$ each H 3art #wo 0uestions carry " mar$s each.
Part One:
Multiple Choices:
1. 9alculate the estimated variance of the ,o,ulation from which the following values have been
randomly selectedI ".- ".7 ".. ".8 ".- ".- ".-.
a. +81
b. ++8
c. +--
d. ++-
". #he mean, median and mode of a distribution have the same value. 2hat can be said about the
distribution@
a. It is e4,onential
b. It is normal
c. It is uniform
d. /one of the above
(. &,,ro4imately what ,ercent of the data values are smaller than the mean@
a. "1P
b. 1+P
c. 71P
d. /one of above
). & normal ,robability ,lot is used toI
a. 5etermine whether the distribution is normal
b. 3lot Y value
c. 5etermine ,rocess ca,ability
d. It ,ercent out of s,ecification
1. /ominal Jrou, techni0ue is used toI
a. >el, a grou, reach consensus
b. Jenerate a grou, on new ides
c. 3rovide a consistent stable grou, leadershi,
d. 3rovide a name for the grou,
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 9
.. &n e4am,le of a ,roEect metric would beI
a. #he decrease in defect occurrence
b. #he decrease in ,roduct cost
c. #he decrease in cycle time
d. &ll the above
7. & correct statement about the relationshi, between the terms ,arameter and statistic isI
a. & ,o,ulation statistic is more accurate than a ,arameter
b. & sam,le ,arameter is used to estimate a statistic
c. & sam,le statistic is used to estimate a ,o,ulation ,arameter
d. Standard deviation calculation re0uires both statistics and ,arameters
-. & and ? are events. 3(& W +.-+ and 3(? W +.8+I
a. Cvents & and ? are disEoint or mutually e4clusive
b. Cvents & and ? are not disEoint or mutually e4clusive
c. 3 (& and ? W +
d. 3(& and ? W 1.7
8. In a certain sam,ling situation, aW+, bW+.+-. the ,ower of the sam,ling ,lan this case isI
a. +
b. +.+-
c. 1.++
d. +.8"
1+. & news,a,er article describes a high ,ositive correlation between obesity and orange Euice
consum,tion among si4-year-old children’s. 3arents who restrict the use of orange Euice for their
children haveI
a. Dade a ty,e I error
b. Dade a ty,e II error
c. Disunderstood margin of error
d. 9onfused correlation with causation
11. In an e4,erimental design conte4t, re,lications refer toI
a. 5u,licating e4,erimental result at another location
b. %e,eating a test with the same factor levels
c. 6btaining the same or similar result from different factors
d. %e,eating an e4,eriment but using at least one different factor level
1". 'ind the u,,er control limit for a range chart if nW) and the average range is "."-".
a. "."-"
b. ).1.)
c. 1."+-
d. (.)"(
1(. &n 4-bar control chart been established with control limits of (.")1 and (."17, nW1. &n engineer
collects the following sam,le and ,lots the average on the control chartI (."17, (."1., (."1-, (."18
a. #he ,rocess is out of control
b. #he ,rocess is not out of control
c. #he engineer misused the control chart
d. #he control limits are incorrect
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 1<
1). #CIY is an acronym which refers toI
a. & set of ,roblem solving tools
b. &n organi;ation of 0uality ,rofessionals
c. &n e4,eriment using transitional results
d. & %ussian general res,onsible for creative thin$ing
11. & robust design is one whichK
a. >as high reliability
b. >as low maintenance fre0uency
c. Is sim,le to manufacture’
d. Is resistant to varying environmental condition
1.. & fre0uent cause of system sub o,timi;ation isI
a. 6,timi;ing individual ,rocess
b. 'ailing to draw a system flow chart
c. Lsing data with outliers
d. 'ailing to consider the normal distribution
17. #he 4" distribution isI
a. Symmetric
b. :eft s$ewed
c. %ight s$ewed
d. /ormal
1-. &n advantage of using standard deviation rather than range for measuring dis,ersion of a large
sam,le is thatI
a. Standard deviation has a sim,ler formula
b. 9alculators have a standard deviation $ey but not a range =ey
c. Standard deviation uses information from each measurement
d. %ange calculation are not normally distributed
18. #he team develo,ment stage characteri;ed by e4,ression of individual o,inions and ideas often
without regard for team obEectives is $nown asI
a. 3erforming
b. /orming
c. 9onflicting
d. Storming
"+. SDC5 is an acronym for activity thatI
a. Involve house$ee,ing in the wor$ area
b. Da$es mista$e of a certain ty,e im,ossible
c. Cm,hasi;es the ,ull of the customer
d. %educes set u, the time
"1. & ,rinci,le advantage of fractional factorial e4,erimental designs isI
a. %educed cost
b. Im,roved accuracy
c. Increased confounding
d. >igher confidence level
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 11
"". 5r. 2 Cdwards 5emingI
a. :ectured in <a,an after 2orld 2ar II
b. 2as an author of several boo$s in the LS
c. Is considered an e4,ert in the 0uality field
d. &ll of the above
Part Two:
"(. 2hat ,ercent of ,o,ulation falls below the lower s,ecification limits@
a. 8.1-P
b. ""...P
c. ...-P
d. 1.-(P
"). 'ind the mean, median and mode of the following data setI 8, 11, 1", 1), 1-, 1-, 1-, "+, and "(I
a. 11.1, 1-, 1-
b. 11, 1), 1-
c. 11, 1", 1-
d. 11.1, 1., 1-
-se 'or pro3lems 2>(2@:
) " ,es0
"1. 9alculate the main effect of factor &I
a. "+
b. "1
c. (+
d. /one of the above
".. 9alculate the interaction effectI
a. "+
b. "1
c. )+
d. /one of the above
"7. If it is desirable to ma4imi;e the res,onse %, the following levels should be usedI
a. &! and ?!
b. &! and ?c.
&- and ?!
d. /one of the above
1 ( ( 21
2 ( E 61
6 E ( 91
9 E E >1
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 12
-se 'or Buestions2A(61:
>ere is an e4,erimental design with resultI
) " C ,esponses
1
( ( E 11 11 11
2 ( E ( 22 21 26
6 E E E 69 6? 6@
9 E ( ( 2? 2> 2>
"-. #his e4,erimental design isI
a. 'ull factorial
b. >alf factorial
c. Guarter factorial
d. /one of the above
"8. #he number of factors, levels and re,licationsI
a. (, (, (
b. (, ", "
c. (, ", (
d. /one of the above
(+. &n indication of the e4,erimental error is available because the design hasI
a. Dulti,le re,lications
b. Dulti,le levels
c. Dulti,le factors
d. /one of the above
(1. #he average number of defects is "1... 'ind the u,,er control limit for the 9-chart.
a. "..)
b. ")..
c. ".."
d. /one of the above
1. ?riefly define &ffinity 5iagram with an e4am,le.
". ?y using imaginary figures draw a %un 9hart.
END O6 SECTION A
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 1$
(. 9onsider the following data H develo, a normal ,robability gra,h ,a,er H normal ,robability
,lotI
7.8, 8.7, 1+.., 1".7, 1".-, 1-.1, "1.", ((.+, )(.1, 11.1, -1.), 8(.1
). & ,ainting ,rocess ,roduces coatings with a thic$ness of +.+++1 H a standard deviation of
+.++++". 2hat should the tolerance limits be for this ,rocess@ ?riefly e4,lain #olerance design@
1. 2hat is 3ugh matri4@ State the ste,s which are used in 3ugh matri4.
ection C: )pplie& Theory 561 Mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should from the ,art of your answer (2ord limit "++ to "1+ words.
1. 5efine H describe the ,ur,ose of root cause analysis@ %ecogni;e the issues involved in
identifying a root cause analysis and list various tools for resolving chronic ,roblem@
". 5escribe the ,ur,ose H elements of 'DC& including ris$ ,riority number (%3/, and evaluate
'DC& results for ,rocesses, ,roducts, H services. 5istinguish between design 'DC& (5'DC&
H ,rocess 'DC& (3'DC& and inter,ret results from each.
-
• #his section consists of Dulti,le 9hoice Guestions and #rue H 'alse.
• &nswer all the Guestions.
• Cach Guestion carries 1 Dar$.
Part One:
Multiple choices:
1. #93 stands forI
a. #ranslate 9ontrol 3rotocol
b. #ranslate 9able 3rotocol
c. #ransmission 9ontrol 3rogram
d. #ransmission 9able 3rogram
". 2hy we do not ta, into a 1+?ase" or 1+?ase# cable in the same way as we ta, with 1+?ase1
cable@
a. ?ecause the cable is so thin.
b. ?ecause the cable is so strong.
c. ?ecause the cable is so thic$.
d. ?ecause the cable is so fat.
(. #he Cthernet has its roots in an early ,ac$et radio networ$ calledI
a. SD&
b. 3&%9
c. %2S
d. &:6>&
). TTTTTTTTTTTis the second maEor class of Intra 5omain %outing ,rotocol.
a. %eliable 'looding
b. :in$ State
c. %oute 9alculation
d. Im,lementation
1. & /etwor$ that ,rovides a constant band width for the com,lete duration of message transfer is a
a. 9ell switched /etwor$
b. 3ac$et switched /etwor$
c. 9ircuit switched /etwor$
d. /one of the above
.. & router I
a. 'orwards a ,ac$et to all outgoing lin$s u, to which the ,ac$et originated.
b. 5etermines on which outgoing lin$ a ,ac$et is to be forwarded
c. 'orwards a ,ac$et to the ne4t free outgoing lin$
d. 'orwards a ,ac$et to all outgoing lin$s
C4amination 3a,erI Information System Danagement
2
II?D Institute of ?usiness Danagement
7. 2hat is the ma4imum s,eed of 1+?ase1 Cthernet 9able@
a. 1++ Db,s
b. 1++ Db,s
c. 1+ Db,s
d. 1+ Db,s
-. 2hat is the ma4imum number of addressable stations on a 1+?ase# Cthernet networ$@
a. 1+")
b. "1++
c. "++
d. 11"
8. & device that encodes analog voice into a digital IS5/ :in$ is calledI
a. 5S:
b. JSD
c. 965C9
d. &D3S
1+. 6ne of the small difference between the I?D #o$en %ing s,ecifications and -+".1 is thatI
a. #he former actually re0uires the use of DS&Ls.
b. #he former actually re0uires the use of D&9.
c. #he former actually re0uires the use of ##%#.
d. /one of the above
True F False:
1. #he sliding window ,rotocol is the best $nown algorithm in com,uter networ$ing.
". 6ne of the issues that faces a networ$ designer is how to ma$e this decision in a fair
manner.
(. Dulticast addresses area used to send messages to subset of the hosts on an Cthernet.
). -+".11 can su,,ort collision detection.
1. & /etwor$ Interface card o,erates at the /etwor$ :ayer of the 6SI model.
.. #93 ,ort 1)(" is the well $nown server ,art.
7. 93L is directly res,onsible for moving data between two networ$s.
-. 9lassless inter domain routing is a techni0ue that addresses four scaling concerns in the
Internet0
8. :&/ is a connection oriented ,ac$et-switching technology.
1+. Cthernet addresses are configured into the networ$ ada,tor by the manufacturer.
• &nswer all the 0uestions.
• Cach Guestion carries 1 mar$s.
1. 2hat are the benefits of 3ac$et Switching@
2. 2hat is an Internetwor$@
$. 2hat ,rotocols are there in the #93/I3 internet :ayer@
+. 2hat is difference between Firtual circuit Switching and 9ell Switching@
ection C: .ong Questions 561 mar7s8
• #his section consists ofng Guestions.(word limit 1++ words
• Cach Guestion carries 1+ mar$s.
• &ttem,t any ( Guestions.
1. 2rite a short note on 9lassless Inter 5omain %outing (9I5%@
". 2hat distinguish a com,uter networ$ from other ty,e of networ$s@
(. 2hat are the Salient features of Jlobal Internet@
). 5istinguish between %everse-3ath Dulticast (%3D and 3rotocol Inde,endent Dulticast@
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. #he Sliding window ,rotocol is ,erha,s the best $nown algorithm in com,uter /etwor$.
5escribe however is that it can be used to serve different roles.
". C4,lain how the Sliding 2indow &lgorithm wor$s in 5irect :in$ /etwor$.
END OF ECT!ON D
Operating ystems
Multiple Choices:
1. #he 395 data is allocated using a data Structure is calledTTTTTTTTTTTTTT.
a. >ea,
b. 6bEect Dodule
c. #ag
d. >ead
". 3rocess isI
a. :anguage of ,rogramme
b. /ame of a com,uter software
c. &n e4ecution of ,rogramme
d. /one of the above
(. Streaming ta,e can store recordI
a. 2ithout a brea$ irres,ective of its si;e
b. 2ith a brea$ in si;e of record
c. 6f si;e 1+ $b
d. ?oth (a H (c
). TTTTTTTTTTTTTTTis a ,olicy decision based on the ,age reference information available in
the ,age table.
a. Demory &llocation
b. Shared 3ages
c. 3age %e,lacement
d. Demory Da,,ing
1. %emote ,rocedure call (%39 is used by an a,,lication e4ecuteI
a. #o e4ecute a ,rocedure in the system
b. #o e4ecute a ,rocedure in another com,ute in the distributed system
c. /ame of a software
d. /one of the above
.. Dulti,rocessor com,uter system ,rovidesI
a. Slow ,erformance by serving several ,rocesses simultaneously
b. >igh ,erformance by serving several ,rocesses simultaneously
c. >igh ,erformance by serving one ,rocess
d. /one of the above
C4amination 3a,erI Information System Danagement
/
II?D Institute of ?usiness Danagement
7. %emote ,rocedure call (%39 is used by an a,,lication e4ecuteI
a. #o e4ecute a ,rocedure in the system
b. #o e4ecute a ,rocedure in another com,ute in the distributed system
c. /ame of a software
d. /one of the above
-. & distributed transaction is also calledI
a. Single-site transaction
b. #wo Nsite transaction
c. Dulti-site transaction
d. ?oth (a H (b
8. 'ile control bloc$ ('9? contains all information concerningI
a. & file ,rocessing activity
b. C4ecution activity
c. ?oth (a H (b
d. /one of the above
1+. /on-uniform memory architecture system consists of number of nodes and each node
consistsI
a. Donitor
b. %egister
c. ?oth (a H (b
d. 1 or more 9.3.Ls
True F False:
1. 93L hel,s in effective memory management by an 6S.
". >igh reliability in distributed file systems can be ensured through sharing semantics.
(. #he com,atible time sharing system for the I?D 7+8) was one of the first time sharing
systems.
). #he 3rocessors of multi,rocessors are divide into ,rocessor sets.
1. & resource ran$ is associated with each resource class.
.. & cached directory is a co,y of directory that e4ists at a ,rimary site.
7. & cluster of nodes is a section of the distributed system that contains sufficient hardware
and software resources.
-. & cycle is a sufficient condition for a deadloc$ in DIS% system
8. 'ile system integrity im,lies correctness and consistency of control data and o,erations of
the file system.
1+. & mathematical model consists of three com,onents model of the server
ection ": hort Questions 521 mar7s8
• #his section consists of Short Guestions (&nswer should be in 1 :ine.
• &nswer all the 0uestions.
• Cach Guestion is of 1 mar$s.
1. 2hat do you mean by A&uthenticationB@
". 5istinguish between 'ile System and I69S.
(. 5efine ASegmentation with 3agingB.
). 5escribe the 5eadloc$ characteristics for different resource system.
1. 2rite a Short /ote on AStructure of an 6,erating SystemB.
". 5efine %e0uest-%e,ly-&c$nowledgement 3rotocol and C4,lain a ?loc$ing version
of %%& 3rotocol.
(. C4,lain how starvation is avoided the L/IS and 2indow system@
). 5iscuss influence of dis$ scheduling algorithms on effectiveness of I;6 buffering@
ection D: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the Guestions
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 5escribe why authentication is im,ortant for file ,rotection@
". Show actions of the basic and control ,arts of a ,rocess to im,ortant %icart-&grawala
&lgorithm@
C4amination 3a,erI 3roEect Danagement
1
II?D Institute of ?usiness Danagement
!!"M !nstitute o' "usiness Management
E%amination Paper MM0111
Pro4ect Management
ection ): O34ecti$e Type 561 mar7s8
• #his section consists of multi,le choices 0uestions and short answer ty,e 0uestions.
• &nswer all the 0uestions.
• 3art 6ne 0uestions carry 1 mar$ each and 3art #wo 0uestions carry 1 mar$s each.
Part One:
Multiple choices:
1. 5uring TTTTTTTTTformal tools and techni0ues were develo,ed to hel, and manage large
com,le4 ,roEects.
a. 181+s
b. 18-+s
c. 18"+s
d. 188+s
". 3C%# stands forI
a. 3rogram Cvaluation and %everse #echni0ue
b. 3rogress Cvaluation and %eview #echni0ue
c. 3rogram Cvaluation and %eview #echni0ue
d. /one of the above
(. #he most basic model of any 6,erating System isI
a. 3roEect Dodel
b. In,ut-out,ut model
c. 6ut,ut-in,ut model
d. /one of the above
). 6verall com,le4ity W
a. 6rgani;ational com,le4ity\resource com,le4ity\technical com,le4ity
b. 6rgani;ational com,le4ity!technical com,le4ity-resource com,le4ity
c. #echnical com,le4ity!resource com,le4ity/organi;ational com,le4ity
d. 6rgani;ational com,le4ity\resource com,le4ity/technical com,le4ity
1. %elevant areas of the &3D body of $nowledge areI
a. Guality Danagement
b. ?udgeting and cost Danagement
c. 3roEect 9ost Danagement
d. ?oth ‘a’ and ‘b’
C4amination 3a,erI 3roEect Danagement
"
II?D Institute of ?usiness Danagement
.. 9osts associated with the ,lanning ,rocess includeI
a. 3laner’s tools
b. 6,,ortunity cost
c. 3lanned labour and associated e4,enses
d. &ll of the above
7. 93& stands forI
a. 9ritical 3ath &nalysis
b. 9ommon 3ath &nalysis
c. 9ritical 3ath &lgorithm
d. 9ommon 3roblem &nalysis
-. #he ,roEect duration with the normal activity time is TTTTdays.
a. 11
b. 1.
c. 17
d. "1
8. #he nature of the wor$ organi;ation is im,ortant as itI
a. 5efines res,onsibility and authority
b. 6utlines re,orting arrangements
c. 5etermines the management overhead
d. &ll of the above
1+. Datri4 Danagement was invented by
a. Dullins
b. ?elbin
c. 5ruc$er
d. 'rederic$ #aylor
Part Two:
1. 5efine ‘9ost Cstimating #echni0ues’.
". 2rite a note on ‘9ritical 3ath &nalysis’.
(. 5ifferentiate between Jeneral Danagement and 3roEect Danagement.
). 2hat is ‘#eam :ife 9ycle’@
C/5 6' SC9#I6/ &
C4amination 3a,erI 3roEect Danagement
(
II?D Institute of ?usiness Danagement
ection ": Caselets 591 mar7s8
• #his section consists of 9aselets.
• &nswer all the 0uestions.
• Cach 9aselet carries "+ mar$s.
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Caselet 1
!t:s a ,is7y "usiness
'our friends wanted to start a business. &fter much discussion, they had hit u,on the idea of launch a
mail-order toys and games business. #hey were in the develo,ment stage of their business ,lan and
wanted to be sure that they had been through with their ,lanning. #o reinforce this, they had Eust received
a letter from a grou, of venture ca,italists, agreeing to fund the start u,. It concluded its review of their
,lan by statingI
#he business ,lan ,resents a credible o,,ortunity for all involved and we are ,re,ared to a,,rove the
funding re0uest, subEect to a ris$ analysis being carried out on the ,roEect to start the business.
#he grou, was stunned-the funding that they had been ho,ing for was suddenly a reality. <ust one thing
stood in their way- that damned ris$ analysis ,rocess.
#hey started with identifying the $ey ris$ elements that could face the business during in start u, ,hase.
#hey considered the ,rocess between the time that they received the funding and day one of trading. 2hat
could ,ossibly go wrong@ts of things. #hey brainstormed the ,ossibilities and recorded them. #hey
then considered the effect that these would have on the ,roEect as a whole. #he list they generated
,rothings going wrong and not enough ma$ing sure that the ,ositive ste,s towards the business o,ening
were ha,,ening. #hey needed to ,riorities’ the events. &s im,ortantly, what would ha,,en, when they
eventually occurred@ 2ho would be res,onsible for each of them@ 6n what basis could they ran$ each
ris$, in order to identify the most im,ortant ris$s for which they would develo, mitigation and
ownershi,@
#hey decided to use a table to show the ris$ event, the li$elihood, the severity and by multi,lying the two
,roviding a ris$ ,riority number (%3/. #his would the allow ran$ing of the ris$ elements. 'or the three
highest ran$ed elements, the grou, then generates a mitigation ,rocess with someone in the grou, ta$ing
ownershi, of that ,rocess.
&s can be seen, the to, three ris$s were identified and mitigation tas$s ,ut in ,lace to either ,revent the
ris$ event ha,,ening or to reduce its effect. #he initials of the ‘owners’ of that ris$ in the last column
show who has agreed to monitor that set of events and ensure that the mitigation is ,ut into ,lace before
the ,roEect suffers from that event occurring.
Questions:
1. 2hat further methods could have been used to generate ideas for the identification ,art of the ris$
,rocess@
". 2hat should ha,,en as the ,roEect ,rogresses to manage ris$@
C4amination 3a,erI 3roEect Danagement
)
II?D Institute of ?usiness Danagement
Caselet 2
Fast(trac7 Pro&uct ,e&e$elopment at !nstron
"ac7groun&
Instron designs and manufactures machines for testing the ,ro,erties of all ty,es of material. 6ne
,articular ,lastic testing instrument has been selling around "1+ units ,er year worldwide. In 188" at the
height of the recession, with margins being s0uee;ed and sales volume dro,,ing, Instron decided to
redesign the instrument to reduce its cost and ma$e it easier to manufacture.
The Pro4ect
Instron began to underta$e change in the late 18-+s, which included a ,rogramme to institute concurrent
new ,roduct develo,ment. #his was accom,anied by ,ressure for cost reduction, the introduction of
manufacturing changes, and the brea$ing of the firm into business teams.
#he team was highly transient and changing environment, there were few restrictions on the way the
redesign ,roEect had to be handled. It was one of the first ,roEects in Instron to be run from the beginning
as a concurrent engineering ,roEect. & small multi-functional team was formed, consisting of a
manufacturing engineer, a design engineer, a mar$eting engineer and a draughtsman. #he design rief was
to im,rove the ease of manufacture of the ,roduct such tat a cost reduction of "+ ,ercent could be
achieved.
#he team was co-located in an area adEacent to the manufacturing facility. <hough there was some
initial resistance, the comment was made that ‘they don’t $now how they ever wor$ed without it’. #he
ease of communication and sharing of ideas became a more natural ,art of wor$ing life.
)&$erse E''ects
#he ,rinci,les of concurrency were, in general, favorably acce,ted by de,artments downstream of the
design ,rocess and with some notable e4ce,tions, unfavorably viewed by the design de,artment.
Individuals had concurrency im,osed on them in the initial ,roEects selectedK be tried out. Senior
management staff was selected as cham,ions of the cause, with the obEective of overcoming the resistance
to change that e4isted. #his came in a number of formsI
1. 3assive resistance- summari;ed as ‘don’t show reluctance to a,,ly the new ideas, attend all the
grou, meetings, nod in agreement, then carry on as before.
". &ctive resistance- ‘do what you li$e, but don’t as$ me to do it’
(. Lndermining the initiative- through overstating the a,,arent ,roblems.
#hey began by carrying out brainstorming sessions with manufacturing engineers, buyers, members of the
sho, floor, su,,liers and additional design engineers, to find new and innovative ways to im,rove the
,roduct. #he outcome of these investigations was to draw u, a list of areas where im,rovements were
thought ,ossible.
The "ene'its )chie$e&
#he results of this team’s action wereI
• 9ost reduced by )8 ,ercent
• 3roduct range rationali;ed from 1" to " versions
• Lni0ue ,art count reduced from 1)1 to 8- and total number of ,arts reduced from (++ to 1-8
• &ssembly/machining time reduced by 11 ,ercent
• 3roEect com,leted on time, with last version being released in &,ril 188).
6nce o,erational, few ,roblems were encountered and those that did occur were minor in nature. #he
success was attributed by the firm to two decisionsI
• #he selection of the right ,roEect- one that made it easy to demonstrate concurrency
• #he selection of the right ,eo,le- those who were ,re,ared to be o,en-minded and have some
enthusiasm for the changes.
#he com,any now views this as a sim,le ,roEect that restored the ,rofitability of an established ,roduct
through the use of innovation, ingenuity and new design techni0ues by the whole concurrent team. 2hat
C4amination 3a,erI 3roEect Danagement
1
II?D Institute of ?usiness Danagement
is also clear is that the ,roduct was subEect to technical change in only one area- the materials used. #he
other benefits have all been due to the a,,roach tat the firm’s management has ta$en to its new ,roduct
develo,ment (/35 3rocess. #he firm felt that the ,roEect has been a success and that this method of
wor$ing would become an institutionali;ed methodology.
Questions:
1. Identify the ste,s the firm too$ in this ,roEect. >ow did this contribute to the success@
". >ow might the main adverse effects be identified@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 2hat is the role of strategy in 3roEect Danagement@
". Identify the different roles that cost, ,rice and ,rofit can ,lay in determining ,roEect costs.
Pro4ect Management in !T
• #his section consists of multi,le choice 0uestions and short notes ty,e 0uestions.
• &nswer all the 0uestions.
• 3art 6ne 0uestions carry 1 mar$ each and 3art two 0uestions carry 1 mar$s each.
Part One:
Multiple choices:
1. #he $nowledge areas of 3roEect Danagement 3rocess Jrou, areI
a. 3lanning and Initiating
b. C4ecuting and 9losing
c. Donitoring and 9ontrolling
d. &ll of the above
". #o create a successful ,roEect, a ,roEect manager must considerI
a. Sco,e
b. #ime
c. 9ost
d. &ll of the above
(. 2hich one of the following is not involved in the to, ten s$ills or com,etencies of an effective
,roEect managerI
a. 3eo,le s$ills
b. :eadershi,
c. Integrity
d. #echnical s$ills
). ¬her name of a ,hase e4it is a TTTTTTT ,oint.
a. %eview
b. Stage
c. Deeting
d. =ill
1. 2hich ,rocess grou, includes activities from each of the nine $nowledge areas@
a. Initiating
b. 3lanning
c. C4ecuting
d. 9losing
C4amination 3a,erI 3roEect Danagement
7
II?D Institute of ?usiness Danagement
.. #he ,roEect team wor$s together to create the TTTTTT.
a. Sco,e statement
b. 2?S
c. 2?S dictionary
d. 2or$ ,ac$age
7. TTTTTTTTTT is a networ$ diagramming techni0ue used to ,redict total ,roEect duration.
a. 3C%#
b. & Jantt chart
c. 9ritical 3ath Dethod
d. 9rashing
-. 2hich of the following is not a $ey out,ut of ,roEect cost managementI
a. & cost estimate
b. & cost management ,lan
c. & cost baseline
d. /one of the above
8. 9DDI Stands forI
a. 9a,ability Daturity Dodel Integration
b. 9om,le4 Daturity Dodel Integration
c. 9ommon Daturity Dodel Information
d. 9a,ability Daturity Dodel Information
1+. & ,ro,osal evaluation sheet is an e4am,le ofI
a. %'3
b. /3F analysis
c. Carned value analysis
d. 2eighted scoring model
Part Two:
1. 5efine 3roduct :ife 9ycle.
". 2hat is 3roEect Integration Dodel@
(. 2rite a note on Jantt charts.
). 2hat is 3roEect Guality Danagement@
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Caselet 1
& ,reliminary estimate of costs for the entire ,roEect is Q1)+,+++. #his estimate is based on the
,roEect manager wor$ing about "+ hours ,er wee$ for si4 months and other internal staff wor$ing a
total of about .+ hours ,er wee$ for si4 months. #he customer re,resentatives would not be ,aid for
their assistance. & staff ,roEect manager would earn Q1+ ,er hour. #he hourly rate for the other
,roEect team member would be Q7+ ,er hour, since some hours normally billed to clients may be
needed for this ,roEect. #he initial cost estimate also includes Q1+,+++ for ,urchasing software H
services from su,,liers. &fter the ,roEect is com,leted, maintenance costs of Q)+,+++ are included
for each year, ,rimarily to u,date the information and coordinate the A&s$ the C4,ertB feature and
online articles. 3roEected benefits are based on a reduction in hours consultants s,end researching
,roEect management information, a,,ro,riate tools and tem,lates, and so on. 3roEected benefits are
also based on a small increase in ,rofits due to new business generated by this ,roEect. If each of
more than )++ consultants saved Eust )+ hours each year (less than one hour ,er wee$ and could bill
that time to other ,roEects that generate a conservative estimate of Q1+ ,er hour in profits, then the
,roEected benefit would be Q1.+,+++ ,er year. If the new intranet increased business by Eust 1
,ercent, using ,ast ,rofit information, increased ,rofits due to new business would be at least
Q)+,+++ each year. #otal ,roEected benefits, therefore, are about Q"++,+++ ,er year.
C4hibit & summari;es the ,roEected costs and benefits and shows the estimated net ,ercent value
(/3F, return on investment (%6I, and year in which ,aybac$ occurs. It also lists assum,tions
made in ,erforming this ,reliminary financial analysis. &ll of the financial estimates are very
encouraging. #he estimate ,aybac$ is within one year, as re0uested by the s,onsor. #he /3F is
Q"7",-++, and the discounted %6I based on a three-year system life is e4cellent at 11" ,ercent.
Discount rate -P
&ssume the
,roEect is done
in about is
months
*ear
1 1 2 6 Total
9osts 1)+,+++ )+,+++ )+,+++ )+,+++
5iscount
factor
1 +.8( +.-. +.78
5iscounted
costs
1)+,+++ (7,+(7 (),"8) (1,71( ")(,+-)
?enefits + "++,+++ "++,+++ "++,+++
5iscount
factor
1 +.8( +.-. +.78
5iscounted
benefits
+ 1-.,1-1 171,).- 11-,7.. 111,)18
5iscounted (1)+,+++ 1)-,1)- 1(7,17) 1"7,+1(
C4amination 3a,erI 3roEect Danagement
8
II?D Institute of ?usiness Danagement
benefits N
costs
9umulative
benefits-costs
(1)+,+++ -,1)- 1)1,("" 2@2G66? NDP
Pay3ac7 in
year 1
Discounte&
li'e cycle
,O!((((?
11"P
)ssumptions
9osts Xhours
3D (1++hours,
Q1+/hour
"1,+++
Staff (11++
hours,
Q7+/hour
1+1,+++
6utsourced
software H
services
1+,+++
#otal ,roEect
costs (all
a,,lied in year
+
1)+,+++
?enefits
X consultants )++
>ours saved )+
Q/hour ,rofit 1+
?enefits from
saving time
1.+,+++
?enefits from
1P increase in
,rofits
)+,+++
#otal annual
,roEected
benefits
"++,+++
Questions:
1. 2hat according to you are the factors that can ham,er the ,rofit growth related with the
,roEect@
". Dention some strategies to further im,rove the ,roEect’s turnover.
C4amination 3a,erI 3roEect Danagement
1+
II?D Institute of ?usiness Danagement
Caselet 2
Dany organi;ations s,end a great deal of time and money on training efforts for general ,roEect
management s$ills, but after the training, ,roEect managers may still not $now how to tailor their
,roEect management s$ills to the organi;ation’s ,articular needs. ?ecause of this ,roblem, some
organi;ations develo, their own internal information technology ,roEect management methodologies.
#he PMBOK% Guide is a standard that describes best ,ractices for what should be done to manage a
,roEect. & metho&ology describes how things should be done, and different organi;ations often have
different ways of doing things. 'or e4am,le, after im,lementing a systems develo,ment life
cycle (S5:9 at ?lue 9ross Shield of Dichigan, the Dethods de,artment became aware that
develo,ers and ,roEect managers were often wor$ing on different information technology ,roEect in
different ways. 5eliverables were often missing or loo$ed different from ,roEect to ,roEect. #hey may
have all had a ,roEect charter, status re,ort, technical documents (i.e., database design documents,
user interface re0uirements, and so on, but how they were ,roducing and delivering these
deliverables was different. #here was a general lac$ of consistency and a need for standards to guide
both new and e4,erienced ,roEect managers. #o, management decides to authori;e funds to develo, a
methodology for ,roEect managers that could also become the basis for information technology
,roEect management training within the organi;ation. It was also ,art of an overall effort to hel, raise
the com,any’s Software 9a,ability Daturity Dodel level. ?lue9ross ?lueShield of Dichigan
launched a three-month ,roEect to develo, its own ,roEect management methodology. Some of the
,roEect team members had already received 3D3 certification, so they decided to base their
methodology on the PMBOKR Guide 2000, ma$ing adEustment as needed to best describe how their
organi;ation managed information technology ,roEects. See a com,lete article on this ,roEect on the
com,anion 2eb site for this te4t. &lso see the Suggested %eading to review the State of Dichigan
3roEect Danagement Dethodology, which ,rovides another good e4am,le of an information
technology ,roEect management methodology. Dany organi;ations include ,roEect management in
their methodologies for managing Si4 Sigma ,roEects. 6ther organi;ations include ,roEect
management in their software develo,ment methodologies, such as the ,ational -ni'ie& Process
5,-P8 framewor$. %L3 is an interactive software develo,ment ,rocess that focuses on team
,roductivity and delivers software best ,ractices to all team members. &ccording to %L3 e4,ert ?ill
9ottrell, A%L3 embodies industry-standard management and technical methods and techni0ues to
,rovide a software engineering ,rocess ,articularly suited to creating and maintaining com,onentbased
software system solutions,B 9ottrell e4,lains that you can tailor %L3 to include the 3D?6=
,rocess grou,s. S,ecifically, I?D %ational, the creators of %L3, found that it could adEust %L3 in,ut
artifacts with 3D?6= ,rocess in,uts, %L3 ste,s with 3D?6= ,rocess tools and techni0ues, and
%L3 resulting artifacts with 3D?6= ,rocess out,uts.
Questions:
1. &ccording to you what are the s$ills that needed for the ,roEect management of an organi;ation@
". >ow the si4 sigma ,roEect became a hel,ful tool in very so,histicated $ind of ,roEect
management@
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 2hat is cost@ 2hat is the im,ortance of 3roEect cost Danagement and e4,lain basic ,rinci,les of
9ost Danagement.
". 5efine the followingI
a. %esource >istograms
b. 3roEect 9ommunication Danagement
C4amination 3a,er
!nternational "usiness Management
ection ): O34ecti$e Type 561 mar7s8
? #his section consists of multi,le choice 0uestions and short answer ty,e 0uestions
? &nswer all the 0uestions.
? 3art 6ne carries 1 mar$ each and 3art #wo 0uestions carries 1 mar$s each.
Part One:
Multiple choices:
1. 2hat is the series consideration for strategy im,lementation@
a. Strategic orientation
b.cation
c. 5imensions
d. ?oth (a H (b
". #he maEor activity in global mar$eting is
a. 3ricing ,olicies
b. 3roduct lines
c. Dar$et assessment
d. &ll of the above
(. #he third ‘3’ in the international mar$eting mi4 is
a. 3roduct
b. 3rice
c. 3romotion
d. 3lace
). #he Curo,ean Cconomic 9ommunity was established
a. 181-
b. 1871
c. 18.7
d. 1817
1. Cnvironment 3rotection &ct
a. 18-.
b. 18.7
c. 188+
d. /one of the above
C4amination 3a,er
II?D Institute of ?usiness Danagement
.. 3eo,le’s attitude toward time de,end on
a. :anguage
b. %elationshi,
c. 9ulture
d. &ll of the above
7. 9ulture necessitates ada,tion of
a. 3roduct
b. 3rice
c. 3romotion
d. 3lace
-. #he legal term for brand is
a. Symbol
b. /ame
c. #rade mar$
d. &ll of the above
8. '5I flows are often a reflection of rivalry among firms in
a. Jlobal mar$et
b. Indian mar$et
c. International mar$et
d. /one of the above
1+. IS6 certification is
a. C4,ensive ,rocess
b. Claborate ,rocess
c. Cvaluative 3rocess
d. ?oth (a H (b
Part Two:
1. 2hat do understand by ‘Inward-oriented 3olicies’@
". 2hat is ‘'actor Cndowments #heory’@
(. C4,lain the term ‘#otalitarianism’.
). 2rite about ‘3ersistent 5um,ing’.
C/5 6' SC9#I6/ &
C4amination 3a,er
II?D Institute of ?usiness Danagement
ection ": Caselets 591 mar7s8
? #his section consists of 9aselets.
? &nswer all the 0uestions.
? Cach caselet carries "+ mar$s.
? 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
Caselet 1
T2E E-: .)##!N# COMPET!T!DENE
In a re,ort ,roduced for the Curo,ean 9ommission, ,ublished in /ovember 188-, it was argued that
the CL lags behind the LS& and <a,an on most measures of international com,etitiveness. Jross
domestic ,roduct ,er ca,ita, sometimes used as an indicator of international com,etitiveness at the
country level, was (( ,er cent lower in the CL as a whole than in the LS& and 1( ,er cent lower
than in <a,an. #he CL’s ,oor record in creating em,loyment was singled out for ,articular criticism.
&s this a,,eared to a,,ly across the board in most industrial sectors, it suggested that the CL’s ,oor
,erformance related to the business environment in general and, in ,articular, to the infle4ibility of
Curo,e’s labour mar$ets for goods and services. & shortage of ris$ ca,ital for advanced
technological develo,ment and high cost and inefficiency of Curo,e’s financial services were also
highlighted by the re,ort. 'or one reason or another, Curo,ean industries generally lag behind in
technology industries. If measured by the number of inventions ,atented in at least two countries, the
LS& is well ahead of most Curo,ean countries, as well as <a,an. 5es,ite these shortcomings, the
re,ort’s authors focus attention on fle4ible mar$ets, mar$et liberalisation, and the creation of a
com,etitive business environment rather than on targeted intervention by the CL or national
authorities.
1. Is gross domestic ,roduct ,er ca,ita a useful indicator of International com,etitiveness in the CL@
". Is it fair to ,oint the blame for the CL’s ,oor international com,etitiveness at infle4ible labour
mar$ets, regulated goods and services mar$ets, and a general lac$ of com,etition@ 2hat
alternative e4,lanations might be suggested@
C4amination 3a,er
II?D Institute of ?usiness Danagement
Caselet 2
PE,-
3eru is located on the west coast of South &merica. It is the third largest nation of the continent (after
?ra;il and &rgentina, and covers almost 1++,+++ s0uare miles (about 1) ,er cent of the si;e of the
Lnited States. #he land has enormous contrasts, with a desert (drier than the Sahara, the towering
snow-ca,,ed &ndes mountains, s,ar$ling grass-covered ,lateaus, and thic$ rain forests. 3eru has
a,,ro4imately "7 million ,eo,le, of which about "+ ,er cent live in :ima, the ca,ital. Dore Indians
(one half of the ,o,ulation live in 3eru than in any other country in the western hemis,here. #he
ancestors of 3eru’s Indians were the famous Incas, who built a great em,ire. #he rest of the
,o,ulation is mi4ed and a small ,ercentage is white. #he economy de,ends heavily on agriculture,
fishing, mining, and services. J53 is a,,ro4imately Q111 billion and ,er ca,ita income in recent
years has been around Q),(++. In recent years the economy has gained some relative strength and
multinationals are now beginning to consider investing in the country. 6ne of these ,otential
investors is a large /ew Oor$ based that is considering a Q"1 million loan to the owner of a 3eruvian
fishing fleet. #he owner wants to refurbish the fleet and add one more shi,. 5uring the 187+s, the
3eruvian government nationalised a number of industries and factories and began running them for
the ,rofit of the state. In most cases, these state-run ventures became disasters. In the late 187+s, the
fishing fleet owner was given bac$ his shi,s and are getting old and he needs an influ4 of ca,ital to
ma$e re,airs and add new technology. &s he e4,lained it to the /C2 O6%= ban$erI Afishing is no
longer Eust un art. #here is a great deal of technology involved. &nd to $ee, costs low and be
com,etitive on the world mar$et , you have to have the latest e0ui,ment for both locating as well
as catching and then loading and unloading the fish.B>aving reviewed the fleet owner’ o,eration, the
large multinational ban$ believes that the loan is Eustified. #he financial institution is concerned ,
however , that the 3eruvian government might ste, in during the ne4t cou,le of years and again
ta$e over the business . If this were to ha,,en, it might ta$e an additional decade, for the loan to be
re,aid. If the government were to allow the fleet owner to o,erate the fleet the way he has over the
last decade, the loan could be ra,id within seven years. %ight now, the ban$ is deciding on the
s,ecific terms of the agreement. 6nce these have been wor$ed out , either a loan officer will fly
down to lima and close the deal or the owner will be as$ed to come to /C2 O6%= for the signing.
2hichever a,,roach is used, the ban$ reali;e that final adEustments in the agreement will have
to be made on the s,ot. #herefore, if the ban$ sends a re,resentative to :ima, the individual will have
to the authority to commit the ban$ to s,ecific terms. #hese final matters should be wor$ed out within
the ne4t ten days.
1. 2hat are some current issues 'acing 3eru@ 2hat is the climate for doing business in 3eru today@
". 2ould the ban$ be better off negotiating the loan in /ew Oor$ or in :ima@ 2hy@
C/5 6' SC9#I6/ ?
C4amination 3a,er
II?D Institute of ?usiness Danagement
ection C: )pplie& Theory 561 mar7s8
? #his section consists ofng Guestions.
? &nswer all the 0uestions.
? Cach 0uestion carries 11 mar$s.
? 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
1. Imagine that you are the director of a maEor international lending institution su,,orted by funds
from member countries. 2hat one area in newly industriali;ed and develo,ing economics would
be your ,riority for receiving develo,ment aid@ 5o you sus,ect that any member country will be
,olitically o,,osed to aid in this area@ 2hy or 2hy not@
". #he ,rinci,le ,roblem in analysing different forms of e4,ort financing is the distribution of ris$s
between the e4,orter and the im,orter. &nalyse the following e4,ort financing instruments in this
res,ectI
(a :etter of 9redit
(b 9ash in advance
(c 5raft
(d 9onsignment
(e 6,en &ccount
Management !n'ormation ystems
#his section consists of Dulti,le choice 0uestions and Short /ote ty,e 0uestions. ?
&nswer all the 0uestions. ?
3art one 0uestions carry 1 mar$ each H 3art two 0uestions carry 1 mar$s each. ?
Part one:
Multiple choices:
1. Danagement Information System is mainly de,endent u,onI
a. &ccounting
b. Information
c. ?oth ‘a’ and ‘b’
d. /one of the above
". #he most im,ortant attribute of information 0uality that a manager re0uires isI
a. 3resentation
b. %elevance
c. #imeliness
d. /one of the above
(. >uman %esource Information Systems are designed toI
a. 3roduce ,ay chec$s and ,ayrolls re,orts
b. Daintain ,ersonnel records
c. &naly;e the use of ,ersonnel in business o,erations
d. 5evelo,ment of em,loyees to their full ,otential
). 6,erational &ccounting System includeI
a. Inventory control
b. 9ost accounting re,orts
c. 5evelo,ment of financial budgets and ,roEected financial statements
d. /one of the above
1. CIS stands forI
a. C4ecutive Information System
b. C4cellent Info System
c. C4cessive Information System
d. /one of the above
.. Intranet ,rovide a rich set of tools for those ,eo,leI
a. 2ho are members of the different com,any or organi;ation
b. 2ho are members of the same com,any or organi;ation
c. ?oth ‘a’ and ‘b’
C4amination 3a,er of Danagement Information Systems
II?D Institute of ?usiness Danagement 2
d. /one of the above
7. 2hich one is not the future of wireless technology@
a. C-mail
b. F6I3
c. %'I5
d. #elegram
-. 6:#3 stands forI
a. 6nline #ransactional 3rocessing
b. 6nline #ransmission 3rocessing
c. 6nline #ransactional 3rocess
d. /one of the above
8. 2hich one of the following is not considered as future of m-commerceI
a. Lbi0uity
b.cali;ation
c. Sim,le authentication
d. 9ommon o,eration
1+. 2hich of the following is not the level of decision ma$ingI
a. Danagement control
b. &ctivity control
c. 6,erational control
d. Strategic decision ma$ing
Part Two:
1. 2hat are the ‘Strategic Information Systems’@
". 2rite down the various business model of internet.
(. 2hat is ‘/etwor$ ?andwidth’@
). 5ifferentiate between 6:#3 and 6:33.
C/5 6' SC9#I6/
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
&nswer all the 0uestions. ?
Cach 9aselet carries "+ mar$s ?
5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words. ?
C4amination 3a,er of Danagement Information Systems
II?D Institute of ?usiness Danagement $
Caselet 1
O$er$iew o' our Client:s trategy
6ur client had an online store. #hey were s,ending Q11,+++ each month on ,ay ,er clic$ advertising. #his
resulted in about Q""1,+++ ,er month in sales. #hey didn’t $now which clic$s were leading to sales
because they didn’t trac$ the clic$s. #here ran$ings in the natural listings was minimal because they
hadn’t done $eywords research on what visitors were using to try to find a site li$e there’s. #hey weren’t
able to 0uantity results because their we statistics ,rogram only showed very general traffic information.
#hey were also doing an irregular email newsletter even though they had more than (",+++ e-mails in
their database.
)nalysis o' the situation
In the natural listings we sus,ected they were being ,enali;ed by the search enines for du,licate content.
#he search engines frown on this because they feel this is trying to fool them. Joogle will often give a
site li$e this something called ASu,,lement %esultsB, which means that the search engines $now the ,age
e4ists but doesn’t have any content in their database. 2e also sus,ected their email newsletter was being
bloc$ed by many s,am bloc$ers because the names of the ,roducts they sold were often on used in s,am
e-mails.
!mplementation o' a olution
'or the ,ay ,er clic$ advertising we started trac$ing the clic$s down to the individual terms and the actual
results that came from them. 2e were able to delete terms that were not getting enough sales and increase
the bids on ones that brought sales. 'or the natural listings we did $eywords research and focused on the
main $eywords on the content for the home ,age and in the DC#& tags. 2e also found that visitors search
on ,roduct names rather than manufactures, so in the title tag for the ,age we switched and ,ut the
,roduct name before the manufacturer. 2ith the newsletter, we used a good mi4 of gra,hics and content
to a,,ease the s,am bloc$ers, as well as ,ut the ,roduct names in gra,hics so they wouldn’t be bloc$ed.
In order to analy;e of the site’s traffic, we im,lemented a ,owerful web statistics ,rogram.
,esults o' our wor7
#hrough our tactics, our clients were able to move u, to X) on Joogle for their main search term, which
got a lot of traffic. 2ith ,ay ,er clic$, they went from Q.)(. #hey decrease their budget to Q1+,+++ ,er
month, yet were able to increase their traffic by (( ,ercent. #hrough our o,timi;ation of their ,ay ,er
clic$, their cost ,er conversion to sale decreased by at least )1 ,ercent. #he deliverability of their
newsletter increased as well. 2ithin a year, their sales increased to over Q.++,+++ ,er month.
Questions:
1. 5iscuss the client strategy for the success of store.
". Su,,ose if you are the client ma$er what would you suggest for the client.
Caselet 2
5ata 2arehouse is a massive inde,endent business database system that is ,o,ulated with data that has
been e4tracted from a range of sources. #he data is held se,arately from its origin and is used to hel, to
im,rove the decision-ma$ing ,rocess.
Dany traditional 5atabases are involved in recording day to day o,erational activities of the business,
called 6nline #ransaction 3rocessing (6:#3, 96DD6/:O ID3:CDC/#C5 I/ &irline ?oo$ings and
?an$ing Systems, for faster’s res,onse and better control over data. C4amination 3a,er of Danagement
Information Systems
II?D Institute of ?usiness Danagement +
&fter establishment of 6:#3 Systems, re,orts and summaries can be drawn for giving in,uts to decision-
ma$ing ,rocess and this ,rocess is called 6nline &nalytical 3rocessing (6:&3.
'or better customer relationshi,s management strategy, the call centre’s and data 2arehouse wor$s as a
strategic tool for decision-su,,ort which re0uires lot of time for establishment, and needs to be u,dated
with o,erational information on daily wee$ly or monthly basis.
5ata 2arehouse is used for ,roactive strategies formulation strategies formulation in critical and com,le4
situations. & number of 9%D vendors are advocating for single integrated customer database which
includes call centre, web sites, branches and direct mail, but it lac$s in analytical functioning of data
warehouse. #his 5atabase can’t be e4,anded also, and carry decision su,,ort o,erations on call centre
5atabase becomes slow H the 0uery ,rocessing and in0uiries andling o,erations also become slow H
inefficient for agents dealing with customers.
5ata 2arehouse is must for identifying most ,rofitable H loyal customers and those customers can be
offered better customi;ed services which increase the chances of additional ,rofits.
<hough call centre system H data warehouse are altogether different systems yet de,endent on each
other to fully e4,loit their ,otential res,ectively.
Questions:
1. C4,lain the role of data warehousing in the functioning of a call centre.
". >ow the res,onse time in ,erforming 6:&3 0ueries can be im,roved@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should form the ,art of your answer. (2ord limit "++ to "1+ words. ?
1. C4,lain the term e-commerce. &lso e4,lain the history and limitations of e-commerce.
". 2hat do you understand by the term A5atabaseB@ C4,lain the various database models in detail.
C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement 1
Managerial Economics
ection ): O34ecti$e Type 561 mar7s8
#his section consists of multi,le choices H Short notes ty,e 0uestions. ?
&nswer all the 0uestions. ?
3art one carries 1 mar$ each H 3art two carries 1 mar$s each. ?
Part one:
Multiple choices:
1. It is a study of economy as a whole.
a. Dacroeconomics
b. Dicroeconomics
c. %ecession
d. Inflation
". & com,rehensive formulation which s,ecifies the factors that influence the demand for the ,roduct.
a. Dar$et demand
b. 5emand schedule
c. 5emand function
d. Income effect
(. It is com,uted when the data is discrete and therefore incremental changes is measurable.
a. Substitution effect
b. &rc elasticity
c. 3oint elasticity
d. 5erived demand
). Joods H services used for final consum,tion is calledI
a. 5emand
b. 9onsumer goods
c. 3roducer goods
d. 3erishable goods
1. #he curve at which satisfaction is e0ual at each ,oint.
a. Darginal utility
b. 9ardinal measure of utility
c. #he Indifference 9urve
d. ?udget line
C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement 2
.. 9osts that are reasonably e4,ected to be incurred in some future ,eriod or ,eriods areI
a. 'uture costs
b. 3ast costs
c. Incremental costs
d. Sun$ costs
7. 9ondition when the firm has no tendency either to increase or to contract its out,utI
a. Dono,oly
b. 3rofit
c. C0uilibrium
d. Dar$et
-. #otal mar$et value of all finished goods H services ,roduced in a year by a country’s residents is
$nown asI
a. /ational income
b. Jross national ,roduct
c. Jross domestic ,roduct
d. %eal J53
8. #he sum of net value of goods H services ,roduced at mar$et ,ricesI
a. Jovernment e4,enditure
b. 3roduct a,,roach
c. Income a,,roach
d. C4,enditure a,,roach
1+. #he mar$et value of all the final goods H services made within the borders of a nation in an year.
a. Jlobali;ation
b. Subsidies
c. J53
d. J/3
Part Two:
1. 5efine ‘&rc Clasticity’.
". C4,lain the law of ‘5iminishing marginal returns’.
(. 2hat is ‘3risoner’s 5ilemma’, of non coo,erative game@
). 2hat is ‘#hird degree 5iscrimination’@
END OF ECT!ON ) C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement $
ection ": Case lets 591 mar7s8
#his section consists of 9ase lets. ?
&nswer all the 0uestions. ?
Cach 9ase let carries "+ mar$s. ?
5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words. ?
Case let 1
#he war on drugs is an e4,ensive battle, as a great deal of resources go into catching those who buy or
sell illegal drugs on the blac$ mar$et, ,rosecuting them in court, and housing them in Eail. #hese costs
seem ,articularly e4orbitant when dealing with the drug mariEuana, as it is widely used, and is li$ely no
more harmful than currently legal drugs such as tobacco and alcohol. #hereUs another cost to the war on
drugs, however, which is the revenue lost by governments who cannot collect ta4es on illegal drugs. In a
recent study for the 'raser Institute, 9anada, Cconomist Ste,hen #. Caston attem,ted to calculate how
much ta4 revenue the government of the country could gain by legali;ing mariEuana. #he study estimates
that the average ,rice of +.1 grams (a unit of mariEuana sold for Q-..+ on the street, while its cost of
,roduction was only Q1.7+. In a free mar$et, a Q..8+ ,rofit for a unit of mariEuana would not last for long.
Cntre,reneurs noticing the great ,rofits to be made in the mariEuana mar$et would start their own grow
o,erations, increasing the su,,ly of mariEuana on the street, which would cause the street ,rice of the
drug to fall to a level much closer to the cost of ,roduction. 6f course, this doesnUt ha,,en because the
,roduct is illegalK the ,ros,ect of Eail time deters many entre,reneurs and the occasional drug bust ensures
that the su,,ly stays relatively low. 2e can consider much of this Q..8+ ,er unit of mariEuana ,rofit a
ris$-,remium for ,artici,ating in the underground economy. Lnfortunately, this ris$ ,remium is ma$ing a
lot of criminals, many of whom have ties to organi;ed crime, very wealthy. Ste,hen #. Caston argues that
if mariEuana was legali;ed, we could transfer these e4cess ,rofits caused by the ris$ ,remium from these
grow o,erations to the governmentI If we substitute a ta4 on mariEuana cigarettes e0ual to the difference
between the local ,roduction cost and the street ,rice ,eo,le currently ,ay N that is, transfer the revenue
from the current ,roducers and mar$eters (many of whom wor$ with organi;ed crime to the government,
leaving all other mar$eting and trans,ortation issues aside we would have revenue of (say Q7 ,er ]unit^.
If you could collect on every cigarette and ignore the trans,ortation, mar$eting, and advertising costs, this
comes to over Q" billion on 9anadian sales and substantially more from an e4,ort ta4, and you forego the
costs of enforcement and de,loy your ,olicing assets elsewhere. 6ne interesting thing to note from such a
scheme is that the street ,rice of mariEuana stays e4actly the same, so the 0uantity demanded should
remain the same as the ,rice is unchanged. >owever, itUs 0uite li$ely that the demand for mariEuana would
change from legali;ation. 2e saw that there was a ris$ in selling mariEuana, but since drug laws often
target both the buyer and the seller, there is also a ris$ (albeit smaller to the consumer interested in
buying mariEuana. :egali;ation would eliminate this ris$, causing the demand to rise. #his is a mi4ed bag
from a ,ublic ,olicy stand,ointI Increased mariEuana use can have ill effects on the health of the
,o,ulation but the increased sales bring in more revenue for the government. >owever, if legali;ed,
governments can control how much mariEuana is consumed by increasing or decreasing the ta4es on the
,roduct. #here is a limit to this, however, as setting ta4es too high will cause mariEuana growers to sell on
the blac$ mar$et to avoid e4cessive ta4ation. 2hen considering legali;ing mariEuana, there are many
economic, health, and social issues we must analy;e. 6ne economic study will not be the basis of
9anadaUs ,ublic ,olicy decisions, but CastonUs research does conclusively show that there are economic
benefits in the legali;ation of mariEuana. 2ith governments scrambling to find new sources of revenue to
,ay for im,ortant social obEectives such as health care and education e4,ect to see the idea raised in
3arliament sooner rather than later. C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement +
Questions:
1. 3lot the demand schedule and draw the demand curve for the data given for DariEuana in the case
above.
". 6n the basis of the analysis of the case above, what is your o,inion about legali;ing mariEuana in
9anada@
Case let 2
9om,anies that attend to ,roductivity and growth simultaneously manage cost reductions very differently
from com,anies that focus on cost cutting alone and they drive growth very differently from com,anies
that are obsessed with growth alone. It is the ability to coo$ sweet and sour that under grids the
remar$able ,erformance of com,anies li$es Intel, JC, &?? and 9anon. In the slow growth electro-
technical business, &?? has doubled its revenues from Q17 billion to Q(1 billion, largely by e4,loiting
new o,,ortunities in emerging mar$ets. 'or e4am,le, it has built u, a ).,+++ em,loyee organi;ation in
the &sia 3acific region, almost from scratch. ?ut it has also reduced em,loyment in /orth &merica and
2estern Curo,e by 1),+++ ,eo,le. It is the hard s0uee;e in the north and the west that generated the
resources to su,,ort &??Us massive investments in the east and the south. Cveryone $nows about the
staggering ambition of the &mbanis, which has fuelled %elianceUs evolution into the largest ,rivate
com,any in India. %eliance has built its s,ectacular rise on a similar ability to coo$ sweet and sour. 2hat
,eo,le may not be e0ually familiar with is the relentless focus on cost reduction and ,roductivity growth
that ,ervades the com,any. %elianceUs em,loyee cost is ) ,er cent of revenues, against 11-"+ ,er cent of
its com,etitors. Its sales and distribution cost, at ( ,er cent of revenues, is about a third of global
standards. It has continuously ,ushed down its cost for energy and utilities to ( ,er cent of revenues,
largely through 1++ ,er cent ca,tive ,ower generation that costs the com,any ).1 cents ,er $ilowatt-hourK
well below Indian utility costs, and about (+ ,er cent lower than the global average. Similarly, its ca,ital
cost is "1-(+ ,er cent lower than its international ,eers due to its legendary s,eed in ,lant commissioning
and its relentless focus on reducing the weighted average cost of ca,ital (2&99 that, at 1( ,er cent, is
the lowest of any maEor Indian firm.
) "ias 'or #rowth
9om,aring maEor Indian com,anies in $ey industries with their global com,etitors shows that Indian
com,anies are running a maEor ris$. #hey suffer from a ,rofound bias for growth. #here is nothing wrong
with this bias, as %eliance has shown. #he ,roblem is most loo$ more li$e Cssar than %eliance. 2hile
they love the sweet of growth, they are unwilling to face the sour of ,roductivity im,rovement.
/owhere is this more am,ly borne out than in the consumer goods industry where the Indian giant
>industan :ever has consolidated to grow at over 1+ ,er cent while its labour ,roductivity declined by
around . ,er cent ,er annum in the same ,eriod. Its strongest com,etitor, /irma, also grew at over "1 ,er
cent ,er annum in revenues but maintained its labour ,roductivity relatively stable. Lnfortunately,
however, its return on ca,ital em,loyed (%69C suffered by over 17 ,er cent. In contrast, 9oca 9ola,
worldwide, grew at around 7 ,er cent, im,roved its labour ,roductivity by "+ ,er cent and its return on
ca,ital em,loyed by ..7 ,er cent. #he story is very similar in the information technology sector where
Infosys, /II# and >9: achieve rates of growth of over 1+ ,er cent which com,ares favorably with the
worldUs best com,anies that grew at around (+ ,er cent between 188)-81. /II#, for e4am,le, strongly
believes that growth is an im,etus in itself. Its focus on growth has hel,ed it double revenues every two
years. Sustaining ,rofitability in the face of such e4,ansion is an e4tremely challenging tas$. 'or now,
this is a challenge Indian Info#ech com,anies seem to be losing. #he %69C for three Indian maEors fell
by 7 ,er cent annually over 188)-8.. &t the same time I?D Dicrosoft and S&3 managed to im,rove this
ratio by 17 ,er cent. #here are some e4ce,tions, however. #he cement industry, which has focused on
,roductivity rather than on growth, has done very well in this dimension when com,ared to their global
C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement -
counter,arts. 2hile De4icoUs 9eme4 has grown about three times fast as IndiaUs &99, Indian cement
com,anies have consistently delivered better results, not only on absolute ,rofitability ratios, but also on
absolute ,rofitability growth. #hey show a growth of ") ,er cent in return on ca,ital em,loyed while
international ,layers show only -.) ,er cent. :abour ,roductivity, which actually fell for most industries
over 188)-8., has im,roved at ".1 ,er cent ,er annum for cement.
#he engineering industry also matches u, to the ,erformance standards of the best in the world.
9om,anies li$e 9ummins India have always ,ushed for growth as is evidenced by its "7 ,er cent rate of
growth, but not at the cost of ,resent and future ,rofitability. #he com,any shows a healthy e4cess of
almost (+ ,er cent over 2&99, dis,laying great future ,romise. ?>C:, the ,ublic sector giant, has seen
similar success and the share ,rice rose by "1 ,er cent des,ite an indecisive sense4. #he only note of
cautionI Indian engineering com,anies have not been able to im,rove labour ,roductivity over time,
while international engineering com,anies li$e &??, Siemens and 9ummins Cngines have achieved
about 1(.1 ,er cent growth in labour ,roductivity, on an average, in the same ,eriod. #he ,harmaceuticals
industry is where the ,roblems seem to be the worst, with growth em,hasi;ed at the cost of all other
,erformance. #hey have been growing at over "" ,er cent, while their %69C fell at 11.8 ,er cent ,er
annum and labour ,roductivity at 7 ,er cent. 9om,are this with some of the best ,harmaceutical
com,anies of the world N Jla4o 2ellcome, Smith=line ?eecham and 3fi;er Nwho have consistently
achieved growth of 11-"+ ,er cent, while im,roving returns on ca,ital em,loyed at about
"1 ,er cent and labour ,roductivity at - ,er cent. %anba4y is not an e4ce,tionK the bias for growth at the
cost of labour and ca,ital ,roductivity is also manifest in the ,erformance of other Indian 3harma
com,anies. 2hat ma$es this even worse is the Indian com,anies barely manage to cover their cost of
ca,ital, while their com,etitors worldwide such as Jla4o and 3fi;er earn an average %69C of .1 ,er
cent. In the Indian te4tile industry, &rvind Dills was once the shining star. :i$e %eliance, it had learnt to
coo$ sweet and sour. ?etween 188) and 188., it grew at an average of (+ ,er cent ,er annum to become
the worldUs largest denim ,roducer. &t the same time, it also o,erated a tight shi,, im,roving labour
,roductivity by "+ ,er cent. 5es,ite the e4cellent ,erformance in the ,ast, there are warning signals for
&rvindUs future. #he e4cess over the 2&99 is only 1.1 ,er cent, im,lying it barely manages to satisfy its
investor’s e4,ectations of return and does not really have a sur,lus to re-invest in the business.
&,,arently, investors also thin$ so, for &rvindUs stoc$ ,rice has been falling since G) 188) des,ite such
e4cellent results and, at the end of the first 0uarter of 188-, is less than %s 7+ com,ared to %s 17+ at the
end of 188). Lnfortunately, &rvindUs deteriorating financial returns over the last few years is also ty,ical
of the Indian te4tile industry. #he to, three Indian com,anies actually showed a decline in their return
ratios in contrast to the international maEors. /i$e, F' 9or, and 9oats Fiyella showed a growth in their
returns on ca,ital em,loyed of .." ,er cent, while the %69C of Jrasim and 9oats Fiyella (India fell by
almost " ,er cent ,er annum. Cven in absolute returns on assets or on ca,ital em,loyed, Indian com,anies
fare a lot worse. 2hile Indian te4tile com,anies Eust about cover their 2&99, their international rivals
earn about - ,er cent in e4cess of their cost of ca,ital.
Questions:
1. Is Indian com,anies running a ris$ by not giving attention to cost cutting@
". 5iscuss whether Indian 9onsumer goods industry is growing at the cost of future ,rofitability.
(. 5iscuss ca,ital and labour ,roductivity in engineering conte4t and ,harmaceutical industries in India.
). Is te4tile industry in India ,erforming better than its global com,etitors@
END OF ECT!ON " C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement /
ection C: )pplie& Theory 561 mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words. ?
1. 'ree trade ,romotes a mutually ,rofitable regional division of labour, greatly enhances the ,otential
real national ,roduct of all nations and ma$es ,ossible higher standards of living all over the globe.B
9ritically e4,lain and e4amine the statement.
". 2hat role does a decision tree ,lay in business decision-ma$ing@ Illustrate the choice between two
investment ,roEects with the hel, of a decision tree assuming hy,othetical conditions about the states of
nature, ,robability distribution, and corres,onding ,ay-offs.
END OF ECT!ON C
SE2E$<1<12
trategic Management
#his section consists of Dulti,le choice 0uestions H Short notes ty,e 0uestions. ?
&nswer all the 0uestions. ?
3art one 0uestions carry 1 mar$ each H 3art two 0uestions carry 1 mar$s each. ?
Part One:
Multiple choices:
1. & ,lan of action designed to achieve a ,articular goal isI
a. #actic
b. Strategy
c. 'inancial benefits
d. /one of the above
". It is im,ortant to develo, mission statement forI
a. &llocating organi;ational resources
b. 3rovide useful criteria
c. 9om,any creed
d. 9ustomer orientation
(. #he five forces model was develo,ed by I
a. &irbus
b. =arin :arsson
c. Dichael C.3orter
d. ?oeing
). >ow many elements are involve in develo,ing in an organi;ational strategyI
a. Si4
b. #wo
c. 'our
d. /ine
1. #he three im,ortant ste,s in S26# analysis areI
a. Identification, 9onclusion, #ranslation
b. 6,,ortunities, #hreats, Strengths
c. 3eo,le, 9or,orate cultures, :abour
d. 3ower, %ole, #as$
C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement 2
.. JC matri4 consists of how many cells@
a. /ine cells
b. Si4 cells
c. Cight cells
d. #hree cells
7. 2hich of these is the ty,e of JamesI
a. Simultaneous James
b. Se0uential James
c. %e,eated James
d. &ll of the above
-. S?L stands for-
a. Sim,le ?asic Lnit
b. Strategic ?asic Lnit
c. Strategic ?usiness Lnit
d. S,eed ?usiness Lnit
8. #he ?9J matri4 is $nown asI
a. Jrowth share matri4
b. 5irectional ,olicy matri4
c. JC nine-cell matri4
d. S,ace matri4
1+. TTTTTTTTTTTTTT s,ecifies sales revenues and selling distribution and mar$eting costs.
a. 'inancial budget
b. Sales budget
c. 6,erating budget
d. C4,enses budget
Part Two:
G. 1 2hat are the dimensions of Strategic management@
G. " 9ritically analy;e the conce,t of ?9J Datri4.
G. ( 2hat is S26# analysis@
G. ) 2hat are the characteristics of Short-term 6bEectives@
C/5 6' SC9#I6/ & C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement $
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
&nswer all the 0uestions. ?
Cach 9aselet carries "+ mar$s. ?
5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words. ?
Caselet 1
/ational 9om,etitive &dvantage of I=C& Jrou,, a Swedish com,any founded in 18)( with its
head0uarters in 5enmar$, is a multinational o,erator of a chain of stores for home furnishing and
furniture. It is the world’s largest retailer, which s,eciali;es, in stylish but ine4,ensive Scandinavian
designed furniture. &t the end of "++1 the I=C& Jrou, of 9om,anies had a total of 171 stores in (1
countries. In addition there are 18 I=C& stores owned and run by franchisees, outside the I=C& store
around the world.
In Sweden, nature and a home both ,lay a big ,art in ,eo,le’s life. In fact one of the best ways to describe
the Swedish home furnishing style is to describe nature-full of light and fresh air, yet restrained and
un,retentious.
#o match u, the artist 9arl and =arin :arsson combined classical influences with warmer Swedish fol$
styles .#hey created a model of Swedish home furnishing design that today enEoys world-wide renown. In
the 181+s the styles of modernism and functionalism develo,ed at the same time as Sweden established a
society founded on social e0uality .#he I=C& ,roduct range N#he I=C& ,roduct range- modern but not
trendy, functional yet attractive, human-centered and child friendly N carries on these various Swedish
home furnishing traditions.
#he I=C& 9once,t, li$e lots founder, was born in Samaland. #his is a ,art of Southern Sweden where the
soil is thin and ,oor. #he ,eo,le are famous for wor$ing hard, living on small means and using their
heads to ma$e the best ,ossible use of the limited resources they have. #his way of doing things is at the
heart of the I=C& a,,roach to $ee,ing ,rices low.
I=C& was founded when Sweden was fast becoming an e4am,le of the caring society, where rich and
,oor ali$e were well loo$ed after. #his is also a theme that fits well with the I=C& vision. In order to give
the many ,eo,le a better everyday life, I=C& as$s the customer to wor$ as a ,artner. #he ,roduct range is
child-friendly and covers the need of the whole family, young and old. So together we can a better
everyday life for everyone.
In addition to wor$ing about around 1,-++ different su,,liers across the world, I=C& ,roduces many of
its own ,roducts through sawmills and factories in the I=C& industrial grou,, Swedwood.
Swedwood also has a duty to transfer $nowledge to other su,,liers, for e4am,le by educating them in
issues such as efficiency, 0uality and environmental wor$.
Swedwood has (1 industrial units in 11 countries. C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement +
3urchasingI I=C& has )" #rading Service 6ffices (#S6’s in (( countries. 3ro4imity to their su,,liers is
the $ey to rational, long term coo,eration. #hat’s why #S6 co-wor$ers visit su,,liers regularly to
monitor ,roduction, test new ideas, negotiate ,rices and carry out 0uality audits and ins,ection.
5istributionI #he route from su,,lier to customer must be as direct, cost- effective and environmentally
friendly as ,ossible. 'lat ,ac$s are im,ortant as,ects of this wor$I eliminating wasted s,ace means we
can trans,ort and store goods more efficiently. Since efficient distribution ,lays a $ey role in the wor$ of
creating the low ,rice, goods routing and logistics are a focus for constant develo,ment.
#he business IdeaI #he I=C& business idea is to offer a wide range of home furnishings with good design
and function at ,rices so low that as many ,eo,le as ,ossible will be able to afford them. &nd still have
many leftZ #he com,any targets the customer who is loo$ing for value and is willing to do a little bit of
wor$ serving themselves, trans,orting the items home and assembling the furniture for a better ,rice. #he
ty,ical I=C& customer is young low to middle income family.
#he 9om,etition &dvantageI #he com,etition advantage strategy of I=C&’s ,roduct is reflected through
I=C&’s success in the real industry. It can be attributed to its vast e4,erience in the retail mar$et, ,roduct
differentiation, and cost leadershi,.
I=C& 3roduct 5ifferentiationI & wide ,roduct range #he I=C& ,roduct range is wide and versatile in
several ways. 'irst, it’s versatile in function. ?ecause I=C& thin$ customer, shouldn’t have to run from
one small s,ecialty sho, to another to furnish their home, I=C& gather ,lants, living room furnishings,
toys , frying ,ans, whole $itchens i.e.K everything which in a functional way hel,s to build a home N in
one ,lace , at I=C& stores.
Second, it’s wide in style. #he romantic at heart will find choices Eust as many as the minimalist at I=C&.
?ut #here is only one thing I=C& don’t have, and that is, the far- out or the over-decorated. #hey only
have what hel,s build a home that has room for good living.
#hird, by being coordinated, the range is wide in function and style at the same time. /o matter which
style you ,refer, there’s an armchair that goes with the boo$case that goes with the new e4tending table
that goes with the armchair. So their range is wide in a variety of ways.
9ost :eadershi,I & wide range with good form and function is only half the story. &ffordability has a ,art
to ,lay N the largest ,art. & wide range with good form and function is only half the story. &ffordability
has a ,art to ,lay- the largest ,art. &nd the Eoy of being able to own it without having to forsa$e
everything else. &nd the customers hel,, too, by choosing the furniture, getting it at the warehouse,
trans,orting it home and assembling it themselves , to $ee, the ,rice low.
Questions
1. 5o you thin$ that I=C& has been successful to utili;e 3orter’s 'ive force analysis@ Jive reasons.
". 2here do you thin$ can I=C& im,rove@
C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement -
Caselet 2
'or I#9 :td., "++7-"++- continued to be year of 0uiet growth. <ust more launches in its relatively new
segment of non-cigarettes fast moving consumer goods, and solid growth. &s in the ,ast few years, I#9’s
non-cigarettes businesses continued to grow at a scorching ,ace, accounting for a bigger share of overall
revenues. A#he non-cigarette ,ortfolio grew by (7..P during "++.-"++7 and accounted during that year
for 1".(P of the com,any’s net turnover.B &n I#9 s,o$esman said. In fact, over the first three 0uarters of
"++7-+-, I#9’s non-cigarette 'D9J businesses have grown by )-P on the same ,eriod last year,
AIndicating that its ,lans for increasing mar$et share and standing are succeeding.B
#he branded ,ac$aged foods business continued to e4,and ra,idly, with the focus on snac$s range ?ingo.
#he biscuit category continued its growth momentum with the ‘Sun feast’ range of biscuits launching
‘9oconut’ and ‘/ice’ variants and the addition of ‘ Sunfeast ?enneFita 'la4seed’ biscuits. &ashirwad atta
and $itchen ingredients retained their to, slots at the national level, with the s,ices category adding an
organic range. In the confectionery category which grew by (-P in the third 0uarter, I#9 cited &9
/ielsen data it claims mar$et leader status in throat lo;enges. Instant mi4es and ,asta ,owdered the sales
of its ready to eat foods under the $itchens of India and &ashirwad brands.
In :ifestyle a,,arel, I#9 launched Diss 3layers fashion wear for young women to com,liment its range
for men.
6verall, the biscuit category grew by 1-P during the last 0uarter, ready to eat foods under the $itchens of
India and &ashirwad brands by .(P and the lifestyle business by ".P.
'or the Industry, the most significant initiative to watch the I#9 foray into ,remium ,ersonal care
,roducts with its 'iama 5i 2ills range of sham,oos , conditioners, shower gels, and soa,s. In the ,o,ular
segment, I#9 has launched a range of soa,s and sham,oos under the brand name Su,eria.
%avi /aware, 9hief e4ecutive of I#9’s food business was 0uoted recently as saying that the business will
ma$e a ,ositive contribution to I#9’s bottom line in the ne4t two to three years.
In hotels, I#9’s 'ortune 3ar$ brand was ma$ing the news during the year, with a ra,id rollout of first
class business hotels.
In the agri-business segment, the e-chou,al networ$ is trying out a ,ilot in retailing fresh fruits and
vegetables. #he e-chou,als have already s,eciali;ed in feeding I#9 high 0uality wheat and ,otato, among
other commodities grown by farmers with hel, from e-chou,al.
Questions:
G1. 5o you thin$ the ,rogress of I#9 :td. is realistic@
G". &fter analy;ing the above case, do you thin$ every com,any should aim at cost leadershi, with high
0uality ,roduct@
C/5 6' SC9#I6/ ? C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement /
ection C: )pplie& Theory 561 mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words. ?
G.1. 2hat are the basic ,rinci,les of 6rgani;ational structure@ 2hat are the ty,es of
6rgani;ational structures@
G.". #hough ?9J matri4 can be very hel,ful in forcing decisions in managing a
,ortfolio of ,roducts, it can be em,loyed as a solemen of determining strategies
for a ,ortfolio of the ,roduct. 5o you agree with this statement or not@ 2hy or
why not@
C/5 6' SC9#I6/ 9
SE2E$<1<12
>(amination %aper of Supply Chain .ana!ement
1 44#. 4nstitute of #usiness .ana!ement
upply Chain Management
ection ): O34ecti$e Type 561 mar7s8
#his section consists of Dulti,le 9hoice 0uestionsH Short &nswer ty,e 0uestions. ?
? &nswer all the 0uestions.
? 3art 6ne 0uestions carry 1 mar$ each H 3art #wo 0uestions carry " mar$s each.
Part One:
Multiple Choices:
1. 2hen demand is steady, the cycle inventory for a given lot si;e (G is given by
a. G/)
b. G/-
c. G/.
d. G/"
". #here are two firms ‘4’ and ‘y’ located on a line of distance demand(+-1 at ‘a’ and ‘b’ res,ectively, the
customers are uniformly located on the line, on $ee,ing the fact of s,litting of mar$et, the demand of firm
‘4’ will be given by,
a. (a!b/"
b. a!(1-b-a/"
c. (1!b-a/"
d. a!(a-b/"
(. 3ush ,rocess in su,,ly chain analysis is also called
a. S,eculative ,rocess
b. Danufacturing ,rocess
c. Su,,lying ,rocess
d. 5emand ,rocess
). If the #hrough,ut be ‘d’ and the flow time be ‘t’ then the Inventory ‘I’ is given by
a. I \dWt
b. IWt!d
c. dWI\t
d. I Wd\t
1. 'orecasting method is
a. #ime series
b. causal
c. Gualitative
d. &ll the above
.. 9om,onent of order cost include
C4amination 3a,er of Su,,ly 9hain Danagement
2 44#. 4nstitute of #usiness .ana!ement
a. >andling cost
b. 6ccu,ancy cost
c. %eceiving costs
d. Discellaneous costs
7. >ow many distinct ty,es of D%6 inventory are there
a. 6ne
b. 'our
c. #hree
d. #wo
-. Su,,ly chain driver is
a. Inventory
b. %eturn ability
c. 'ulfillment
d. &ll of above
8. S%D stands for
a. Strategic %elationshi, Danagement
b. Su,,ly %eturn ability Danagement
c. Su,,lier %elationshi, Danagement
d. /one of the above
1+. 5iscount factor e0uals to, where $ is the rate of return.
a. 1/1!$
b. "/1!$
c. 1/1-$
d. 1/"!$
Part Two:
1. C4,lain A;one of strategic fitB.
". C4,lain Asco,e of strategic fitB.
(. 2hat do you understand by Astimulation forecasting methodB@
). 2rite a note on Aobsolescence (or s,oilage costB.
1. 5efine As0uare lawB in safety inventory of su,,ly chain management.
.. 2hat does the word A,ost,onementB signifies in su,,ly chain@
7. 2hat do you understand by the term Atailored sourcingB@
-. C4,lain the term AoutsourcingB.
8. 2rite a note on Athreshold contractsB for increasing agent efforts.
1+. 2hat is Adynamic ,ricingB@
C4amination 3a,er of Su,,ly 9hain Danagement
$ 44#. 4nstitute of #usiness .ana!ement
END OF ECT!ON )
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
? &nswer all the 0uestions.
? Cach caselet carries "+ mar$s.
? 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
Caselet 1
6rion is a global co. #hat sells co,iers. 6rion currently sells 1+ variants of a co,ier, with all inventory
$e,t in finished-goods form. #he ,rimary com,onent that differentiates the co,iers is the ,rinting
subassembly. &n idea being discussed is to introduce commonality in the ,rinting subassembly so that
final assembly can be ,ost,oned and inventories $e,t in com,onent form. 9urrently, each co,ier costs
Q1,+++ in terms of com,onents. Introducing commonality in the ,rint subassembly will increase
com,onent cost toQ1.+"1.6ne of the 1+ variants re,resents -+ ,ercent of the total demand. 2ee$ly
demand for this variant is normally distributed ,with a mean of 1,+++ and a standard deviation of
"++.Cach of the remaining nine variants has a wee$ly demand of "- with a standard deviation of "+.6rion
aims to ,rovide a 81,er level of services .%e,lacement lead time for com,onents is four wee$s. 9o,ier
assembly can be im,lemented in a matter of hours. 6rion manages all inventories using a continuous
review ,olicy and uses a holding cost of "+ ,ercent.
1. >ow much safety inventory of each variant must 6rion $ee, without com,onent commonality@ 2hat
are the annual holding costs@
". >ow much safety inventory must be $e,t in com,onent form if 6rion uses common com,onents for all
variants@ 2hat is the annual holding cost@ 2hat is the increase in com,onent cost using commonality@ Is
commonality Eustified across all variants@
(. &t what cost of commonality will com,lete commonality be Eustified@
). &t what cost of commonality will commonality across the low-volume variants be Eustified@
Caselet 2
&n electronic manufacturer has outsourced ,roduction of its latest D3( ,layer to a contract manufacturer
in &sia. 5emand for the ,layers has e4ceeded all e4,ectations whereas the contract manufacturers sell
three ty,es of ,layers- a )+-J? ,layer, a "+-J? ,layer, .-J? ,layer. 'or the u,coming holiday season,
the demand forecast for the )+-J? ,layer is normally distributed, with a mean of "+,+++and a standard
deviation 5ard deviation of 11,+++, and the demand forecast for the .-J? ,layer has a mean of -+,+++
and a standard deviation of 1.,+++. #he )+-J? ,layer has a sale ,rice of Q"++, a ,roduction cost of Q1++,
and a salvage value of Q-+ .#he "+-J? ,layer has a ,rice of Q11+, a ,roduction cost of Q7+, and a salvage
value of Q1+. C4amination 3a,er of Su,,ly 9hain Danagement
+ 44#. 4nstitute of #usiness .ana!ement
1. >ow many units of each ty,e of ,layer should the electronics manufacturer order if there are no
ca,acity constraints@
". >ow many times of each ty,e of ,layer should the electronics manufacturer order if the available is
1)+,+++@ 2hat is the e4,ected ,rofit@
END OF ECT!ON "
ection C: )pplie& Theory 561 mar7s8
#his section consists ofng Guestions. ?
? &nswer all the 0uestions.
? Cach 0uestion carries 11 mar$s.
? 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
1. 9onsider two ,roducts with the same margin carried by a retail store. &ny leftover units of one ,roduct
are worthless. :eftover units of the other ,roduct can be sold to outlet stores. 2hich ,roduct should have
a higher level of availability@ 2hy@
". DcDaster-9arr sells maintenance, re,air, and o,erations e0ui,ment from five warehouses in the
Lnited States. 2.2. Jrainger sells ,roducts from more than (1+ retail locations, su,,orted by several
warehouses. In both cases, customers ,lace orders using the 2eb or on the ,hone. 5iscuss the ,ros and
cons of the two strategies.
END OF ECT!ON C >(amination %aper of Supply Chain .ana!ement
- 44#. 4nstitute of #usiness .ana!ement
tatistical Quality Control
#his section consists of Dulti,le choice 0uestions H Short &nswer ty,e 0uestions. ?
? &nswer all the 0uestions.
? 3art 6ne 0uestions carry 1 mar$ each H 3art #wo 0uestions carry ) mar$s each.
Part One:
Multiple choices:
1. If in a hall there are 1- ,ersons then how many handsha$es are ,ossible
a. 1-\1-
b. 1-\17/"
c. 1-\17
d. /one
". If the number of trials be ‘n’ and the ,robability of occurrence be ‘,’ then the standard deviation with
res,ect to n,, is given by
a. (n,1/"
b. (n,(1-,1/"
c. (n,1/)
d. (n,(1-,1/)
(. 'or a biased coin the ,robability of occurrence of head is +.) ,if the coin is tossed twice then the
,robability of occurrence of at least one head will be
a. +.7.
b. +.)-
c. +..)
d. +.1.
). 'actorial of 1 e0uals
a. .+
b. 1"+
c. ")
d. 1
1. 9ombinatory of ()," e0uals
a. 1"
b. -
c. .
d. /one
.. ‘Cconomic 9ontrol of Guality of Danufactured 3roduct’, a boo$ by 2alter & Shewhart in
C4amination 3a,er of Su,,ly 9hain Danagement
/ 44#. 4nstitute of #usiness .ana!ement
a. 18(1
b. 18)1
c. 18(+
d. 181.
7. Guality is Eudged byMMMM
a. %etailer
b. Jovernment
c. 9ustomer
d. >ole seller
-. & run chart is a s,ecial chart ofMMMM
a. 3ie chart
b. :ine chart
c. % chart
d. 9 chart
8. Lniverses may differ
a. In average
b. In above average
c. &t higher level
d. &ll of the above
1+. &SG9 and &/SI began in
a. 181.
b. 187.
c. 187-
d. 18.+
Part Two:
1. 5ifferentiate between ‘defect’ and ‘defective’.
". C4,lain the need of ‘short method’.
(. 2hat does ‘#chebycheff’s ine0uality theorem’ say@
). C4,lain the usability of ‘stochastic limit’.
1. 2rite a note on ‘9ause and Cffect’ diagram.
END OF ECT!ON ) >(amination %aper of Supply Chain .ana!ement
2 44#. 4nstitute of #usiness .ana!ement
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
? &nswer all the 0uestions.
? Cach caselet carries "+ mar$s.
? 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
Caselet 1
)D)PT)"!.!T* !N )CT!ON: ) C)E OF ,.
%aEasthan Synthetics :td. (%S: was established in the year 188) at ?hilwara, %aEasthan to manufacture
synthetic yarn with a licensed ca,acity of "8,+++ s,indles. Danish =umar, a >arvard ?usiness School
graduate, established %S: with -P e0uity ,artici,ation from Itochu 9or,oration <a,an to manufacture
synthetic yarn for shirting, a ,romising business at that time. #he demise of the /#9 te4tile mills was
fresh in the minds of the ,romoters and therefore, state of the art technology im,orted from L.=.,
Jermany, <a,an and 'rance was used in the manufacturing facility. ?y the time the com,any started
manufacturing yarn the com,etition in shirting yarn had become fierce and the returns had diminished.
#he com,any incurred losses in the first four years of its o,erations and the management was loo$ing for
o,,ortunities to turn things around. #he manufacturing ,lant started functioning with an installed ca,acity
of ".,+++ s,indles, a small unit considering yarn-manufacturing industry, in the year 188. to manufacture
synthetic yarn for shirting only. Initially, the maEor fabric manufactures of India such as %aymonds,
5onear, Jrasim, &marte4, Siyaram, 3antaloon and &rviva were the main customers of the com,any and
the total ,roduce of the com,any was sold within the domestic mar$et. #hese fabric manufactures used to
im,ort the ,remium 0uality yarn before %S: started su,,lying the yarn to them. #he com,any in the first
year of its o,erations reali;ed that shirting yarn was one of the fiercely com,etitive ,roducts and the
com,any with its high interest liability was unli$ely to earn the desired ,rofits. &lso, the com,any had a
narrow ,roduct mi4 limited to only two more blow room lines were installed in the first 0uarter of 1887.
#he addition of two blow room lines hel,ed %S: to manufacture four different ty,es of yarns at the same
time. Ltili;ing this added fle4ibility, %S: began manufacturing yarn for suitings.Since the suiting yarn
was ,roviding better returns, the com,any was $een to increase manufacturing of suiting yarn but was
ham,ered by the two for one doubling (#'6 facility, which was limited to only )+P of the total ,roduce.
#o remove this bottlenec$, 1" more #'6 machines were added to the e4isting - #'6 machines. #he
addition of these machines increased the doubling ca,acity to 7+P of the ,roduction ,roviding additional
,roduct mi4 fle4ibility to the com,any. #his enabled the com,any to manufacture yarn to cater to the
re0uirements of suiting, industrial fabric and car,et manufacturers. In the initial years of its o,erations,
%S: reali;ed that the ,romises made by the Jovernment of %aEasthan to ,rovide uninterru,ted ,ower
su,,ly of the re0uired 0uality (stable voltage and fre0uency and am,le 0uantity of water were unli$ely to
be met through the ,ublic distribution system. #he voltage and fre0uency of electric ,ower ,rovided
through the ,ublic distribution system were erratic and fre0uent announced and unannounced ,ower cuts
sto,,ed ,roduction on a regular basis. In these circumstances, meeting 0uality re0uirements of the
customers and adhering to delivery schedules was a herculean tas$. #o ensure smooth and uninterru,ted
o,erations %S: installed in-house ,ower generation facility of ) megawatts ca,acity and dug 1+ tube-
wells.%S: faced stiff com,etition in the domestic mar$et from JuEarat S,inning and 2eaving Dills,
Surat, %aEasthan #e4tile Dills, ?hawani Dandi, 9haran S,inning Dills, Salem and Indorama Synthetics
:td., 3itham,ur in all their ,roduct categories and the returns were low. In order to combat stiff
C4amination 3a,er of Su,,ly 9hain Danagement
6 44#. 4nstitute of #usiness .ana!ement
com,etition in the domestic mar$et and im,rove returns the com,any started develo,ing e4,ort mar$ets
for their ,roducts in the year 188-. Initially, %S: started e4,orting car,et yarn to ?elgium and till "++1K
car,et yarn formed the maEor com,onent of their e4,orts. & trade agreement was signed with 'ibrate4
9or,oration, Swit;erland to share ,rofits e0ually for e4,anding their overseas o,erations. 5uring the
same ,eriod, %S: continued to scout for new e4,ort mar$ets and was successful in entering to,-of-the-
line fancy for ,remium fashion fabric manufactures of international re,ute li$e Dango and Yara.
%aEasthan Synthetics :td. also e4,orted fancy yarn to a number of fabric manufacturers located in Italy,
'rance, Cngland, S,ain and 3ortugal. Oarn manufacturers from Indonesia, =orea and #aiwan gave stiff
com,etition to %S: when it entered the international mar$et. #he com,anies from South &sian countries
had a maEor cost advantage over %S: because of chea,, uninterru,ted availability of ,ower and high
labour ,roductivity. 9urrencies had been shar,ly devalued during the South &sian financial crisis, which
rendered the ,roducts manufactured by these com,anies still chea,er in international mar$ets. 5es,ite all
these disadvantages, %S: was able to gain a foothold through constant ada,tion of their ,roducts
according to the customer re0uirements in the highly 0uality conscious international yarn mar$et and was
e4,orting 81P of its total ,roduce by the beginning of the year "++".
%aEasthan Synthetics :td. had fine-tuned its distribution channels according to the ty,e of mar$ets and
si;e of orders from the customers. In line with this ,olicy the e4,ort to Diddle Cast, 'ar Cast and #ur$ey
was carried out through agents. Similarly, low volume e4,ort of fancy yarn re0uirements was also catered
through agents. 2hile dealing with im,orters directly, %S: strictly followed the ,olicy of e4,orts against
confirmed :etter of 9redits only. #he com,any directly e4,orted to im,ortant clients in ?elgium, Cngland
and 'rance. #he domestic mar$et was also served through an agency system. %aEasthan Synthetics :td.
considered inventories as an unnecessary waste and $e,t minimum ,ossible inventories while ensuring
re0uired level of service. #o ensure that the inventories were held to a minimum, the manufacturing ,lan
consisted of .+ to 7+P against customer orders, (+ to )+P against antici,ated sales and "P ca,acity was
reserved for new ,roduct develo,ment. & Strategic Danagement 9ommittee (SD9 consisting of D5,
9C6, JD (mar$eting and JD (technical reviewed the ,roduction ,lan of the manufacturing ,lant on
0uarterly basis. #he SD9 also develo,ed the ,lans for ,rofitability, ,roduct mi4 and cost minimi;ation.
5elivering high-0uality ,roducts and meeting delivery commitments for every shi,ment were essential
,re-re0uisites to be successful in the global mar$et ,lace. #he com,any had understood this very early
and to ensure that the ,roducts manufactured by %S: met the stringent 0uality re0uirements of its
international customers, the com,any had develo,ed a full-fledged testing laboratory e0ui,,ed with ultra
modern testing machines li$e Lser #ester-( and 9lassifault. #he com,any had stringent 0uality testing
chec$s at every stage of tarn ,roduction right from mi4ing of fiber to ,ac$ing of finished cones. Its in-
house %esearch and 5evelo,ment and Statistical Guality 9ontrol (SG9 divisions ensured consistent
technical s,ecifications with the hel, of so,histicated state-of-the-art machines. & team of ,rofessionally
0ualified and e4,erienced ,ersonnel to ensure that the yarn manufactured by the com,any was in line
with international standards bac$ed the com,any. #he com,any continuously u,graded its ,roduct mi4
and at the same time, new ,roducts develo,ed by in-house research and develo,ment de,artment were
added to the ,roduct mi4 form time to time. %S:’s management was 0uic$ to analy;e the ,otential of
these in-house develo,ments and followed a fle4ible a,,roach in determining the level of value addition.
#he com,any had develo,ed a new yarn recently and was selling it under the %aEtang brand name. #his
new yarn was stretchable in three dimensions, absorbed moisture 0uic$ly, was soft and sil$y and fitted the
body. #his yarn was e4tracted from natural ,roducts and being body-friendly, was in great demand in
international mar$ets.o$ing at the higher value addition ,ossibilities %S: decided to forward integrate
and started manufacturing fabric, using %aEtang and ,rovided ready-made garments li$e swimming suit,
trac$suit, undergarments, to,s, slac$s and $ids dresses. #he ready-made dresses from the fabric were
being manufactured on the s,ecifications and designs of %S:. #he management decided to mar$et these
,roducts under the brand name A2ear-itB through 2earwell Jarments 3vt. :td., an associate com,any of
%S:, to ensure C4amination 3a,er of Su,,ly 9hain Danagement
9 44#. 4nstitute of #usiness .ana!ement
that %S: did not lose its focus. #he Danaging 5irector of %S: felt that continuous ada,tability to mar$et
re0uirements through a fle4ible a,,roach, cost cutting in every s,here of o,erations and team a,,roach to
management had ta$en them ahead. >owever, %S: had become highly de,endent on the volatile e4,ort
mar$et and if it was not able to retain the international mar$et it would have to re-establish itself in the
domestic mar$et, which was not an easy tas$.
1. 2hat mar$eting strategy should %S: ado,t to remain com,etitive in the international mar$et@
". >as the com,any ta$en the right decision to forward integrate and enter into the highly volatile
garment mar$et@
Caselet 2
3o,ular mythology in the Lnited States li$es to refer to ,re-2orld 2ar II <a,an as a somewhat bac$ward
industrial ,ower that ,roduced and e4,orted mostly trin$ets and small items of dubious 0uality bought by
&mericans im,overished by the Jreat 5e,ression. 'ew bring u, the fact that, ,rior to the 3earl >arbor
attac$, <a,an had con0uered what are now =orea, Danchuria, #aiwan, and a large ,ortion of 9hina,
Fietnam, and #hailandK and by the end of 18)" <a,an had e4tended its em,ire to include ?urma, the
3hili,,ines, Indonesia, Dalaysia, #hailand, 9ambodia, /ew Juinea, ,lus many strings of islands in the
eastern 3acific 6cean. Its navy had moved a large armada of worshi,s ),+++ miles across the 3acific
6cean, in secret and in silence, to attac$ 3earl >arbor and then returned safely home. Danufacturers
ca,able of ,roducing only low-grade goods don’t accom,lish such feats. >igh-0uality standards for
military hardware, however, did not e4tend to civilian and e4,ort goods, which received very low ,riority
during the war years. #hus the ,erce,tion in the Lnited States for a long time before and then
immediately after the war had nothing to do with some inherent character flaw in <a,anese culture or
industrial ca,ability. It had everything to do with <a,an’s national ,riorities and the availability of funds
and material. 'ollowing <a,an’s surrender in 18)1, Jeneral Dac&rthur was given the tas$ of rebuilding
the <a,anese economy on a ,eaceful footing. &s ,art of that effort an assessment of damage was to be
conducted and a national census was ,lanned for 181+. 5eming was as$ed in 18)7 to go to <a,an and
assist in that effort. &s a result of his association with Shewhart and 0uality training, he was contacted by
re,resentatives from the Lnion of <a,anese Scientists and Cngineers (<LSC, and in 181+, 5eming
delivered his now famous series of lectures on 0uality control. >is message to to, industry leaders, whom
he demanded to attend, and to <LSC was that <a,an had to change its image in the Lnited States and
throughout the world. >e declared that it could not succeed as an e4,orter of ,oor 0uality and argued that
the tools of statistical 0uality control could hel, solve many 0uality ,roblems. >aving seen their country
devastated by the war, industry and government leaders were eager to learn the new methods and to s,eed
economic recovery. C4,erience was to ,rove to 5eming and others that, without the understanding,
res,ect, and su,,ort of management, no grou, of tools alone could sustain a long-term 0uality
im,rovement effort.
1. >ow could have the SG9 a,,roach, been useful in solving the immediate ,roblems of <a,an@
". If you were among one of the management members, what would have been your first insight@
END OF ECT!ON " >(amination %aper of Supply Chain .ana!ement
1< 44#. 4nstitute of #usiness .ana!ement
ection C: Practical Pro3lems 561 mar7s8
#his section consists ofng Guestions. ?
? &nswer all the 0uestions.
? Cach 0uestion carries 11 mar$s.
1. & sam,le of (+ is to be selected from a lot of "++ articles. >ow many different sam,les are ,ossible@
". In 5odge’s 9S3-1, it is desired to a,,ly sam,ling ins,ection to 1 ,iece out of every 11 and to maintain
an &6G: of "P. 2hat should be the value of i@
Customer ,elationship Management
3art 6neI
Dulti,le 9hoicesI
1. #he e4tent to which customers recogni;e and willing to acce,t this variation is calledI
a. Yone of tolerance
b. Yone of fitness
c. Yone of acce,tance
d. /one of the above
". SC%FGL&: is used to measure service 0uality. (#/'
(. S2I9S stands forMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM
). %eal /,erceived and monetary/non monetary costs are termed as switching costs.(#/'
1. #&%3 stands for MMMMMMMMMMMMMMMMMMMMMMMMMMMMMM.
.. If the direct cost be ‘a’, overhead cost be ‘b’ and ,rofit margin be ‘c’ then the cost based
,ricing
can be calculated byI
a. a!b!c
b. a-b!c
c. a/b\c
d. /one of the above
7. If the ,ercentage change in 0uality ,urchased be ‘a’ and the ,ercentage change in ,rice be ’b’
then elasticity is given byI
a. a\b
b. a/b
c. a!b
d. a-b
-. If the actual revenue be ‘a’ and the ,otential revenue be ‘b’ then the yield can be given byI
a. a-b
b. a!b
c. a/b
C4amination 3a,erI 9ustomer %elationshi, Danagement
-
II?D Institute of ?usiness Danagement
d. b/a
8. %eactors ma$e adEustments unless forced to do so by environmental ,ressures.(#/'
1+. :east ,rofitable customers are categori;ed inI
a. 3latinum
b. Jold
c. Iron
d. :ead
3art #woI
1. 2hat do you understand by A9ustomer Ja,B@
". 2rite the difference between ,erce,tions of service 0uality and customer satisfaction.
(. 2rite short ASC%FGL&:B survey.
). 2hat are different ty,es of A9om,lainerB@
GuestionsI
1. >ow do you thin$ Jiordano had/would have to ada,t its mar$eting and o,erations strategies
and
tactics when entering and ,enetrating your country@
". 2hat general lessons can be learned from Jiordano for other maEor clothing retailers in your
country
1. 2hat did <ys$e ?an$ change to enable it to deliver its new com,etitive ,ositioning@
". >ow did <ys$e ?an$ im,lement those changes@
1. 9hoose a firm you are familiar with. 5escribe how you would design an ideal service recovery
strategy for that organi;ation.
". 5iscuss the customer’s role as a ,roductive resource for the firm. 5escribe a time when you
,layed this role. 2hat did you do and how feel@ 5id the firm hel, you ,erform your role
effectively@ >ow@
Enterprise ,esource Planning Pro'essional
1. Cnter,rise resource ,lanning is-
a 9om,uter System
b Danufacturing 6rgani;ation
c Dethod of effective ,lanning of all the resources in an organi;ation
d /one of the above
". Cnter,rise resource ,lanning vendors are those ,eo,le-
a 2ho are e4,erts in administration and management of ,roEect
b 2ho have develo,ed the C%3 ,ac$age
c 2ho uses the C%3 system
d /one of the above
(. #he obEectives of C%3 -
a 3rovide su,,ort for all variations best business ,ractices
b Cnable im,lementation of these ,ractices
c Cm,ower the customer to modify the im,lemented business ,rocess
d &ll of the above
). 2hich of the followings not the advantages of C%3-
a C%3 eliminates du,lication of wor$
b %educe overheads, lead ty,e, cycle time and wor$ in ,rogress
c 9ustomi;ation of the C%3 software is limited
d >el, to achieve com,etitive advantage
1. C5I stands forTTTTTTTTTTTTTTTTTT
a Clectronic digital interface
b Clectronic data interchange
c Cnter,rise data interface
d /one of these
1
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
.. &TTTTTTTTTTTTTTTTTTTT tool use to 0uic$ly develo, 0uality database design by reusing
commonly available data models which are a,,licable to the enter,rises re0uirements and
customi;ing the details for the a,,lication at hand
a Integrated data model
b Integrated management information system
c ?usiness ,rocess re-engineering
d Su,,ly chain management
7. JLI stands for TTTTTTTTTTTTTTTTTTTT
-. Su,,ort re-engineering ,rocesses to fit the software systems best ,ractice is a,,roach of
a %e-engineering a,,roach
b 9ustomi;ing a,,roach
c %ational a,,roach
d /one of the above
8. #he full set of ca,abilities needed to manage, schedule, ,ay and hire ,eo,le who ma$e the
com,any run includes ,ayroll, benefits administration, a,,licant data administration
called-
a 'inance accounting
b >uman resources
c Sales and distribution
d Danufacturing and logistics
1+. 36S stands forTTTTTTTTTTTTTTTTT
11. #he interface which interacts which interacts with human beings, other systems, and the
internet ha,,ens in this layer
a 3resentation interface
b 5atabase interface
c 9lient interface
d Service oriented architecture
1". #his layer is where you will write some generic methods to interface with your data.
a 5ata tier
b ?usiness tier
c 5ata access tier
d 3resentation logic tier
1(. TTTTTTTTTTTTTTTTTdescribes commerce transaction between businesses, such as
between a manufacturer and a wholesaler, or between a wholesaler and a retailer.
a ?"?
b ?"9
c C-commerce
d /one of these
2
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
1). & conce,tual tool that contains a set of elements and their relationshi,s and allows
e4,ressing the business logic of a s,ecific firm.
a ?usiness ,rocess
b ?usiness engineering
c ?usiness model
d &ll of these
11. 2hich one of the following is not come under the ( forces of C%3@
a 9ustomer
b 9ost
c 9om,etition
d 9hange
1.. S5:9 stands forTTTTTTTTTTTTTTTTTTTTT
17. #he a,,roaches, where all modules of C%3 ,ac$age are im,lemented at one go across all
business units of the organi;ation.
a ?ig bang a,,roach
b 3ilot a,,roach
c 3hased a,,roach
d /one of these
1-. C%3 lifecycle starts from-
a 3roEect ,lanning
b 3roEect e4ecution
c 3roEect initiation
d 3roEect closure
18. 2hich of the following is a ,hase of C%3 im,lementation life cycle in which
custom code 9onstruction and unit testing by the ,rogramming team is ,rimarily
involved@
a &nalysis ,hase
b 5esign ,hase
c Im,lementation ,hase
d 9onstruction ,hase
"+. In the term su,,ly chain management what is the meaning of A9hainB.
a 3roviding goods, services and $nowledge
b Infers ,ro-activity
c &cross several entities that are lin$ed
d ?oth aHb
"1. D%3 in Cnter,rise resource ,lanning stands for-
a Da4imum retail ,rice
b Daterial re0uirement ,lanning
c Danagement re0uirement ,lanning
$
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
d /one of the above
"". TTTTTTTTTTTTTTTT focuses on the ,hysical movement and storage of goods and material.
a Su,,ly chain management
b Daterial re0uirement ,lanning
cgistics
d 5istribution system
"(. #he decision, to ,urchase a ,roduct or service from e4ternal su,,liers, are the basis for the
e4ternal su,,ly chain is-
a Internal su,,ly chains
b C4ternal su,,ly chains
c ?oth aHb
d /one of these
"). & ,rocesses are initiated and ,erformed in antici,ation of customer order is $nown as-
a 3ull ,rocess
b 3ush ,rocess
c 3ull/,ush ,rocess
d &ll of these
"1. Cnter,rise %esource 3lanning (C%3 has originated from-
a Daterial %e0uirement ,lanning
b Su,,ly 9hain Danagement
cgistics
d ?usiness 3rocess %e-engineering
".. 5SS stands forTTTTTTTTTTTTTTT
"7. 9%D Stands forTTTTTTTTTTTTTT
"-. 2hich of the following is not the leading C%3 giant@
a Dicrosoft
b L3S C%3
c S&3 C%3
d C-commerce
"8. 2hich of the following is the mar$et that inde,endently owned mar$et ,lace that brings
thousands of su,,liers and buyers to cyber s,ace in a dynamic real time environment@
a 3rivate Dar$et 3lace
b /et Dar$et
c ?oth aHb
d /one of the above
(+. #he Sub-module of C%3 system which is ca,able of ,lanning and im,lementing
,rocedure for ins,ection and 0uality assurance.
+
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a Daterial management
b Guality Danagement
c 3roduction ,lanning and control
d 3roEect management system
(1. Daterial re0uirements ,lan s,ecify-
a #he 0uantities of the ,roduct families that need to be ,roduced
b #he 0uantity and timing of ,lanned order releases
c #he ca,acity needed to ,rovide the ,roEected out,ut rate
d #he costs associated with alternative ,lans
(". D%3 II is accurately described as-
a D%3 software designed for services
b D%3 with a new set of com,uter ,rograms that e4ecute on micro-com,uters
c D%3 augmented by other resource variables
d usually em,loyed to isolate manufacturing o,erations from other
as,ects of an organi;ation
((. Cnter,rise %esource 3lanning (C%3 is-
a Severely limited by current D%3 com,uter systems
b /ot related to D%3
c &n advanced D%3 II system that ties-in customers and su,,liers
d /ot currently ,ractical
(). 5istribution %esource 3lanning (5%3 is
a & trans,ortation ,lan to shi, materials to warehouses
b & time-,hased stoc$ re,lenishment ,lan for all levels of a distribution networ$
c & shi,,ing ,lan from a central warehouse to retail warehouses
d Daterial re0uirements ,lanning with feedbac$ loo, from distribution centers
(1. In what way are 5istribution %esource 3lanning (5%3 and Daterial %e0uirements
3lanning (D%3 similar@
a ?oth em,loy similar logic and ,rocedures.
b ?oth are em,loyed in a manufacturing organi;ation
c ?oth wor$ most efficiently with largest lot si;es
d ?oth are em,loyed by retail organi;ations.
(.. 2hich of the following is false concerning enter,rise resource ,lanning (C%3@
a It attem,ts to automate and integrate the maEority of business ,rocesses.
b It shares common data and ,ractices across the enter,rise
c It is ine4,ensive to im,lement.
d It ,rovides and accesses information in a real-time environment
(7. Cnter,rise resource ,lanning (C%3-
-
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a >as been made ,ossible because of advances in hardware and software
b Lses client/server networ$s
c 9reates commonality of databases
d &ll of the above are true of C%3.
(-. /et mar$et,lace-
a 'ocuses on continuous business ,rocess coordination between com,anies for
su,,ly chain management
b 6,erate as inde,endent intermediaries between buyers and sellers
c &re geared towards short-term s,ort ,urchasing
d &re more relationshi, oriented and less transaction oriented than ,rivate
industrial networ$s
(8. #he is the D%3 in,ut detailing which end items are to be ,roduced, when they are
needed, and in what 0uantities.
a Daster ,roduction schedule
b Jross re0uirements
c Inventory records
d &ssembly time chart
)+. #he TTTTTT is the in,ut to Daterials %e0uirements 3lanning which lists the assemblies, ,arts
and raw materials needed to ,roduce one unit of final ,roduct.
a ?ill of materials
b /et re0uirements chart
c Inventory records
d &ssembly time chart
)1. #he software architecture where architecture where functionality is grou,ed around
business ,rocesses and ,ac$aged as intero,erable services.
a 5atabase interface
b 3ro4y layer
c Service oriented architecture
d '& module
)". #he area ofTTTTTTTTTTTTTTT concerns movement of a finished ,roduct to customers.
a Daterial re0uirement ,lanning
b Su,,ly chain management
c 3hysical distribution
d Daster ,roduct scheduling
)(. 2hich of the following function is ,erformed by the different channels of distribution@
a 3roduct ac0uisition
b 3roduct movement
c 3roduct transaction
/
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
d &ll of the above
)). 2hich of the following is the ,rimary unit of analysis for su,,ly chains is the ,erformance
cycle@
a 3erformance cycle
b 3rocess cycle time
c 3roduct movement
d 5istribution system
)1. #he model that are generally develo,ed for decision su,,ort, i.e. to hel, manager
ma$e better decisions is called-
a 5escri,tive model
b /ormative model
c 'orecasting model
d /one of the above
).. 2hich of the following is come under the ,rocess of su,,ly chain management@
a 9ustomer order cycle
b %e,lenishment cycle
c Danufacturing cycle
d &ll of the above
)7. #he ty,e of su,,ly chain management include su,,liers of the immediate su,,lier and
consumer of the immediate customers, all lin$ed by one or more of the u,stream and
downstream flow of ,roduct , services $nown as-
a ?asic su,,ly chain.
b C4tended su,,ly chain
c ?oth aHb
d /one of these
)-. Installing all the com,uter hardware and related ,eri,herals li$e ,rinters and networ$ing
e0ui,ment is the role of-
a %ole of consultants
b %ole of hardware vendors
c %ole of software vendors
d %ole of users
)8. #he tool which is use to generate stronger ,assword as system security for their clients is -
a I'S/&valon
b D'J/3%6
c S&3 %/(
d ?&&/ IF
1+. & blue,rint describing various business ,rocesses and their interaction and an underlying
data model is $nown as-
2
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a ?usiness model
b ?usiness ,rocess re-engineering
c Cnter,rise resource ,lanning
d Daterial re0uirement ,lanning
11. #IS stands forTTTTTTTTTTTTTTT
1". ?3% stands forTTTTTTTTTTTTTTT
1(. #he body of $nowledge, ,rinci,les, and disci,lines related to the analysis, design,
im,lementation and o,eration of all elements associated with an enter,rise is-
a ?usiness engineering
b ?usiness ,rocess engineering
c ?usiness modeling
d /one of these
1). 2hat is the full form of ?"9@
a ?usiness-to-9osting
b ?usiness-to-consumer
c ?usiness-to-commerce
d ?usiness-to-com,onent
11. /ew technologies in C%3 II are-
a C-commerce
b 2eb services
c =nowledge management
d &ll of the above
1.. #he software that can wor$ in combination with other a,,lication li$e S&3, oracle is $nown
as-
a Dicrosoft
b S&3 C%3
c 3eo,le soft C%3
d L3S C%3
17. #he technology areas that a,,ly to C%3 system are-
a 5atabase system
b 9ommunication ,rotocol
c Lser interface framewor$
d &ll of these
1-. %5?DS stands forTTTTTTTTTTTTTTTTT
18. SG: stands forTTTTTTTTTTTTTTTTT
.+. #he enter,rise a,,lication which are hel,ful in ensuring that the information ,rocessed
reaches the concerned ,ersona and in the ,ro,er time and ,lace is $nown as-
6
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a Danagement information systems
b Information integrated systems
c C4ecutive information systems
d /one of the above
.1. 9om,uter-to-com,uter direct transfer of standard business documents through
electronic media between the firms is called-
a C5I
b C%3
c D%3
d /et mar$et
.". 2hich of the following is the middle tier layer of the C%3 system architecture@
a 3resentation layer
b &,,lication layer
c 5atabase layer
d /etwor$ layer
.(. 2hat is the full form of %'I5-
a %ational fre0uency identification
b %adio functional identification
c %adio fre0uency identification
d &ll of the above
.). S6& stands forTTTTTTTTTTTTTTTTT
.1. #he act of brea$ing u, large, monolithic C%3 system into com,onents that would wor$
together is-
a 9om,onenti;ation
b Dobility
c Guality function de,loyment
d /one
... TTTTTTTTTTTTTTTTT C%3 services hel, the com,anies to $ee, trac$ on what is going on is
called-
a 2eb-enable C%3
b C-business
c Clectronic data interchange
d &ll of these
.7. & set of logically related business activities that combine to deliver something of value (e.g.
,roducts, goods, services, or information to a customer is calledI
a ?usiness ,rocess engineering
b ?usiness ,rocess
c ?usiness ,rocess re-engineering
d 1?usiness model
9
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
.-. 2hich of the following is the ,rinci,le of business engineering@
a Increased s,eed and efficiency
b 'aster communication of information
c %eduction of barriers to fast
d &ll of the above
.8. #GD stands forTTTTTTTTTTTTTTTTT
7+. 2hich of the following is not come under the diagrammatic re,resentation of the business
model@
a ?usiness strategy
b ?usiness Cngineering
c ?usiness model
d DIS
71. I'S a,,lication su,,ort mi4ed-mode manufacturing at multi,le sites, with multi,le
currencies and languages.
a #rue
b 'alse
7". C%3 is a business strategy and a set of industry-domain-s,ecific a,,lication that build
customer and shareholder value by enabling and o,timi;ing enter,rise and inter-enter,rise
o,erational and financial ,rocesses.
a #rue
b 'alse
7(. Industrial and finance systems, also $nown as I'S.
a #rue
b 'alse
7). 2hich of the following are the essential elements of C%3 system@
a #ime constraint in res,ect to the organi;ation function
b 3roduct architecture
c Daintainability and u, gradation
d &ll of the above
71. #he challenges which are faced during selection of C%3 are-.
a 9ustomi;able and ,redefined modules
b %esorting to an e4ternal body for C%3 services
c &,,lication service ,rovider
d &ll of the above
7.. #he im,ortance of u, gradation and maintenance is not as im,ortant as the setting
u, of the organi;ation.
1<
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a #rue
b 'alse
77. Dodularity is a general system conce,t, ty,ically defined as a continuum describing the
degree to which a system’s com,onents may be se,arated and recombined.
a #rue
b 'alse
7-. #he logical culmination of the ,rocess is the creation of a final selection and a ,roEect
charter.
a #rue
b 'alse
78. 2hich one of the following is a bundle of ,ac$age interfaced together to transfer data from
one to the other@
a L,grading
b Dodularity
c C%3 outsourcing
d Interface ,ac$age
-+. 9ustomi;ation is an integral ,art of C%3 solution, in which crucial decision needs to be
ta$en by the organi;ation as it is detrimental in C%3s success.
a #rue
b 'alse
-1. S&3 is both the name of the com,any and the C%3 ,ac$age.
a #rue
b 'alse
-". 3roduction ,lanning and control is the sub-module of C%3 system which su,,ort both
discrete and ,rocess manufacturing ,rocesses.
a #rue
b 'alse
-(. %amco Darshal 3roduct is suitable for small and medium enter,rises without any industry
s,ecific solution.
a #rue
b 'alse
-). ?aan software is an integrated solution manufacturing, distribution, finance and
trans,ortation, service, ,roEect and orgware modules.
a #rue
b 'alse
11
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
-1. &nalysis should start off with strategy alignment which should align the ,roEect with
strategic goals of the enter,rise.
a #rue
b 'alse
-.. In ,ilot a,,roach im,lementation is ,hased out according to the modules of the ,ac$age,
e.g. finance im,lementation, followed by materials management, etc.
a #rue
b 'alse
-7. #he im,lementation stage ,erforms the last few critical activities necessary for
system live-,rocessing.
a #rue
b 'alse
--. 9S's stand for critical successes factors.
a #rue
b 'alse
-8. Dany factors need to be reviewed during an audit to ensure security and ,rivacy in an C%3
system.
a #rue
b 'alse
8+. Daterial management is a sub-module of C%3 system which su,,ort the activities
associated with ,lanning and ,erforming re,airs and ,reventative maintenance.
a #rue
b 'alse
81. 3ro4y layer is a layer which acts on behalf of the distributed logic layer to ,rovide access to
the ne4t tier, the business tier.
a #rue
b 'alse
8". C%3 model ,rovide a suitable framewor$ to refocus a,,lication effort for greater
enter,rise integration and o,,ortunities for collaboration.
a #rue
b 'alse
8(. 6racle a,,lication is the C%3 ,ac$age which is develo,ed by 6racle 9or,oration.
a #rue
b 'alse
12
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
8). #o understand the client re0uirements, business ,rocesses, com,any standards, the s,ecific
systems I# environment as well as a,,roach that will be used is the main goal of-
a 3roEect team creation
b 6ffshore ,rocess definition
c 6ffshore simulation
d 6nsite to offshore $nowledge transition
81. D%3 I was a method for ,roduction ,lanning and scheduling suited to the low ,erformance
systems in 187+s.
a #rue
b 'alse
8.. 9oncurrent engineering is a systematic a,,roach to integrated ,roduct develo,ment that
em,hasi;es the res,onse to customer e4,ectation.
a #rue
b 'alse
87. 3roduct ac0uisition means store large amount of materials for ra,id delivery to a customer.
a #rue
b 'alse
8-. 3rocurement involves five activitiesI sourcing, order ,lacement and e4,editing, su,,lier
relationshi,, trans,ortation and receiving.
a #rue
b 'alse
88. 2hich of the following are the ty,es of logistics@
a Inbound logistic
b 6utbound logistic
c ?oth aHb
d /one of these
1++. #he functions associated with the materials functions includeI
a 3rocurement
b Da$e or buy
c Inventory management
d &ll of the above
"usiness Communication
Part One:
?0 !mpro$e the sentences in sense o' attitu&e:
a Oou failed to sign your chec$.
b Oour error on your ta4 form will result in a ,enalty to you.
c 5on’t dro, in without an a,,ointment. Oour counselor or casewor$er may be
unavailable.
d If you have submitted a travel re0uest, as you claim, we have failed to receive it.
@0 Multiple choice:
a In which country children are taught to loo$ at nec$ while facing somebody or
listening
1 India
" =orea
( 3uerto %ican
) <a,an
b 5iagonal 9ommunication is
1 9ommunication across boundaries
" 9ommunication between the 9C6 and the managers
( 9ommunication through body language
) 9ommunication within a de,artment
c &ccording to Italians the circle formed with the thumb and first finger means
1 6=
" ?eautiful
( 5elicious
) 2orthless
d In china ‘white’ color indicates
1 3eace
" Jrowth
( 2ar
) Dourning
1. =inesics is a study on body movements of an individual which includes gestures,
facial configurations. #his study relates to
a. Ferbal communication
b. /on verbal communication
c. Informal communication
d. 'ormal communication
.. If the audience is of e4trovert ty,e then
a. 6ne should write a memo and let the reader thin$ about the ,ro,osal.
b. 6ne should try to ,ut the ,ro,osal more oral than writing.
c. 6ne should ,ut the ,ro,osal with ste, by ste, reasoning.
d. 6ne should ,resent the ,ro,osal 0uic$ly.
Part Two:
1. 2rite something about ‘9ulture’ and its ty,es.
". 2hat do understand by ‘/onse4ist language’@
(. 2rite a short note on ‘<ustification re,ort’.
). 2hat are ‘#’ letters@
1. 5o you agree with Saleem that ASuch lu4uries are for big com,anies, but not for usB@
2hy or why not@
". >ow should =arti$ handle the current situation@
1. >ow do you tac$le this ty,e of situation as manager@
". 2hat leadershi, style of communication would you suggest in the following situation to
deal the ,roblem@
1. A5ownward communication is li$e water streaming down from a waterfall or stream head.
It ,ours easily with great force and wets a large area, while u,ward communication is li$e a
small s,urt of water shooting u, from a fountain against the ,ull of gravity. #he higher it
travels, the more it loses its force. Clucidate.
". In dynamic inter,ersonal as,ects of communication interactive way of communication is
considered to be more relevant and a,,ro,riate. Clucidate.
Corporate #o$ernance
Part One:
Multiple Choices:
1TTTTTTTT& grou, of ,ersons chosen to govern the affairs of a cor,oration or other large
institution.
e .Demorandum of &ssociation
e /omination 9ommittee
f ?oard of 5irectors
g Shareholders
". ?I'% stands forTTTTTTT
d ?oard of India and 'inancial %econstruction
e ?oard of Industrial and 'inancial %econstruction
f ?oard of Industrial and 'inance %econstruction
g /one of the above
( .TTTTTTTTis a review in which an auditor analy;es and verifies various records and
,rocesses relating to a com,any s 0uality ,rogram. ?
h 9ost &udit
i Guality &udit
E Internal &udit
$ /one of the above
"". 2hich of the following comes under in <ustification@
ang %un Fiability
b ?etter Cnvironment
c 3ublic Image
d &ll of the above
"(. LSC3& stands forTTTTTTT
").#he e4istence of a single ,roducer or seller which is ,roducing or selling a ,roduct which
has no close substitutes is calledTTTTTTT
a C4ternalities
b 3rice control
c Dono,oly
d /one of the above
"1. SC?I stands forTTTTTT
e Securities and e4change ?oard of India
f Stoc$ and e4change ?oard of India
g Self-regulatory and e4change ?oard of India
h /one of the above
(1. 2hich of the following issue is not come under in cor,orate Jovernance@
a 9orrect 3re,aration
b Internal 9ontrol
c oversight and management ris$
d 9om,ensation of 9C6 and other 5irectors
(". Shareholder are re0uired to inform the com,any in writing of any change in their address
0uoting their folio number is $nown asTTTTTT
a 9hange of address
b #rans,osition of shares
c /one recei,t of 5ividend
d &ll of the above
((. 2hich of the following comes under C4ternal cor,orate Jovernance controls@
a 9om,etition
b Danagerial labour mar$et
c 5ebt 9ovenants
d &ll of the above
Part Two:
" 2hat are the sco,es of cor,orate governance@
( 5iscuss the basic rights of shareholders@
) :ist the ty,e of A&uditorsB.
1 2rite a short note on cor,orate social res,onsibility.
1. &naly;e the issues in the case.
". 2hy should advertiser bother about ethics if the ads measure u, to legal ,arameters
(. :ist the number and ty,es of committees.
). 5iscuss the 3erformance evaluation ,lanning in brief.
1. 5efine cor,orate governanceK e4,lain the ,rinci,les of cor,orate governance@
". 5istinguish between the &nglo-&merican Dodel and the Jerman Dodel.
!O: =111: 211A
-. & desired result is achieved more efficiently when activities H related resources are
managed as a
a 3rogram
b 3rocess
c &im
d 3roEect
8. &n advantage of ,rocess a,,roach is
a Internal wor$ing
b C4ternal management
c 6ngoing control
d /one
1+. & 0uality management system has confirmed to IS6 8++1I"++- is aimed to achieve
a Dinimum 0uality
b ?est 0uality
c Da4imum ,rofit
d 9ustomer satisfaction
11. If e4clusions are not limited to re0uirements with clause 7, then which action is
ta$en against claims of confirmed
a 9laims of conformity to this international standard are not acce,table
b 9laims of conformity to this international standard are acce,table
c Dodify those e4clusions
d /one
1". 2henever the term A,roductB is used, it can also mean
a 9ost
b Guality
c 3rofit
d Service
1). & ,rocess that the organi;ation needs for its 0uality management system and
which the organi;ation chooses to have ,erformed by an e4ternal ,arty, is
a 6utsourced ,rocess
b Internal ,rocess
c C4ternal ,rocess
d /one
11. #o determine how all of the ,rocess relate to each other, ,rocess must be
a Da,,ed
b 'lowcharted
c ?oth (a H (b
d /one
1.. #he term A0ualityB can be used with adEective such as
a 3oor
b Jood
c C4cellent
d &ll above
17. 2hich clause re0uires the organi;ation to identify and ,re,are documents necessary for
effective ,lanning, o,eration, and control of its ,rocesses@
a 9lause (."
b 9lause 1.)
c 9lause ).".1d
d 9lause ".)e
1-. #here is no re0uirement to create a documented ,rocedure for describing the ,rocess of
creating a 0uality ,olicy in
a 9lause ).".(
b 9lause -.1."
c 9lause 1.(
d 9lause 7.1
18. #he e4tent of 0uality management system documentation de,endent on the
a Si;e H ty,e of organi;ation
b 9om,le4ity H interaction of the organi;ation’s ,rocess
c 9om,etency of the organi;ation’s ,eo,le
d &ll above
"+. &ccording to clause (.7.", the document is defines as
a Information and su,,orting medium
b 3roduct
c %e,ort
d 5ata
".. #o, management is re0uired to ensure that customer re0uirements are
a 5etermined
b Lnderstood
c Det
d &ll above
"7. &ccording to clause (.(.1, the AcustomerB term is defined as
a 6rgani;ation or ,erson that receives ,roduct
b & ,erson that sells a ,roduct
c 3urchaser
d /one
"-. 9lause, which re0uires that to, management establish the 0uality ,olicy is
a 9lause 1.(
b 9lause 1.1
c 9lause (."
d 9lause ).(
"8. 6nce the ,olicy is established the organi;ation must TTTTTTTTTTTTTTTTT it.
a 5e,loy
b Im,lement
c %ecreate
d Ferify
(+. #he 0uality ,olicy describes overall interactions and direction of an organi;ation
related to 0uality as formally e4,ressed by to, management. #his definition is
defined by
a 9lause (.".)
b 9lause (.(.1
c 9lause (.1.1
d 9lause (.".7
(1. 9lause, which re0uires management of change so that the integrity of the 0uality
management system is maintained when the system is change, is
a 9lause (.".)
b 9lause 1.)."
c 9lause (.".1
d 9lause ).1.(
(". &ccording to clause 1.", who is res,onsible to ensure that customer re0uirements are
determined and met with the aim of enhancing customer satisfaction@
a #o, management
b Cm,loyees of the organi;ation
cw level manager
d /one
" &n activity defined in clause (.-.7 underta$en to determine the suitability,
ade0uacy H effectiveness of the subEect matter to achieve established
obEective, is
d 3rocess
e 3rocedure
f %eview
g %e0uirement
( 9lause, which re0uires that ,ersonnel are com,etent, is
d 9lause ..".)
e 9lause ..".1
f 9lause 1.".(
g 9lause ..1
) &ccording to clause (.1.., com,etency is defined as
d 5emonstrated ability to a,,ly $nowledge and s$ills
e #o com,are with other organi;ation
f Im,rovement in 0uality
g /one
1 #he records that are created by the activities to ensure com,etency may need to be
enrolled ,er clause ).".", which is related to
d 9ontrol of documents
e 9ontrol of records
f Guality Danagement System
g Donitoring H Deasurement
. #he organi;ation need to identify what classroom training, seminars, on-the-Eob, or other
training is necessary so that
d #o, managers involved in Guality Danagement System is com,etent
ew level managers involved in Guality Danagement System is com,etent
f Cvery em,loyee involved in Guality Danagement System is com,etent
g &ll above
7 'rom the following in which ,art it is common ,ractice to conduct training evaluation@
d Cvaluation of the training immediately u,on com,letion
e Cvaluation of the training received several wee$s after the training
f Cvaluation of the s$ills develo,ed several months after the training
g &ll above
- 2hich clause defines the infrastructure as system of facilities, e0ui,ment H services
needed for the o,eration of an organi;ation@
d 9lause (...1
e 9lause (.(.(
f 9lause (.(.1
g 9lause (.(."
(). #he wor$ environment of an organi;ation can be considered to be a combination of
a Internal H e4ternal events
b >uman H ,rocess
c 9ustomers H consumers
d >uman H ,hysical factors
(1. 2hich ,hysical factor can affect the wor$ environment@
a >eat
b >ygiene
c >umidity
d &ll above
(.. 'rom the following which clause ,rovides the essence of the use of the ,rocess a,,roach@
a 9lause ).1
b 9lause -.1
c 9lause 7.1
d &ll above
(7. &ccording to clause (.).", the ,roduct is defined as
a %esult of a ,rocess
b & service
c Software
d >ardware
(-. #he ,lanning for reali;ation ,rocesses covered in TTTTTTTTTTTTTTTTT should define
the records the organi;ation will $ee, during the ,rocess of determining customer
re0uirements.
a 9lause 7.1
b 9lause 7.1
c 9lause -.(
d 9lause ".-
(8. #he obligation assumed by the organi;ation includes not only the ,roducts defined
but also ancillary items such as
a 9onformance to stated delivery dates
b &dherence to referenced e4ternal standards
c 9om,liance with the commercial terms H condition a,,licable to the order,
contract, 0uote or tender
d &ll above
)+. &ccording which clause, the organi;ations have the ability to meet re0uirements@
a 9lause .."."
b 9lause 7."."
c 9lause -."."
d 9lause 1."."
. & critical activity generally involves several functions H levels in an organi;ation, is
a Sell the ,roduct
b Im,rove the 0uality
c 5etermination of customer re0uirements
d /one
7 #he arrangement identified H im,lemented should be a,,ro,riate for the organi;ation in
terms of
a Its ,roducts
b Its orders
c Its contracts
d &ll above
- 9lause, which a,,lies to all ,roduct ty,e, to all mar$et sectors, and to organi;ation of all
si;es, is
a 9lause 7.".1
b 9lause ..1."
c 9lause (.1.(
d 9lause "..."
8 #he intent of clause TTTTTTTTTTTT is to ma$e sure that the organi;ation ,lans and
controls design and develo,ment ,roEects.
a 9lause ..)
b 9lause 7.".1
c 9lause 7.(.1
d 9lause 1.)."
1+ If the design and develo,ment ,rocesses are ,lanned and controlled well, then the
,roEects will be com,leted
a 6n time
b 2ithin budget
c ?oth (a H (b
d /one
11 #he out,ut from the design and develo,ment ,rocess is e4,ected to include an
information that relates to
a 3roducing
b 9reating
c Danufacturing
d 3rocessing
1" &ccording to clause ).".", in,uts relating to ,roduct re0uirements shall be determined
and records maintained. #hese in,uts shall include
a 'unctional and ,erformance re0uirements
b &,,licable statuary H regulatory re0uirements
c 2here a,,licable, information derived form ,revious similar designs
d &ll above
(-. 2hich clause defines the re0uirements s,ecification for new ,roduct H maintains the
records@
a 9lause 7.(."
b 9lause -.7."
c 9lause ..).1
d 9lause 1.).(
(8. 2hich wor$ should not begin until a document e4its in form acce,table to all
who have res,onsibility for contributing to ,roduct s,ecification@
a 5esigning
b 5evelo,ment
c 3roduction
d Selling
)+. 5esign and develo,ment out,ut be ,rovided in a way that can be used for
a Identification
b <ustification
c Falidation
d Ferification
)1. 2hich statement is true@
a Falidation is usually ,erformed after successful design H develo,ment
verification
b Ferification is usually ,erformed after successful design H develo,ment
validation
c Falidation H verification both are same
d Falidation H verification both are ,erformed simultaneously
)". 2hich clause re0uires that the organi;ation shall ensure that ,urchased ,roduct
conforms to s,ecified ,urchase re0uirements@
a 9lause -.".1
b 9lause 7.).1
c 9lause ..1."
d 9lause ).).1
)(. 9lause 7.).1 re0uires records of the results of su,,lier evaluations and subse0uent
follow-u, actions, with s,ecific reference to
a 9lause 1."
b 9lause ).".)
c 9lause 1.(.1
d 9lause 7.".1
)). 9lause, which re0uires the organi;ation defined a ,rocess for verifying that ,urchased
,roduct conforms to defined re0uirements, is
a 9lause 7.).(
b 9lause 7.)."
c 9lause 7.).1
d 9lause 7.).1
" 9lause, which re0uires to ,ertain when verification activities are to be ,erformed at the
su,,lier’s ,remises, is
a 9lause 7.).(
b 9lause 7.)."
c 9lause 7.).1
d 9lause 7.).1
( 2hich clause re0uires a ,rocess to ensure that ,urchasing documents ade0uacy state
all of the re0uirements for the items to be ,urchased@
a 9lause 7.).1
b 9lause 7.)."
c 9lause 7.).(
d 9lause 7.).)
) If ,urchased material has high actual ,otential im,act on either the final
,roduct on the reali;ation ,rocesses, then
a /o need to control it
b :ess control is re0uired
c Dore robust control is re0uired
d /one
1 5etermination the nature of the control is the res,onsibility of
a Su,,liers
b 9ustomers
c Cm,loyees
d 6rgani;ation
. 2hich clause addresses the ,rocesses necessary for an organi;ation to ,roduce and
deliver ,roduct H services@
a 9lause ..).1
b 9lause 1.".(
c 9lause 7.1.1
d 9lause 7.".(
7 5ocumentation re0uirements for the overall 0uality management system are stated in
a 9lause )
b 9lause 1
c 9lause .
d 9lause 7
- #he focus of clause 7.1.1, ‘control of ,roduction and service ,rovision’, is the $ey
conce,t that ,rocessed need to be carried out under
a Lncontrolled conditions
b 9ontrolled conditions
c ?oth (a H (b
d /one
11. If changes are made to ,rocess e0ui,ment, the ,roduct design, the materials used to
,roduce the ,roduct or to other significant factors such as new ,ersonnel, then the
,rocess often re0uires
a %eevaluation
b %evalidation
c %e,roduction
d %ecertification
1.. Falidation should be carried out at a,,ro,riate TTTTTTTTTTTTTTTT to res,ond to
changes in mar$et re0uirements, regulations, or standard in addition to assuring the
continued acce,table ,erformance of ,rocesses.
a Intervals
b 9hec$outs
c 3ositions
d #imings
17. 2hich one is true@
a Identification and traceability are same
b Identification and traceability are not same
c Identification and traceability are not related
d Identification and traceability are se,arate bur related issues
1-. Identification and traceability is related to
a 9lause 7.1.(
b 9lause 7.1."
c 9lause -.".1
d 9lause 7.1.1
18. 9lause, which ,rovides the framewor$ for the establishment and maintenance of a
measurement system, is
a 9lause 7.1
b 9lause ..1
c 9lause 7..
d 9lause 1..
.+. &ccording to clause -.1 ‘Deasurement, &nalysis H Im,rovement’, from the following
which is the res,onsibility of the organi;ation@
a 2hat it needs to monitor H measure
b 2here to monitor H measure
c 2hat analysis should be ,erformed
d &ll above
.1. 2hich clause monitored the customer satisfaction information@
a 9lause 7.".1
b 9lause -.".1
c 9lause -.".1
d 9lause ..".)
.". Internal audit of the 0uality management system remains grou,ed with clauses for
monitoring information relation to TTTTTTTTTTTTTTTTTT.
a 9ustomer re0uirements
b 9ustomer ,erce,tions
c 9ustomer satisfaction
d &ll above
.(. 9lause -.), TTTTTTTTTTTTTTTTTTTTTT, of IS6 8++1I"++-, which could be a
source of information in identifying the $ey ,rocess to monitor.
a Donitoring H measurement
b 9ontrol of records
c &nalysis of data
d 9ustomer satisfaction
.). 2hen ,rocess monitoring or measurements indicate that the desired results are not being
achieved, the ,rocess may need TTTTTTTTTTTTTTTT to identify and eliminate root causes.
a 9orrective action
b %e,roduction
c Dodification
d 3erce,tive action
.1. Donitoring H Deasurement of a ,roduct is related to
a 9lause -.".)
b 9lause 7.".)
c 9lause ..".1
d 9lause 7.(."
... 'or ,urchased material, clause TTTTTTTTTTT, H$eri'ication o' purchase& pro&uct:,
re0uires the organi;ation to identify and im,lement verification activities.
a 9lause 7.1.1
b 9lause -.".(
c 9lause -.".)
d 9lause 7.).(
.7. 2hich clause re0uires establishing ,rocess to ensure that ,roduct that does not
confirm to re0uirement is identified and controlled to ,revent unintended use or
delivery@
a 9lause -."
b 9lause -.(
c 9lause 7.1
d 9lause ..)
.-. Is services are the ,roduct of an organi;ation, clause -.( may have TTTTTTTTTTT
a,,licability.
a :imited
b Lnlimited
c 9om,lete
d :ess
.8. &(n TTTTTTTTTTTTTTT shall be established to define the controls H related
res,onsibilities and authorities for dealing with non conforming ,roduct.
a 5ocumented ,rocedure
b %e,ort
c 'ile
d Information
7+. 2hen nonconforming ,roduct is corrected it shall be subEect to
TTTTTTTTTTTTTTTTT to demonstrate conformity to the re0uirements.
a %evalidation
b %e verification
c %eview
d Im,lement
71. #he organi;ation should consider documenting a ,rocess for addressing situations in
which
TTTTTTTTTTTTT is detected after delivery to or use by a customer has occurred.
a /onconformity ,roduct
b 9onformity ,roduct
c ?oth (a H (b
d /one
7". #he analysis of data shall ,rovide information relating to
a 9ustomer satisfaction
b 9onformity to ,roduct re0uirements
c Su,,liers
d &ll above
7(. #he clause, which re0uires the organi;ation to collect H analy;e a,,ro,riate data to
determine the suitability H effectiveness of the 0uality management system, is
a 9lause -.1
b 9lause -."
c 9lause -.(
d 9lause -.)
7). 9lauses, which are lin$ed in the sense that the organi;ation should function on a
closed-loo, bases, are
a 9lauses 1, . and 7
b 9lauses .,7 and -
c 9lauses 1,7 and -
d 9lauses ),1 and .
71. #he TTTTTTTTTTTTTTT is a ,owerful tool for driving continual im,rovement.
a GDS
b &nalysis of 5ata
c Dodify data
d Im,rovement
7.. 9ollecting of data without develo,ing the data into useful information is a (n
TTTTTTTTTTTTTTT
of organi;ational resources.
a 3roduct
b Service
c #ool
d 2aste
77. #he ,ur,ose of analysis is to convert data into
a Lsable information
b %elevant information
c 3roduct
d /one
7-. #he organi;ation should seriously consider documenting e4,ectation for continual
im,rovement at least in the area of data related to
a 9ustomer satisfaction
b 9onforming to ,roduct re0uirements
c 6,,ortunities for ,reventive action
d &ll above
78. #he a,,ro,riate information on customer satisfaction on and/ or dissatisfaction may
de,end u,on the TTTTTTTTTTTTTT of an organi;ation relationshi, with its customer.
a /ature
b ?ehavior
c Service
d &ll above
-+. #he organi;ation shall continually im,rove the effectiveness of the GDS through the use
of the
a Guality ,olicy
b Guality obEectives
c &udit results
d &ll above
-1. #he setting of obEectives consistent with a 0uality ,olicy containing a commitment to
continual im,rovement of the effectiveness of the GDS is re0uired in
a 9lause 1.).1
b 9lause 1.).(
c 9lause 1.).)
d 9lause ..".1
-". #he intent of clause TTTTTTTTTTTTT is to achieve an integrated im,rovement
mentality throughout the organi;ation.
a 9lause -.1.)
b 9lause -.).1
c 9lause -.1.1
d 9lause -.(."
-(. TTTTTTTTTTTTTTTT involves the ta$ing action to eliminate the causes of
nonconformities.
a 9orrective action
b 3reventive action
c Im,rovement
d &nalysis of data
-). 9lause, which is related to re0uirements for customer communications states that
arrangement must be made with customer relating to com,lains, is
a 9lause -.(
b 9lause -.1."
c 9lause 7.".(
d 9lause ..".1
-1. In ,reventive action the organi;ation is re0uired to identify how it will eliminate the
AcausesB of ,otential nonconformities in order to ,revent their
a %esources
b 6ccurrence
c Fisibility
d /one
-.. 'DC9& stands for
a 'ailure modes, effect, and critical analysis
b 'ailure modes, eliminate and cancel analysis
c 'oreign money e4change and com,lete association
d /one
-7. 2hich clause re0uires records of ,reventive action results with s,ecific reference to
clause ).".) for control of records generated@
a 9lause -.).1
b 9lause 7.".)
c 9lause -.1."
d 9lause -.1.(
--. #he success or failure of the Guality Danagement System im,lementation de,ends on
a >ow the re0uirements are im,lemented
b #he ,rocess used for im,lementation
c #he midset of to, managers H other em,loyees
d &ll above
-8. 3lanning for continual im,rovement described in IS6 8++1I"++-,
a 9lause 1.)."
b 9lause -.1
c ?oth (a H (b
d /one
8+. &ctive and serious management review of the entire loo, re0uired in
a 9lause )."
b 9lause 1..
c 9lause 7."
d 9lause -..
81. & desired result is achieved more efficiently when activities and related resources are
manage as a
a 3rocess
b 3roEect
c Individual wor$
d 3lan
8". & ,rocess is nothing more than a collection of
a %elated activities
b Interrelated activities
c Dodules
d Individual tas$
8(. TTTTTTTTTTTTTTTTTTT ,rovide re0uirements to the ,rocess and feedbac$ how
well those re0uirements have been met.
a 9onsumers
b 9ustomers
c Su,,liers
d Danagers
8). & system is a collection of TTTTTTTTTTTTTTTTT with a common set of obEectives H
out,uts.
a Interrelated ,rocess
b Interrelated activities
c >ardware
d Software
81. #he a,,roach in which audits all of the ,rocess, each maEor ,rocess can be ensure
com,liance with IS6 8++1I"++- called
a >ori;ontal audit
b Fertical audit
c ?oth (a H (b
d /one
8.. Fertical audits can be used for TTTTTTTTTTTTTTTT areas that have maEor ,arts of the
overall system.
a 3rocess
b 3lanning
c 'unctional
d Im,rovement
87. In which sector IS6 8++1 certification is fre0uently used to increase confidence in the
,roducts H services ,rovided by certified organi;ation@
a 3rivate
b 3ublic
c ?oth (a H (b
d /one
8-. #he $ey obEective of the IS6/IC9 sector ,olicy is
a Da4imi;e the use of generic GDS international standards
b Su,,ort international trade H remove trade barriers
c Su,,ort develo,ing countries
d &ll above
88. %ecords of audits and their results are described in
a 9lause -."."
b 9lause -.".)
c 9lause 7.1
d 9lause -.(.)
1++. #he basis used for calibration is defined in
a 9lause 7.(
b 9lause 7..a
c 9lause 7.1."a
d 9lause 7.(.)
!O: 19111:2119
1(. #he IS6 1)++1 CDS standard only s,ecifies
a #he structure of CDS
b #he wor$ing of CDS
c #he behavior of CDS
d /one
1). 2hich clause addresses the general re0uirements of an Cnvironment Danagement
System@
a 9lause ).1
b 9lause )."
c 9lause ).(
d 9lause ).1
11. #he IS6 1)++1 structure, li$e classic 0uality management systems, is based on
a 3lan N 9hec$ N 5o N &ct cycle
b 9hec$ N 3lan N 5o N &ct cycle
c 5o N 3lan N 9hec$ N &ct cycle
d 3lan N 5o N 9hec$ N &ct cycle
1.. &n environmental system
a Serves as a tool to im,rove environmental ,erformance
b 3rovides a systematic way of managing an organi;ation’s environmental
affairs
c 'ocuses on continual im,rovement of the system
d &ll above
"1. 9lause ).1 of IS6 1)++1I"++) - MMMMMMMM corres,onds to the chec$ stage of
the 359& cycle.
a 3lanning
b 9hec$ing
c Ferifying
d /one
"". & ,rocess of enhancing the environmental management system to achieve im,rovement
is overall environmental ,erformance in line with the organi;ation’s environmental
,olicy is called
a Cnvironment
b 9ontinual Im,rovement
c 3revention of 3ollution
d Cnvironmental &s,ect
"(. 2hich clause states that, ‘the organi;ation shall define and document the
sco,e of its environmental management system’@
a 9lause ).1
b 9lause ).(
c 9lause ).1
d 9lause )."
"). #o, managers demonstrate their commitment by articulating the MMMMMMMM
values.
a 2ritten values
b Cnvironmental values
c 3hysical values
d /umeric values
"1. %egarding ‘3revention of 3ollution’ the IS6 1)++1 I "++) definition incor,orates the
conce,t of
a Cnd N of N ,i,e
b Cnd N of ,rocess
c %educe creation of ,ollutants
d Climinate waste at source
".. #he environment ,olicy is a statement of intension. It must be
a 5ocumented
b Im,lemented
c Daintained
d &ll above
"7. 3lanning is covered by
a 9lause ).1
b 9lause )."
c 9lause ).)
d 9lause ).(
((. Cnvironmental as,ects must be identified only for those activities ,roducts, and services
that fall within the MMMMMMMM .
a Lndefined sco,e
b 5efined sco,e
c &ny sco,e
d 3redefined ,rocedure
(). #he most ty,ical a,,roach to identification of environmental as,ects involves
a C4amination of individual ,rocess
b Investigate the com,lete ,rocess
c &udition of environmental ,olicy
d /one
(1. Cnvironmental im,acts can be
a &cute
b 9hronic
c ?oth (a H (b
d /one
(.. 2hich clause of IS6 1)++1I"++) states that, ‘within the defined sco,e of its
environmental management system, the environmental ,olicy is available to the
,ublic’@
a 9lause )."
b 9lause ).".1
c 9lause ).(.1
d 9lause ).1
(7. If an organi;ation’s environmental management system is to be effective, it must
eliminate
a ?eneficial environmental effects
b 2holly environmental effects
c 3artially environmental effects
d &dverse environmental effects
(-. Cnvironmental Im,act states that
a &ny change to the ,rocess
b Cffect of the climate
c &ny change to the environment
d 9hange the overall management system
8 9lause, which focuses on activities intended to im,rove the environmental management
system, is
d 9lause ).).)
e 9lause ).1
f 9lause )..
g 9lause ).(
1+ #he environmental ,olicy statement contains language that only commits to com,liance
with
d :egal re0uirements
e 6ther re0uirements
f ?oth (a H (b
g /one
11 2ho is the res,onsible for identifying and documenting the legal H other re0uirements
that a,,ly to the unit’s environmental res,ects H o,erations@
d IS6 1)++1 coordinator
e Cnvironmental manager
f 5/9 staff
g &ll above
1" #he legal H other re0uirements that may be a,,licable to a unit’s environmental
as,ects may include
d /ational H International legal re0uirements
ecal governmental legal re0uirements
f IS6 1)++1 I "++)
g &ll above
1( 9lause, which mandates ,eriodic evaluation to see whether an organi;ation is in
com,liance with all identified legal re0uirements, is
d 9lause ).1..
e 9lause ).1."
f 9lause ).(."
g 9lause ).1
1) #he framewor$ for setting and receiving environmental obEectives H targets is ,rovided
by
d Cnvironmental Danagement System
e Cnvironmental Danager
f IS6 1)++1 I"++)
g Cnvironmental 3olicy
11 C4am,le of obEectives that reflect the ,olicy to conserve Anatural resourcesB are
d %educe water use
e %educe energy use
f ?oth (a H (b
g /one
)1. Cnvironmental targets describe MMMMMM.. will be to achieve stated obEectives.
a 2hat
b >ow much
c 2hy
d 2hen
)". If there is a technology that could reduce a significant im,act by 1+P, but the
organi;ation discovers that the ,urchasing ,rice is e0ual to its entire o,erating
budget. #hen which factor should conclude by the organi;ation that ,recludes it
from ,urchasing the technology@
a 'inancial re0uirements
b :egal re0uirements
c #echnological o,tions
d 6,erational re0uirements
)(. In IS6 1)++1I"++), significant environmental as,ects or im,acts are the focus of
a )."a clause
b ).(." clause
c ).)." clause
d &ll above
)). &n organi;ation must establish obEectives H targets related to
a %egulatory com,liance
b 9ontinual im,rovement
c 9om,liance with other voluntary re0uired
d &ll above
)1. & com,onent, which must be determined by the organi;ation in which s,ecific
obEectives H targets are to be achieved, is
a 3olicy
b System
c #ime frame
d Danagement
).. #he single most critical resource, at various levels with an organi;ation is
a :ac$ of money
b &vailability of em,loyees
c ?ad goodwill
d :abor
)7. 2ithin the conte4t of an environmental management system, authority ,ertains to
a Influence
b 3ower
c ?oth (a H (b
1( #he environmental ,olicy statement contains language that commits to com,liance with
legal H other re0uirements. #his commitment is su,,orted by
a 9lause ).(.1
b 9lause ).(."
c 9lause ).(.1
d 9lause ).).1
1) /onconformity as Anon N fulfillment of a re0uirementB is defined in
a Section (.17
b Section (.1.
c Section (.11
d Section ".17
11 In IS6 1)++1I"++) clause ).. is related to
a Internal audit
b Donitoring H measurement
c Cvaluation of com,liance
d Danagement review
1. In any evaluation of wor$er com,etence, who may include
a #em,orary wor$ers
b 9ontractors
c 6ther wor$ing on behalf of an organi;ation
d &ll above
17 #raining needs must be identified for wor$ers who are re0uired to hold a
a 2or$er label
b &ward
c :icense
d &ny credential
1- Lnder which section an interested ,arty is defined as a, A,erson or grou, concerned
with or affected by the environmental ,erformance of an organi;ationB@
a Section ".11
b Section ).1"
c Section (.1(
d Section 1.11
18 IS6 &wareness #raining is recorded through various means H it is verified by
a CDS Internal audits
b 6,erational 9ontrol
c 9ontrol of %ecords
d IS6 1)++1 9oordinator
)1. 2hich clause confirmed an environmental management system audit is neither an
environmental ,erformance audit not a regulatory com,liance audit@
a 9lause ).1.1
b 9lause ).1."
c 9lause ).1.(
d ?oth (a H (b
).. Sharing of information and e4change of ideas among all organi;ational functions and
levels, is referred to as
a #ransaction
b 9ommunication
c 5eal
d #ransmission
)7. 2ith regard to its environmental as,ects and environmental management system, the
organi;ation shall establish H maintain MMMMMMMMMMM between the various levels H
function of the organi;ation.
a C4ternal communication
b Internal communication
c ?oth (a H (b
d /one
)-. 9lause, which states that res,onsibility must be defined, documented, H communicated,
is
a 9lause ).).1
b 9lause ).".(
c 9lause ).1.)
d 9lause ).(."
)8. If an organi;ation ,rovides written information to its all em,loyees, then it is
a 9ommunicating
b 9onferencing
c &dverti;ing
d 5istribution of information
1+. IS6 1)++1I "++) uses the terms ‘levels’ and ‘function’. 2hat does the ‘function’ word
mean@
a & grou, of members
b & ,rogram organi;ed at the last of the year
c & grou, of related actions that contribute to a larger accom,lishment
d & ,osition of ran$
11. #he e4am,le of e4ternal ,arty for an organi;ation could be
a %egulatory agencies
b 9ommunity residents
c 9ivic associations
e &ll above
.". #he environmental management system documentation shall include
a #he environmental ,olicy
b 6bEectives
c #argets
d &ll above
.(. #o establish effective ,rocedure, it is necessary to understand what is meant by
the term communication, which is defined in
a 9lause ).(.)
b 9lause ).).(
c 9lause ).1.)
d 9lause ).(."
.). &n umbrella document, often in the form of manual, that ,rovides an overview of the
CDS H described how each element of IS6 1)++1 I "++) is being achieved
a System descri,tion
b 3rocedure
c 2or$ instructions
d %ecords
.1. 2or$ instructions ,rovide
a 5etailed information for grou,
b Information of CDS
c %elevant data
d 5etailed information for individuals
... & document e4,lains
a 2hat must be done
b 'ormat of the wor$
c >ow should it be done
d 2hen it should it be done
.7. IS6 1)++1 I"++) states all documents re0uired by the standard must be controlled which
include
a Cnvironmental ,olicy
b %oles, res,onsibilities H authorities
c 6,erational control ,rocedures
d &ll above
.-. 5ocuments, those created by others brought into an organi;ation for some ,ur,ose, are
subEect to somewhat different controls, are
a Internal documents
b C4ternal document
e ?oth (a H (b
f /one
7.. Section, which defines a document as Ainformation and its su,,orting medium,B is
a Section (.11
b Section ".1+
c Section (.1
d Section (.)
77. 5ocuments, which always reflect the current version because there is only on AlocationB (in
com,uter at which documents are available and are increasingly used by organi;ation, are
a Internal documents
b C4ternal documents
c Clectronic documents
d &ll above
7-. & document, that is current at time of issuance and will be u,dated as revisions are
made, is called
a Daster lists
b 9ontrolled co,y
c Lncontrolled co,y
d Falidation form
78. If the co,ies of CDS are downloaded, ,rinted, and/or saved electronically, but
they are considered
a Lncontrolled
b 9ontrolled
c 9urrent
d /one
-+. #he a,,roaches selected by an organi;ation to control its o,erations should reflect
a #he nature of the as,ect of the interest
b #he media affected by its interest
c #he ,ur,ose of the control
d &ll above
-1. #he o,erations of an organi;ation is affected by its
a Cm,loyees
b Su,,liers
c 9ontractors
d &ll above
-". 9reating a new ,rocedure , an organi;ation can use its e4isting communication
,rocedure to fulfill the re0uirements, im,osed by
a 9lause ).1
e 9lause ).(."
f 9lause ).).(
g 9lause ).1.)
8+. 2hen universal waste H recyclable material is collected, stored, it has managed for
dis,osal / recycle, at
a 5ustbin
b %ecycling center
c 6rgani;ation
d &nywhere
81. Cvaluation of environmental im,acts should consider
a &ccidental emission to the air
b &ccidental discharges to the water
c &ccidental discharges to the land
d &ll above
8". & database, which includes information used to determine the root cause of the
incident H s,ecifies corrective / ,reventive actions to ,revent recurrence of the
incident, is
a Cnvironmental Danagement System
b Cnvironmental Incident %e,orting System
c Integrated 9ontingency System
d /one
8(. 9lause ).).7 is related to
a Cmergency ,re,aredness H res,onse
b Donitoring H measuring
c 6,erational control
d 9ontrol of documents
8). %egarding environmental incidents and emergency, all em,loyees are trained
to re,ort environmental incidents H emergency situations to
a #he Cnvironmental Danager
b #echnical Service Danager
c 9ontractor
dad 5is,atcher
81. &n organi;ation, for every significant environmental im,act must decide
a 2hat to measure
b >ow to measure
c 2hen to measure
d &ll above
87. 2hich scales of measurement are used to identify categories of obEects or events@
1 /ominal scales
" 6rdinal scales
( Interval scales
) %atio scales
8-. If adverse environmental im,acts is labeled as Ahigh N medium N lowB as rated A( N " N
1B, then which scale would be useful to assign values re,resents things that are better or
worse in com,arison others@
1 /ominal scales
" 6rdinal scales
( Interval scales
) %atio scales
88. 2hatever ty,e of measure is selected, that must be
1 %eliable
" Falid
( ?oth (a H (b
) /one
1++. 5ocuments that the organi;ation feels are necessary to ensure effective
o,eration H control of ,rocess related to its significant environmental as,ects, are
re0uired by
1 9lause ).1.1
" 9lause )."."
( 9lause ).(.(
) 9lause ).).)
1+1. 5ata, which inform an organi;ation whether ,rocedure are being followed H
whether they are effective in managing environmental as,ects H controlling related
environmental im,acts.
1 5ata obtained form I93
" 5ata obtained from CDS
( 5ata obtained through the measurement techni0ues
) 5ata obtained through the measurement H monitoring techni0ues
1+". 'or IS6 1)++1 registration, an organi;ation must ,rovide evidence of
1 & ,rocedure for evaluating legal com,liance
" 9om,liance review by management
( 9orrective action for any noncom,liance
) &ll above
1+(. If the organi;ation’s MMMMMMMMMMMM has not identified the noncom,liance, the
registrar audit team will ascertain whether the organi;ation had identified H has access to its legal
a other re0uirements.
1 Internal audits
b C4ternal audit
c %egistration audit
d /one
7(. 2ho will first attem,t to determine whether the audited organi;ation’s internal
audit team identified the same noncom,liance@
a &udit team
b Danager
c %egistrar &udit #eam
d &uditor
7). If organi;ation has identified the re0uirement with which its fails to com,ly, the
registrar audit team will 0uestion, that
a 2hy evaluation of com,liance did not reveal this efficiency
b 2hy evaluation of com,liance is not suitable
c ?oth (a H (b
d /one
71. 9lause, which says that, ‘the organi;ation shall $ee, records of the results of the
,eriodic evaluation, is
a 9lause ).1.".1
b 9lause ).1."."
c 9lause ).)."
d 9lause ).).(
7.. 2ho is res,onsible for the scheduling H com,letion of 0uarterly audits of obEectives H
targets H ,eriodic audits of selective environmental com,liance issues@
a #echnical Services Danager
b Satellite ,oint Danager
c CDS Danager
d IS6 1)++1 9oordinator
77. 3reventive action is defined as
a &ction to eliminate the causing of a ,otential nonconformity
b &ction to eliminate the cause of a ,otential conformity
c ?oth (a H (b
d /one
7-. Identification of nonconformities tends to be considered in conEunction with
a Cnvironmental Danagement System
b CDS &udits
c :ist of nonconformities
d /one
78. &n organi;ation must ta$e action to mitigate environmental harm that already resulted
from the
a 9onformity
b Dista$e
c /onconformity
d 3rocess
-+. 2hen corrective or ,reventive action is ta$en, the MMMMMMMM.. will review the
action at an a,,ro,riate time to determine the results of the action.
a #echnical Services Danager
b IS6 1)++1 9oordinator
c Su,,liers
d Cnvironmental Danager/ 5esignee
-1. 3revention action defined as Aaction to eliminate the cause of a ,otential
nonconformityB in section
a Section (.17
b Section (.11
c Section (.(
d /one
-". MMMMMMMM. ,rovide information that confirms the occurrence of activities or
verifies ,erformance relative to a fi4ed or recommended standard.
a 5ata
b 'iles
c %ecords
d 5iaries
-(. #he IS6 1)++1 I"++) states e4,licitly that records must be $e,t
a 9om,liance, training H awareness
b Donitoring H measurement
c Internal audit
d &ll above
-). Internal audit is defined in
a 9lause ).(.1
b 9lause ).1.1
c 9lause ).).1
d 9lause ).).(
-1. %ecords should be in in$, rather than ,encil, to ,revent
a Smudging
b 5ar$ness
c %eadability
d :egibility
-.. #he lin$age between an activity and an associated record should be clear, this feature of
record is $nown as
a Identifiable
b :egible
c #raceable
d &ll above
-7. 2hich section defines an auditor is a A,erson with the com,etence to conduct an auditB@
a Section (.1)
b Section (.17
c Section (.1
d Section (.)
--. &ny record, electronic or hard co,y, identified on the environmental records retention
schedule that demonstrates conformance with CDS H legal H other re0uirements, is
$nown as
a Cnvironmental record
b Cnvironmental as,ect
c Information
d 5ocument
-8. #he MMMMMM.. is used to determine if it is time to destroy an environmental record.
a CDS :ist
b Cm,loyee’s 5etail :ist
c %ecords %etention :ist
d /one
8+. &n environmental management system audit is
a Cnvironmental ,erformance audit
b %egulatory 9om,liance &udit
c ?oth (a H (b
d /one
81. &n CDS audit verifies that a,,ro,riate ,rocedures are in ,lace H functioning to
ensure conformity with
a IS6 1)++1 I "++)
b &n organi;ation’s document
c ?oth (a H (b
d /one
8". #he internal audit ,rocedure must address
a %es,onsibilities
b &udit 9riteria
c 're0uency
d &ll above
8(. Smaller organi;ations may be unable to delicate the resources re0uired for a
sufficient no. of auditors. In such a circumstance, an organi;ation might borrow
auditors from
a 9or,orate head0uarters
b 9onsortia
c 9onsulting firms
d Sister facilities
8). Information that is verifiable H is based on facts obtained through observation
measurement, testing, or other means, is
a /onconformance
b 9onformance
c 6bEective evidence
d /one
81. In,ut to management review shall include
a %esults of internal audits
b 9ommunication(s from e4ternal interested ,arties, including com,laints
c Status of corrective H ,reventive actions
d &ll above
8.. Danagement review should be viewed as
a Strategic
b 3otential
c #actical in /ature
d /one
87. 5ecision N ma$ers, who contribute to the management review ,rocess H ,rovide the
authority H resources to address recommended im,rovements, are
a Danagers
b Cm,loyees
c 9ontractors
d C4ecutives
8-. #he reason given by SDCs for im,lementing IS6 1)++1 is
a 9ustomer re0uirements
b 9ontinuous im,rovement or environmental ,erformance
c Im,roved regulatory com,liance
d &ll above
88. #he small organi;ation, those with one to five em,loyees, sometimes referred to as
a Dedium enter,rises
b Dicro enter,rises
c Dini enter,rises
d Su,er enter,rises
1++. 9ontinual im,rovement as a Arecurring ,rocess of enhancing the environmental
management system in order to achieve im,rovements in overall environmental
,erformance consistent with the organi;ation’s environment ,olicyB, is defined by
a Section (.1
b Section (.1)
c Section (.17
d Section (."
ales an& Distri3ution Management
Multiple Choices:
17. 2hich of the following comes under role of a salesman@
a #erritory Sales
b 5irect Sales
c #echnical Sales
d &ll of the above
1-. #his method is used by the trainers to ,resent more information in a short time to a large
number of ,artici,antsTTTTTTTT
a :ecture
b 5emonstration
c Jrou, discussion
d /one of the above
18. TTTTTTTTis an emerging form of distribution and ,romotion that combines elements of
,ersonal selling and advertising.
a 5irect Dail
b 5irect Dar$eting
c #eam selling
d /one of the above
"+. &n e4ercise that is crucial for every com,any in the business of manufacturing and
selling its ,roducts is calledTTTTTTT.
a %etailer
b 2holesaler
c 9ustomer
d /one of the above
"1. TTTTTTTTinvolves manufacturer mar$eting activities directed at channel intermediaries.
a 3ull Strategy
b 3ush Strategy
c ?oth (a H (b
d /one of the above
II?D Institute of
?usiness Danagement 1
C4amination 3a,er of Sales Danagement
"-. #hey are the sho,$ee,ers who set u, sho,s in the mar$et ,lace to cater to the needs of
hundreds of consumers
a 5istributors
b 2holesalers
c &gents
d %etailers
"8. 2hich one of the following is the "
nd
stage of 3roduct life cycle@
a Daturity
b Jrowth
c 5ecline
d Introduction
(+. DS& Stands forTTTTTTT
(1. It refers to the number of selling activities that a salesman is e4,ected to ,erform in his
area over a ,eriod of time is $nown asTTTTTTTT.
a Sales volume 0uotas
b 'inancial 0uotas
c &ctivities 0uotas
d &ll of the above
(". 2hich of the following comes under financial incentives@
a >igher Salary
b 3rofit Sharing
c Dore 9ommission
d &ll of the above
Part Two
(8. :ist the different ty,es of forecasting methods@
)+. 2rite a short note on A#rainingB@
)1. 5efine the ,ur,ose of sales budget@
)". >ow would you e4,lain the 5istribution Strategy@
)(. 2hat im,rovements do you suggest in the staffing ,rocess followed by the com,any@
)). 2as Sunil =umar right in getting mar$et surveys done by the new sales,erson@
)1. >ow can you hel, Snow 2hite become less de,endent on the selling agents and ,lan its
sales and ,rofitability better@ >ow can they ,lan their customer service efforts@
1. 5efine the ,ersonal selling@ &lso e4,lain the ,rocess of ,ersonal selling@
.. 2hat is Dotivation@ C4,lain the all theory of Dotivation.
7. 5efine the following termsI
1 'unction of %etailers
" 'unction of 2holesaler
Management o' a ales Force
Multiple Choices:
1. TTTTTTTTTTTT is the conscious, systematic ,rocess of ma$ing decisions about goods and
activities that an individual, grou,, wor$ unit or organi;ation will ,ursue in the future.
a. 9ontrolling
b. 3lanning
c. #raining
d. Staffing
". 2hich of the following comes under forecasting ste,s@
a. #rends in sales
b. 3ast 3attern
c. 9om,etitive factors
d. &ll of the above
(. SD&%# Stand forTTTTTTT
a. S,ecific-Deasure-&chievable-%ealistic-#ime-bound
b. Smart-Deasurable-&chievable-%ealistic-#ime-bound
c. S,ecific-Deasurable-&chievable-%ealistic-#ime-bound
d. /one of the above
). 2hich of the following is not comes under relationshi, selling@
a. %es,ond to customer needs
b. 3roactive
c. Falue-based offers
d. 9ustomer s customer ?
1. Cstablishing the resource needed to successful e4ecute the o,erating ,lan by hiring,
coaching and develo,ing ,eo,le is $nown asTTTTTT
a. 3lanning
b. 3eo,le 5evelo,ment
c. 3roactive
e &ll of the above
11. &I5& stands forTTTTTTTTT
1". #his study was conducted using the 0uestionnaire techni0ue among first line
managers of 3harmaceutical com,anies is calledTTTTTT
a %esults
b Dethodology
c ?oth (a H (b
d /one of the above
1(. TTTTTTrefers to a solely fi4ed financial reward ,rovided at a,,ro,riate times, either
wee$ly or monthly, de,ending on the ,ay ,eriod norm.
a 3erformance ?onus
b Straight 9ommission
c Straight Salary
d Salary ,lus ?onus
1). 2hich of the following comes under Eob 5escri,tion@
a 5uties
b #he Eob title
c %es,onsibilities
d &ll of the above
11. TTTTTTTis the ,rocess of weaning our the good from the bad from the large ,ool of
a,,licant and choosing the right a,,licant for the Eob and the com,any.
a %ecruiting
b Selecting
c 5iscrimination
d /one of the above
Part Two:
" 2rite a short note on _#erritory Danagement . ?
( 5efine the &ssessment of Sales #raining@
) :ist the ti,s on ma$ing a good sales ,lan.
1 C4,lain the #y,es of #raining@
2hat should 9lyde ?rion do to remedy the imbalanced sales ,erformance ofuise
Shannon and >enry Sadows$i@
2hat ty,e of training ,rogram should Dic$ie 3arsons recommend to =eat Dar$ley@
2hat s your reasoning for your recommendation@ ?
Claborate the %ole of &rea Sales Danager@
5efine the term selection@ >ow would you e4,lain the selection ,rocess@
2hat is Incentive@ 5efine the ty,es of Incentives@
Financial Management
"". 9a,ital turnover ratio is calculated as
a Sales \9a,ital em,loyed
b Sales / 9a,ital em,loyed
c Sales /#otal &ssets
d #otal assets / 6wners fund
"(. In &?9 analysis 9 class consist of TTTTTTTT.
a a very large number of items which are less im,ortant
b a very less number of items which are im,ortant
c 0uaintly if items which ta$e ,lace after a long time
d that 0uantity which is fi4ed in such a way that the total variable cost of managing the
inventory can be minimi;ed
"). #he real owners of the com,any are
a C0uity shareholders
b 5ividend holders
c 3reference shareholders
d Sta$eholders
"1. #he 3ro,rietary concern is owned by
a #hree ,ersons
b 6nly one ,erson
c any one but s ,ersons must
d /one of the above
".. &ssets and liabilities in the ?alance Sheet are shown at TTTTTTTT ,rices
1 :atest
1 Current
2 =ominal
$ :istorical
.. 'inancing consists of the raising, ,roviding, managing of all the money, ca,ital or funds of
any $ind to be used in connection with the businessU is defined by
a %onald ?urns
b 6richad d. maningous
c ?onneville and 5ewey
d =enneth Didgley
7. Shareholders of a Eoint stoc$ com,any a,,oint their re,resentative in the form of TTTTTTTT
to carry on the day-to-day affairs of the com,any
a 5irectors
b Sta$eholders
c 3artners
d owner
1. #he cost which remains constant irres,ective of changes in the sales revenue is termed as
1 'i4ed cost
" Fariable cost
( %untime cost
) /ormal cost
". #he com,arison of the ratios of one organisation with that of the other organisation is termed
as
TTTTTTTT com,arison
1 Inter-firm
" out-side firm
( 6ther firm
) &ll the above
(. & systematic record of the events of the business leading to a ,resentation of a com,lete
financial ,icture is $nown as
1 'inancial statement
" ?alance Sheet
( #rading account
) &ccounting
(. %etained earnings is a source of TTTTTTTT finance
1 Internal
" C4ternal
( Guic$
) :i0uid
Part Two:
1. 2hat is &nnuity $ind of cash flow@
". 2hat do understand by ‘3ortfolio ris$
(. 2hat do you understand by yield to maturity (O#D@
). Claborate ‘9entral limit theorem’.
1. 2hat is the 5ifference ?etween /3F and I%%@
1. Cvaluate the strategies used by the management in the changed scenario.
". 2hich strategies the com,any ado,t for the future@
(. Cvaluate the ,erformance of the com,any financially, using financial ratios and
figures.
). &naly;e the case using S26# analysis.
1. Cvaluate the com,any’s ability to sustain its ,erformance in the ,resent scenario.
". Suggest the ,ossible costing techni0ues which can hel, F.=. Ju,ta its decision-
ma$ing (Illustrate using e4am,les.
(. 9onduct a financial analysis of the com,any of the com,any and comment its
financial ,erformance@
). Suggest the various funding ,atterns that may be ado,ted by the com,any in light
of the com,any’s ca,ital structure.
a. C4,lain the norms suggested by #ondon 9ommittee for ,roviding ban$
credit@ >ow did the recommendations of 9hore 9ommittee bring
modifications@
b. & ,o,ulation is made u, of grou,s that have wide variations within the
grou,s and less variations from grou, to grou,. 2hich is the a,,ro,riate
ty,e of sam,ling method@
c. 6ver ca,itali;ation and underca,itali;ation are both unhealthy signs for a
firm A5iscussB@ 9an they be remedied@
2uman ,esource Management
/ame the ,rogram which ma$es su,ervisor more alert, as it is his
res,onsibility to rate his Subordinates
" 3eriodic a,,raisal
( Oearly a,,raisal
) Donthly a,,raisal
1 2ee$ly a,,raisal
b #he >%5 ,rogrammes fail due
1 9rime factor
" Social Eustice
( Inflation
) 3overty
7. /ame the recruitment ,rocess which is said to be a costly affair
a. Internal
b. C4ternal
c. International
d. /ational
-. In resent times, which de,artment and head of the same usually initiates the
man,ower ,lan.
a. 6,eration de,artment
b. ,roduction de,artment
c. > % de,artment
1. #he Eob evaluation ,rogramme once installed must be continued on a TTTTTTTT basis.
1 3ermanent
" Ln,lanned
( 3lanned
) 5aily
.. #he ,rocess of (.+ 5egree a,,raisal is bro$en into two stages - ,lanning and
TTTTTTTTT.
1 Succession
" Im,lementation
( /on ,lanning
) &ction ,lanning
7. >uman resource management is res,onsible for getting the best ,eo,le, training and
,roviding mechanism to achieve organi;ation TTTTTTTTTTTT.
1 Joal
" #arget
( loss
) ,rofit
-. #he ,rocess of analy;ing Eobs from which Eob descri,tions are develo,ed are called
TTTTTTTT.
1 9om,any analysis
" <ob &nalysis
( &,,raisal
) <ob enrichment
8. 2hich is not the method of ,erformance a,,raisal @
1 Straight ran$ing method
" Jrading method
( Jrou, &,,raisal
) 9ircle
Part Two:
1 C4,lain the im,ortance of 9areer 3lanning in industry.
" C4,lain the nature of >uman %esource 5evelo,ment. C4amine its sco,e and nature.
(. 5iscuss the various Dethods of 3erformance &,,raisals@
) C4,lain 6n-<ob and 6ff <ob #raining.
1.>ow far do you thin$ that that >% strategies are in alignment with the cor,orate
strategy of the com,any@
". >ad you been =amal =umar, what ste,s would you to minimi;e the em,loyee
turnover@
2hat additional com,ensation and reward system would you suggest a,art from the ones
mentioned in the case@
If you had been in the ,lace of Suyash, what measures would have recommended
overcoming the 9hinese threat@
2hat is man,ower ,lanning@ C4,lain the various ste,s involved in the man,ower
,lanning. 5iscuss its obEectives.
2hat are Guality 9ircles@ C4amine the ,rocess involved in Guality 9ircles and evaluate
the advantages and disadvantages of 0uality circles.
Managerial Economics
"7. Cconomists have classified in,ut as
a #imeless
b landless
c labourless
d all the above
"-. `3
i
WMMMwhere 3
i
is the ,robability of certain tas$.
a /ot defined
b 1
c +
d It will de,end on the number of 3
i
values we are ta$ing for summation.
"8. Slo,e at 4W" for the given curve yW(4
(
!"4 be
a ".
b (-
c (.
d 1-
(+. 'or a vertical demand curve the elasticity will be
a +
b 1
c ?etween + and 1
d R
(1. #he difference between ,rice and average variable cost is defined as
ass contribution
b 3rofit contribution
c C4,ectations
d Dar$et contribution
((. 'or an industry with ‘n’ firms the total e0uilibrium o/, for a 9ournot oligo,oly
with G
+
as o/, from ,erfect com,etitive mar$et, is given by
a G
+
(n!1/n
b G
+
n/(n!1
c (n!1n/G
+
d (n!1/(nG
+
(). Jame theory was designed
a #o create situation where individual and organi;ation have conflicting
obEectives for com,etitive growth.
b #o create situation where organi;ation and organi;ation have conflicting
obEectives
c #o evaluate the condition of the mar$et
d #o evaluate situations where individual and organi;ation have conflicting
obEectives.
(1. #he firms may be able to esca,e from ‘3risoner’s 5ilemma’ if the action is
a %e,etitive
b /on re,etitive
c Se0uential
d /o de,endence on the ty,e of action
(.. 2hich is not the 3ro,erty of Indifference curve
a 9onve4 to the origin
b >ave ,ositive slo,e
c Indicate lower level of satisfaction
d 5o not intersect nor are they tangent to one another
(7. Standard deviation is a measure of
a Sin$ of ,rice
b %ise of ,rice
c Slo,e of demand curve
d %is$
Part Two:
).. 5efine ‘&rc Clasticity’.
)7. C4,lain the law of ‘5iminishing marginal returns’.
)-. 2hat is ‘3risoner’s 5ilemma’, a non coo,erative game@
)8. 2hat is ‘#hird degree 5iscrimation’@
). &re the ,roblems faced by the 9om,any ,eriodic in nature, and when would the
bad ,eriod over the ,roblems cease to ,ersist@
". Is there a case for shifting the business focus from the Indian mar$et to e4,ort to
foreign countries@
G. Is there a case for restructuring and the business ,rocess re-engineering so that
certain ,roblems and its im,act are under control@
%. 2hat would you recommend as a mission and goal to the 9om,any@
S. >ow long can an industry sustain on ,rotection@
#. 2hat is the im,act of incidental services li$e assembly, testing, mar$eting, etc.
on the total cost@
L. 2ould you agree to the suggestion for a com,lete changeover to wooden cabinet@
F. 2ould it be desirable to im,ort the com,onents rather than ma$e them in India@
-. 'ree trade ,romotes a mutually ,rofitable regional division of labour, greatly
enhances the ,otential real national ,roduct of all nations and ma$es ,ossible
higher standards of living all
over the globe.BC4,lain and critically e4amine the statements.
". 2hat role does a decision tree ,lay in business decision-ma$ing@ Illustrate the
choice between two investment ,roEects with hel, of a decision tree assuming
hy,othetical conditions about the states of nature, ,robability distribution, and
corres,onding ,ay-offs.
Mar7eting Management
Multiple choices:
1. 'I99I stands for
1 'ederation of Indian 9hamber of 9ommerce and Industry
" 'ederation of International 9hamber of 9ommerce and Industry
( 'ederation of Indian 9hamber of 9ost and Inventory
) 'ederation of International 9hamber of 9ost and Inventory
". Dar$et TTTTTTTT is more ,revalent than Dass mar$eting
a ,lace
b Segmentation
c 9ircle
d &rea
(. 2hat is ,roduct conce,t@
1 5etailed summery about the ,roduct
" 5etailed version of idea stated in consumer terms
( ,roduct that satisfy consumer demand
) 9onsumerUs ,erce,tion of an actual ,roduct
). Cconomists call all human resources as
1 >ands
" :abor
( Cm,loyees
) Cm,loyers
1. & centrali;ed inventory means
1 Slow delivery to customer
" 'ast delivery to customers
( ?uilding and stoc$ing one warehouse
) Item store
8. TTTTTTTT of ,hysical distribution activities increases itUs ,roductivity as well as of manufacturer.
a. #ermination
b. &utomation
c. 5istribution
d. Da4imi;ation
1+. 2hat involves review of ,roEected sales, costs and ,rofits.
a. ?usiness %e,ort
b. ?usiness analysis
c. cor,orate statistics
d. Sales ?udget %e,ort
11. 3roduct means the TTTTTTTT and services the com,any offers the target mar$et.
a. Items
b. Joods
c. Dachines
d. ,ower
1". 9ustomers are brand, style and ty,e conscious when buying TTTTTTTT ,roducts.
a. S,ecial
b. ?asic
c. 9onsumer
d. Inferior
1(. 3roduct, ,rice, ,lace and TTTTTTTTTTTare the ),Us of mar$eting
a. 3restige
b. 3ercentage
c. 3eace
d. ,romotion
Part Two:
1+. 2rite a note on im,ortance of consumer ?ehavior for a business firm@
11. 5efine the term ,rice@
1". 5istinguish between Dar$eting 9once,t and selling 9once,t@
1(. 2hat are the new trends in advertisement@
1). 5o you feel that Sura$sha is cannibalising the 3ic$wic$ ?rand@
11. 2hat are the ,roblems generally faced by the com,anies going for
multibranding@
1.. 2hat were the various strategies ado,ted by Fishesh 5iagnostic 9enter. 5iscuss
them in light of seven 3s of service mar$eting.
17. 2hat do you understand by service 0ualityK e4,lain what ,arameters of service
0uality are listed in the case@
1-. >ow would you visuali;e the success of Fishesh 5iagnostic 9entre after
diversification@
18. If you were %aEesh =asliwal what necessary ste,s you would have ta$en to
enhance the ,erformance of the 9entre@
1 2hat is meant by sales ,romotion@ 5escribe briefly the various methods
of sales ,romotional tools used by business organi;ations to boost the
sales. C4,lain any four methods of sales ,romotion@
" 2rite notes on the fowling I
1 C4,lain right to safety.
" 2hat is right to consumer ,rotection@
OrganiCational "eha$ior
(". 'riendshi, grou,s are
1 3arty Jrou,s
" 'ormal Jrou,
( Cvolved informally
) Social Jrou,s
((. Cffective communication is the foundation
1 6f modern organi;ation
" 6f formal organi;ation
( 6f 'oreign relations
) 6f informal organi;ation
(). 3erce,tion is used in
a Selection of candidate for em,loyment
b 9om,ensation and reward
c Cnrichment and motivation
d /one of the above.
(1. &ttitude do not influence by
1 'amily
" Cducational bac$ground
( 3olicies of organi;ation
) %eligion
(.. <ob enlargement means
1 &dding other tas$ to the Eob.
" %emoving Eob res,onsibilities.
( <ob #esting
) <ob formal e4amination
1). 9onflict is a
a. Immoral activity
b. %ational ?ehaviouer
c. /one of the above
d. /atural disagreement
11. 'atigue can be defined as the TTTTTTTT of the body as a result of continuous ,hysical
activity
a. #iredness
b. &ctiveness
c. 3ossessiveness
d. 9olor
1.. 2ritten communication is a
a. /on-5irect 9ommunication
b. 5irect 9ommunication
c. 2aste of ,a,ers
d. 2aste of time
17. 5irect 9ommunicationTTTTTTTT are the rules of ,attern and behaviour that are
e4,ected from all team members.
a. /orms
b. %egulations
c. Juidelines
d. 'ormat
1-. #he ,ension ,lans, gratuity contribution and mandatory ,rovident fund rules are
framed basically to ta$e care of TTTTTTTT needs.
a. Security
b. Sensitive
c. Scrutiny
d. Saving
Part Two:
"+. C4,lain ‘O’ theory of Dc Jegor.
"1. C4,lain 9hris &rgyris’s immaturity N maturity theory.
"". C4,lain ‘>alo effect’.
"(. 2rite a note on ‘%einforcement theory’.
"). C4,lain the terms Aattitudes and values.
)). 5id $anchan and 9om,any :imited ado,t the right strategy in im,roving the
overall ,erformance of the organi;ation@
)1. 2as it right to use a com,le4 system for determining the wor$ers incentives@
).. If you were the head of the unit, what ste,s would you have ta$en to remove the
,roblems which were still ,ersisting.
)7. 2hat should the com,any do to maintain and im,rove its mar$et ,osition@
.8. #he com,any faced the ,roblem of mass absenteeism. Is it desirable to recruit
wor$ers from the same community@
7+. 2ere the efforts ,ut by the organi;ation worth in transforming Dadan lal from a
drug addict to a ,erforming wor$er@ <ustify your answer.
71. 2as sus,ension of Dadan lal Eustified@ 9omment.
7". 2as the organi;ation socially committed in a real sense or all the efforts were
focused at ,rofit ma$ing@
1. & large unit manufacturing electrical goods which has been $nown for its liberal
,ersonnel ,olicies and fringe benefits is facing the ,roblem of low ,roductivity and
high absenteeism. >ow should the management im,rove the organi;ational climate@
".5iscuss the nature and significance of morale @ 5escribe the relationshi,
between morale and ,roductivity@
Principles an& Practice o' Management
(7. TTTTTTTT 5ecisions relate to the day to day o,erations of the enter,rise generally ta$en
by middle and lower level management.
a 3roductive
b Gualitative
c /on- ,roductive
d 6,erative
(-. 6rgani;ational D?6 was invented by TTTTTTTT.
a Jo slaws
b 3eter 5ruc$er
c 2 . #aylor
d < J Delon
(8. ?arriers to delegation of authority would beI
1 'ear of loosing status by managers
" 6ver-confidence among managers
e. 5ac& of trust in subordinates
f. &ll of the &bove
" US,an of controlU is also referred to as s,an of TTTTTTT
a Danagement
b 5elegation
c :ife
d 3ractice
( :earning from mista$es is often more ,owerful than learning fromTTTTTTTT.
a Dentoring
b Success
c 'ailure
d 3rocess
) TTTTTTTT ,rovides all ty,es of hel, re0uired to ma$e the business more efficient
and ,rofitable.
a Dediators
b 9onsultants
c >el, 5e,artment
d Jovernment
- .ana!ement is said to be the combination of three factors arts
science and the third is
a %etrenchment
b 3roEection
c Cconomics
d ,rofession
. Dotivating a wor$er is to create a need and what else on the ,art of a
wor$er to better his ,resent ,erformance.
a 3rofessionalism
b Dotivation
c 5esire
d 5elegation
7 6ne of the e4ternal factors that influence management is
a #echnology
b Jlobali;ation
c Cconomic
d :egal
- 2hat does decoding mean@
a Dessage 5ownloading
b Dessage C4,loring
c Dessage inter,retation
d Dessage 5ecoding
Part Two:
1. 5ifferentiate between ‘&dministration’ and ‘Danagement’.
". 2hat were the common drawbac$s in classical and /eo classical theories of
management@
(. 2rite a short on ‘%etrenchment cor,orate strategy’.
). 2rite a short note on ‘&cce,tance theory’.
1. C4,lain the two ,rogram develo,ed by 5airy 9rest with the hel, of %offey 3ar$
to train their managers at different levels.
.. 5esigning a training session involves the analysis of training needs and ,lan a
training ,rogram. C4,lain the as,ects such as the content of training sessions, the
training methods, the trainer and trainee as,ect in designing of a training session.
7. 2hat evidence e4ists that Shell uses an effective decision-ma$ing ,rocess in
ma$ing various decisions@ 2hat were the various ,roblems with decision-
ma$ing@
-. C4,lain how scenarios hel, Shell’s managing directors engage in divergent
thin$ing@ 5iscuss the limitations of such an a,,roach@
1. Jeneral Clectric was com,osed of one hundred businesses, before <ac$ 2elch
became the 9C6. 2hen he became the 9C6 he streamlined the organi;ation by
selling businesses and ac0uired new ones. >e recreated the organi;ation and
made it a ,rofitable firm in the world. #hus <ac$ 2elch became the greatest
#ransformational leader in the world. 2hat ma$es a #ransformational leader so@
". 2hat are the different ,recautions should be ta$en by a Eob see$er while attaining
interviews
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM / NSBM / ISM / IGNOU / IICT / ISBS
/ LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
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www.casest!"s%&t'%#.'#
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doc_946232977.docx
MBA IIBM CASE STUDY SOLUTIONS & MULTIPLE ANSWERS 1.docx
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM / NSBM / ISM / IGNOU / IICT
/ ISBS / LPU / ISM&RC / IC MIND /
UPES / NMIMS / HIMALAYAN
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
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www.%#&'#e)$%*ect$e)%$t.c%m
a$a+'#!.ba#a,a$-.ma'&.c%m
Six Sigma Gree Be!"
Par" Oe#
M$!"i%!e C&'i(e)#
1. The primary purpose of a control chart is to
a. Set Specifcations and tolerances
b. Compare operations.
c. Determine the stability of a process.
d. Accept or reject a lot of material
2. When a control chart is used on a new process capability can be assessed at
which of the followin!
times"
a. #efore the chart is frst started
b. After the frst ten points are plotted
c. When the plotted points hu! the centerline
d. After the process is shown to be in control
$. %recision is best described as
a. A comparison to a &nown standard
b. The achie'ement of e(pected out!oin! )uality
c. The repeated consistency of results
d. The di*erence between an a'era!e measurement and the actual 'alue
+. The o'erall ability of two or more operators to obtain consistent results
repeatedly when measurin!
the same set of parts and usin! the same measurin! e)uipment is the defnition of
a. ,epeatability
b. %recision
c. ,eproducibility
d. Accuracy
-. Which of the followin! conditions must be met for a process to be in a state of
statistical control"
a. .ost of the product out by the process is in specifcation.
b. All sub!roup a'era!es and ran! are within control limits.
c. All 'ariation has been completely remo'ed
d. %re'iously optimal process settin!s are used.
/. Which of the followin! measures of dispersion is e)ual to the sum of de'iations
from the mean
s)uared di'ided by the sample si0e"
a. ,an!e
b. Standard de'iation
c. 1ariance
d. .ode
2. An 3 and , chart is used to
a. 4ndicate process 'ariation
b. Specify desi!n 5imits
c. 4nterpret costs
d. 4dentify customer e(pectations
6. Which of the followin! is the most useful !raphical tool for promotin! and
understandin! the process
of capability"
a. A 7owchart
b. A histo!ram
c. An a8nity dia!ram
d. An 4shi&awa dia!ram
9. The type of chart that presents the 'alue of items in descendin! order is a
a. :isto!ram
b. %areto chart
c. ; chart
d. Cusum chart
1<. .easures of which of the followin! pro'ide attributes data"
a. Temperature in de!rees
b. Attendance at meetin!s
c. Wei!ht in pounds
d. 5en!th in metric units
11. The fraction of nonconformin! products is plotted on which of the followin!
types of control chart"
a. % chart
b. ; chart
c. =p chart
d. C chart
12. A cause and e*ect dia!ram is a useful tool for doin! which of the followin!"
a. Determinin! the 7ow of a process
b. Detectin! shifts in a process
c. De'elopin! theories based on symptoms
d. Arran!in! theories by defect count
1$. Which of the followin! statistics would best describe the central tendency of a
sample of data"
a. .ode
b. .ean
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement $
c. Standard de'iation
d. ,an!e
1+. Which of the followin! type of tools or techni)ues is considered )ualitati'e"
a. :isto!ram
b. ?re)uency distributions
c. %areto chart
d. %rocess obser'ations
1-. @ut of the followin! which techni)ue is most useful in narrowin! issues and
limitin! discussion"
a. #rainstormin!
b. Auality function deployment
c. Cause and e*ect analysis
d. .utilatin!
1/. 4n statistics an estimation error that is persistent or systematic is called
a. #ias
b. Sensiti'ity
c. ,andom
d. Shift
12. ?or a normal distribution two standard de'iation on each side of the mean
would include what
percenta!e of the total population
a. +2B
b. /6B
c. 9-B
d. 99B
16. 4f a distribution is normal uC-< sC1- what percenta!e of data will be less than
$<"
a. -9.16B
b. +<.62B
c. 9.16B
d. 1.$$B
19. A company is recei'in! an unusually hi!h number of returns from 'arious
customers. The frst step in
in'esti!atin! the problem would be to
a. Chec& the inspection records
b. >stablish the correlation of the returns to shipments
c. #rainstorm the potential causes
d. Classify the returns by type and de!ree of serious
2<. Which of the followin! is the best defnition of a 7ow chart"
a. A dia!ram used to structure ideas into useful cate!ories
b. An illustration used to analy0e 'ariation in a process
c. A picture used to separate steps of a process in se)uential order
d. An analytical tool used to clarify opposin! aspects of a desired chan!e
21. Which of the followin! acti'ities would =@T contribute to the e*ecti'e
functionin! of a team"
a. >liminatin! unnecessary acti'ities
b. De'elopment team performance measures
c. Defnin! process in detail
d. .onitorin! each memberDs performance
22. What is the standard de'iation of the populationE1< + 1/ 12 6
a. +.<<
b. +.+2
c. 1/.<<
d. 2<.<<
2$. Which of the followin! tools would be most appropriate for collectin! data to
study the symptoms of
a problem"
a. Chec& sheet
b. ?low dia!ram
c. ?orceEfeld analysis
d. Acti'ity networ& dia!ram
2+. Which of the followin! measures is a su8cient statistic for the parameter u"
a. .edian
b. .idEran!e
c. .ean
d. .ode
2-. %ositional cyclical and temporal 'ariations are most commonly analy0ed in
a. S%C charts
b. .ultiE'ari charts
c. Cause and e*ect dia!ram
d. ,un charts
2/. Which of the followin! describes the demin! method for continuous
impro'ement"
a. Cost of )uality analysis
b. %rocess map
c. Tree Dia!ram
d. %lanEdoEchec&Eact cycle
22. 4n analysis of 'ariance which of the followin! distribution is the basis for
determinin! whether the
'ariance estimates are all from the same population"
a. Chi s)uare
b. Students
c. =ormal
d. ?
26. Which of the followin! statement best describes the set of 'alue of a random
'ariable"
a. 4t is fnite.
b. 4t is an inter'al
c. 4t can be discrete or continuous.
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement -
d. 4t can be trac&ed by usin! control charts or scatter plots.
29. Which of the followin! is the best description of randomi0ation"
a. A techni)ue used to increase the precision of an e(periment
b. A means of assurin! representati'e samplin!
c. The repetition of an obser'ation or measurement
d. The relationship between two or more 'ariables
$<. When the order of items is not important which of the followin! method is used
to determine the
number of sets and subsets of items"
a. Combination
b. %ermutation
c. ?actori0ation
d. Simulation
$1. Scatter dia!rams are best described as
a. :isto!rams.
b. Correlation analysis.
c. %areto analysis.
d. 4shi&awa dia!rams.
$2. A FFFFFFFFFF is created to determine customers of a specifc process.
a. %areto chart
b. ?low dia!ram
c. Cause and e*ect dia!ram
d. Scatter dia!ram
$$. A production line uses si!ns at specifc points on the line to indicate when
components or raw
materials need to be replenished. This practice is an e(ample of
a. Ganban
b. %o&aEya&e
c. Chec&points
d.
shin $+. Which of the followin! is a !ood tool for plannin! cycle time reduction and
concurrent operations"
a. A timeline
b. A %areto dia!ram
c. An 3 and , chart
d. A %>,T chart
$-. Attribute and 'ariable data are best described as which of the followin!"
a. Counted 'alues measured 'alues
b. Counted 'alues 'isual features
c. .easured 'alues counted 'alues
d. 1isual features counted 'alues
$/. All of the followin! are common ways for people to react to con7ict >(cept
a. Competin!
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement /
b. Collaboratin!
c. A'oidin!
d. Sabota!in!
$2. A )uality mana!er has chosen to sur'ey customer satisfaction by ta&in!
samples based on the
cate!ories of fre)uency of use cate!ories of use and demo!raphic. This techni)ue
is &nown as
a. ,andom samplin!
b. Data collection
c. Stratifcation
d. Customer classifcation
$6. Which of the followin! actions is =ot used to reduce process cycle time"
a. Analy0in! current processes
b. ,educin! )ueue times
c. Settin! priorities
d. 4mplementin! acti'ityEbased costin!
$9. A companyDs accounts payable department is tryin! to reduce the time between
receipt and
payment of in'oices and has recently completed a 7owchart. Which of the followin!
tool is the ne(t
to be used by them"
a. ?ishbone dia!ram
b. Scatter dia!ram
c. #o( and whis&er plat
d. :isto!ram
+<. 4n a manufacturin! company the machine shop is what &ind of customer in
relation to the human
resource department"
a. 4ntermediate
b. :idden
c. >(ternal
d. 4nternal
1. Describe how A?D fts into the o'erall D?SS process.
2. What is interrelationship Di!raph" >(plain it with e(ample.
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 2
$. ?ind the area under the standard normal cur'e between H1.-< standard
de'iations and H2.-< standard de'iations.
+. Defne terms related to @neEWay A=@1A and interpret their results I data plots.
-. Defne I describe the use of ,ational Sub !roupin! "
1. Suppose you are coo&in! stea& for 1<< people I the current appro'al ratin! is
2-B acceptable. Jou want to &now the a*ect of di*erent methods and approaches
to see how the o'erall appro'al or KyieldL is a*ected. #y usin! the ?ull ?actorial
method e(plain how the o'erall appro'al or KyieldL is a*ected.
2. 4nterpret Control Charts" Distin!uish between common I special causes usin!
rules for determinin! stastical control.
Par" Oe#
M$!"i%!e C&'i(e)#
1. Calculate the estimated 'ariance of the population from which the followin!
'alues ha'e been
randomly selectedM 2.6 2.2 2./ 2.9 2.6 2.6 2.6
a. <9-
b. <<9
c. <66
d. <<6
2. The mean median and mode of a distribution ha'e the same 'alue. What can be
said about the
distribution"
a. 4t is e(ponential
b. 4t is normal
c. 4t is uniform
d. =one of the abo'e
$. Appro(imately what percent of the data 'alues are smaller than the mean"
a. 2-B
b. -<B
c. 2-B
d. =one of abo'e
+. A normal probability plot is used toM
a. Determine whether the distribution is normal
b. %lot N 'alue
c. Determine process capability
d. 4t percent out of specifcation
-. =ominal Oroup techni)ue is used toM
a. :elp a !roup reach consensus
b. Oenerate a !roup on new ides
c. %ro'ide a consistent stable !roup leadership
d. %ro'ide a name for the !roup
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 9
/. An e(ample of a project metric would beM
a. The decrease in defect occurrence
b. The decrease in product cost
c. The decrease in cycle time
d. All the abo'e
2. A correct statement about the relationship between the terms parameter and
statistic isM
a. A population statistic is more accurate than a parameter
b. A sample parameter is used to estimate a statistic
c. A sample statistic is used to estimate a population parameter
d. Standard de'iation calculation re)uires both statistics and parameters
6. A and # are e'ents. %PAQ C <.6< and %P#Q C <.9<M
a. >'ents A and # are disjoint or mutually e(clusi'e
b. >'ents A and # are not disjoint or mutually e(clusi'e
c. % PA and #Q C <
d. %PA and #Q C 1.2
9. 4n a certain samplin! situation aC< bC<.<6. the power of the samplin! plan this
case isM
a. <
b. <.<6
c. 1.<<
d. <.92
1<. A newspaper article describes a hi!h positi'e correlation between obesity and
oran!e juice
consumption amon! si(EyearEold childrenDs. %arents who restrict the use of oran!e
juice for their
children ha'eM
a. .ade a type 4 error
b. .ade a type 44 error
c. .isunderstood mar!in of error
d. Confused correlation with causation
11. 4n an e(perimental desi!n conte(t replications refer toM
a. Duplicatin! e(perimental result at another location
b. ,epeatin! a test with the same factor le'els
c. @btainin! the same or similar result from di*erent factors
d. ,epeatin! an e(periment but usin! at least one di*erent factor le'el
12. ?ind the upper control limit for a ran!e chart if nC+ and the a'era!e ran!e is
2.262
a. 2.262
b. +.-/+
c. -.2<6
d. $.+2$
1$. An (Ebar control chart been established with control limits of $.2+- and $.2-2
nC-. An en!ineer
collects the followin! sample and plots the a'era!e on the control chartM$.2-2
$.2-/ $.2-6 $.2-9
a. The process is out of control
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 1<
b. The process is not out of control
c. The en!ineer misused the control chart
d. The control limits are incorrect
1+. T>4N is an acronym which refers toM
a. A set of problem sol'in! tools
b. An or!ani0ation of )uality professionals
c. An e(periment usin! transitional results
d. A ,ussian !eneral responsible for creati'e thin&in!
1-. A robust desi!n is one whichR
a. :as hi!h reliability
b. :as low maintenance fre)uency
c. 4s simple to manufactureD
d. 4s resistant to 'aryin! en'ironmental condition
1/. A fre)uent cause of system sub optimi0ation isM
a. @ptimi0in! indi'idual process
b. ?ailin! to draw a system 7ow chart
c. ;sin! data with outliers
d. ?ailin! to consider the normal distribution
12. The (2 distribution isM
a. Symmetric
b. 5eft s&ewed
c. ,i!ht s&ewed
d. =ormal
16. An ad'anta!e of usin! standard de'iation rather than ran!e for measurin!
dispersion of a lar!e
sample is thatM
a. Standard de'iation has a simpler formula
b. Calculators ha'e a standard de'iation &ey but not a ran!e Gey
c. Standard de'iation uses information from each measurement
d. ,an!e calculation are not normally distributed
19. The team de'elopment sta!e characteri0ed by e(pression of indi'idual opinions
and ideas often
without re!ard for team objecti'es is &nown asM
a. %erformin!
b. =ormin!
c. Con7ictin!
d. Stormin!
2<. S.>D is an acronym for acti'ity thatM
a. 4n'ol'e house&eepin! in the wor& area
b. .a&es mista&e of a certain type impossible
c. >mphasi0es the pull of the customer
d. ,educes set up the time
>(amination paper of Si( Si!ma .ana!ement
44#. 4nstitute of #usiness .ana!ement 11
21. A principle ad'anta!e of fractional factorial e(perimental desi!ns isM
a. ,educed cost
b. 4mpro'ed accuracy
c. 4ncreased confoundin!
d. :i!her confdence le'el
22. Dr. W >dwards Demin!M
a. 5ectured in Sapan after World War 44
b. Was an author of se'eral boo&s in the ;S
c. 4s considered an e(pert in the )uality feld
d. All of the abo'e
PART T*O#
2$. What percent of population falls below the lower specifcation limits"
a. 9.16B
b. 22.//B
c. /./6B
d. 1.6$B
2+. ?ind the mean median and mode of the followin! data setM 9 11 12 1+ 16 16
16 2< 2$M
a. 1-.- 16 16
b. 1- 1+ 16
c. 1- 12 16
d. 1-.- 1/ 16
U)e
+'r
%r',!e
m) -./
-0# 1
/ / -2
- / 3 42
4 3 / 52
5 3 3 .2
Total Quality Management
Part One:
Multiple Choices:
1. If the amount of energy available for the intended function be ‘a’ and the amount of energy wasted be
‘b’ then Signal to noise ratio will be,
a. a/b
b. (a-b/b
c. b/a
d. (a!b/b
". #he number of orthogonal arrays added by #aguchi to the original wor$ of Sir % & 'ischer, was
a. (
b. "
c. 1
d. )
(. If the * for each t test be +." then for ) ‘t’ tests the ,robability of a correct decision will be
a. +.+++-
b. +.++1.
c. +.+++"
d. /one
). #his is not a ra,id ,rototy,e techni0ue
a. Stereo lithogra,hy
b. Solid ground curing
c. Solid ground searching
d. /one
1. #he multi,lication of im,ortance of customer, scale u, facture and sales ,oint is called
a. %elative weight
b. &bsolute weight
c. 2eight of scale
d. 2eight of sales
.. In documentation 3yramid all documentation moves from one level to ne4t in
a. &scending order
b. 5escending order
c. 6ne down one u, fashion
d. #wo down one u, fashion
7. #he 0uality system other than IS6 8+++
a. 3S 8+++
b. 9S 8+++
c. &S 8+++
d. :S 8+++
-. In the 1 S methodology for wor$,lace organi;ation, ‘Seiton’ stands for
a. 3ro,er arrangement
b. 6rderliness
c. 3ersonal cleanliness
d. 5isci,line
8. #he basic ,lan-do-study-act (35S& cycle was first develo,ed by
a. 5eming
b. Shewhart
c. <uran
d. 'leming.
1+. 6ne of the best a,,roach having three com,onents, can be used for ,rocess im,rovement, is
a.
ran trilogy b. #uran trilogy
c. Sudan triology
d. <uran triology
Part Two:
1. 2rite a note on ‘=ano model’ of customer re0uirement.
". 5efine >er;berg’s two factor theory.
(. 2rite a note on 3areto analysis.
). 2hat do understand by ?enchmar$ing@
1. 5efine A5egree of freedomB.
Caselet 1
3hili,s India :td. ,reviously called 3ieco Clectronics :td., a D/9 has 5utch ,arents and its maEor ,lant
in 9alcutta. #he com,any is having a very sound cor,orate image in India for its electronic ,roducts,
namely #Fs, %adios, transistors, battery cells, electric bulbs, electric tubes, two-in-ones, etc. Indians love
to have 3hilli,s ,roducts, which are more costly than various Indian electronics ,roducts brands, as they
maintain a better 0uality. 3hili,s o,erates through forward integration with its own authori;ed dealer’s
networ$ in India. #he com,any has maintained its cor,orate image and re,utation in Indian mar$et over
the years. #he labour trouble started in 188+. #he com,any had its ancient ,roduction system in its main
,lant at 9alcutta. :abour unions started agitations for salary hi$e and as$ed for a number of incentives
and facilities to establish ,arity with other com,eting electronic giants. A#here was a ,olitical clout of the
labour unions which lead to increased militancyB says the 9hief C4ecutive 6fficer of the 3hilli,s India
:td. #he situation of labour trouble too$ such an ugly turn that the 5utch ,arents of the 3hili,s India
decided to get out of India by closing the ,lant. In 1881, however, managers refused to give u, and
im,lemented #GD. #he first ste, was total em,loyees involvement. #he management ado,ted the
strategy of managing ,eo,le through involving, em,owering and motivating. #he management re-
established its future vision to be an international design and ,roduction center and decided to benchmar$
with international 0uality system standards IS6 8+++. #he main wea$ness of the com,any during 188+
started converting into strength when labour unions started ,artici,ating intensively. & number of self-
directed and self-directed and self-managing mini, micro and mega-teams were formed and assigned
res,onsibility and accountability under dynamic leaders. ?y 1881 the 9alcutta ,lant of 3hili,s India
became a model factory for its maEor com,etitors to envy-its o,erations and turnaround. #he %H5 section
too$ the leading role for s,earheading the com,any with its smart ,eo,le and well e0ui,,ed laboratories.
#he ,osters claiming A0ualityB were e4hibited in the ,remises and all wor$ing areas. &ll this made the
9alcutta ,lant a show,iece of 3hili,s. It became the com,any’s best bet for an international
manufacturing center. #he ,rogress due to teamwor$ and 0uality orientation was so im,ressive that it led
the com,any to achieve the internationally most coveted- #he Curo,ean Guality &ward. #he com,any
also obtained certification of Cnvironmental management system CDS 1)++1 which gave it a further
boost in im,roving its sagging image during the ,revious )-1 years from 188+ onwards.
In a nutshell, five beliefs hel,ed the management in its revival. #hese five beliefs areI (i mission
statement, (ii revolve around valuing, (iii trusting and creating trustworthiness, (ivres,ecting the ,eo,le
and using their brain,ower in teams, and (v continuously motivating them. & few other things which
hel,ed the com,any areI ,ro,agating em,loyee shi,. #GD was used to bring about the much needed
culture change, o,en communication, sharing information, sharing ,roblems o,enly, and an a,,eal to
labour unions to u,hold the ,ride of 9alcutta. Doreover, the com,any started o,erating in ( shifts instead
of only general shift over the ,revious time ,eriod. #he continuous im,rovement through structured
=ai;en activities was ado,ted as a way of day-to-day wor$ im,rovement in assignments. & suggestion
scheme was introduced which started getting a record C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement +
number of ,ractical and im,lementable suggestions. 9ross-functional grou,s and small grou,
im,rovement activities did a wonderful Eob. %ewards and recognition system was introduced. %egular
surveys on em,loyee motivation were underta$en to $now and further boost the em,loyees’ morale and
,artici,ation in decisions of the com,any. 'ocus on customer and their delightment was increased by
customer surveys, defect trac$ing, underta$ing defect re,airs, meeting the warranty claims, ma$ing after
sales service better, customer hel,line documents, ,rom,tness in delivery, etc. Internal customer
satisfaction was im,roved by strengthening internal su,,lier-internal customer chain with self-a,,raised
vendor services. #he in,uts from the internal customers were obtained regularly for carrying out
,erformance a,,raisal of the officers. #he ,ractice $e,t the officers on their toes. A#oday. #he com,any
has not only recovered from its ,revious labour trouble but also has counted has counted itself amongst
the few world-class com,aniesI It has obtained recognition the world-over by winning the most coveted
award- #he Curo,ean Guality &wardB, says the 9hief C4ecutive of the com,any. A3hili,s India :td. has
become a benchmar$ for various com,etitors in India and abroadB, the 9C6 of the com,any adds further.
1. 5iscuss the various labour troubles which com,elled the com,any management and its 5utch ,arents
to decide to wind u, the 9alcutta ,lant. 2hat were the ,roblems@
". >ow would you a,,ly the 3hilli,s India ,olicy to hel, other electronics com,anies in India to
im,lement #GD@
Caselet 2
Siemens is a short and sim,le word. ?ut Siemens is at the to,. #o, covers a vast gambit. #he ,atent for a
miniaturi;ed hearing aid is #63. 'uturistic business and technology roadma,s are #o,. Shareholder
returns are also to,. In Jermany, a new ,erformance-lin$ed management ran$ing system is #o,. In
#ur$ey, ,rocess time o,timi;ation is #o,. In India, #aguchi methods for 0uality monitoring are #o,. Falue
chains are #o,. #o, means different things in different countries, com,anies, business and even divisions.
?ut today, what began as an acronym for time-o,timi;ed ,rocesses has become a term a,,licable to any
management initiative-in %H5, human resources, sho, floor management, communication,
organi;ational restructuring. #he movement, as it has become today, s,ans the Siemens, worldwide
networ$ though it is at various stages of im,lementation and develo,ment in different countries, and is
not im,lemented uniformly across divisions. #he #o, movement started about three years ago by Siemens
&J as increasing costs of ,roduction and a stagnating Curo,ean mar$et forced this Jerman multinational
to ta$e a close loo$ at itself. #he #o, movement is based on a sim,le modelI ,roductivity, innovation, and
new mar$ets are the ,illarsK the base is cor,orate cultureK and the #o, of the tem,le is customer-
orientation and ,rofit ability. &ccording to >einrich Fon 3ierer, 3resident, Siemens &J, the #o, initiative
is not about re-engineering or cost-cutting, the core theme is growth through innovation. A#he motor
driving the #o, initiative is cultural change-we must focus on our customers,B he says. >owever, #o, is
not only about encouraging cultural change. In 188., in the course of three years, it has achieved cost
savings of 5D "+ billion. #he #o, innovation initiative is made u, of eight modulesI mobili;ation,
communication, idea initiatives, teaching of o,erational s$ills, and coo,eration with non-industrial
research, ,atent initiatives, white s,ace ,roEects, and strategic innovation ,roEects. #he view,oints and
business obEectives are different at different ,laces. 'or instance, in high-wage Jermany, #o, is an
integral ,art of Siemens &J’s human resources and management motivation e4ercise. #he central unions
are also involved. It was also an integral ,art of the com,any’s %H5 drive. Siemens &J s,ends 5D 7.(
billion on %H5 every year. A& com,any’s innovative strength ultimately determines its long-term
com,etitive viability,B says 9laus 2eyrich, member of the managing board, Siemens &J. 'or instance,
the com,any has announced the ‘Siemens Inventor C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement -
3ri;e’. #he 1" Jerman reci,ients of the ,ri;e in 188. hold )++ ,atents among them. Starting from 1887,
the ,ri;e has gone international. #he aim is that Siemens &J’s annual total of ",1++ ,atents goes u,. &s a
,recursor to com,lete internationali;ation, Siemens had launched an international ‘innovation
com,etition 1887’, with a s,ecial category for young innovators whose innovations may not have yet
achieved ,ractical a,,licability. 'orty winners from regional centers will be feted at Siemens’ 11+ years
celebrations ne4t year. #he fact that Siemens ta$e its #o, initiative very seriously. Indeed it is a,,arent
from its system of im,lementation through #o, cham,ions. #o, cham,ions are senior managers who
wor$ full times as #o, coordinators. Internationally, the #o, movement is coordinated through a #o,
center in Dunich, which even has a home-,age on the Internet to interact and coordinate with #o,
manager across the world. &ll this is besides annual international conferences held within and outside
Jermany. &t Siemens India :td, %anEeet 5alvi is a full-time Jeneral Danager in charge of the #o,
,rogram. ?esides, the com,any’s 1( divisions each have at least one #o, cham,ion - a senior manager
with a large circle of influence, who is the divisional #o, coordinator, and re,orts directly to the
divisional head. #he resonance between #o, cham,ions or divisions in various countries with each other
and with Jermany also differs.
In India, the evolution of the #o, ,rogram has been naturally different from that in Jermany. #he aims
differ, to fit in with Siemens :td’s obEectivesI to increase its global ,resence substantially, and ensure that
it stays ahead of o,,ortunities in the local mar$et. AIt is no longer enough that we serve the local mar$et.
Cvery global com,etitor is hereK we have to identify o,,ortunities and ada,t to themB, says &F
9hindar$ar, 5irector-in-charge of switch gear, motors, drivers, automations, ,ower transmission and
distribution. Siemens :td had already began an organi;ation restructuring and business ,rocess re-
engineering ,rogram, which has then called core-an acronym for cor,orate re-engineering. &ll of Siemens
:td’s ,rocess re-engineering was an in-house e4ercise, largely focused on ma,,ing and o,timi;ing
,rocesses, using the time ,arameterK that by itself would ensure reduction in ,rocess costs and
im,rovement of ,roductivity. #he aim is toI Astay fit for futureB. 2hen the #o, ,rogram came along, it
was integrated into the core initiative. A#o, has become an umbrella for all $inds of initiatives and
management changes. It has become to mean all new things it hel,s to create a eu,horia with in the
com,anyB, says %anEeet 5alvi. #hough the #o, ,rogram is still nascent at the newer divisions such as
telecom and software, it is act 0uite and advanced stage at the traditional business. Says 5alvi, A?3% is a
stage. 6nce you have finished re-engineering a ,rocess, theirs Eust so much you can do. #hen you have to
move on to innovation.B 9hindar$ar believes that Siemens India has moved into the innovation ,hase.
ADuch of the s$ill of indigeni;ation that we are forced to learn in a closed economy may today become
the $ey to grater innovation,B he says. Siemens India :td’s visionI to become a Siemens com,etence
centre in South east &sia. & com,etence centre has been define as a Siemens arm with s,ecial
com,etencies in s,ecific businesses in a ,articular country, that in term can serve Siemens concerns in
other countries.A2e have to innovate many solutions that we ,rovide, such as in automation. C4isting
global technologies often do not fit in local customer need.B Says 9hindar$ar. 2ith Siemens &J having
re-affirmed its commitment to the &sia-3acific region, Siemens :td is today loo$ing at networ$ing itself
into the global scene, through innovations and uni0ue ,roducts. /aturally, the #o, initiative will be
crucial in this effort. 2hat ,erha,s ma$es the #o, ,rogram so easy to ado,t and im,lement is its
fle4ibility. 2hat could otherwise become disEointed management conce,t or ,ractices are united in #o,’s
common tem,le model at Siemens.
1. 2hat is the #o, initative in Siemens &J@ 5iscuss it various as,ects.
". 2hat are the #o, eight initiatives for innovation in Siemens &J@ Cvaluate their im,act on 0uality and
#GD.
END OF ECT!ON " C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement /
1. Dechanical ,roducts such as cars do brea$ down. 9ars often are serviced by the car dealer. >ow can a
car dealer use the service de,artment to enhance future car sales@
". Lsing trade Eournals, ,rofessional society maga;ines, ,eriodicals, and your networ$ing ability, identify
two e4am,les of 0uality by design success stories and e4,lain there results.
Quality Control
Part One:
Multiple Choices:
1. & curve that shows the amount ins,ected by both the consumer and the ,roducer for different ,ercent
nonconforming values.
a. &S/ curve
b. &#I curve
c. &6G curve
d. /one of the above
". #he ,roducer’s ris$ is re,resented by the symbols
a. &l,ha
b. ?eta
c. Jamma
d. /one of the above
(. #he International 9ommittee of 2eights and Deasures revised the metric system in
a. 187+
b. 18.+
c. 181+
d. 1888
). &S%S stands forMMMMMMMMMMMMMMMMMMMMMMMMMM..
1. & recent survey of retail customers by the MMMMMMMMMMMMMMMMM..
.. & cause-and-effect diagram was develo,ed by MMMMMMMMMMMMMMM
7. Fariables that e4hibit ga,s are called MMMMMMMMMMMM
-. >ow many techni0ues used to discard data.
a. 6ne
b. #wo
c. #hree
d. /one of the above
C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 6
8. 5eviation charts are also called
a. 5ifference chart
b. /ominal chart
c. #arget chart
d. (a, (b, H (c
1+. 5odge-%omig #ables develo,ed by
a. >.'. 5odge
b. >.J. %omig
c. >.=. 'leming
d. ?oth (a H (b
Part Two:
1. 2rite short note on AJrou, 9hartB.
". 2hat is ADeasures of 5is,ersionB.
(. 2hat is A9ollection of 5ataB.
). 2rite short note on A?inomial 3robability 5istributionB.
Caselet 1
It is 7I++ a.m. and the siren sounds high at =andivli (a suburb of /orth Dumbai ,lant of Dahindra H
Dahindra’s (DHD #ractor division, signaling the starting time of the morning shift. >ardly any wor$ers
have turned u,. %e,orting late on duty is a norm for the wor$ers here. Seldom does the morning shift start
before 7I(+ a.m. 5uring the day shift, it was an ominous scene to find wor$ers stretching out under the
trees and rela4ing during the wor$ing hours. #he union leaders hung around the factory without doing any
wor$ at all. & few days bac$, the wor$ers in the night shift had beaten u, a mil$man for creating a lot of
noise in the wee$ hours of the morning and thus, disturbing their slee, during their wor$ing hours. #hings
were worse at the other ,lant of DHD in /ag,ur. ?ut this was all in the 18-+s. DHD has come a long
way since then N it has won the most coveted 5eming ,ri;e for 0uality, and started a farming e0ui,ment
assembling ,lant in the L.S.&. &fter the huge success there, the com,any o,ened a second assembly ,lant
and a distribution centre in Jeorgia. /ow, the com,any is in the ,rocess of establishing assembling units
in 9anada to locally ,roduce and mar$et a range of low horse,ower cab tractors with features such as &9
heater ($ee,ing in view the cold weather conditions for the farmers there, ,ersonal stereo, and even a sun
roof. It has also C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 9
ac0uired <iangling #ractors in 9hina, which it would use to develo, low cost ,roducts suited to ,lough
dee,er into the LS farm e0ui,ment mar$et. /ow, the fourth largest tractor com,any in the world, DHD,
has four tractor ,lants in India (Dumbai, /ag,ur, %udra,ur in Lttranchal, and <ai,ur. It has been
maintaining its mar$et leadershi, for the ,ast two decades. 5uring the late 18-+s, the com,any tried to
a,,ly #GD conce,ts such as 0uality circles without getting any success. DHD was the mar$et leader in
the tractors segment at that time, but in view of the looming multinational threat in the near future, its
internal situation was very fragile. 5uring 188+-8), the com,any started the use of the statistical ,rocess
control and tried to ,erform business ,rocess reengineering. Its Eourney towards the 5eeming ,ri;e was
initiated in 188), with the a,,ointment of 3rof. Oasutoshi 2ashio, a <a,anese e4,ert, in the
im,lementation of the 5eeming guidelines. #he same year, the com,any was rechristened DHD 'arm
C0ui,ment Sector ('CS.
Initially, 3rof. 2ashio was s$e,tical about the Indian com,anies and wor$ers. >e felt that the Indian
com,anies are more li$e the &merican com,anies, which feel that results are im,ortant. 6n the other
hand, for the <a,anese, the ,rocess is more im,ortant. Doreover, he had serious doubts about the attitude
of the Indian wor$ers with res,ect to teamwor$ N a 5eeming ,rere0uisite N as he felt that Indian were
individualistic. >e has ,roved wrong by the DHD wor$ers. In his own words, ‘#he Indians can be good
team wor$ers, much better than the young in <a,an today and, in that sense, ,erha,s, 5eeming is better
suited to Indian com,anies’. In the initial few years of interaction with the management of 'CS, 2ashio
found himself isolated due to disagreements on various fronts. 2ashio had maEor difficulties in ma$ing
most of the Indian com,anies understand the im,ortance of im,lementation over creating a ,erfect
framewor$. In his own words, ‘Indians are very good with framewor$ and the big ,icture, but are ,oor
with im,lementation. #he $ai;en is wea$.’ =ai;en means gradual, orderly, and continuous im,rovement
in wor$ ,rocesses. It too$ a while for 2ashio to ma$e the 'CS ,ersonnel understand that good $ai;en
hinges on im,lementation, so there is no need to s,end too much time creating a ,erfect framewor$. 6nce
you start im,lementing these, the rest will ha,,en automatically. #he 'CS created a team to im,lement
the team to im,lementing the 5eeming guidelines. #he team identified eleven $ey areas to be fulfilledI
1. #o, management leadershi, and involvement
". 9reating and maintaining #GD framewor$s
(. Guality assurance
). Danagement system
1. >uman resource develo,ment
.. Cffective utili;ation of resources
7. Lnderstanding #GD conce,ts and value
-. Lse of scientific method
8. 6rgani;ational ,ower
1+. %elationshi, with sta$eholders
11. Cnabling the uni0ue #GD activities
In addition, there is another 5eming must-doI eliminate de,endence on ins,ection to achieve 0uality by
building 0uality into the ,roduct in the first ,lace. #he system at 'CS earlier was that at the end of the
assembly ,rocess or at the customer’s ,lace, there used to be a final ins,ection. If a ,roduct showed
serious flaws then, it was sent again to the sho, floor. #his wasted a lot of time and effort, and it did not
add to the im,rovement in the 0uality of the manufactured ,roduct. In order to change this system,
com,uters were installed on the sho, floor for showing the standard o,erating ,rocedure (S63 of a
,articular ,rocess to ma$e the wor$ers understand the various ste,s in a ,rocess. #his reduces the chances
of human error and acts as a natural chec$. &t the end of every com,lete ,rocess, a chec$ is ,erformed by
a trained wor$er, who also follows an S63. Cm,loyee involvement is the first ste, in ensuring the success
of any 0uality initiative. &t 'CS, the wor$ers would dictate terms to the shift su,ervisor by saying that
they would not do different tas$s on many machines. #he C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 1<
management too$ time to conceive them by giving them e4am,les such asI if your wife can do multi,le
tas$s of cleaning the house, feeding the children, and washing the cloths, why can’t you do the same@ #he
wor$ers were e4,lained the multinational threats looming large. #hey were told that, if they did not mend
their ways, the com,any might shut down the factory, or even worse, a multinational may ta$e it over and
would invariably lay off all the ,roblem creating wor$ers. C4am,les of com,anies shut down in Dumbai
due to the changed scenario were given. #he entire ,rogramme was termed ‘&shwamedh’ and analogies
were drawn from mythology and the current com,etitive situation. #his brought a com,lete
transformation in the wor$force that was now willing to ,erform multi,le tas$s, double their ,roductivity,
and maintain shift disci,line by re,orting on time. #he wor$ers were informed by the management about
every difficulty faced by the com,any in beating the com,etition in the mar$et ,lace. Some of the
wor$ers were sent with the mar$eting staff to meet the farmers using the com,any’s ,roduct and facing
,roblems. #his was called ‘6,eration >amla’. #he wor$ers came bac$ chastised and sobered when they
reali;ed that a small mista$e on the sho, floor could cost a farmer his season’s cro,. #he com,any even
sent some of the union leaders for short training courses in the LS& and L=.
#his sustained effort on ,art of the com,any has ,aid rich dividends. 9osts are down by 11P and the
mar$et share has risen by one ,ercent to "7.(P (1+P higher than its closest com,etitor, des,ite an
overall decline in the tractor demands. #he brea$-even ,oint for a new model of a tractor has decreased to
(+,+++ -(",+++ from the 1),+++ tractors three years ago. #he wor$er ,roductivity levels have increased
by 1++P. #ractor e4,orts from the com,any have increased 1++P over the ,ast 1+ years, with 7+P to the
LS& alone. #he 0uality of tractors has im,roved drastically with the number of com,laints ,er 1+++
tractors dro,,ing from ""- to 8+. #he reEection rate for com,onents bought from vendors, reEection and
rewor$ in machining, and reEection at final testing have all been brought down to near ;ero levels. 'CS
has introduced 11 new models in accordance with the re0uirements in the international mar$ets. #he
Eourney to world-class 0uality is not over yet. #he com,any now aims at matching the world benchmar$s
in ,roductivity and 0uality to establish a cost leadershi, in the Indian industry.
1. If you were a ,art of the to, management at DHD 'CS, how would you have involved the wor$ers in
the 5eming ,rogramme@
". 5o you thin$ that DHD 'CS has a strategic 0uality management system in ,lace@
Caselet 2
In 18.1, a Oale Lniversity undergraduate student 'rederic$ 2. Smith wrote a term ,a,er about the
,assenger route systems used by most airfreight shi,,ers, which he viewed as economically inade0uate.
Smith wrote of the need for shi,,ers to have a system designed s,ecifically for airfreight that could
accommodate time sensitive shi,ments such as medicines, com,uter ,arts, and electronics. In &ugust
1871, following a stint in the military, Smith bought controlling interest in &r$ansas. 2hile o,erating his
new firm, Smith identified the tremendous difficulty in getting ,ac$ages and other airfreight delivered
with in 1 N " days. #his dilemma motivated him to do the necessary research for resolving the inefficient
distribution system. #hus, the idea for 'ederal C4,ress was born N a com,any that revolutioni;ed global
business ,ractices and now defines s,eed and reliability. 'ederal C4,ress was so named due to the
,atriotic meaning associated with the word ‘federal’, which suggested an interest in nationwide economic
activity. &t that time, Smith ho,ed to obtain a contract with the 'ederal %eserve ?an$ and, although the
,ro,osal was denied, he believed the name was a ,articularly good one for attracting ,ublic attention and
maintaining name recognition. C4amination 3a,er of Guality Danagement
Company #rowth
#hough the com,any did not show a ,rofit until <uly 1871, it soon became the ,remier carrier of high-
,riority goods in the mar$et,lace and the standard setter for the industry it established. In the mid-187+s,
'ederal C4,ress too$ a leading role in lobbying for air cargo deregulation that finally came in 1877. #hese
changes allowed 'ederal C4,ress to use larger aircraft (such as ?oeing 7"7s and Dc5onnell-5ouglas 59-
1+s and s,urred the com,any’s ra,id growth. #oday 'edC4 e4,ress has the world’s largest all-cargo air
fleet, including Dc5onnell-5ouglas D5-11s and &irbus &-(++s and &-(1+s. #he ,lanes have a total
daily lift ca,acity of more than "..1 million ,ounds. In a ")-hour ,eriod, the fleet travels nearly 1++,+++
miles while its couriers log ".1 million miles a day- the e0uivalent of 1++ tri,s around the earth. #he
com,any entered its maturing ,hase in the first half of the 18-+s. 'ederal C4,ress was well established.
9om,etitors were trying to catch u, with a com,any whose growth rate was com,ounding at about )+P
annually. In the fiscal year 18-(, 'ederal C4,ress re,orted Q1 billion in revenues, ma$ing &merican
business history as the first com,any to reach that financial hallmar$ inside 1+ years of start-u, without
mergers or ac0uisitions.
O$erseas E%pansion
'ollowing the first several international ac0uisitions, intercontinental o,erations began in 1
with service to Curo,e and &sia. #he following year, 'edC4 mar$ed its first regularly scheduled flight to
Curo,e. In 18--, the com,any initiated direct-scheduled cargo service to <a,an. #he ac0uisition of #iger
International, Inc. occurred in 'ebruary 18-8. 2ith the integration of the 'lying #igers networ$ on 7
&ugust 18-8, the com,any became the world’s largest full-service, &ll-cargo &irline, Included in the
ac0uisition were route to "1 countries, a fleet of ?oeing 7)7 and 7"7 aircraft, facilities throughout the
world, and #igers’ e4,ertise in international airfreight. 'ederal C4,ress obtained authority to serve 9hina
through a 1881 ac0uisition from evergreen International &irlines. Lnder this authority, 'ederal C4,ress
became the sole LS-based, &ll-cargo carrier with aviation rights to the world’s most ,o,ulous nation.
Since then, the com,any’s global reach has continued to e4,and, resulting in an unsur,assed worldwide
networ$. 'edC4 C4,ress today delivers to customers in more than "1+ countries.
E$ol$ing !&enti'y
#he first evolution of the com,any’s cor,orate identify came in 188) when 'ederal C4,ress officially
ado,ted ‘'edC4’ as its ,rimary brand, tal$ing a cue from its customers, who fre0uently referred to the
com,any by the shortened name. ?y that time, customers used the term as a verb, meaning, ‘to send an
overnight shi,ment’. It did not ta$e long for the meaning to catch on, and today it is common terminology
to ‘'edC4’ a ,ac$age. #he second evolution came in "+++ when the com,any was renamed ‘'edC4
C4,ress’ to reflect its ,osition in the overall 'edC4 9or,oration ,ortfolio of services. #his also signified
the e4,anding breadth of 'edC4 C4,ress N s,ecific service offerings as well as a 'edC4 that was no
longer Eust overnight delivery.
Fe&E% Firsts
#hroughout its e4istence, 'edC4 has amassed an im,ressive list of ‘firsts’, most notably for leading the
industry in introducing new services for customers. 'ederal C4,ress originated the 6vernight :etter and
was
the first trans,ortation com,any dedicated to overnight ,ac$age delivery, ?
the first to offer ne4t-day delivery by 1+I(+ a.m., ?
the first to offer Saturday delivery, ?
the first e4,ress com,any to offer time define service for freight, and ?
the first in the industry with money-bac$ guarantees and free ,roof of ,erformance N services that now ?
e4tend to its worldwide networ$.
?eing a ‘first’ com,any resulted in many firsts for awards and honors, too. In 188+, 'ederal C4,ress
became the first com,any to win the Dalcolm ?aldrige /ational Guality &ward in the service
category. It also received IS6 8++1 registration for all of its worldwide o,erations in 188), ma$ing in the
first global e4,ress trans,ortation com,any to receive simultaneous system-wide certification. #oday,
'edC4 C4,ress is the largest o,erating com,any in the 'edC4 family, handling about (." million ,ac$ages
and documents every business day.
People(er$ice(Pro'it
'ederal C4,ress’s ‘,eo,le-service-,rofit’ ,hiloso,hy guides management ,olicies and actions. #he
com,any has a well-develo,ed and thoroughly de,loyed management evaluation system called S'&
(survey/feedbac$/action, which involves a survey of em,loyees, analysis of each wor$ grou,’s results by
the wor$ grou,’s manager, and a discussion between the manager and the wor$ grou, to develo, written
action ,lans for the manager to im,rove and become more effective. 5ata from the S'& ,rocess are
aggregated at all levels of the organi;ation for use in ,olicyma$ing. #raining of front-line ,ersonnel is a
res,onsibility of managers and ‘recurrency training’ is a widely used instrument for im,rovement. #eams
regularly assess training needs and a worldwide staff of training ,rofessionals devices ,rograms to
address those needs. #o aid these efforts, 'ederal C4,ress has develo,ed an interactive video system for
em,loyee instruction.
&n internal television networ$, accessible throughout the com,any, also serves as an im,ortant avenue for
em,loyee education. 9onsistently included in listings of the best LS com,anies to wor$ for, 'ederal
C4,ress has a ‘no lay-off’ ,hiloso,hy, and its ‘guaranteed fair treatment ,rocedure’ for handling em,loyee
grievances is used as a model by firms in many industries. Cm,loyees can ,artici,ate in a ,rogram to
0ualify front-line wor$ers for management ,ositions. In addition, 'ederal C4,ress has a well-develo,ed
recognition ,rogram for team and individual contributions to com,any ,erformance. 6ver the last five
years, at least 81P of the em,loyees res,onded that they were ‘,roud to wor$ for 'ederal C4,ress’.
er$ice Quality !n&icators
#o s,ur ,rogress toward its ultimate target of 1++P customer satisfaction, 'ederal C4,ress recently
re,laced its old measure of 0uality ,erformance-,ercent of on-time deliveries N with a 1" com,onent
inde4 that com,rehensively describes how customers view its ,erformance. Cach item in the service
0uality indicator (SGI is weighted to reflect how significantly it affects the overall customer satisfaction.
3erformance data are gathered with the com,any’s advanced com,uter and trac$ing systems, including
the Su,er#rac$er, a hand-held com,uter used for scanning a shi,ment’s bar code every time a ,ac$age
changes hands between ,ic$-u, and delivery. %a,id analysis of data from the firm’s far-flung o,erations
yields daily SGI re,orts transmitted to wor$ers at all 'ederal C4,ress sites. #he management meets daily
to discuss the ,revious day’s ,erformance and trac$s wee$ly, monthly, and annual trends. &nalysis of data
contained in the com,any’s more than (+ maEor database assist the 0uality action teams (G&#s in
locating the root causes of ,roblems that surface in SGI reviews. C4tensive customer and internal data are
used by cross-functional teams involved in the com,any’s new ,roduct introduction ,rocess. #o reach its
aggressive 0uality goals, the com,any has set u, one cross-functional team for each service com,onent in
the SGI. & senior e4ecutive heads each team and assures the involvement of front line em,loyees, su,,ort
,ersonnel, and managers from all ,arts of the cor,oration when needed. #wo of these cor,orate-wide
teams have a networ$ of over 1,+++ C4amination 3a,er of Guality Danagement
II?D Institute of ?usiness Danagement 1$
em,loyees wor$ing on im,rovements. #he SGI measurements are directly lin$ed to the cor,orate
,lanning ,rocess, which begins with the 9C6 and the 966 and an e4ecutive ,lanning committee. Service
0uality indicators from the basis on which cor,orative e4ecutives are evaluated. Individual ,erformance
obEectives are established and monitored. C4ecutives bonuses rest u,on the ,erformance of the whole
cor,oration in meeting ,erformance im,rovement goals. In the annual em,loyee survey, if em,loyees do
not rate management leadershi, at least as high as they rated them the year before, no e4ecutive receives a
year-end bonus. Cm,loyees are encouraged to be innovative and to ma$e decisions that advance 0uality
goals. 'ederal C4,ress ,rovides em,loyees with the information and technology they need to
continuously im,rove their ,erformance. &n e4am,le is the digitally assisted dis,atch system (5&5S,
which communicates to some (+,+++ couriers through screens in their vans. #he system enables 0uic$
res,onse to ,ic$-u, and delivery dis,atches and allows couriers to manage their time and routes with high
efficiency. Since 18-7, overall customer satisfaction with 'ederal C4,ress’s domestic service has
averaged better than 81P, and its international service has rated a satisfaction score of about 8)P. In an
inde,endently conducted survey of air-e4,ress industry customers, 1(P gave 'ederal C4,ress a ,erfect
score, as com,ared with (8P for the ne4t-best com,etitor. #he com,any has received 181 of nearly .++
businesses and organi;ations have visited its facilities.
1. 2hat lessons can Indian com,anies ta$e from 'edC4@
". 2hat are the factors that have gone against India and why did 'edC4 not start its o,erations here@
1. &n electrician testing the incoming the voltage for a residential house obtains 1 readingsI 111, 11(, 1"1,
111, 11.. 2hat is the average@
". & single sam,ling ,lan is desired with a consumer’s ris$ of +.1+ of acce,ting (.+P nonconforming
,roduct and a ,roducer’s ris$ of +.+1 of not acce,ting +.7P nonconforming ,roduct. Select the ,lan with
the lowest sam,le si;e.
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM / NSBM / ISM / IGNOU / IICT
/ ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!'es.c%.'#
a$a+'#!.ba#a,a$-.ma'&.c%m
Pro&uction an& Operation Management
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘ste,,ing stone ,rocedure’, the number of ‘used cells’ will be
a. a!b!1
b. a!b!"
c. a-b-1
d. a!b-1
". Falue of smoothing coefficient ‘*’ lies
a. ?etween 1 and R
b. ?etween + and 1
c. ?etween -1 and 1
d. ?etween 1 and "
(. 'orecasting error is
a. #he difference between forecasted demand and actual demand
b. #he ratio of forecasted demand and actual demand
c. #he difference between the standard forecast demand and the evaluated forecast demand
d. %atio of standard forecast demand and the evaluated forecast demand
). 'or forecasting the analy;ers ,lot the demand data on a time scale, study the ,lot and then loo$
for the consistent ,atterns. /ow what does the high noise mean to these ,atterns
a. Dany of the ,oint lie away from the ,attern
b. Dost of the ,oints lie close to the ,attern
c. &ll the ,oints lie on the ,attern
d. /one
1. 3aybac$ ,eriod is
a. #he length of time after which the ,roduction starts
b. #he length of time after which the selling starts
c. #he length of time re0uired to recover the investment
d. #he length of time for which firm bears re,lacement of the good.
Semester 44 >(amination %apers
44#. 4nstitute of #usiness .ana!ement
.. Salvage value is the income from
a. Selling an asset
b. ?uying an asset
c. ?argaining in selling
d. 3rice raised stoc$
7. 6n total factor basis ‘3roductivity’ is given by 4/y, where ‘y’ is
a. :abor ! 9a,ital !Daterials
b. :abor ! 9a,ital ! Daterials ! Cnergy
c. 9a,ital
d. 9a,ital ! Daterials
-. Cconomic efficiency is given by
a. In,ut /out,ut
b. In,ut /1++
c. (6ut,ut-in,ut/in,ut
d. 6ut,ut /in,ut
8. #his im,lies an effective management that ensures an organi;ation’s long-term commitment to
the continuous im,rovement of 0uality.
a. Guality management
b. Strategic management
c. #otal 0uality management
d. 6,erations management
1+. #his techni0ues for im,roving ,roductivity involves analy;ing the o,erations of the ,roduct or
service, estimate the value of each o,eration, and modifying (or im,roving that o,eration so that
the cost is lowered.
a. Falue engineering
b. #ime-event networ$
c. 2or$ sim,lifications
d. Guality circles
Part Two:
1. 2hat are the different ty,es of models in ,roduction and o,eration management@
". 5efine ‘5e,reciation’.
(. 2hat do you understand by ‘?ias’@
). 2hat are ‘:earning curves’@
Caselet 1
COMP)N* ")C+#,O-ND
#he ?ronson Insurance Jrou, was originally founded in 18++ in &u4vasse, Dissouri, by <ames ?ronson.
#he ?ronson Jrou, owns a variety of com,anies that underwrite ,ersonal and commercial insurance
,olicies. &nnual sales of the ?ronson Jrou, are Q1++ million. In recent years, the com,any has suffered
o,erating losses. In 188+, the com,any was heavily invested in com,uter hardware and software. 6ne of
the ,roblems the ?ronson Jrou, faced (as well as many insurance com,anies was a conflict between
established manual ,rocedures and the relatively recent (within the ,ast "+ years introduction of
com,uter e0ui,ment. #his conflict was illustrated by the fact that much information was ca,tured on
com,uter but ,a,er files were still $e,t for ,ractical and legal reasons.
F!.E C.E,+
#he file de,artment em,loyed "+ file cler$s who ,ulled files from stac$s, refilled used files, and delivered
files to various de,artments including commercial lines, ,ersonal lines, and claims. 6nce a file cler$
received the file. 9ler$s delivered files to underwriters on an hourly basis throughout the day. #he
average file cler$ was ,aid Q-,(++ ,er year. 6ne s,ecial file cler$ was used full time to search for
re0uested files that another file cler$ had not been able to find in the e4,ected ,lace. It was estimated that
)+ ,ercent of the re0uested files were these Ano hitB files re0uiring a search. 6ften these Ano hitB files
were eventually found stac$ed in the re0uester’s office. #he ,rimary AcustomersB of the file cler$s were
underwriters and claims attorneys.
-NDE,/,!T!N#
9om,any management and o,erations analysts were consistently told that the greatest ,roblem in the
com,any was the inability of file cler$s to su,,ly files in a s,eedy fashion. #he entire com,any from to,
to bottom viewed the ,roductivity and effectiveness of the de,artment as unacce,table. &n underwriter
used "+-1+ files ,er day. ?ecause of their distrust of the files de,artment, underwriters tended to hoard
often used files. & count by o,erations analysts found that each underwriter $e,t from 1++-"++ files in his
or her office at any one time. &n underwriter would re0uest a file by com,uter and wor$ on other
business until the file was received. ?enson em,loyed "1 underwriters.
M)N)#EMENT !NFO,M)T!ON *TEM
L,,er management was dee,ly concerned about this ,roblem. #he DIS de,artment had suggested using
video dis$s as a ,ossible solution. & video dis$ system was found that would be sufficient for the
Semester 44 >(amination %apers
44#. 4nstitute of #usiness .ana!ement
com,anies needs at a cost of about Q1" million. It was estimated that the system would ta$e two years to
install and ma$e com,atible with e4isting information systems. ¬her, less attractive was using
microfilm. & microfilm system would re0uire underwriters to go to a single $eyboard to re0uest ,a,er
co,ies of files. #he cost of a microfilm system was Q1 million.
1. 2hat do you recommend@ Should the com,any im,lement one of the new technologies@ 2hy or
why not@
". &n o,erations analyst suggested that com,any em,loyees shared a Adum, on the cler$sB
mentality. C4,lain.
Caselet 2
>arrison #. 2en$ III is )(, married, and has two children, ages 1+ and 1). >e has a master’s degree
in education and teachers Eunior high school music in a small town in 6hio. >arrison’s father ,assed
away two months ago, leaving his only child an unusual business o,,ortunity. &ccording to his
father’s will, >arrison has 1" months to become active in the family food-catering business, =are-
'ull =atering, Inc., or it will be sold to two $ey em,loyees for a reasonable and fair ,rice. If
>arrison becomes involved, the two em,loyees have the o,tion to ,urchase a significant, but less
than maEority, interest in the firm. >arrison’s only involvement with this business, which his
grandfather established, was as an hourly em,loyee during high school and college summers. >e is
confident that he could learn and ,erha,s enEoy the mar$eting side of the business, and that he could
retain the long-time head of accounting/finance. ?ut he would never really enEoy day-to-day
o,erations. In fact, he doesn’t understand what o,erations management really involves. In 1881
=are-'ull =atering, Inc. had Q(.71 million in sales in central 6hio. /et ,rofit after ta4es was Q
1+1,+++, the eleventh consecutive year of ,rofitable o,erations and the seventeenth in the last "+
years. #here are "1+ em,loyees in this labor-intense business. Institutional contracts account for
over 7+ ,ercent of sales and include ,artial food services for three colleges, si4 commercial
establishments ,rimarily manufacturing ,lants and ban$s, two long -term care facilities, and five
grade schools. Some customer location em,loys a ,ermanent o,erations managerK others are served
from the main $itchens of =are-'ull =atering. >arrison believes that if he becomes active in the
business, one of the two $ey em,loyees, the vice ,resident of o,erations, will leave the
firm.>arrison has decided to com,lete the final two months of this school year and then s,end the
summer around =are-'ull =atering N as well as institutions with their own food services N to assess
whether he wants to become involved in the business. >e is ,articularly interested in finding out as
much as ,ossible about o,erations. >arrison believes he owes it to his wife and children to fairly
evaluate this o,,ortunity.
1. 3re,are a wor$sheet of o,erations activities that >arrison should in0uire about this summer.
". If you were >arrison, what would you do@ 2hy@
1. 3roductivity is an im,ortant tool for mangers as it hel,s them to trac$ ,rogress toward the more
efficient use of resources in ,roducing goods and services. Clucidate.
". In additional to o,erations research, what are the other tools and techni0ues used by organi;ations to
im,rove ,roductivity@
C4amination 3a,erI >ealth and >os,ital Danagement
1
II?D Institute of ?usiness Danagement
!!"M !nstitute o' "usiness Management
E%amination Paper MM0111
2ospital )&ministration
ection ): O34ecti$e Type 561 mar7s8
• #his section consists of Dulti,le choices 0uestions H Short notes ty,e 0uestions.
• &nswer all the 0uestions.
• 3art 6ne 0uestions carries 1 mar$ each H 3art #wo 0uestions carry 1 mar$s each.
Part One:
Multiple ChoicesI
1. & method of collaborative wor$ in which visual dis,lay of information on fli, charts or other
media to which other grou, member can use isI
a. 5ecision matrices
b. Dultivoting
c. ?oarding
d. ?rainstorming
". & tool for 5ata collection which summari;e ,erce,tion of a large sam,le of ,eo,le isI
a. Surveys
b. Interviews
c. 9hec$ sheet
d. 5ata sheets
(. Dembers of Ins,ection control committee areI
a. Dicrobiologist, 6.#. in charge, Dedical Su,erintendent
b. %e,resentative from /ursing Service, 9SS5 in charge, %e,resentative from maEor clinical
de,artment
c. ?oth (a H (b
d. /one of the above
). D%5 stands forI
a. Dedical %ecords 5e,artment
b. Dedicine %ecords 5e,artment
c. Dedicine %elease 5e,artment
d. /one of the above
1. 'ormat for a,,raisal in which ran$ order is establish of em,loyees based on their relative meritI
a. 'orced 5istribution #echni0ue
b. Jra,hic %ating Scale
c. %an$ing methods
d. 'ree 2ritten %atings
C4amination 3a,erI >ealth and >os,ital Danagement
2
II?D Institute of ?usiness Danagement
.. &nalytical techni0ue in Daterials Danagement in which all items in inventory on the basis of
annual usage time cost isI
a. 'S/ &nalysis
b. &?9 &nalysis
c. FC5 &nalysis
d. /one of the above
7. 3lanning tool used in Guality Danagement in which the items are written on individual cards and
dis,layed on a fli, chartI
a. %elations 5iagram
b. 3rocess 5ecision 3rogram chart
c. &ffinity 5iagram
d. &ctivity /etwor$ 5iagram
-. Dethod of filing of Dedical records in which involves filing of records in e4act chronological
order according to unit / serial numberI
a. Diddle 5igit filing
b. #erminal 5igit filing
c. Straight /umeric filing
d. /one of the above
8. #y,e of hos,ital in which the number of beds is over (++ beds is $nown asI
a. :arge hos,ital
b. Dedium si;ed hos,ital
c. Small hos,ital
d. /one of the above
1+. Deeting in hos,ital whose ,ur,ose is to ,ass on information received from agencies isI
a. Informative Deeting
b. 9onsultative Deeting
c. C4ecutive Deeting
d. /one of the above
Part Two:
1. 2hat are the factors affecting A%etrainingB in a hos,ital@
". 2hat is the o,timum com,osition of the 5rugs and #hera,eutics@
(. 2hat do you understand by outdoor ,atient de,artment@
). 2rite down the different members of &,,ointment committee of the hos,ital.
C/5 6' SC9#I6/ &
C4amination 3a,erI >ealth and >os,ital Danagement
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II?D Institute of ?usiness Danagement
ection ": Caselets 591 mar7s8
• #his section consists of 9aselets.
• &nswer all the 0uestions.
• Cach 9aselet carries "+ mar$s.
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Caselet 1
%a$esh and Jagan were two brothers who had graduate in Dedicine in the year 1878. ?oth
established themselves as successful ,ractitioners. In 188", they decided to set u, their own hos,ital
as both were familiar with the nitty-gritty of the ,rofession after s,ending a decade as successful
,ractitioners. In the year 188), the conce,t was concreti;ed when three floors &rogya >os,ital with a
bed ca,acity of .+ came into e4istence at Jwalior. #he facilities ,rovided by the hos,ital were
,athology, S-ray, blood ban$ and I9L. In the year 188-, the number of beds was increased to 1++
with the addition of a fourth floor. In the year "++1, a fifth floor was added and the hos,ital started
offering services li$e radiology, (5 s,iral, 9. #scan, colourdo,,ler, ,athology, blood ban$, 9.9.L.,
6.#., maternity unit, emergency and trauma services, in-,atient accommodation, canteen,
telecommunication and entertainment.
#he hos,ital had (1 nurses and 11 class four em,loyees. #he main tas$ of the class four
em,loyees was to maintain the cleanliness of the hos,ital. ?esides this, they were also entrusted with
the tas$ of s,onging, bed setting and shifting of the ,atients. Salary ,aid to these em,loyees was
between %s. 1"++/- to %s. 1-++/- ,er month. #he hos,ital staff was divided into different classes of
em,loyees. 9lass one com,rised of D??S, D5, DS, and &dministrative 6fficers. 9lass three
com,rised of #echnicians and /urses. 9lass four com,rised of &yabais, Swee,ers and Juards.
>os,ital had 11 full time doctors, out of whom 7 were duty doctors (D??S, " full time D5 for I9L
and " full time in-house surgeons (DS. ?esides this, the hos,ital had 1+ visiting doctors who
o,erated on a turn$ey basis. #hese doctors had their own clinics in different ,arts of the city and as
,er re0uirementK they admitted their ,atents in the hos,ital. #here was a mutual agreement between
the doctors and the hos,ital that the hos,ital would charge the ,atients and out of it the doctors would
receive their fees along with a ,ercentage from the hos,ital share. #he ,atients treated by the hos,ital
were ,atients re0uiring intensive care and minor illnesses. 6ut of the cases re,orted in the hos,ital,
.+-71P were maternity and were referred to the hos,ital by leading gynecologists of the city, 5r.
Savita and 5r. Danorama. #o hel, the doctors in the treatment of ,atients, wor$-instructions for
%esident 5octors, Su,ervisors, 2ard boys / &yabais and Swee,er boys/ bais were ,re,ared by the
newly a,,ointed >os,ital-&dministrator 3riya. #hese instructions were ,re,ared in Cnglish and were
hung on the walls of the en0uiry counter. &fter a s,an of one month, 3riya resigned from the hos,ital
on account of some ,ersonal reasons.
?y the end of the year "++), %itu, a fresh ,ost-graduate in >os,ital-&dministration from
Jwalior, was a,,ointed as an &dministrative 6fficer or ta$e charge of the overall activities of the
hos,ital. >er role was to monitor the activities of em,loyees of class three and four and various other
activities related to the functioning of the >os,ital. #he first tas$ before her was to im,rove the
cleanliness of the hos,ital. She found that the toilets were not cleaned ,ro,erly and the room hygiene
was dismal. She started ma$ing regular visits to all the wards and rooms in the hos,ital to observe and
monitor the em,loyees lac$ed a human touch. #o add to this, the ,atients also com,lained that the
em,loyees demanded money for the services. &fter analy;ing the situation, she came to the
conclusion that lac$ of motivation among the class four em,loyees was one of the maEor factors
res,onsible for the ,athetic condition ,revailing in the hos,ital. :ac$ of motivation among the class
four em,loyees was also visible in the form of high em,loyee turnover, wor$ negligence, absenteeism
and com,laining behavior. >igh absenteeism among the class four em,loyees resulted in wor$
C4amination 3a,erI >ealth and >os,ital Danagement
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II?D Institute of ?usiness Danagement
overload for sincere em,loyees, as they were forced to wor$ in the ne4t shift. #his was a regular
feature in the hos,ital as a result of which em,loyees often remained stressed and therefore, less
committed towards their wor$. <hough, they were being ,rovided with dinner and snac$s at the
e4,ense of the hos,ital, as a gesture of goodwill for those who wor$ed over time for the hos,ital. She
also found that the wor$ers were not re,orting for their duty on time, des,ite their arrival in the
hos,ital on time.
#he second reason, which she identified for lac$ of hygienic condition in the hos,ital, was that
the visiting hours for the visitors were not s,ecified, so there was a continuous flow of visitors round
the cloc$, which ham,ered and affected the cleaning activity of the hos,ital. It was found that the
,atients’ rooms were always full of visitors who would not mind ta$ing their meals in the room/ward.
She felt that there was no solution to visitors’ ,roblem, as this was an integral ,art of the ,romotional
strategy of the management. She also found that the wor$-instructions given to the hos,ital-staff was
in Cnglish language and it was difficult for class four em,loyees to understand them. %itu translated
all these instructions in >indi so that class four em,loyees could understand and im,lement them.
%itu had the daunting tas$ to reduce the absenteeism and ma$e the em,loyees more committed to
their wor$ and felt that a reward of %s. "++, if given to an em,loyee who remained ,resent for (1
days could ,erha,s motivate the em,loyee to remain regular at the wor$ ,lace. 'urther, to motivate to
,erform, she decided to systemati;e the ,erformance a,,raisal system by identifying ,erformers and
non-,erformers. #his being her first Eob, she was a,,rehensive about ,erformance a,,raisal. #he
em,loyees were to be classified into three grou,s &, ? and 9, ‘&’ was for high ,erformers, ‘?’ was
for average ,erformers and ‘9’ was for ,oor ,erformers. It was decided that the em,loyees in the
grade ‘&’ would receive the highest increment followed by ‘?’ and ‘9’. #o ma$e the ,erformance
a,,raisal obEective, she identified various activities on which the em,loyees could be a,,raised. #o
ma$e the ,erformance a,,raisal system more obEective, a two-tier a,,raisal system was develo,ed by
her. In the first ,hase, the em,loyees were to be rated regularly on the identified activities by ,atients
and their attendants. In the second ,hase, observation of doctors and nurses was to be considered.
<hough %itu had full coo,eration from the hos,ital management, yet she was a,,rehensive about
the em,loyee’ acce,tance of the new system. She had to wait and watch.
Questions:
1. 9ritically evaluate the factors identified by %itu for enhancing organi;ational effectiveness.
". 5escribe a ,erformance a,,raisal system that you will recommend to %itu for evaluating the
em,loyees.
Caselet 2
#he management of a hos,ital, faced with a resource crunch embar$ed on a cost containment
,rogramme. Instructions were issued to various clinical, su,,ortive and utility services to identify the
areas where cost containment could be effectively im,lemented without com,romising with the
,atient care facilities.
#he hos,ital had both the centrali;ed and the decentrali;ed ,urchasing system. #he officer-incharge
of the Cmergency 5e,artment of the hos,ital, 5r. Systematic was a 0ualified and trained
hos,ital administrator. >e systematically commenced analysis of the various activities and ,rocedures
in vogue in the Cmergency 5e,artment.
5r. Systematic found out that the Cmergency 5e,artment in addition to the glass syringes
,urchased 8+++ dis,osable syringes ,er annum. #he interval of ordering was (+ days. #he cost of
C4amination 3a,erI >ealth and >os,ital Danagement
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II?D Institute of ?usiness Danagement
each dis,osable was %s. "+/-. #he ordering cost ,er order was %s. 11/- and the carrying cost were
11P of the average inventory ,er year. >e calculated the Cconomic 6rder Guantity, lot si;e of
inventory ,er month, storage cost and other inventory related costs and analy;ed the o,timum interval
of ordering. >e forwarded these results along with the other cost containment measures of the
Cmergency 5e,artment to the hos,ital management. #he recommendations of 5r. Systematic were
im,lemented and used as a model for other de,artments of the hos,ital. 5r. Systematic for effective
analysis and a,,raisal was honoured with the 5octor of the year award by the >os,ital Danagement.
Questions:
1. 2hat are the assum,tions made by 5r. Systematic for their inventory model@
". 5o you recommend any further suggestion for inventory costs in a hos,ital@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 2rite in brief about structure and function of >os,ital 6rgani;ation.
". 2rite in brief about ,rocess of Daterial Danagement in a hos,ital.
Principles o' 2ospital )&ministration an& Planning
Multiple Choices:
1. 3ublic >ealth Services are concerned with theI
a. 9ontrol of communicable diseases
b. Daternal and child health
c. 6ccu,ational health and reduction of health ha;ards
d. &ll of the above
". #he service of an 635 is affected by theI
a. System
b. &rrival ,attern
c. &,,ointment System
d. /one of the above
(. 9SS5 stands forI
a. 9entral Sterile Su,,ly 5e,artment
b. 9ircular Sterile Su,,ly 5e,artment
c. 9entral Site Survey 5e,artment
d. &ll of the above
). I9L Incharge res,onsibility should coverI
a. 9ontinuity of care
b. &dministrative matters
c. 9are and maintenance of e0ui,ments
d. &ll of the above
1. &ccording to which method one nurse is assigned to a grou, of ,atient to ,rovide total nursing
careI
a. 'unctional &ssignment Dethod
b. #eam /ursing Dethod
c. Jrou, &ssignment Dethod
d. 3rimary /ursing Dethod
C4amination 3a,erI >ealth and >os,ital Danagement
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II?D Institute of ?usiness Danagement
.. ?rea$-even ,oint analysis, analyses the relationshi, between revenue and TTTTTT.
a. Fariable 9ost
b. C4,enses
c. 9ost
d. Folume
7. D%I stands forI
a. Dedical %esonance Imaging
b. Dagnetic %esonance Imaging
c. Dedical %easonable Imaging
d. /one of the above
-. Lltrasonogra,hy waves are mechanical ,ressures waves whose fre0uency ranging fromI
a. 1+-1++ D>;
b. "-1+ D>;
c. 1++-11+ D>;
d. "-1+- D>;
8. #he >os,ital laboratory wor$s generally falls under the which divisionsI
a. >ematology, cytology H Dicrobiology
b. 9linical 9hemistry, >isto,athology H ?iochemistry
c. Lrine and stool analysis
d. &ll of the above
1+. TTTTTTTTTTTT is a dry ty,e filter with a rigid casing enclosing the full de,th of accordion ty,e
filter ,leats.
a. 6# Suite
b. >C3& filter
c. 9leaner’s closet
d. Clectrical outlets
Part Two:
1. 2hat are the im,ortances of 6ut,atient Services@
". 5efine >os,ital as a Social System.
(. 2hat are the main functions of the /ursing Services@
). C4,lain the classification of 2ard &ccommodation@
Caselet 1
Dr. /aveen 5esai is the current ,resident of Dedicare Demorial >os,ital’s board of trustees.
Dedicare Demorial is a "++-bed voluntary short-term general hos,ital serving an area of
a,,ro4imately 1+,+++ ,ersons. Dr. /aveen has Eust begun a meeting with the administrator of the
hos,ital, Dr. #arun. #he ,ur,ose of the meeting is to see$ an acce,table solution to an a,,arent
conflict-of-authority ,roblem within the hos,ital between Dr. #arun and the chief of surgery, 5r.
Dathew.
#he ,roblem was brought to Dr. /aveen’s attention by 5r. %aEeev. #he ,roblem that concerned 5r.
Dathew involved the o,erating room su,ervisor, Ds. Deetha. Ds. Deetha schedules the hos,ital’s
o,erating suite in accordance with ,olicies that she AbelievesB to have been established by the
hos,ital’s administration. 6ne source of irritation to the surgeons is her attitude that ma4imum
utili;ation must be made of the hos,ital’s o,erating rooms if hos,itals cost are to be reduced. She
therefore schedules in such a way that o,erating room idle time is minimi;ed. Surgeons com,lain that
the o,erating schedule often does not ,ermit them sufficient time to com,lete a surgical ,rocedure in
the manner they thin$ desirable. Dore often than not, insufficient time is allowed between o,erations
for effective ,re,aration of the o,erating room for the ne4t ,rocedure. Such scheduling, the surgical
staff maintains, contributes to low-0uality ,atient care. 'urthermore, some of the surgeons have
com,lained that Ds. Deetha shows favoritism in her scheduling, allowing some doctors ore use of the
o,erating suite than others.
#he situation reached a crisis when 5r. Dathew following an e4,losive confrontation with s. Deetha
made an a,,eal to the hos,ital administrator, who in turn informed 5r. Dathew that discharging
nurses was an administrative ,rerogative. In effect, 5r. Dathew, was told he did not have authority
over any issue affecting medical ,ractice and good ,atient care in Dedicare >os,ital. >e considered
this as a medical ,roblem and threatened to ta$e the matter to the hos,ital’s board of trustees.
&s the meeting between Dr. /aveen and Dr. #arun began, Dr. #arun e4,lained his ,osition on the
,roblem. >e stressed the ,oint that a hos,ital administrator is legally res,onsible for ,atient care in
the hos,ital. >e also contended that 0uality ,atient care cannot be achieved unless the board of
trustees authori;ed the administrator to ma$e decisions, develo, ,rograms, formulate ,olicies and
im,lement ,rocedures. 2hile listening to Dr. #arun, Dr. /aveen recalled the ,osition belligerently
ta$en by 5r. Dathew, who had contended that surgical and medical doctors holding staff ,rivileges at
Dedicare would never allow a ‘layman’ to ma$e decisions im,inging on medical ,ractice. 5r.
Dathew also had said that Dr. #arun should be told to restrict his activities to fund raising, financing,
maintenance N administrative ,roblems rather than medical ,roblems. 5r. Dathew had then re0uested
that Dr. /aveen clarify in a definitive manner the lines of authority at Dedicare Demorial.
&s Dr. /aveen ended his meeting with Dr. #raun, the severity of the ,roblem was unmista$ably
clear to him, but the solution remained 0uite unclear, Dr. /aveen $new a decision was re0uired N and
soon.
Questions:
1. &ccording to you, what conflict had develo,ed at Dedicare Demorial >os,ital@
". 2hat should Dr. /aveen do@
Caselet 2
6ut,atient service is one of the ra,idly growing services of the hos,ital. #herefore in many instances,
out,atient de,artments built in the recent ,ast have been found to be too small over the years because
of increasing demands, growth of new s,ecialties and the desirability of carrying out an increasing
range of diagnostic and thera,eutic ,rocedures on out,atient basis. #he de,artment must, therefore,
be ,lanned for a substantial ca,acity for growth.
In the general hos,ital, the out,atient de,artment will consist of general out,atient clinic as well as
s,ecialty clinics, in the form of a ,olyclinic. #he structural re0uirement of out,atient de,artment
incor,orating a ,olyclinic will de,end u,on the e4tent of the services ,rovided. #he ,rimary aim
should be to ,rovide large floor areas free of structural members to give the ma4imum ada,tability
for changing re0uirements.
In many hos,itals, ,oorly ,lanned ,hysical relationshi, of the 635 are res,onsible for increasing the
wor$ of staff and causing embarrassment and unnecessary movements for ,atients. 6n out,atients
visits, ,atent flow usually ,rogresses from Cn0uiry and %egistration to 2aiting, then to e4amination
rooms and thereafter to investigation facilities, and lastly the ,harmacy. In com,arison to the other
de,artments of the hos,ital, vi;. wards, diagnostic and service de,artments combined, the ,ercentage
of s,ace occu,ied by the out,atient de,artment of most e4isting ,ublic hos,itals varies from 1" to 1-
,er cent.
#he area re0uired for the out,atient de,artment should be ade0uate to accommodate the rece,tion and
waiting hall, waiting rooms, registration and out,atient medical records, clinics, toilet facilities and
the inEection and dressing room, ,harmacy, minor 6# and circulation routes. Scales of s,ace for
out,atient de,artment can hardly be standardi;ed in view of the varied re0uirements and range of
services ,rovided. 'or ,lanning ,remises, half s0uare foot for each e4,ected annual out,atient visits
is considered to ,rovide ade0uate s,ace in case of most general hos,itals. & hos,ital e4,ecting 1++
out,atients ,er day over (++ normal wor$ing days in a year would thus re0uire u,to 71+++ s0uare
feet (.871 s0m of s,ace for its out,atient de,artment.
Questions:
1. 2hat will be ,rocedures that could be ,erformed on out,atient basis@
". 6ut,atient Services is im,ortant in >os,itals. 2hy@
1. 2hat are the role and functions of an I9L@
". 2hat are the Cthical and :egal &s,ects of >os,ital &dministration@
!n'ormation Technology an& Management
Multiple Choices:
1. 9om,uter crime is defined byI
a. &I#3
b. S2&#
c. ?oth (a H (b
d. /one of the above
". 3rototy,ing is sometimes calledI
a. &S5
b. %S5
c. %&5
d. /one of the above
(. Firtual reality is also calledI
a. 9om,uter-simulated reality
b. /eurons
c. Software robots
d. #ele,resence
). & trac$ball is a stationary device related to theI
a. =eyboard
b. <oystic$
c. Douse
d. &ll of the above
1. >and-held microcom,uter devices $nown asI
a. 3ersonal digital assistance
b. Su,er com,uters
c. ?oth (a H (b
d. /one of the above
.. =DS stands forI
a. =nowledge memory systems
b. =nowledge ma$ing system
c. =nowledge management systems
C4amination 3a,erI Information #echnology
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II?D Institute of ?usiness Danagement
d. /one of the above
7. & basic system com,onent of information systems isI
a. Demory
b. 3rocessing
c. Storage
d. &ll of the above
-. >ow many characters uses the DI9% system@
a. 11 characters
b. 1- characters
c. ") characters
d. 1) characters
8. C?95I9 stands forI
a. C4tended ?inary 9oded 5ecimal Interchange 9ode
b. C4tended ?inary 9oded 5ecimal Instruction 9ode
c. C4tended ?inary 9oded 5ata Interchange 9ode
d. Clectronic ?inary 9oded 5ata Interchange 9ode
1+. #he smallest element of data is calledI
a. ?yte
b. ?it
c. Jiga byte
d. /one of the above
Part Two:
1. 2rite a note on ‘9ache Demory’.
". 2hat do $now about ‘&ssembler’@
(. 2rite a note on ‘6,tical 9haracter %ecognition’.
). C4,lain the term ‘Clectronic commerce’.
Caselet 1
It began as a trading site for nerds, the newly Eobless, home-bound housewives, and bored retirees to
sell sub,rime goodsI collectibles and attic trash. ?ut e?ay 0uic$ly grew into a teeming mar$et,lace
of (+ million, with its own laws and norms, such as a feedbac$ system in which buyers and sellers
C4amination 3a,erI Information #echnology
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II?D Institute of ?usiness Danagement
rate each other on each transaction. 2hen that wasn’t 0uite enough, e?ay formed its own ,olice
force to ,atrol the listings for fraud and $ic$ out offenders. #he com,any even has something a$in to
a ban$I Its 3ay,al ,ayment-,rocessing unit allows buyers to ma$e electronic ,ayments to e?ay
sellers who can’t afford a merchant credit card account. Ae?ay is creating a second, virtual
economy,B says 2. ?rian &rthur, an economist at thin$ tan$ Santa 'e Institute. AIt’s o,ening u, a
whole new medium of e4change.B e?ay’s ,owerful vorte4 is drawing diverse ,roducts and ,layers
into its ,rofitable economy, driving its sellers into the heart of traditional retailing, a Q" trillion
mar$et. &mong e?ay’s 1" million daily listings are ,roducts from giants such as Sears %oebuc$,
>ome 5e,ot, 2alt 5isney, and even I?D. Dore than a 0uarter of the offerings are listed at fi4ed
,rices. #he result, says ?ernard >. #enenbaum, ,resident of a retail buyout firm, is A#hey‘re coming
right for the mainstream of the retail business.B So what started out as a ,ure consumer auction
mar$et-,lace is now also becoming a big time business-to-consumer and even business-to-business
ba;aar that is earning record ,rofits for e?ay’s stoc$holders. &nd as the e?ay economy e4,ands,
9C6 Deg 2hitman and her team may find that managing it could get a lot tougher, es,ecially
because e?ay’s millions of ,assionate and clamorous users demand a voice in all maEor decisions.
#his ,rocess is clear in one of e?ay’s most cherished institutionsI the voice of the 9ustomer
,rogram. Cvery cou,le of months, the e4ecutives of e?ay bring in as many as a do;en sellers and
buyers, es,ecially its high selling A3ower Sellers,B to as$ them 0uestions about how they wor$ and
what else e?ay needs to do. &nd at least twice a wee$, it holds hour-long teleconferences to ,oll
users on almost every new feature or ,olicy, no matter how small. #he result is that users feel li$e
owners, and they ta$e the initiative to e4,and the e?ay economy N often beyond management’s
wildest dreams. Stung by an aeros,ace down-turn, for instance, machine-tool sho, %eliable #ools
Inc., tried listing a few items on e?ay in late 188-. Some were huge, hul$ing chun$s of metal, such
as a Q7,+++ ",(++-,ound milling machine. Oet they sold li$e ice cream in &ugust. Since then, says
%eliable’s auction manager, %ichard Smith, the com,any’s e?ay business has Aturned into a
monster.B /ow the Irwindale (9alifornia sho,’s Q1 million in monthly e?ay sales constitutes 71P
of its overall business. 3ioneers such as %eliable ,romoted e?ay to set u, an industrial ,roducts
mar$et,lace in <anuary that’s on trac$ to to, Q1++ million in gross sales this year.#hen there is e?ay
Dotors. 2hen e?ay manager Simon %othman first recogni;ed a mar$et for cars on cars on e?ay in
early 1888, he 0uic$ly reali;ed that such high-tic$et items would re0uire a different strategy than
sim,ly o,ening a new category. #o Eum,-start its su,,ly of cars and customers, e?ay immediately
bought a collector-car auction com,any, =ruse International, for Q11+ million in stoc$, and later did
a deal to include listings from online classifieds site, &uto#rader.com. %othman also arranged
insurance and warranty ,lans, an escrow service, and shi,,ing and ins,ection services.#his a,,roach
wor$ed wonder. Sales of cars and car ,arts, at a Q1 billion-,lus annual cli,, are e?ayUs single largest
mar$et. #hat has cata,ulted e?ay in front of /o. 1 L.S. auto dealer &uto/ation in number of used
cars sold. &bout half of the sellers are bric$-and-mortar dealers who now have a much larger
audience than their local area. Ae?ay is by far one of my better sources for buyers,B says ?radley
?onifacius, Internet sales director at 5ean Stallings 'ord in 6a$ %idge, #ennessee. &nd for now,
the big cor,orations, which still account for under 1 ,ercent of e?ay’s gross sales, seem to be
bringing in more customers then they steal. Dotorola Inc., for e4am,le, hel,ed $ic$ off a new
wholesale business for e?ay last year, selling e4cess and returned cell ,hones in large lots. #han$s to
the initiative of established com,anies such as Dotorola, e?ay’s wholesale business Eum,ed
ninefold, to Q"( million, in the first 0uarter.&s businesses on e?ay grow larger, they s,ur the
creation of even more businesses. & new army of merchants, for e4am,le, is ma$ing a business out
of selling on e?ay for other ,eo,le. 'rom almost none a cou,le of years ago, these so called #rading
&ssistants now number nearly "(,+++. #his $ind of organic growth ma$es it e4ceedingly though to
,redict how far the e?ay economy can go. 2hitman ,rofesses not to $now. A2e don’t actually
control this,B she admits. A2e are not building this com,any by ourselves. 2e have a uni0ue ,artner
N million of ,eo,le.B
Questions:
1. 2hy has e?ay become such a successful and diverse online mar$et,lace@ Fisit the e?ay website
to hel, you answer, and chec$ out their many trading categories, s,ecialty sites, international
sites, and other features.
". 2hy do you thin$ e?ay has become the largest online/offline seller of used cars, and the largest
online seller of certain other ,roducts, li$e com,uters and ,hotogra,hic e0ui,ment@
Caselet 2
It’s no secret that somewhere in a bac$ room in the ty,ical 'ortune 1++ com,any, there’s a team of
analytical wi;ards running so,histicated data mining 0ueries that mine for gems such as data about
about the com,any’s best customers N those to, "+ ,ercent of clients that ,roduce -+ ,ercent of the
com,any’s ,rofits. #hese Eewels can be a business’s most valuable intellectual ,ro,erty, which
ma$es them very valuable to com,etitors. 2hat’s to ,revent that data set from wal$ing out the door
or falling into the wrong hands@ Sometimes, not much. Dany com,anies lac$ the internal controls to
,revent that information from lea$ing. #he ,roblem is that such data is as hard to ,rotect as it is to
find. 6wens H Dinor Inc., a Q) billion medical su,,lies distributor, counts some of the nation’s
largest health care organi;ations among its customers. In late 188., it started mining data internally
using business intelligence software from ?usiness 6bEects S&. A'rom the beginning, we were
aware of security issues around this strategic information about our o,erations,B says 5on Stoller,
senior director of information systems at 6wens H Dinor. A'or e4am,le, a sales e4ecutive in 5allas
should only have access to analyses from his region.B It is always ,ossible that someone who has
legitimate access will abuse that trust, but com,anies can minimi;e that ,otential by strictly limiting
access to only those who need it. thus, 6wens H Dinor uses role-level security functions that clearly
define who has access to which data. A#his meant we had to build a se,arate security table in our
6racle database,B says Stoller. & few years later, when the com,any wanted to o,en its systems to
su,,liers and customers, security became even more im,ortant. In 188-, 6wens H Dinor moved
0uic$ly to ta$e advantage of 2eb-intelligence software from ?usiness 6bEects that’s designed to
2eb-enable business intelligence systems. #he result was 2isdom, an e4tranet 2eb ,ortal that lets
6wens H Dinor’s su,,liers and customers access their own transactional data and generate
so,histicated analyses and re,orts from it.AIt business-to-business transactions, security is $ey,B says
Stoller. A2e had to ma$e absolutely sure that <honson H <honson, for e4am,le, could not see any
(D’s information. #his meant we had to set u, s,ecific customer and su,,lier security tables, and
we had to maintain new, secured database views using the 6racle 5?DS and ?usiness
6bEects.B2isdom was such a success that 6wens H Dinor decided to go into the intelligence
business with the launch of wisdom" in the s,ring of "+++. A2e ca,ture data out of a hos,ital’s
materials management system and load it into our data warehouse,B Stoller e4,lains. & hos,ital can
then ma$e full use of its business-intelligence software to mine and analy;e ,urchasing data. 6wens
H Dinor receives a licensing and maintenance fee for the services.:ayers of security and encry,tion
re0uire a considerable amount of overhead data for systems administration. ?oth Stoller and Dichael
%asmussen, an analyst at Jiga Information Jrou,, say that’s the main reason security concerns
about business intelligence are often swe,t under the car,et. #he issues of authentication (identifying
the user and authori;ation (what things the user is allowed to do must be addressed, usually across
different a,,lications, %asmussen says, adding, ASystems administration can be a real
nightmare.BA2e are going through some of this,B says 5avid Derager, director of 2eb services and
cor,orate a,,lications at Fivendi Lniversal James Inc. (www.vugames.com. A6ur business
intelligence needs more security attention.B ?usiness intelligence re,orts come from two systemsI an
6racle-based for budgets on a Dicrosoft SG: Server database. #he heart of the business intelligence
system consists of Dicrosoft’s 6:&3 a,,lication and software from 9omshare Inc. that ,rovides the
2eb-based front end for the analytics. A6ur budget teams use these re,orts to do real-time
analyses,B says Derager. %odger Sayles, manager of data warehousing at Fivendi Lniversal, says
one way to secure such a system is to assign roles to all users within the Dicrosoft a,,lication. %oles
determine ,recisely what a user is allowed to see and do and are usually managed within a directory.
If your com,uting architecture is amenable to a single, centrali;ed directory that su,,orts roles, this
may be an attractive solution. A#he ,roblem is that once you have over )+ distinct roles, you run into
,erformance issues, and we have identified about 7+ user roles,B Sayles e4,lains. >e says there’s
way around this difficulty. AI thin$ we are going to use a combination of 2eb ,ortals and user roles.
& user would sign on through a ,articular 2eb ,ortal, which would effectively ,lace the user in a
role category. #his reduces the overhead burden on the a,,lication,B says Sayles.
Questions:
1. 2hy have develo,ments in I# hel,ed to increase the value of the data resources of many
com,anies@
". >ow can com,anies use I# to meet the challenges of data resources security@
1. 2hat ,otential security ,roblems do you see in the increasing use of intranets and e4tranets in
business@ 2hat might be done to solve such ,roblems@ Jive several e4am,les.
". Su,,ose you are a manager being as$ed to develo, e-business and e-commerce a,,lications to
gain a com,etitive advantage in an im,ortant mar$et for your com,any. 2hat reservations might
you have about doing so@ 2hy@
Data3ase Management ystems
Multiple choices:
1. #he normal language of database isI
a. 3>3
b. SG:
c. 9!!
d. <ava
". 55:, a database system languageI
a. 9reates table
b. Dani,ulates table
c. 9annot wor$ with table
d. /one
(. Symbol for one to one relationshi, isMMMMMMMMMMMMMMMMMMMMM
). >5?DS stands forI
a. >ello 5?DS
b. >ierarchical 5?DS
c. >y,er 5?DS
d. >igh 5?DS
1. In &nti Eoining of %VS means MMMMMMMMMMMMMMMMMMMMMMM
Part Two:
1. 2hat are A'oreign =eysB@
". 5ifferentiate between ‘5?DS’ and ‘%5?DS’.
(. 2rite the synta4 to insert charts into a table from another table.
). 2hat are ‘&rmstrong’s &4ioms’@
• #his section consists of
ng Guestions.• &nswer all the 0uestions.
• Cach 0uestion carries 1+ mar$s.
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
1. Claborate the testing of Seriali;ability techni0ues with e4am,le.
". C4,lain the wor$ing of loc$ manager.
(. 2hat is deadloc$@ >ow is a deadloc$ detected@ Cnumerate the method for recovery from the
deadloc$.
). C4,lain why a transaction e4ecution should be atomic. C4,lain &9I5 ,ro,erties, considering the
following transaction.
Ti: read (&K
& I W &- 1+K
2rite (&K
%ead (?K
? I W ? ! 1+K
2rite (?
1. #he >% manager has decided to raise the salary for all the em,loyees in de,artment number (+
by +."1. 2henever any such raise is given to the CD3:6OCCS, a record for the same is
maintained in the CD3-%&ISC table. It includes the em,loyee number, the date when the raise
was given and the actual raise. 2rite a 3:/SG: bloc$ to u,date the salary of each em,loyee and
insert a record in the CD3-%&ISC table.
". %etrieve the salesman name in ‘/ew 5elhi’ whose efforts have resulted into atleast one sales
transaction.
#able /ame I S&:CS-D&S#
alesman(no Name City
?+++1
?+++"
?+++(
?+++)
?+++1
?+++.
?+++7
3uneet =umar
3ravin =umar
%adha =rishna
?riEesh =umar
#ushar =umar
/itin =umar
Dahesh =umar
Faranasi
Faranasi
/ew 5elhi
/ew 5elhi
&llahabad
&llahabad
Jr. /oida
#able /ame I S&:CS-6%5C%
Or&er(no Or&er(&ate alesman(no
S+++1
S+++"
S+++(
S+++)
S+++1
S+++.
1+-&,r-+7
"--&,r-+7
+1-Day-+7
1"-<une-+7
11-<uly-+7
1--&ug-+7
?+++1
?+++"
?+++(
?+++)
?+++1
?+++.
!n'ormation Technology an& Management
Multiple Choices:
1. 9om,uter crime is defined byI
a. &I#3
b. S2&#
c. ?oth (a H (b
d. /one of the above
". 3rototy,ing is sometimes calledI
a. &S5
b. %S5
c. %&5
d. /one of the above
(. Firtual reality is also calledI
a. 9om,uter-simulated reality
b. /eurons
c. Software robots
d. #ele,resence
). & trac$ball is a stationary device related to theI
a. =eyboard
b. <oystic$
c. Douse
d. &ll of the above
1. >and-held microcom,uter devices $nown asI
a. 3ersonal digital assistance
b. Su,er com,uters
c. ?oth (a H (b
d. /one of the above
.. =DS stands forI
a. =nowledge memory systems
b. =nowledge ma$ing system
c. =nowledge management systems
C4amination 3a,erI Information #echnology
"
II?D Institute of ?usiness Danagement
d. /one of the above
7. & basic system com,onent of information systems isI
a. Demory
b. 3rocessing
c. Storage
d. &ll of the above
-. >ow many characters uses the DI9% system@
a. 11 characters
b. 1- characters
c. ") characters
d. 1) characters
8. C?95I9 stands forI
a. C4tended ?inary 9oded 5ecimal Interchange 9ode
b. C4tended ?inary 9oded 5ecimal Instruction 9ode
c. C4tended ?inary 9oded 5ata Interchange 9ode
d. Clectronic ?inary 9oded 5ata Interchange 9ode
1+. #he smallest element of data is calledI
a. ?yte
b. ?it
c. Jiga byte
d. /one of the above
Part Two:
1. 2rite a note on ‘9ache Demory’.
". 2hat do $now about ‘&ssembler’@
(. 2rite a note on ‘6,tical 9haracter %ecognition’.
). C4,lain the term ‘Clectronic commerce’.
Caselet 1
It began as a trading site for nerds, the newly Eobless, home-bound housewives, and bored retirees to
sell sub,rime goodsI collectibles and attic trash. ?ut e?ay 0uic$ly grew into a teeming mar$et,lace
of (+ million, with its own laws and norms, such as a feedbac$ system in which buyers and sellers
rate each other on each transaction. 2hen that wasn’t 0uite enough, e?ay formed its own ,olice
force to ,atrol the listings for fraud and $ic$ out offenders. #he com,any even has something a$in to
a ban$I Its 3ay,al ,ayment-,rocessing unit allows buyers to ma$e electronic ,ayments to e?ay
sellers who can’t afford a merchant credit card account. Ae?ay is creating a second, virtual
economy,B says 2. ?rian &rthur, an economist at thin$ tan$ Santa 'e Institute. AIt’s o,ening u, a
whole new medium of e4change.B e?ay’s ,owerful vorte4 is drawing diverse ,roducts and ,layers
into its ,rofitable economy, driving its sellers into the heart of traditional retailing, a Q" trillion
mar$et. &mong e?ay’s 1" million daily listings are ,roducts from giants such as Sears %oebuc$,
>ome 5e,ot, 2alt 5isney, and even I?D. Dore than a 0uarter of the offerings are listed at fi4ed
,rices. #he result, says ?ernard >. #enenbaum, ,resident of a retail buyout firm, is A#hey‘re coming
right for the mainstream of the retail business.B So what started out as a ,ure consumer auction
mar$et-,lace is now also becoming a big time business-to-consumer and even business-to-business
ba;aar that is earning record ,rofits for e?ay’s stoc$holders. &nd as the e?ay economy e4,ands,
9C6 Deg 2hitman and her team may find that managing it could get a lot tougher, es,ecially
because e?ay’s millions of ,assionate and clamorous users demand a voice in all maEor decisions.
#his ,rocess is clear in one of e?ay’s most cherished institutionsI the voice of the 9ustomer
,rogram. Cvery cou,le of months, the e4ecutives of e?ay bring in as many as a do;en sellers and
buyers, es,ecially its high selling A3ower Sellers,B to as$ them 0uestions about how they wor$ and
what else e?ay needs to do. &nd at least twice a wee$, it holds hour-long teleconferences to ,oll
users on almost every new feature or ,olicy, no matter how small. #he result is that users feel li$e
owners, and they ta$e the initiative to e4,and the e?ay economy N often beyond management’s
wildest dreams. Stung by an aeros,ace down-turn, for instance, machine-tool sho, %eliable #ools
Inc., tried listing a few items on e?ay in late 188-. Some were huge, hul$ing chun$s of metal, such
as a Q7,+++ ",(++-,ound milling machine. Oet they sold li$e ice cream in &ugust. Since then, says
%eliable’s auction manager, %ichard Smith, the com,any’s e?ay business has Aturned into a
monster.B /ow the Irwindale (9alifornia sho,’s Q1 million in monthly e?ay sales constitutes 71P
of its overall business. 3ioneers such as %eliable ,romoted e?ay to set u, an industrial ,roducts
mar$et,lace in <anuary that’s on trac$ to to, Q1++ million in gross sales this year.#hen there is e?ay
Dotors. 2hen e?ay manager Simon %othman first recogni;ed a mar$et for cars on cars on e?ay in
early 1888, he 0uic$ly reali;ed that such high-tic$et items would re0uire a different strategy than
sim,ly o,ening a new category. #o Eum,-start its su,,ly of cars and customers, e?ay immediately
bought a collector-car auction com,any, =ruse International, for Q11+ million in stoc$, and later did
a deal to include listings from online classifieds site, &uto#rader.com. %othman also arranged
insurance and warranty ,lans, an escrow service, and shi,,ing and ins,ection services.#his a,,roach
wor$ed wonder. Sales of cars and car ,arts, at a Q1 billion-,lus annual cli,, are e?ayUs single largest
mar$et. #hat has cata,ulted e?ay in front of /o. 1 L.S. auto dealer &uto/ation in number of used
cars sold. &bout half of the sellers are bric$-and-mortar dealers who now have a much larger
audience than their local area. Ae?ay is by far one of my better sources for buyers,B says ?radley
?onifacius, Internet sales director at 5ean Stallings 'ord in 6a$ %idge, #ennessee. &nd for now,
the big cor,orations, which still account for under 1 ,ercent of e?ay’s gross sales, seem to be
bringing in more customers then they steal. Dotorola Inc., for e4am,le, hel,ed $ic$ off a new
wholesale business for e?ay last year, selling e4cess and returned cell ,hones in large lots. #han$s to
the initiative of established com,anies such as Dotorola, e?ay’s wholesale business Eum,ed
ninefold, to Q"( million, in the first 0uarter.&s businesses on e?ay grow larger, they s,ur the
creation of even more businesses. & new army of merchants, for e4am,le, is ma$ing a business out
of selling on e?ay for other ,eo,le. 'rom almost none a cou,le of years ago, these so called #rading
&ssistants now number nearly "(,+++. #his $ind of organic growth ma$es it e4ceedingly though to
,redict how far the e?ay economy can go. 2hitman ,rofesses not to $now. A2e don’t actually
control this,B she admits. A2e are not building this com,any by ourselves. 2e have a uni0ue ,artner
N million of ,eo,le.B
Questions:
1. 2hy has e?ay become such a successful and diverse online mar$et,lace@ Fisit the e?ay website
to hel, you answer, and chec$ out their many trading categories, s,ecialty sites, international
sites, and other features.
". 2hy do you thin$ e?ay has become the largest online/offline seller of used cars, and the largest
online seller of certain other ,roducts, li$e com,uters and ,hotogra,hic e0ui,ment@
Caselet 2
It’s no secret that somewhere in a bac$ room in the ty,ical 'ortune 1++ com,any, there’s a team of
analytical wi;ards running so,histicated data mining 0ueries that mine for gems such as data about
about the com,any’s best customers N those to, "+ ,ercent of clients that ,roduce -+ ,ercent of the
com,any’s ,rofits. #hese Eewels can be a business’s most valuable intellectual ,ro,erty, which
ma$es them very valuable to com,etitors. 2hat’s to ,revent that data set from wal$ing out the door
or falling into the wrong hands@ Sometimes, not much. Dany com,anies lac$ the internal controls to
,revent that information from lea$ing. #he ,roblem is that such data is as hard to ,rotect as it is to
find. 6wens H Dinor Inc., a Q) billion medical su,,lies distributor, counts some of the nation’s
largest health care organi;ations among its customers. In late 188., it started mining data internally
using business intelligence software from ?usiness 6bEects S&. A'rom the beginning, we were
aware of security issues around this strategic information about our o,erations,B says 5on Stoller,
senior director of information systems at 6wens H Dinor. A'or e4am,le, a sales e4ecutive in 5allas
should only have access to analyses from his region.B It is always ,ossible that someone who has
legitimate access will abuse that trust, but com,anies can minimi;e that ,otential by strictly limiting
access to only those who need it. thus, 6wens H Dinor uses role-level security functions that clearly
define who has access to which data. A#his meant we had to build a se,arate security table in our
6racle database,B says Stoller. & few years later, when the com,any wanted to o,en its systems to
su,,liers and customers, security became even more im,ortant. In 188-, 6wens H Dinor moved
0uic$ly to ta$e advantage of 2eb-intelligence software from ?usiness 6bEects that’s designed to
2eb-enable business intelligence systems. #he result was 2isdom, an e4tranet 2eb ,ortal that lets
6wens H Dinor’s su,,liers and customers access their own transactional data and generate
so,histicated analyses and re,orts from it.AIt business-to-business transactions, security is $ey,B says
Stoller. A2e had to ma$e absolutely sure that <honson H <honson, for e4am,le, could not see any
(D’s information. #his meant we had to set u, s,ecific customer and su,,lier security tables, and
we had to maintain new, secured database views using the 6racle 5?DS and ?usiness
6bEects.B2isdom was such a success that 6wens H Dinor decided to go into the intelligence
business with the launch of wisdom" in the s,ring of "+++. A2e ca,ture data out of a hos,ital’s
materials management system and load it into our data warehouse,B Stoller e4,lains. & hos,ital can
then ma$e full use of its business-intelligence software to mine and analy;e ,urchasing data. 6wens
H Dinor receives a licensing and maintenance fee for the services.:ayers of security and encry,tion
re0uire a considerable amount of overhead data for systems administration. ?oth Stoller and Dichael
%asmussen, an analyst at Jiga Information Jrou,, say that’s the main reason security concerns
about business intelligence are often swe,t under the car,et. #he issues of authentication (identifying
the user and authori;ation (what things the user is allowed to do must be addressed, usually across
different a,,lications, %asmussen says, adding, ASystems administration can be a real
nightmare.BA2e are going through some of this,B says 5avid Derager, director of 2eb services and
cor,orate a,,lications at Fivendi Lniversal James Inc. (www.vugames.com. A6ur business
intelligence needs more security attention.B ?usiness intelligence re,orts come from two systemsI an
6racle-based for budgets on a Dicrosoft SG: Server database. #he heart of the business intelligence
system consists of Dicrosoft’s 6:&3 a,,lication and software from 9omshare Inc. that ,rovides the
2eb-based front end for the analytics. A6ur budget teams use these re,orts to do real-time
analyses,B says Derager. %odger Sayles, manager of data warehousing at Fivendi Lniversal, says
one way to secure such a system is to assign roles to all users within the Dicrosoft a,,lication. %oles
determine ,recisely what a user is allowed to see and do and are usually managed within a directory.
If your com,uting architecture is amenable to a single, centrali;ed directory that su,,orts roles, this
may be an attractive solution. A#he ,roblem is that once you have over )+ distinct roles, you run into
,erformance issues, and we have identified about 7+ user roles,B Sayles e4,lains. >e says there’s
way around this difficulty. AI thin$ we are going to use a combination of 2eb ,ortals and user roles.
& user would sign on through a ,articular 2eb ,ortal, which would effectively ,lace the user in a
role category. #his reduces the overhead burden on the a,,lication,B says Sayles.
Questions:
1. 2hy have develo,ments in I# hel,ed to increase the value of the data resources of many
com,anies@
". >ow can com,anies use I# to meet the challenges of data resources security@
1. 2hat ,otential security ,roblems do you see in the increasing use of intranets and e4tranets in
business@ 2hat might be done to solve such ,roblems@ Jive several e4am,les.
". Su,,ose you are a manager being as$ed to develo, e-business and e-commerce a,,lications to
gain a com,etitive advantage in an im,ortant mar$et for your com,any. 2hat reservations might
you have about doing so@ 2hy@
Management !n'ormation ystems
• #his section consists of Dulti,le choice 0uestions and Short /ote ty,e 0uestions.
• &nswer all the 0uestions.
• 3art one 0uestions carry 1 mar$ each H 3art two 0uestions carry 1 mar$s each.
Part one:
Multiple choices:
1. Danagement Information System is mainly de,endent u,onI
a. &ccounting
b. Information
c. ?oth ‘a’ and ‘b’
d. /one of the above
". #he most im,ortant attribute of information 0uality that a manager re0uires isI
a. 3resentation
b. %elevance
c. #imeliness
d. /one of the above
(. >uman %esource Information Systems are designed toI
a. 3roduce ,ay chec$s and ,ayrolls re,orts
b. Daintain ,ersonnel records
c. &naly;e the use of ,ersonnel in business o,erations
d. 5evelo,ment of em,loyees to their full ,otential
). 6,erational &ccounting System includeI
a. Inventory control
b. 9ost accounting re,orts
c. 5evelo,ment of financial budgets and ,roEected financial statements
d. /one of the above
1. CIS stands forI
a. C4ecutive Information System
b. C4cellent Info System
c. C4cessive Information System
d. /one of the above
C4amination 3a,er I Semester II
II?D Institute of ?usiness Danagement 2
.. Intranet ,rovide a rich set of tools for those ,eo,leI
a. 2ho are members of the different com,any or organi;ation
b. 2ho are members of the same com,any or organi;ation
c. ?oth ‘a’ and ‘b’
d. /one of the above
7. 2hich one is not the future of wireless technology@
a. C-mail
b. F6I3
c. %'I5
d. #elegram
-. 6:#3 stands forI
a. 6nline #ransactional 3rocessing
b. 6nline #ransmission 3rocessing
c. 6nline #ransactional 3rocess
d. /one of the above
8. 2hich one of the following is not considered as future of m-commerceI
a. Lbi0uity
b.
cali;ationc. Sim,le authentication
d. 9ommon o,eration
1+. 2hich of the following is not the level of decision ma$ingI
a. Danagement control
b. &ctivity control
c. 6,erational control
d. Strategic decision ma$ing
Part Two:
1. 2hat are the ‘Strategic Information Systems’@
". 2rite down the various business model of internet.
(. 2hat is ‘/etwor$ ?andwidth’@
). 5ifferentiate between 6:#3 and 6:33.
C/5 6' SC9#I6/ &
C4amination 3a,er I Semester II
II?D Institute of ?usiness Danagement $
ection ": Case lets 591 mar7s8
• #his section consists of 9ase lets.
• &nswer all the 0uestions.
• Cach 9ase let carries "+ mar$s
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Case let 1
O$er$iew o' our Client:s trategy
6ur client had an online store. #hey were s,ending Q11,+++ each month on ,ay ,er clic$
advertising. #his resulted in about Q""1,+++ ,er month in sales. #hey didn’t $now which clic$s
were leading to sales because they didn’t trac$ the clic$s. #here ran$ings in the natural listings was
minimal because they hadn’t done $eywords research on what visitors were using to try to find a
site li$e there’s. #hey weren’t able to 0uantity results because their we statistics ,rogram only
showed very general traffic information. #hey were also doing an irregular email newsletter even
though they had more than (",+++ e-mails in their database.
)nalysis o' the situation
In the natural listings we sus,ected they were being ,enali;ed by the search enines for du,licate
content. #he search engines frown on this because they feel this is trying to fool them. Joogle will
often give a site li$e this something called ASu,,lement %esultsB, which means that the search
engines $now the ,age e4ists but doesn’t have any content in their database. 2e also sus,ected
their email newsletter was being bloc$ed by many s,am bloc$ers because the names of the ,roducts
they sold were often on used in s,am e-mails.
!mplementation o' a olution
'or the ,ay ,er clic$ advertising we started trac$ing the clic$s down to the individual terms and the
actual results that came from them. 2e were able to delete terms that were not getting enough sales
and increase the bids on ones that brought sales. 'or the natural listings we did $eywords research
and focused on the main $eywords on the content for the home ,age and in the DC#& tags. 2e
also found that visitors search on ,roduct names rather than manufactures, so in the title tag for the
,age we switched and ,ut the ,roduct name before the manufacturer. 2ith the newsletter, we used
a good mi4 of gra,hics and content to a,,ease the s,am bloc$ers, as well as ,ut the ,roduct names
in gra,hics so they wouldn’t be bloc$ed. In order to analy;e of the site’s traffic, we im,lemented a
,owerful web statistics ,rogram.
,esults o' our wor7
#hrough our tactics, our clients were able to move u, to X) on Joogle for their main search term,
which got a lot of traffic. 2ith ,ay ,er clic$, they went from Q.)(. #hey decrease their budget to
Q1+,+++ ,er month, yet were able to increase their traffic by (( ,ercent. #hrough our o,timi;ation
of their ,ay ,er clic$, their cost ,er conversion to sale decreased by at least )1 ,ercent. #he
deliverability of their newsletter increased as well. 2ithin a year, their sales increased to over
Q.++,+++ ,er month.
Questions:
1. 5iscuss the client strategy for the success of store.
". Su,,ose if you are the client ma$er what would you suggest for the client.
C4amination 3a,er I Semester II
II?D Institute of ?usiness Danagement +
Case let 2
5ata 2arehouse is a massive inde,endent business database system that is ,o,ulated with data that
has been e4tracted from a range of sources. #he data is held se,arately from its origin and is used to
hel, to im,rove the decision-ma$ing ,rocess.
Dany traditional 5atabases are involved in recording day to day o,erational activities of the
business, called 6nline #ransaction 3rocessing (6:#3, 96DD6/:O ID3:CDC/#C5 I/
&irline ?oo$ings and ?an$ing Systems, for faster’s res,onse and better control over data.
&fter establishment of 6:#3 Systems, re,orts and summaries can be drawn for giving in,uts to
decision-ma$ing ,rocess and this ,rocess is called 6nline &nalytical 3rocessing (6:&3.
'or better customer relationshi,s management strategy, the call centre’s and data 2arehouse wor$s
as a strategic tool for decision-su,,ort which re0uires lot of time for establishment, and needs to be
u,dated with o,erational information on daily wee$ly or monthly basis.
5ata 2arehouse is used for ,roactive strategies formulation strategies formulation in critical and
com,le4 situations. & number of 9%D vendors are advocating for single integrated customer
database which includes call centre, web sites, branches and direct mail, but it lac$s in analytical
functioning of data warehouse. #his 5atabase can’t be e4,anded also, and carry decision su,,ort
o,erations on call centre 5atabase becomes slow H the 0uery ,rocessing and in0uiries andling
o,erations also become slow H inefficient for agents dealing with customers.
5ata 2arehouse is must for identifying most ,rofitable H loyal customers and those customers can
be offered better customi;ed services which increase the chances of additional ,rofits.
<hough call centre system H data warehouse are altogether different systems yet de,endent on
each other to fully e4,loit their ,otential res,ectively.
Questions:
1. C4,lain the role of data warehousing in the functioning of a call centre.
". >ow the res,onse time in ,erforming 6:&3 0ueries can be im,roved@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer. (2ord limit "++ to "1+ words.
1. C4,lain the term e-commerce. &lso e4,lain the history and limitations of e-commerce.
". 2hat do you understand by the term A5atabaseB@ C4,lain the various database models in
detail.
Pharmaceuticals !n&ustrial Management
Part One:
Multiple Choices:
1. 2hich of the following not the ,rinci,le of co-‘ordination@
a. 3rinci,le of early beginning
b. 3rinci,le of continuity
c. 3rinci,le of time
d. 3rinci,le of reci,rocity
". 6ral communication includes-.
a. :ecture
b. 3oster
c. Lnion ,ublication
d. 9om,laint ,rocedure
(. Cnthusiasm, co-o,eration, tact and s$illful handling come under-.
a. Intellectual 0uality
b. 9haracter 0uality
c. 3sychological 0uality
d. 3hysical 0uality
). 2hich of the following is the demerit of formal communication@.
a 5ecay in accuracy
b #ime consuming
c It is tem,orary
d 'airly unsuitable
1. &rrange the following into decision ma$ing ,rocess
i. 9once,tion
ii. Investigation
iii. 3erce,tion
iv. Selection
a iv,i,iii, ii
b ii,iv iii,i
c iv,i,iii,ii
d iii,i,ii, iv
C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement 2
.. 'I'6 stands for TTTTTTTTTTTTTTTTTTTTTT.
7. %ecord of all item of material and good in the store is recorded in which document@
a Store ledger
b ?in card
c ?oth a H b
d /one of these
-. FC5 stands for TTTTTTTTTTTTTTTTTTTTTT.
8. In the C6G formula ‘9’ is stand for-
a &nnual consum,tion
b 9ost of ,er unit of material
c 9ost ,er order
d Storage
1+. 2#6 stands for TTTTTTTTTTTTTTTTTTTTTT.
Part Two:
1. 2hat is 0uestionnaire@ C4,lain rules or guidelines for designing a good 0uestionnaire@
". 5efine drug store management@ ‘5iscuss the arrangements of drugs in drug store@
(. /ame the various ste,s in the selection of a ,harmacist@
). 2hat are the ,ur,oses of training given to a ,harmacist@
Caselet 1
'or the Indian 3harmaceutical Industry which has been ,resenting a robust ,erformance during the last
few years, the internet is a ,owerful tool. 2eb-enabling leverages the ,harmaceutical firm’s e4isting
investment in I#. 9ustomer %elationshi, Danagement (9%D and Sales 'orce &utomation (S'& systems
can be web-enabled to cost of o,erations, and on being effectively used, they establish immense customer
goodwill. C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement $
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM / NSBM / ISM / IGNOU / IICT
/ ISBS / LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!'es.c%.'#
a$a+'#!.ba#a,a$-.ma'&.c%m
#he s,eed, efficiency and accuracy of a ,harmaceutical com,any’s res,onse to customer 0ueries
determine the e4tent of customer satisfaction. &bout "++,+++ doctors will be contacted by a ty,ical mid-
si;ed ,harmaceutical com,any, on a regular basis. It is crucial that these doctors are $e,t abreast of
,roduct ,rofiles, new introductions etc. also, during the sales calls made by the field force 0ueries are
raised by the doctors, which need to be addressed 0uic$ly. ?y ,ossessing a com,rehensive medical
information system, ,harmaceutical com,anies are able to fulfill their obligations, and, at the same time,
lend su,,ort to their sales and business ,artnershi,s. & good 9%D system incor,orates features that
enable information sharing and identification of trends in the mar$etK at the same time, to accommodate
growth, it runs on a scalable ,latform.
& good 9%D system is characteri;ed by two $ey functionsI
#rac$ing, organi;ing, ,rioriti;ing and res,onding to callersK and ?
&utomating 0uic$ res,onses through letter, fa4 or e-mail, using a com,rehensive data base. ?
#he 9%D system can hel, ma$e urgent res,onses. It will also have a system of archiving call sheets.
#he benefits of a good 9%D system include a facility to handle a large number of medical 0ueries
efficientlyK trac$ing customer corres,ondence/e4changesK retrieval and dissemination of the latest medical
informationK ,roviding statistical re,orts for the re-assessment of ,roduct ,rofiles. & good 9%D system
arms the com,any with tools to im,lement measures for continuous im,rovement of its business
,racticesK it can be an invaluable aid to the sales force in understanding the interests and concerns of
medical ,ractitioners.
Sales 'orce &utomation (S'& is a system related to the 9%D system. #his tool enables a com,any to
manage a vast field force. #he system ,rovides u,-t,-date information to the field force while they are on
the fieldK it ,rovides the managers with a facility to $ee, a tab on field force’s activities and ensure they
are going according to ,lan.
& good S'& system incor,orates features as underI
?Customer Pro'iles: by maintain u,-to-date, detailed ,rofiles of customers, the system facilitates
tailoring of the ,rofile base for different needsK a com,rehensive view on im,ortant business o,,ortunities
and im,ortant customer is generated.
?2ospital Pro'ilesI detailed hos,ital ,rofiles maintained hel,s in im,lementing focused strategies.
?)cti$ity Planning: ,lanning of activities by each member of the team is made ,ossible by the S'&
system.
?Promotion;Call ,eporting: detailed information about a ,articular ,romotion, and each sales call are
made availableK this enables ,lanning of future activities that focus on s,ecific needs.
?Online u3mission: daily call re,orts can be submitted onlineK call coverage re,orts and record of
monthly target achievement can be maintained.
?)nalysis an& ,eports: to facilitate better ,lanning and strategy formulation, the S'& system ,rovides
detailed statistics.
If the traditional a,,lications and e4,ertise of ,harmaceuticals com,anies can be leveraged by web-
enabling them, then maEor benefits are in store for them. #he com,anies can cut down costs, manage their
mar$ets with more effectiveness and also enter into new mar$ets.
#he following are some of the 9%D/S'& systems available in the mar$et for the ,harmaceutical industry.
C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement +
''%e,orting of SarEen Systems 3vt. :imited. ?
9rissSmart S'&/9%D of 6asis Infotech. ?
6nline D% %e,orting Software of Darg 9om,usoft 3vt. :imited. ?
Siebel-based 3harma 9%D Im,lementation =it of Infosys #echnologies :imited. ?
3harma 3ulse of #FS-electronics. ?
#alisma of #alisma 9or,oration. ?
Questions:
1. ?riefly e4,lain the conce,t of 9%D H S'& systems.
". State the features of a Jood S'& system.
(. 2rite down some 9%D/S'& systems which are available in the mar$et for 3harmaceutical Industry.
). 2hat are the benefits of 9%D system@
Caselet 2
Jlenmar$ 3harmaceuticals uses a web-based tool for sales force automation. #he tool hel,s the sales
force in adding new contacts/accounts, deciding u,on the a,,ointments, ,lanning their tour, ,lanning
Eoint wor$ing, submitting their daily call re,orts, submitting re0uest for sam,les, ,romotional articles etc.
based on the actual travel, the tool also calculates te necessary e4,enses to be ,aid to the field sales
officer. #he sam,le management and ,romo management modules in the software $ee, a com,lete trac$
of sam,les and ,romo items. #e entire leave management system for the field sales staff runs on this
software. & ,art from this , the software has multi,le re,orts such as missed call re,ortK call average
re,ort etc, which hel,s the entire sales force hierarchy to be aware of the develo,ments and act
accordingly.
DaEority of the above features and functionalities are available on the mobile interface of the a,,lication
as well. #he software also allows the field force to ca,ture certain im,ortant remar$s made by the
customers. #he 9%D team/medical su,,ort team can ma$e the best utili;ation of this data gathered.
#hese systems are u,graded on need basis. & ,art from the ,ure technical u,grades, the enrichment of
features and functionalities ha,,en through the new version release of the software. #he sales force
automation tool is in the form of ,ortal. #he ,ortal has two com,onents in terms of content- static 9ontent
and 5ynamic content. #he transactions ha,,en on the dynamic content side, where as any circulars,
information to the field force, ,roduct related '&Gs, Danuals etc. are ,osted on the static content side.
#his section really hel,s to $ee, in touch with the field force. &ny ,roduct information which would hel,
the field force to u,grade the ,roduct $nowledge can be ,osted here. Joing forward, Jlenmar$ also ,lans
to have 9?# (com,uter based training ,rograms to be made online on this ,ortal. #hese ty,es of
interactive ,rograms will really boost the ,rocess of learning for the field sales force.
Questions:
1. C4,lain the wor$ing of a Jlenmar$ 3harmaceuticals.
". State the features of a Jlenmar$ 3harmaceuticals.
ection C: )pplie& Theory 561 Mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should from the ,art of your answer (2ord limit "++ to "1+ words. ?
1. 5efine ‘3harmaceutical mar$eting@ C4,lain obEectives and im,ortance of ,harmaceutical mar$eting.
". 5efine ‘&dvertising’@ 2hat are the advantages and disadvantages of advertising in ,harmaceutical
mar$eting@
Pharmaceutical Mar7eting
Part One:
Multiple Choices:
1. 2hat is the full form of ‘I3%’@
a. Intellectual ,ro,erty rights
b. Intellectual ,atent rights
c. Intellectual ,rocess rights
d. International ,atent rights
". #he environment that ,oses tremendous o,,ortunities for new ,roducts and services to alert mar$eter is
an TTTTTTTTT environment.
a. Ccological
b. Social
c. #echnological
d. 9om,etitive
(. &rrange these mar$et o,,ortunities analysis ste, by ste,I
i. Cvaluate new o,,ortunities in new segments
ii. ?uild on your strengths
iii. C4,lore new mar$et o,,ortunities
iv. &naly;e your e4isting mar$ets
a. i, ii,iii,iv
b. ii,iv,i,iii
c. iv,ii,iii,i
d. i,iii,iv,ii
). Dar$eting virtually the same ,roduct with two or more brand names is a strategy ofI
a. 'amily brand strategy
b. Dulti,le brand strategy
c. Individual brand
d. 3rivate brand
1. #he ,ricing that deals with the Eudgmental or subEective elements of ,ricing is aI
a. 9ost-based ,ricing
b. 3etition based ,ricing
c. Dar$et based ,ricing
d. 5emand based ,ricing
C4amination 3a,er of 3harmaceuticals Danagement
II?D Institute of ?usiness Danagement 2
.. 2hich of the following is not a member of distribution channel@
a. #he 3hysician
b. Danufacturer
c. #he consumer
d. #he trans,orter
7. &rrange the communication ,rocess in orderI
i. Dedium
ii. 'eedbac$
iii. Sender
iv. %eceiver
v. Dessage
a ii,iv,v,i,iii
b iii,v,i,iv,ii
c iv,i,iii,v,ii
d iii,ii,iv,i,v
-. #he strategy used to create a demand for a ,roduct within a channel of distribution by a,,ealing
directly to the consumer is aI
a. 3ull strategy
b. 3ush strategy
c. 9ombination strategy
d. 9om,etitive strategy
8. #oward off a com,etitive threat or to create an entry barrier, some com,anies from different ,ower
bloc$s may tem,orarily form a cartel it is termed asI
a. 'ranchise ,ower
b. Integration ,ower
c. /iche ,ower
d. 9oalition ,ower
1+. 2hich of the following ‘%’ is not a ,art of good management ,rinci,le@
a. %esources
b. %ecognition
c. %es,onsibility
d. %eward
Part Two:
1. 5efine the term ADar$eting 9ommunicationB.
". 5ifferentiate between ‘3roduct Item’ and ‘3roduct Di4’.
(. 5ifferentiate between ‘9ost ?ased 3ricing’ and ‘5emand ?ased 3ricing’.
). 5escribe A?oston Datri4B.
Caselet 1
&,e4 3harma was one of the :eading ,harmaceutical com,anies with manufacturing ,lants s,read all
over India. Initially, the com,any ,roduced bul$ drugs as the activities e4,anded, the com,any started
manufacturing formulation. #he first formulation ,lant was commissioned at Dandidee,, ?ho,al in 18-(.
#his ,lant was e4clusively catering to the overseas demand in various countries including the LS, South
&frica, &ustralia and the L=.
#he demand in ,harmaceutical industry is not evenly s,read throughout the year. #here were months
when the com,any o,erated at 1+P-.+P of its ca,acity, and there were months, when the com,any
o,erated at more than the installed ca,acity, by wor$ing in three shifts. &s a general ,olicy, the com,any
used to o,erate in two shifts. #hird shift o,erations were only resorted to during the ,ea$ season. &,e4,
during the ,eriod of increased demand, outsourced medicines from other com,anies. >owever, the
medicines which were outsourced were sold only in the domestic mar$et. #he com,any a,,lied high
0uality standards so as to fulfill the re0uirements of the e4,ort mar$et.
&,e4’s ?ho,al ,lant was run as a cost center and hence, it was not su,,osed to re,ort any ,rofits or
losses. #he ,lant had three different bloc$s manufacturing different sets of medicines (ca,sules, tablets,
dry syru,s and inEectibles.
Semi Synthetic 3enicillin ?loc$ (SS3I #his bloc$ ,roduced antibiotics and drugs based on amo4icillin ?
and am,icillin.
Jeneral ?loc$I #his bloc$ ,roduced non-antibiotic drugs. ?
9 ?loc$I this bloc$ ,roduced third generation drugs based on ce,halos,orins. ?
&,e4 had a ,olicy to invest in a new ,lant and machinery only when the com,any foresaw a sustainable
long-term demand for a ,articular ,roduct. 'or its ce,halos,orin’s range of drugs, the com,any was
e4,eriencing an increased demand from the LS mar$ets for the ,ast "-( years.
#he total investment in 9-bloc$ was %s. 1(+ million with the e4isting ca,acity of (8. million ca,sules
,er year. #he demand had increased to 18+ million ca,sules ,er year. #o meet the increased demand, the
management decided to ,urchase a new machine. #he finance manager, %amesh Swami, had two o,tions
(%efer #able 1
Ta3le 1 Particulars Machinery ! Machinery !!
?rand Yenhasi (LS& Yentacs (Second hand
machinery from %ussia
9a,acity (++ million ca,sules ,er
annum
"++ million ca,sules ,er
annum
9ost of Dachine
:ife of Dachine
%s. 11.7+ million
1 years
%s. 8.1+ million
( years
%esidual Falue /il /il
WE ARE PRO/IDING CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS0 PROJECT REPORTS
AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM
/ NIPM
SMU / SYMBIOSIS / XAVIER / NIRM
/ PSBM
ISM / IGNOU / IICT / ISBS / LPU /
ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!'es.c%.'#
a$a+'#!.ba#a,a$-.ma'&.c%m
,etail Management
Part One:
Multiple Choices:
1. #he minimum value of 9onversion ratio isI
a. +
b. +.1
c. "
d. 1
". #he law of retail gravitation is also calledI
a. >uff’s law.
b. ?elly’s law.
c. 3hili, =otler’s law.
d. %elly’s law.
(. In >uff’s ,robability model of retail store location, the e4,onential ‘al,ha’ denotesI
a. #he attractiveness of the store.
b. 3ower of the store in terms of ,otential customer located farthest.
c. It is sim,ly a ,ower over the attractiveness of the store.
d. /one of the above
). If the mar$et has low level of retail saturation then the chances of success in the mar$et isI
a. >igher.
b.
wer.c. Ln,redictable.
d. C4tremely lower
1. If the original ,rice be ‘a’ and the reduce ,rice be ‘b’ then the mar$ down P in 3ricing techni0ues
is given byI
a. (a - b/a.
b. (a N b/b.
c. (b N a/a.
d. (b N a/b.
C4amination 3a,erI %etail Danagement
2
II?D Institute of ?usiness Danagement
Part Two:
1. 2hat do mean by ‘Su,er mar$et’@
". 2hat do you understand by L,,er and
wer threshold in ,ricing methodologies@(. 2hat does the term ‘silent mar$et’ say@
). C4,lain ‘Ja, theory’ related with service 0uality.
1. C4,lain barometric techni0ue used for sales forecasting.
Caselet 1
The "ran&e& <ewellery Mar7et in !n&ia: )n O$er$iew
?rands are built over decades, more so in high-value mar$ets li$e gold Eewellery .#he total Eewellery
mar$et in India is around %s..+, +++ crore, out of which the estimated si;e of the diamond Eewellery
mar$et is %s.-,+++ crore, and that of branded diamond Eewellery is about %s..++ crore. 'or a brand to
become firmly established it must deal with several tangible and intangible factors. It re0uires focused
advertising, customer confidence, name-recognition, dis,lay and astute salesmanshi, to com,ete with
traditional Eewellers. Success hinges u,on how a ,articular brand can differentiate itself from the clutter.
Dost im,ortant, affordability and 0uality are the elements in sustaining a brand. #he growth of a
Eewellery brand de,ends on the confidence it can instill in buyers about the ,urity of the gold, be it 1), 1-,
or ""-carat. It also de,ends on the mar$-u, in ,rice. #he cost includes ma$ing (labour charges on to, of
value of the material, gold content and stones including diamonds and ,recious stones, if used. ?esides, a
system of hallmar$ing for the ,urity of metal and identification of the manufacturer and Eewellery items is
a need if not an im,erative. &t ,resent the branded Eewellery business is in its infancy in India,
constituting hardly 1+P of the mar$et. 2ith the mar$et growing annually at the rate of "+-"1P, its share
will e4,and. 2hile domestic Eewellery ma$ers have the advantage of s$ills which still form a si;eable
com,onent of value, the confidence factor (in traditional craftsmen is, however, on the decline. #his
gives branded Eewellery an edge over the traditional variety. 6ne handica, branded Eewelers face is the
differing tastes of consumers. #hus, inventories will be high as also the carrying cost. 6n the other hand,
the convenience of readymade Eewellery is an ace in the brand mar$eter’s hand. #he consumer has no
time to waste on the whims of craftsmen. Carlier, there was not much of a choice available.
Consumer Perception o' #ol& <ewellery
India is the world’s largest consumer of gold. #he ,recious metal is traditionally ,urchased either as an
investment or to ma$e intricate ornamental heirloom Eewellery. #he liberal economic dis,ensation
ushered in at beginning of the 188+s and the emergence of an affluent ,rofessional class led to the
C4amination 3a,erI %etail Danagement
$
II?D Institute of ?usiness Danagement
creation of a burgeoning designer wear/cosmetics/fashion accessory mar$et in India. #his encouraged
some domestic Eewellery manufacturers to carve out a niche in this mar$et. #he abolition of the Jold
9ontrol 6rder and the subse0uent easing of restrictions on the im,ort of the ,recious metal, including a
substantial reduction in im,ort duties, have encouraged the develo,ment of this new mar$et.In the mid-
188+s the Indian consumer’s attitude towards gold Eewellery changed. Jold Eewellery, from being Eust an
investment avenue, was now seen as a way to ma$e a lifestyle and ,ersonality statement. Jlobally, 8+P
of the Eewellery is sold as dress-wear N a ,art of the wardrobe and not the vault. ?randed Eewellery as a
fashion accessory constitutes around one ,er cent of the %s. .+,+++ crore ,er annum Eewellery mar$et in
India. >owever, it is growing fast and has become a ,art of every girl’s treasure trove. 6ne can easily s,ot
branded Eewellery counters at Sho,,ers’ Sto, and :ifestyle. 2ith e4clusive designs, standardi;ed ,ricing
and su,erior finish, branded Eewellery is a,tly termed as fashion accessories, suitable for both western as
well as traditional wear. It must be mentioned that ,urchasing gold is not necessarily an urban
,henomenon and mar$et share gains are li$ely to be more ra,id in smaller towns. #hough designer
Eewellery arrived in India in the late nineties, it was only in this millennium that the scenario changed.
2ith aggressive advertising cam,aigns, the big brands N #anish0, 9arbon, Jili, Sar$les and 6y;terbay,
to name a few N arrived, teaching the customers at the ,aying end to sho, li$e his or her counter,art in the
2est. #he message read loud and clearI AOour wardrobe includes Eewels tooZB Stiff com,etition from
traditional Eewellers forced the newcomers to introduce a series of e4change offers and guarantee
certificates to woo the adventurous consumer. /evertheless, this gold-loving nation has been very
cautions in its a,,reciation of branded Eewellery. Duch of the gold Eewellery in India is ""-carat unli$e in
western countries where it is basically 1) carats. 'ine Eewellery by international standards goes u, to 1-
carats. 'or stone setting alloys u, to 1- carats are ,referred. Cducated middle-income women, ,articularly
wor$ing women, tend to wear less gold Eewellery these days. >owever, growing incomes N es,ecially
among /%Is - have increased demand. Dost Eewellery consumers are women between "1-)1 years and
men in the )+-11 year brac$et. Den largely buy lower-value items, such as rings, chains or tie-,ins,
fre0uently as gifts. 2hile women are seen more often in Eewellery showrooms, it is the men who are still
the effective decision-mar$ets as far as buying goes in a maEority of cases. #he ,henomenon, however, is
changing. 3eo,le are now loo$ing beyond traditional ""-carat Eewellery. 9hanging lifestyle has made
buyers more ,roduct and 0uality-conscious. &nd branded Eewellery as an off-the-counter ,roduct is
gaining greater acce,tance. In the ,ast five years or so since branded Eewellery entered the mar$et, it has
threatened the very survival of traditional Eewellers and craftmen in the same way as traditional tailors,
who are being re,laced by ma$ers of branded readymades. Inroads are being made by branded Eewellery
both in the domestic and international mar$ets. #his indicates that Indian women are definitely showing
signs of acce,ting branded Eewellery.
Country(wise #ol& usage in Carat <ewellery 51==1 to 1===8
Country 1==1 1==1 1==2 1==6 1==9 1==> 1==? 1==@ 1==A 1===
Italy (-1 )11 ).1 ))1 )(1 )). )(8 1++ 1(1 111
India "(-.. ""7 "8(.- "18 (). )++.. )"7.- 18) .-".. .))
LS& 1"... 1"1." 1(".1 1)+ 1)..7 1)-.( 11".) 118 17+." 17-."
<a,an 1+8.1 1+..7 1+) -- -1 7- 7) 11 (8 (7
#ur$ey 1(+.8 1+".. 11..( 1"... -+.7 11+.) 1)+.7 1.-.1 118 111
Jermany )8.- 11 )1.) )).1 )1.- (-.8 (7." (1.8 ().( ("..
6ther
9ountries 1+7+.- 11.(.7 1(77.1 1"1+.1 1"1(.- 1()1.. 1(.. 11-+.) 1((1.) 1)1.."
9hina + 1().7 "+( 178 "+- "+) 1-8 "") 17( 1..
Soviet
Lnion/9IS + (..8 "8." ". "+." "+." "1.( "8 "7 "-
C4amination 3a,erI %etail Danagement
+
II?D Institute of ?usiness Danagement
The Forwar& Path
#he future of the branded category of Eewellery seems to be bright in India with the consumer becoming
more conscious of fashion trends and also ready to bring gold ‘from the vault to the wardrobeZ’ 'ashion
Eewellery has come to stay. 2ith ,eo,le willing to s,end lavishly on their clothes, it won’t be long before
they start loo$ing for matching ornaments.
SourceI #he Jems <ewellers C4,ort 3romotion 9ouncil.
Ma4or <ewellery "ran&s:
Car3on
9arbon, a ,ioneer in the branded Eewellery segment, has a range of 1- carat fashion accessories that
includes rings, nec$laces, ,endants, ear to,s and bracelets. Cstablished in 6ctober 188., carbon is a
distinctive lifestyle Eewellery brand for the so,histicated and contem,orary woman. #he 9arbon range is
currently available in )+ outlets (in a sho,-in-sho, format only across 1. cities, and will be in "( cities
by "++1.#he 9om,any is also ,lanning to have its own outlets, the first of which is li$ely to o,en before
the end of "++(. it also ,lans to e4,and its mar$et by going in for ,roducts for s,ecific occasions such as
festivals, birthdays and anniversaries. In addition, it’s loo$ing at cross-,romoting 9arbon Eewellery with
other branded lifestyle ,roducts such as ,erfumes, clothing and cosmetics. #he ,rice range of 9arbon
,roducts is modest (%s.(,71+ to %s."+,+++ ,er ,iece, and unli$e traditional Eewellery whose ,rices can be
brought down through bargaining, its items have a nationally uniform D%3. #hrough its mar$eting and
advertising cam,aigns, 9arbon aims at creating a contem,orary feel with more value for the wearer. Si4
years since its ince,tion, 9arbon’s annual sales have reached a considerable %s.1. crore (a,,ro4 in the
domestic mar$et, with an average ,iece value of %s. 1,+++.9arbon recently launched the Persona
collection for women to mar$ its fifth anniversary. #his collection of five ,endants de,icts five different
facets of a woman. ?esides woman’s earrings and ,endants, 9arbon has something for men tooI cufflin$s,
tie-,ins and bracelets. 9arbon’s ,roduct strength is in its collections li$e Venus and Sun sign. #he
com,any brings out a new range almost every month based on consumer res,onse. 9arbon is one of the
organi;ed and more successful ventures in branded Eewellery retailing from the house of 3ea$o$
<ewellery 3rivate :imited. It was incor,orated in ?angalore in early 1881 and s,earheaded by Dahesh
%ao, a young entre,reneur with e4tensive e4,erience in the fashion accessories mar$et. Dr. %ao felt in
the mid-188+s that the Indian consumer’s attitude towards gold Eewellery would change from being an
investment avenue to one that made a lifestyle and ,ersonality statement. Sei;ing the o,,ortunity, he
initiated within the 3eacoc$ fold, besides their e4,orts, a new brand of 1--carat gold Eewellery called
9arbon for the domestic mar$et. 3eacoc$ has a state-of-the-art manufacturing facility in =oramangala,
?angalore.
TanishB
#itan Industries :imited is a Eoint venture of the #ata Jrou, and #he #amil /adu Industrial 5evelo,ment
9or,oration (#I596. Its ,roduct range includes watches, cloc$s and Eewellery. In a short s,an of time,
the com,any has built an enviable re,utation for its cor,orate ,ractices, ,roducts and services. &fter
entering the watch segment in 18-7, #itan ventured into the ,recious Eewellery segment in 1881 under the
brand name #anish0. It is India’s only fine Eewellery brand with a national ,resence and is an
ac$nowledgement business leader in the country’s Eewellery mar$et. In early "+++, #itan organi;ed
itself into two business unitsI watches and cloc$s, and Eewellery. &ccording to <acob =urien, chief
o,erating officer of #anish0, this hel,ed the com,any redefine its business ,ur,ose and focus. #anish0
has invested %s..+ crore in its manufacturing unit in >osur, #amil /adu. #anish0 wor$ed tirelessly on a
two-,ronged brand-building strategyI (i 9ultivate trust by educating customers on the unethical ,ractices
in the business, and (ii use innovative methods to change the ,erce,tion of Eewellery as a high-,riced
,urchase. #anish0 has leveraged the design s$ills that are ,art of the #itan heritage to refine its ,roducts,
and has invested a lot in %H5 and consumer research on what the Indian woman is loo$ing for and how
she is evolving. #anish0 Eewellery is sold e4clusively through a com,any-controlled retail chain which
now has 11 outlets N five owned by the com,any and the rest run by franchisees N s,read over )+ cities
Total 211@02 26>A0A 2@?10= 2>>902 2?1A0= 2@=2 2A1>09 669>09 61>10> 612A
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and is still e4,anding. #he locations are chosen on the basis of geogra,hical s,read and the sho,,ing
dynamics of a ,articular metro. #he ,rimary ,romotional medium for #anish0 is its bouti0ues, which
e4,lains the em,hasis on store design and layout. Its stores demonstrate design leadershi, and
differentiation and ,rovide e4citement around the collections in the outlets. #anish0 made its foray into
1--carat Eewellery in the early 188+sK switched to ""-carat and again turned to 1--carat Eewellery. #o meet
the increasing demand, it ,lans to nearly double the number of its outlets and offer a range of ‘wearable’
,roducts. #he brand caters to customers loo$ing for items in between costume Eewellery and real gold
ornaments.
Ma4or collections o' TanishB inclu&e:
&ria: #anish0 &ria is a s,ectacular collection of diamond Eewellery. 2ith over -+ e40uisite designs of
earrings, finger-rings, bangles and nec$wear, the ,rices in this collection began at as %s.(, "++.
#he collection targets the contem,orary woman, with designs re,resenting a seamless blend of the
traditional and the modern. &ria has been crafted by e4,erts with a thorough understanding of the Indian
woman’s Eewellery needs. #he &ria collection is available at all #anish0 showrooms. 9ollection JI the
2orld Jold 9ouncil recently launched a range of ""-carat lightweight gold Eewellery called 9ollection J.
#his range is ,romoted by #anish0 and is an e4clusive conce,t/brand of 2J9. It includes ,endants,
earrings, finger-rings and bracelets, and targets urban woman in the age grou, of 1--(+ years. In ""-carat
gold, the designs are stylish and modern and go with all forms attire N casual and formal. Indian and
2estern. It has multi,le finishes on a single ,iece to convey a modern loo$. #he Eewellery is ,riced from
%s.), 881.
#ili
Jili, a distinctive brand established by the JitanEali Jrou,, is one of India’s largest e4,orters of fine
diamonds and a 5e ?eers sight holder. It came into e4istence soon after the abolition of the Jold 9ontrol
6rder by the Indian government. Jili offers a wide range of 1--carat ,lain gold and diamond-studded
Eewellery, designed to a,,eal to the contem,orary Indian woman. Indian and western styles and motifs
combine to ,roduce truly uni0ue ornaments that are finely crafted and e4tremely attractive. Jili’s
,roducts are available through a mail-order catalogue and show-in-sho, counters in fine stores all over
the country. In addition, it has s,ecial ,romotional offers during s,ecial events li$e Falentine’s 5ay,
%a$sha ?andhan and 5iwali, and beauty contents and shows. Jili Eewellery comes with a guarantee
on the 0uality and weight of the diamond and gold. Jili’s Dillennium Series diamonds are tri,le certified
and come in a s,ecial bo4. Ideal to give as a gift or $ee, as a souvenir of a one-in-a-lifetime occasion. In
1887, Jili launched a collection of 1--carat gold ethnic Indian ornaments with traditional forms and
motifs, created with the most modern technology available today. #hese ,ieces are well finished,
beautifully ,olished and available at e4tremely affordable ,rices. #he Jili Jold range caters to the
modern individual, with locally manufactured designs in ")-carat gold that are elegant, sim,le. #imeless
rings, ,endants, earrings, nec$laces and bangles. Jili have ca,tured the 1--carat diamond-studded
Eewellery segment in the ,rice range of %s. ",1++ to 11,+++.
!ntergol&
Intergold is the biggest e4,orter of diamond-studded Eewellery in India. It started off more than a decade
ago as a diamond e4,orting com,any in Dumbai and has achieved un,recedented success in the diamond
industry in a short s,an. #he e4,ort division has a .,+++ sft factory, which churns out (,+++ high-0uality
,ieces for e4,ort daily. #he integrated store has a strong identify of its ownI the ,lace loo$s inviting and
is aesthetically a,,ealing. #he d[cor and design of the stores have been conce,tuali;ed to harmonies with
the actual ,roduct design. #hematic window dis,lays attract customers and see-through glass windows
virtually com,el them to wal$ in without being overawed, as they usually are at diamond Eewellery
showrooms. #he ,roducts in the store are divided into categories li$e ,endants, nec$laces and earrings for
the convenience of buyers. #hey are further divided according to ,rice so a customer doesn’t need to
worry about affordability for each ,roduct. Showrooms ,ersonnel are $nowledgeable about the ,roducts
and sales techni0ues, a,art from being trained to use audio-visual aids for the benefit of consumers.
Intergold s,eciali;es in diamond, ,latinum and Italian Eewellery and white gold. #here’s something here
for buyers from all age grou,s with varying tastes. In the women’s range, Intergold offers ,endants, rings,
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earrings, small sets and nec$laces, whereas men can go in for classy tie tac$s, tie ,ins, button covers,
sherwani buttons, belt buc$les, cuff lin$s, ,endants and rings. Intergold sells only through e4clusive retail
outlets and has branches in Dumbai, Joa, Surat and ?angalore. It ,lans to o,en stores in 5elhi,
>yderabad, and 9alcutta soon. &ll Integrated stores are e0ui,,ed with ultrasonic cleaners for cleaning
Eewellery and diamond testers to chec$ whether the gems are genuine.
OyCter3ay
In <uly "+++, si4 ,rofessional from #anish0 left the organi;ation to float a new start-u, N 6y;terbay.com
N for branded Eewellery. 6y;erbay wants to be in e-tailing as well as bric$-and-mortar retailing. #he
initial ,lan is to have 1+ e4clusive outlets (both its own and franchisees across the country. 6y;erbay
signature stores showcase and dis,lay ,recious metals, gemstones and crafted Eewellery designs.
6y;terbay is a young com,any at the forefront of change in the Eewellery industry. In 'ebruary "++1, it
launched its first internationally styled store at ?angalore, with a stunning range of ,recious Eewellery in
carat gold and silver at affordable ,rices. #he 6y;terbay networ$ now covers all maEor Indian cities and
an overwhelming res,onse has induced the com,any to e4,and to 1+ outlets soon. 6y;terbay ,ositions
itself as well-styled, high-0uality Eewellery for young women. 5elicate and bold, traditional and modern,
the designs reflect the change in the attitude towards EewelleryI from heavy overdressing to elegant daily
wear, and from ostentations dis,lay to understated ,anache. 3rices start at a mere %s.1++ for sterling
silver Eewellery, and all ,roducts N including solid gold Eewellery N are ,riced below %s. 1+,+++, a move
that also ,ositions 6y;terbay as the only chain catering to the burgeoning gift mar$et. #he range is
continually refreshed based on mar$et feedbac$ and emerging design trends. 6y;terbay stores lead the
mar$et in attitude, ambience and service. #hey s,ort a contem,orary and inviting glass-front store design
in soft colors of wood with accents of steel, in star$ contrast to the forbidding o,ulence of traditional
Eewellery stores. 9om,lemented by modern in-store gra,hics and merchandising, the house colors N
tangerine ,in$ and metallic mauve N ,ervade all elements of the cor,orate identity. #he 6y;terbay web
store re,licates the store e4,erience with state-of-the-art features that ma$e buying and gifting 6y;terbay
Eewellery 0uic$, easy and secure. & multi-media advertising cam,aign rolling out from &,ril "++1 has
created waves with its fresh a,,roach to the Eewellery mar$et. <ewellery for the :iving has ra,idly
become a byline for Eewellery for the young woman of today - that is, Eewellery for the Eoy of wearing, not
destined for the safe-de,osit loc$er. 6y;terbay ,roducts are also available in large de,artment store
chains in a sho,-in-sho, format.
par7les
S,ar$les are carrying on a family tradition in ,roducing 8-carat, 1)-carat and 1--carat Eewellery. #he
obEective is not only to ,rovide off-the-shelf diamond Eewellery in a wide array of designs, but also to
offer customers an affordable range of choices. & trend-setting initiative in the Indian mar$et, S,ar$les
became a revolutionary success and grew to become one of the mar$et leaders in the branded Eewellery
segment. S,ar$les sells through "- outlets in seven maEor Indian cities. 2ith a wide range of designs and
more coming out every month, it is only a matter of time before it covers more cities and outlets. ?esides
these regular outlets, its web-site s,ar$lesindia.com has been a ,ioneering effort that has ta$en branded
Eewellery to the newest communication medium N the Internet. 5uring the ,ast few years S,ar$les has
been trac$ing what its customers want, and is striving with every new design and ,roduct to meet their
e4,ectations. #otal satisfaction and loyalty vindicates their commitment to constantly strive for 0uality.
S,ar$les N from 3oddar <ewels, Dumbai N is the only com,any to have added an ethnic touch to the usual
collection with nose studs.
Questions:
1. 5o you thin$ that an e4clusive brand retail store would wor$ in India@ 6r a mi4 of formats for a
brand@ 5iscuss.
". 2ill the franchisee route to a faster roll-out of retail outlets wor$ for these Eewellery brands@
2hat are the ,ros and cons@
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Caselet 2
?obcat India :imited revolutioni;ed footwear selling in India. #he com,any hit u,on the idea of reaching
customers through e4clusive retail stores way bac$ in 18(" and set u, its own outlets, which numbered
around 1,"++. It was no mean tas$ setting u, such a large networ$ of retail outlets, es,ecially when 8+P
of them were owned and o,erated by the com,any, the rest being dealer-owned and o,erated. #his chain
store format identify has been a strong differentiating factor in the Indian retail sector, being the first of its
$ind. 9ombined with the high 0uality of the footwear, the brand soon had to,-of-the-mind recall and
stayed there for many years. Lnit a few years ago, the name ‘?obcat’ was synonymous with organi;ed
retailing in India, the only one of its $ind.
The Chain tore Format
#he ?obcat chain store format had its own credo N a signature store design with e4clusive signage and
windows in order to facilitate easy association in the minds of the Indian consumers.
&t ,resent there are only two maEor categories of stores in the ?obcat 9hain Store formatI
(a ?obcat 'amily Stores
(b ?obcat ?a;aar
5a8 "o3cat Family tores
#hese are sub-dividend into two formats again, based on the si;e of the stores. #hey areI
(1Su,er Stores, generally more than 1,+++ s0.ft. 9atering to customers in the footwear category.>ighstreet
stores that are anywhere between 1++ and 1,1++ s0.ft. 'ound in busy sho,,ing areas.
538"o3cat "aCaar
?obcat ?a;aar stores sell the com,any’s ,lanned economy ,roduct lines and mar$ed-down merchandise
round the year. =nown as %-,air stores, their ,erformance de,ends heavily u,on the availability of
mar$ed-down merchandise. Such mar$downs are done on ,roducts that have suffered 0uality accidents,
are sho,-soiled, lines that are closed-out etc.
,ecent Format De$elopments
/ew retail formats have begun to su,ersede conventional ones. Inde,endent big-bo4 multi-brand
de,artment stores have started selling footwear as a category, es,ecially in metros and cities. Dalls are
another new sho,,ing format that is growing ra,idly in the metros. Dany u,coming footwear retailers are
obtaining s,ace inside the malls as mall ,artners to ta$e advantage of the ready footfalls available. 'or the
e4isting inde,endent ?obcat stores it is e4,ensive now to run cam,aigns and ,romotions to attain the
re0uired footfalls and e4,ected conversions.
Merchan&ising in "o3cat Family tores
#he e4clusively of the ‘?obcat’ brand to the ?obcat retail stores was the differentiating factor for
customers until recently. >owever, a few years ago the com,any decided to sell ?obcat branded goods
through its channel sales wing called ?obcat 2holesale. >itherto, the wholesale channel had a different
brand for itself called ?S9. #his wholesale channel su,,lies merchandise to footwear retailers across
India through its authori;ed distributors. #he brand ?obcat has now been e4tended to this wholesale
channel too, which means that ?obcat branded goods is available in every other local footwear store. #he
e4clusivity of the brand to its own outlets has come to an end. &nd, even as the sales of the wholesale
division remain stagnant, what com,elling reasons can a customer have to
visit a ?obcat Store now@ & ,eculiar feature of the ?obcat store was its odd ,rice ,ointsI %s 1)8.81,
188.81, etc.
Merchan&ise presentation an& Disual Merchan&ising
?obcat ,ioneered the conce,t of show window dis,lays in India with a style that was uni0ue to the
com,any. It was ,rofessionally managed, with an e4clusive team handling the motif and the design.
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Cvery month the direction to decorate the show windows were given by a mailer ,re,ared by s,ecial
decorators. Sales ,ersonnel in each store were trained to be window decorators too. %ecently, these
windows had to be done away with because the com,any thought that they should follow the
contem,orary ,ractice of free-access retailing, where all merchandise ,airs are dis,layed in o,en shelves
to enable customers to hel, themselves. %emember, in India footwear is always tried on a footstool and
bought after considerable service e4tended by the sales,erson ,ersonally. 'ree-access retailing may wor$
when there is ade0uate s,ace inside a store to move around. #he effect of such ‘,igeon-hole’ free access
is that they give an im,ression that they are ?obcat’s %-3air outlets. 2hat can now entice the customer
into entering a ?obcat store@
Customer er$ice
#hough ?obcat faces tough man,ower challenges (the store sales ,ersonnel and managers have se,arate
labor unions, the sales ,ersonnel who are on its ,ermanent rolls are trained in selling footwear. >owever,
there are a large ,ro,ortion of untrained and tem,orary hands. 'urther, sales,ersons do not wear any
uniform and hence customers can hardly identify them. #here is as yet no loyalty ,rogram to create
customer stic$iness to any store or the brand, and most of the stores are not connected by a central
information system or C%3 (enter,rise-wide resource ,lanning as the organi;ation has its limitations
when it comes to investing in such initiatives. 6rgani;ed retail com,anies need to have non-negotiable
standards of customer service or they will lose customers to its com,etitors. #he com,any is now losing
its mar$et share des,ite its strong ,osition in categories li$e men’s footwear, children’s uniform shoes,
etc. >owever, the number of stores it has around the country is around the same, at 1,"++. #he com,any
now needs to ,ut together a ,lan for both its survival and growth on a war footing. #he to, management
is revisiting its strategies in every functional area to turn the com,any around.
Questions:
1. 2hat store format mi4 would you recommend for the com,any@
". 5id the com,any do the right thing by e4tending the in-store brand to the wholesale channel@
2hat should it do now@
.
1. A#he Indian %etail sectors are witnessing a transition ,hase where organi;ed retailing is ta$ing a
lead over unorgani;ed retailingB. In the light of above statement, e4,lain the current states of
Indian %etailing.
". A#he customer is fully satisfied when the ,erceived services meets or e4ceeds their
e4,ectationsB. C4,lain.
Consumer "eha$ior
Part One:
Multiple ChoicesI
1. #he Oellow color is related with ,ersonality lin$s li$eI
a. 9aution, warmth
b. 3ower, informality
c. 3assion, e4citement
d. 3urity, innocence
". 9onsumers having high ethnocentric value in 9C#S9&:C for foreign made ,roducts are li$ely to
feel thatI
a. It is worthy to ,urchase the foreign ,roducts.
b. It is wrong to ,urchase foreign made ,roducts.
c. 6nly foreign made ,roducts should be ,urchased.
d. #hey should remain neutral.
(. If the 6S
o,timum stimulation level score of a ,erson is greater than the lifestyle he/she isliving then he/she li$ely toI
a. #a$e rest
b. &,,ear 0uite satisfied
c. Seem bored
d. 9annot be ,redicted.
). #he ,sychologists who disagree with the 'reud’s theory of ,ersonality are usually referred asI
a. /on 'reudians
b. 'reudians
c. /eo 'reudians
d. 9-'reudians
1. &ccording to Sigmund 'reud, the human ,ersonality consists of ( interacting systems vi; the id,
the su,erego and the ego. 2hat actually ‘id’ refers to
a. Its role is to see the individual’s needs in a socially acce,table fashion.
b. Its role is to drive im,ulsions for the needs to be satisfied immediately.
c. Its function is to control and balance the im,ulsive demands.
d. /one of the above
Part Two:
1. 2hat is a ‘common man a,,roach’@
". 5ifferentiate between ‘Cnculturation’ and ‘&cculturation’.
(. 2rite a short note on ‘%o$each Falue Survey’, a widely used value instrument, in consumer
behavior studies.
). C4,lain the ‘Sociometric method’ of measurement in ‘6,inion :eadershi,’.
1. 2hat do you understand by the term ‘Firal mar$eting’@
Caselet 1
#he Indian refrigeration industry had a,,arently reached maturity in the eighties. #he introduction stage
could be seen in 18."-..K growth, 18.7--+K and maturity 18-1---.?etween 18-8-8+ and 188+-81, the
mar$et grew by 1" to 1".(1 la$hs unitsK in 188"-8( it is estimated to have come down from 1" to 1+.(8
la$hs ,ieces. #hus, the decline seems to have begun. 3resently, there are si4 main com,etitors in the
refrigerator mar$et in India. #he industry seems to have structure ,revailing in mono,olistic com,etition.
#he ,roducts at ,resent available in the mar$et are under the brand names of JodreE, =elvinator, Foltas,
Fideocon, ?3: and &llwyn. #he new entrants to the mar$et li$e ?3: and Fideocon with latest ultra
modern refrigeration technology have thrown down the gauntlet to the e4isting leaders li$e JodreE and
=elvinator. & study has been conducted to find out what change have occurred in consumers behavior
due to the emergence of these new challenges, because, for all one $nowsK a very tough com,etition has
recently emerged among the industrial giants due to which consumer behavior has undergone drastic
change. #he main ,ur,ose of study is to see how defectors are affecting consumer behavior. #he s,ecific
obEectives of this study are ,ositioning of ,roducts and brands, rating of different ,arameters and their
ran$ing, consumers’ degree of satisfaction, estimating ideal ca,acity and ideal ,rices. 9onsumer’s
,erce,tion of ,rice and brand, awareness of different brands and various sources of information to the
consumer. #his survey leads to the conclusion, that most of the ,eo,le are aware of 1.1-liter ca,acity
with awareness of nearly 81P, others are less $nown to consumers. #he most im,ortant ,arameters for
customers while buying a refrigerator are technology, cooling efficiency, durability, ,rice, ca,acity and
after-sales service in that order. &ccording to the dealers, the customers consider brand name, technology,
cooling efficiency, durability and after-sales service as very im,ortant. 6ther ,arameters li$e s,ecial
gift/,rice, guarantee/warranty are Eust im,ortant ,arameters. &ccording to the customers, ?3:, Foltas and
Fideocon are high N ,riced refrigeratorK JodreE and =elvinator, com,aratively low-,ricedK and &llwyn,
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medium-,riced. 'rom the dealers’ survey it has been found out that the ideal ca,acity is 1.1 literK and the
ideal ,rice %s. 7,+++--,+++.
Questions:
1. 5ue to the emergence of new industrial giants li$e ?3: and Fideocon, consumer
behavior has undergone a sea-change. In what ways@
". 5iscuss which will be the most effective strategy according to you that will ma$e
9onsumer brand loyal in the refrigerator industry.
Caselet 2
2al$ing down the streets of 5elhi’s 9onnaught ,lace, ca,ital’s business heart, Di$e Steve, 1+ years old
9C6 of Dacnine shoes (India, was loo$ing at the feet of the busy office goers. #he 9C6 ,ur,osely
wal$ed to his office near Su,er ?a;aar from the 3ali$a car ,ar$ing to have a firsthand feeling of the
mar$et res,onse to the Dacnine shoes, and in general the foot-wear habit of urban Indians. Dacnine shoes
brought an image of sim,le no fuss yet elegant office-going shoes. #he shoes, $nown for its comfort and
reasonable ,rices shared a good mar$et share in face of com,etition from 2indsor, %ed #a,e, :ee
9oo,er, 2oodland, etc. but as the days ,assed Di$e’s trained eyes could see the changing scenario.
6ffice goers no longer seemed to ,refer Ano fussB shoes, there was a distinct ,reference for heavy loo$ing
chun$y shoes. 3eo,le’s ,erce,tion about office-going shoes was changing from regular .-hole laced
shoes to these heavy loo$ing shoes. &s a result, Dacnine shoes’ mar$et share decreased by 1+ ,er cent
between 188- and 1888. 5isturbed by the fact, Dr. Steve called a meeting of the de,artmental heads and
after five-hour long meeting it was acce,ted, Indian consumers had undergone a sea change in their
attitudes and ,erce,tions about the ,roducts. 6ffice was no long seen as a boring wor$-,lace where a Ano
nonsenseB rather Astiff u,,er li,B attitude has to be maintained. 6ffice was seen as more a ,art of regular
life and a rela4ed Aas you want to beB (of course within limits attitude. =ee,ing ,ace with the time,
Dacnine shoes also should shed its AtraditionalB image. Dore im,ortantly, consumers are going more and
more for branded shoes, rather than mass ,roduction shoes that will be available at the retail sho,s. #he
de,artmental heads agreed that there is a definite ,rice-0uality ,erce,tion in the mind of the consumers.
9onsumers ,erceive high ,rice as a certificate of high 0uality that will be associated with the branded
,roducts. ?ased on the ,rice-0uality ,erce,tion, Dacnine shoes were decided to be ,ositioned in the
mar$et. 5ramatically changing from the basic ,rinci,le of 0uality and affordability targeting the growing
middle class, the com,any saw a better ,ros,ect in develo,ing a high ,riced brand image as shoe was no
longer, es,ecially in big cities seen as necessity but it was a ,art of life style mar$eting where shoes were
seen as fashion accessories.
Dacnine shoes which for over two decades was $nown for ma$ing ,o,ular affordable shoes, too$ a one
eighty degree turn and develo,ed dedicated showroom with ,remium shoes and other accessories li$e #shirts,
bags, soc$s etc. but, the result were 0uite contrary to what was e4,ected, the decrease in mar$et
share continued des,ite these efforts. #he reason seems 0uite sim,le, or decade’s consumer has $nown
the shoe to be in the affordable range. 2ith this sudden change the loyal buyers felt betrayed and turned
away towards other local brands. #he main selling ,oint of the com,any was missing the consumers no
longer felt the urge to come to buy macnine shoes. #he fact was the brands who started as selling
,remium shoes were ,erceived to be in a category of catering the u,,er category of consumers with
e4tremely focused range of shoes which borne a ,remium ,rice. #al$ of red #a,e, tal$ of :ee 9o,,er, the
image that comes to the consumer’s mind is of ,remium shoes with all its associated characteristics.
2hile ,ast e4,erience brings in the minds of the consumer an AaffordabilityB image of Dacnine shoes.
2hen the com,any drastically wanted to change the image, they could not fit into consumer ,erce,tion of
C4amination 3a,erI %etail Danagement
12
II?D Institute of ?usiness Danagement
a ,remium shoe, while high ,rice deterred ,eo,le who wanted affordability foremost. Dacnine lost on
both the grounds.
Questions:
1. C4,lain the Arole and statusB for Dacnine shoes.
". Suggest some ways of changing consumer ,erce,tion of Dacnine shoes.
1. & college student has Eust ,urchased a new ,ersonal com,uter. 2hat factors might cause the
student to e4,erience ,ost ,urchase dissonance@ >ow might the student try to overcome it@
>ow can the retailer who sold the com,uter hel, reduce the student’s dissonance@ >ow can
the com,uter’s manufacturer hel,@
". &n &dvertising on a $nown deodorant shows a young beautiful girl is u,set to meet her
boyfriend, as friends ,oint out at her A?ad body odourB. #he advertisement is trying to arouse
which motive in the consumer@ 5iscuss by giving one similar e4am,les@
i% igma #reen "elt
• #his section consists of Dulti,le 9hoice 0uestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 1 mar$.
Part One:
Multiple Choices:
1. #he ,rimary ,ur,ose of a control chart is toI
a. Set S,ecifications and tolerances
b. 9om,are o,erations.
c. 5etermine the stability of a ,rocess.
d. &cce,t or reEect a lot of material
". 2hen a control chart is used on a new ,rocess, ca,ability can be assessed at which of the following
times@
a. ?efore the chart is first started
b. &fter the first ten ,oints are ,lotted
c. 2hen the ,lotted ,oints hug the centerline
d. &fter the ,rocess is shown to be in control
(. 3recision is best described asI
a. & com,arison to a $nown standard
b. #he achievement of e4,ected outgoing 0uality
c. #he re,eated consistency of results
d. #he difference between an average measurement and the actual value
). #he overall ability of two or more o,erators to obtain consistent results re,eatedly when measuring
the same set of ,arts and using the same measuring e0ui,ment is the definition ofI
a. %e,eatability
b. 3recision
c. %e,roducibility
d. &ccuracy
1. 2hich of the following conditions must be met for a ,rocess to be in a state of statistical control@
a. Dost of the ,roduct out by the ,rocess is in s,ecification.
b. &ll subgrou, averages and rang are within control limits.
c. &ll variation has been com,letely removed
d. 3reviously o,timal ,rocess settings are used.
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II?D Institute of ?usiness Danagement 2
.. 2hich of the following measures of dis,ersion is e0ual to the sum of deviations from the mean
s0uared divided by the sam,le si;e@
a. %ange
b. Standard deviation
c. Fariance
d. Dode
7. &n S and % chart is used toI
a. Indicate ,rocess variation
b. S,ecify design :imits
c. Inter,ret costs
d. Identify customer e4,ectations
-. 2hich of the following is the most useful gra,hical tool for ,romoting and understanding the ,rocess
of ca,ability@
a. & flowchart
b. & histogram
c. &n affinity diagram
d. &n Ishi$awa diagram
8. #he ty,e of chart that ,resents the value of items in descending order is aI
a. >istogram
b. 3areto chart
c. L chart
d. 9usum chart
1+. Deasures of which of the following ,rovide attributes data@
a. #em,erature in degrees
b. &ttendance at meetings
c. 2eight in ,ounds
d. :ength in metric units
11. #he fraction of nonconforming ,roducts is ,lotted on which of the following ty,es of control chart@
a. 3 chart
b. L chart
c. /, chart
d. 9 chart
1". & cause and effect diagram is a useful tool for doing which of the following@
a. 5etermining the flow of a ,rocess
b. 5etecting shifts in a ,rocess
c. 5evelo,ing theories based on sym,toms
d. &rranging theories by defect count
1(. 2hich of the following statistics would best describe the central tendency of a sam,le of data@
a. Dode
b. Dean
c. Standard deviation
d. %ange
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement $
1). 2hich of the following ty,e of tools or techni0ues is considered 0ualitative@
a. >istogram
b. 're0uency distributions
c. 3areto chart
d. 3rocess observations
11. 6ut of the following which techni0ue is most useful in narrowing issues and limiting discussion@
a. ?rainstorming
b. Guality function de,loyment
c. 9ause and effect analysis
d. Dutilating
1.. In statistics, an estimation error that is ,ersistent or systematic is calledI
a. ?ias
b. Sensitivity
c. %andom
d. Shift
17. 'or a normal distribution, two standard deviation on each side of the mean would include what
,ercentage of the total ,o,ulationI
a. )7P
b. .-P
c. 81P
d. 88P
1-. If a distribution is normal, uW1+ sW11, what ,ercentage of data will be less than (+@
a. 18.1-P
b. )+.-"P
c. 8.1-P
d. 1.((P
18. & com,any is receiving an unusually high number of returns from various customers. #he first ste, in
investigating the ,roblem would be to
a. 9hec$ the ins,ection records
b. Cstablish the correlation of the returns to shi,ments
c. ?rainstorm the ,otential causes
d. 9lassify the returns by ty,e and degree of serious
"+. 2hich of the following is the best definition of a flow chart@
a. & diagram used to structure ideas into useful categories
b. &n illustration used to analy;e variation in a ,rocess
c. & ,icture used to se,arate ste,s of a ,rocess in se0uential order
d. &n analytical tool used to clarify o,,osing as,ects of a desired change
"1. 2hich of the following activities would /6# contribute to the effective functioning of a team@
a. Climinating unnecessary activities
b. 5evelo,ment team ,erformance measures
c. 5efining ,rocess in detail
d. Donitoring each member’s ,erformance
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement +
"". 2hat is the standard deviation of the ,o,ulation-1+, ), 1., 1", and -@
a. ).++
b. ).)7
c. 1..++
d. "+.++
"(. 2hich of the following tools would be most a,,ro,riate for collecting data to study the sym,toms of
a ,roblem@
a. 9hec$ sheet
b. 'low diagram
c. 'orce-field analysis
d. &ctivity networ$ diagram
"). 2hich of the following measures is a sufficient statistic for the ,arameter u@
a. Dedian
b. Did-range
c. Dean
d. Dode
"1. 3ositional, cyclical, and tem,oral variations are most commonly analy;ed inI
a. S39 charts
b. Dulti-vari charts
c. 9ause and effect diagram
d. %un charts
".. 2hich of the following describes the deming method for continuous im,rovement@
a. 9ost of 0uality analysis
b. 3rocess ma,
c. #ree 5iagram
d. 3lan-do-chec$-act cycle
"7. In analysis of variance, which of the following distribution is the basis for determining whether the
variance estimates are all from the same ,o,ulation@
a. 9hi s0uare
b. Students
c. /ormal
d. '
"-. 2hich of the following statement best describes the set of value of a random variable@
a. It is finite.
b. It is an interval
c. It can be discrete or continuous.
d. It can be trac$ed by using control charts or scatter ,lots.
"8. 2hich of the following is the best descri,tion of randomi;ation@
a. & techni0ue used to increase the ,recision of an e4,eriment
b. & means of assuring re,resentative sam,ling
c. #he re,etition of an observation or measurement
d. #he relationshi, between two or more variables
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement -
(+. 2hen the order of items is not im,ortant, which of the following method is used to determine the
number of sets and subsets of items@
a. 9ombination
b. 3ermutation
c. 'actori;ation
d. Simulation
(1. Scatter diagrams are best described asI
a. >istograms.
b. 9orrelation analysis.
c. 3areto analysis.
d. Ishi$awa diagrams.
(". & TTTTTTTTTT is created to determine customers of a s,ecific ,rocess.
a. 3areto chart
b. 'low diagram
c. 9ause and effect diagram
d. Scatter diagram
((. & ,roduction line uses signs at s,ecific ,oints on the line to indicate when com,onents or raw
materials need to be re,lenished. #his ,ractice is an e4am,le ofI
a. =anban
b. 3o$a-ya$e
c. 9hec$,oints
d. >oshin
(). 2hich of the following is a good tool for ,lanning cycle time reduction and concurrent o,erations@
a. & timeline
b. & 3areto diagram
c. &n S and % chart
d. & 3C%# chart
(1. &ttribute and variable data are best described as which of the following@
a. 9ounted values measured values
b. 9ounted values visual features
c. Deasured values counted values
d. Fisual features counted values
(.. &ll of the following are common ways for ,eo,le to react to conflict e4ce,tI
a. 9om,eting
b. 9ollaborating
c. &voiding
d. Sabotaging
(7. & 0uality manager has chosen to survey customer satisfaction by ta$ing sam,les based on the
categories of fre0uency of use, categories of use, and demogra,hic. #his techni0ue is $nown as
a. %andom sam,ling
b. 5ata collection
c. Stratification
d. 9ustomer classification
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement /
(-. 2hich of the following actions is /ot used to reduce ,rocess cycle time@
a. &naly;ing current ,rocesses
b. %educing 0ueue times
c. Setting ,riorities
d. Im,lementing activity-based costing
(8. & com,any’s accounts ,ayable de,artment is trying to reduce the time between recei,t and
,ayment of invoices and has recently com,leted a flowchart. 2hich of the following tool is the ne4t
to be used by them@
a. 'ishbone diagram
b. Scatter diagram
c. ?o4 and whis$er ,lat
d. >istogram
)+. In a manufacturing com,any, the machine sho, is what $ind of customer in relation to the >uman
%esource de,artment@
a. Intermediate
b. >idden
c. C4ternal
d. Internal
ection ": hort Notes 561 Mar7s8
• #his section consists of Short /otes Guestions.
• &nswer all the 0uestions.
• Cach Guestion carries . mar$s.
1. 5escribe how G'5 fits into the overall 5'SS ,rocess.
". 2hat is interrelationshi, 5igra,h@ C4,lain it with e4am,le.
(. 'ind the area under the standard normal curve between !1.1+ standard deviations and !".1+
standard deviations.
). 5efine terms related to 6ne-2ay &/6F& and inter,ret their results H data ,lots.
1. 5efine H describe the use of %ational Sub grou,ing.
.
1. Su,,ose you are coo$ing stea$ for 1++ ,eo,le, H the current a,,roval rating is 71P acce,table.
Oou want to $now the affect of different methods and a,,roaches to see how the overall a,,roval
or AyieldB is affected. ?y using the 'ull 'actorial method e4,lain how the overall a,,roval or
AyieldB is affected.
". Inter,ret 9ontrol 9harts@ 5istinguish between common H s,ecial causes using rules for
determining stastical control.’
i% igma "lac7 "elt
• #his section consists of Dulti,le 9hoice 0uestions.
• &nswer all the 0uestions.
• 3art one 0uestions carry 1 mar$ each H 3art #wo 0uestions carry " mar$s each.
Part One:
Multiple Choices:
1. 9alculate the estimated variance of the ,o,ulation from which the following values have been
randomly selectedI ".- ".7 ".. ".8 ".- ".- ".-.
a. +81
b. ++8
c. +--
d. ++-
". #he mean, median and mode of a distribution have the same value. 2hat can be said about the
distribution@
a. It is e4,onential
b. It is normal
c. It is uniform
d. /one of the above
(. &,,ro4imately what ,ercent of the data values are smaller than the mean@
a. "1P
b. 1+P
c. 71P
d. /one of above
). & normal ,robability ,lot is used toI
a. 5etermine whether the distribution is normal
b. 3lot Y value
c. 5etermine ,rocess ca,ability
d. It ,ercent out of s,ecification
1. /ominal Jrou, techni0ue is used toI
a. >el, a grou, reach consensus
b. Jenerate a grou, on new ides
c. 3rovide a consistent stable grou, leadershi,
d. 3rovide a name for the grou,
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 9
.. &n e4am,le of a ,roEect metric would beI
a. #he decrease in defect occurrence
b. #he decrease in ,roduct cost
c. #he decrease in cycle time
d. &ll the above
7. & correct statement about the relationshi, between the terms ,arameter and statistic isI
a. & ,o,ulation statistic is more accurate than a ,arameter
b. & sam,le ,arameter is used to estimate a statistic
c. & sam,le statistic is used to estimate a ,o,ulation ,arameter
d. Standard deviation calculation re0uires both statistics and ,arameters
-. & and ? are events. 3(& W +.-+ and 3(? W +.8+I
a. Cvents & and ? are disEoint or mutually e4clusive
b. Cvents & and ? are not disEoint or mutually e4clusive
c. 3 (& and ? W +
d. 3(& and ? W 1.7
8. In a certain sam,ling situation, aW+, bW+.+-. the ,ower of the sam,ling ,lan this case isI
a. +
b. +.+-
c. 1.++
d. +.8"
1+. & news,a,er article describes a high ,ositive correlation between obesity and orange Euice
consum,tion among si4-year-old children’s. 3arents who restrict the use of orange Euice for their
children haveI
a. Dade a ty,e I error
b. Dade a ty,e II error
c. Disunderstood margin of error
d. 9onfused correlation with causation
11. In an e4,erimental design conte4t, re,lications refer toI
a. 5u,licating e4,erimental result at another location
b. %e,eating a test with the same factor levels
c. 6btaining the same or similar result from different factors
d. %e,eating an e4,eriment but using at least one different factor level
1". 'ind the u,,er control limit for a range chart if nW) and the average range is "."-".
a. "."-"
b. ).1.)
c. 1."+-
d. (.)"(
1(. &n 4-bar control chart been established with control limits of (.")1 and (."17, nW1. &n engineer
collects the following sam,le and ,lots the average on the control chartI (."17, (."1., (."1-, (."18
a. #he ,rocess is out of control
b. #he ,rocess is not out of control
c. #he engineer misused the control chart
d. #he control limits are incorrect
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 1<
1). #CIY is an acronym which refers toI
a. & set of ,roblem solving tools
b. &n organi;ation of 0uality ,rofessionals
c. &n e4,eriment using transitional results
d. & %ussian general res,onsible for creative thin$ing
11. & robust design is one whichK
a. >as high reliability
b. >as low maintenance fre0uency
c. Is sim,le to manufacture’
d. Is resistant to varying environmental condition
1.. & fre0uent cause of system sub o,timi;ation isI
a. 6,timi;ing individual ,rocess
b. 'ailing to draw a system flow chart
c. Lsing data with outliers
d. 'ailing to consider the normal distribution
17. #he 4" distribution isI
a. Symmetric
b. :eft s$ewed
c. %ight s$ewed
d. /ormal
1-. &n advantage of using standard deviation rather than range for measuring dis,ersion of a large
sam,le is thatI
a. Standard deviation has a sim,ler formula
b. 9alculators have a standard deviation $ey but not a range =ey
c. Standard deviation uses information from each measurement
d. %ange calculation are not normally distributed
18. #he team develo,ment stage characteri;ed by e4,ression of individual o,inions and ideas often
without regard for team obEectives is $nown asI
a. 3erforming
b. /orming
c. 9onflicting
d. Storming
"+. SDC5 is an acronym for activity thatI
a. Involve house$ee,ing in the wor$ area
b. Da$es mista$e of a certain ty,e im,ossible
c. Cm,hasi;es the ,ull of the customer
d. %educes set u, the time
"1. & ,rinci,le advantage of fractional factorial e4,erimental designs isI
a. %educed cost
b. Im,roved accuracy
c. Increased confounding
d. >igher confidence level
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 11
"". 5r. 2 Cdwards 5emingI
a. :ectured in <a,an after 2orld 2ar II
b. 2as an author of several boo$s in the LS
c. Is considered an e4,ert in the 0uality field
d. &ll of the above
Part Two:
"(. 2hat ,ercent of ,o,ulation falls below the lower s,ecification limits@
a. 8.1-P
b. ""...P
c. ...-P
d. 1.-(P
"). 'ind the mean, median and mode of the following data setI 8, 11, 1", 1), 1-, 1-, 1-, "+, and "(I
a. 11.1, 1-, 1-
b. 11, 1), 1-
c. 11, 1", 1-
d. 11.1, 1., 1-
-se 'or pro3lems 2>(2@:
) " ,es0
"1. 9alculate the main effect of factor &I
a. "+
b. "1
c. (+
d. /one of the above
".. 9alculate the interaction effectI
a. "+
b. "1
c. )+
d. /one of the above
"7. If it is desirable to ma4imi;e the res,onse %, the following levels should be usedI
a. &! and ?!
b. &! and ?c.
&- and ?!
d. /one of the above
1 ( ( 21
2 ( E 61
6 E ( 91
9 E E >1
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 12
-se 'or Buestions2A(61:
>ere is an e4,erimental design with resultI
) " C ,esponses
1
( ( E 11 11 11
2 ( E ( 22 21 26
6 E E E 69 6? 6@
9 E ( ( 2? 2> 2>
"-. #his e4,erimental design isI
a. 'ull factorial
b. >alf factorial
c. Guarter factorial
d. /one of the above
"8. #he number of factors, levels and re,licationsI
a. (, (, (
b. (, ", "
c. (, ", (
d. /one of the above
(+. &n indication of the e4,erimental error is available because the design hasI
a. Dulti,le re,lications
b. Dulti,le levels
c. Dulti,le factors
d. /one of the above
(1. #he average number of defects is "1... 'ind the u,,er control limit for the 9-chart.
a. "..)
b. ")..
c. ".."
d. /one of the above
1. ?riefly define &ffinity 5iagram with an e4am,le.
". ?y using imaginary figures draw a %un 9hart.
END O6 SECTION A
C4amination ,a,erI Si4 Sigma Danagement
II?D Institute of ?usiness Danagement 1$
(. 9onsider the following data H develo, a normal ,robability gra,h ,a,er H normal ,robability
,lotI
7.8, 8.7, 1+.., 1".7, 1".-, 1-.1, "1.", ((.+, )(.1, 11.1, -1.), 8(.1
). & ,ainting ,rocess ,roduces coatings with a thic$ness of +.+++1 H a standard deviation of
+.++++". 2hat should the tolerance limits be for this ,rocess@ ?riefly e4,lain #olerance design@
1. 2hat is 3ugh matri4@ State the ste,s which are used in 3ugh matri4.
ection C: )pplie& Theory 561 Mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should from the ,art of your answer (2ord limit "++ to "1+ words.
1. 5efine H describe the ,ur,ose of root cause analysis@ %ecogni;e the issues involved in
identifying a root cause analysis and list various tools for resolving chronic ,roblem@
". 5escribe the ,ur,ose H elements of 'DC& including ris$ ,riority number (%3/, and evaluate
'DC& results for ,rocesses, ,roducts, H services. 5istinguish between design 'DC& (5'DC&
H ,rocess 'DC& (3'DC& and inter,ret results from each.
-
• #his section consists of Dulti,le 9hoice Guestions and #rue H 'alse.
• &nswer all the Guestions.
• Cach Guestion carries 1 Dar$.
Part One:
Multiple choices:
1. #93 stands forI
a. #ranslate 9ontrol 3rotocol
b. #ranslate 9able 3rotocol
c. #ransmission 9ontrol 3rogram
d. #ransmission 9able 3rogram
". 2hy we do not ta, into a 1+?ase" or 1+?ase# cable in the same way as we ta, with 1+?ase1
cable@
a. ?ecause the cable is so thin.
b. ?ecause the cable is so strong.
c. ?ecause the cable is so thic$.
d. ?ecause the cable is so fat.
(. #he Cthernet has its roots in an early ,ac$et radio networ$ calledI
a. SD&
b. 3&%9
c. %2S
d. &:6>&
). TTTTTTTTTTTis the second maEor class of Intra 5omain %outing ,rotocol.
a. %eliable 'looding
b. :in$ State
c. %oute 9alculation
d. Im,lementation
1. & /etwor$ that ,rovides a constant band width for the com,lete duration of message transfer is a
a. 9ell switched /etwor$
b. 3ac$et switched /etwor$
c. 9ircuit switched /etwor$
d. /one of the above
.. & router I
a. 'orwards a ,ac$et to all outgoing lin$s u, to which the ,ac$et originated.
b. 5etermines on which outgoing lin$ a ,ac$et is to be forwarded
c. 'orwards a ,ac$et to the ne4t free outgoing lin$
d. 'orwards a ,ac$et to all outgoing lin$s
C4amination 3a,erI Information System Danagement
2
II?D Institute of ?usiness Danagement
7. 2hat is the ma4imum s,eed of 1+?ase1 Cthernet 9able@
a. 1++ Db,s
b. 1++ Db,s
c. 1+ Db,s
d. 1+ Db,s
-. 2hat is the ma4imum number of addressable stations on a 1+?ase# Cthernet networ$@
a. 1+")
b. "1++
c. "++
d. 11"
8. & device that encodes analog voice into a digital IS5/ :in$ is calledI
a. 5S:
b. JSD
c. 965C9
d. &D3S
1+. 6ne of the small difference between the I?D #o$en %ing s,ecifications and -+".1 is thatI
a. #he former actually re0uires the use of DS&Ls.
b. #he former actually re0uires the use of D&9.
c. #he former actually re0uires the use of ##%#.
d. /one of the above
True F False:
1. #he sliding window ,rotocol is the best $nown algorithm in com,uter networ$ing.
". 6ne of the issues that faces a networ$ designer is how to ma$e this decision in a fair
manner.
(. Dulticast addresses area used to send messages to subset of the hosts on an Cthernet.
). -+".11 can su,,ort collision detection.
1. & /etwor$ Interface card o,erates at the /etwor$ :ayer of the 6SI model.
.. #93 ,ort 1)(" is the well $nown server ,art.
7. 93L is directly res,onsible for moving data between two networ$s.
-. 9lassless inter domain routing is a techni0ue that addresses four scaling concerns in the
Internet0
8. :&/ is a connection oriented ,ac$et-switching technology.
1+. Cthernet addresses are configured into the networ$ ada,tor by the manufacturer.
• &nswer all the 0uestions.
• Cach Guestion carries 1 mar$s.
1. 2hat are the benefits of 3ac$et Switching@
2. 2hat is an Internetwor$@
$. 2hat ,rotocols are there in the #93/I3 internet :ayer@
+. 2hat is difference between Firtual circuit Switching and 9ell Switching@
ection C: .ong Questions 561 mar7s8
• #his section consists of
ng Guestions.(word limit 1++ words• Cach Guestion carries 1+ mar$s.
• &ttem,t any ( Guestions.
1. 2rite a short note on 9lassless Inter 5omain %outing (9I5%@
". 2hat distinguish a com,uter networ$ from other ty,e of networ$s@
(. 2hat are the Salient features of Jlobal Internet@
). 5istinguish between %everse-3ath Dulticast (%3D and 3rotocol Inde,endent Dulticast@
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. #he Sliding window ,rotocol is ,erha,s the best $nown algorithm in com,uter /etwor$.
5escribe however is that it can be used to serve different roles.
". C4,lain how the Sliding 2indow &lgorithm wor$s in 5irect :in$ /etwor$.
END OF ECT!ON D
Operating ystems
Multiple Choices:
1. #he 395 data is allocated using a data Structure is calledTTTTTTTTTTTTTT.
a. >ea,
b. 6bEect Dodule
c. #ag
d. >ead
". 3rocess isI
a. :anguage of ,rogramme
b. /ame of a com,uter software
c. &n e4ecution of ,rogramme
d. /one of the above
(. Streaming ta,e can store recordI
a. 2ithout a brea$ irres,ective of its si;e
b. 2ith a brea$ in si;e of record
c. 6f si;e 1+ $b
d. ?oth (a H (c
). TTTTTTTTTTTTTTTis a ,olicy decision based on the ,age reference information available in
the ,age table.
a. Demory &llocation
b. Shared 3ages
c. 3age %e,lacement
d. Demory Da,,ing
1. %emote ,rocedure call (%39 is used by an a,,lication e4ecuteI
a. #o e4ecute a ,rocedure in the system
b. #o e4ecute a ,rocedure in another com,ute in the distributed system
c. /ame of a software
d. /one of the above
.. Dulti,rocessor com,uter system ,rovidesI
a. Slow ,erformance by serving several ,rocesses simultaneously
b. >igh ,erformance by serving several ,rocesses simultaneously
c. >igh ,erformance by serving one ,rocess
d. /one of the above
C4amination 3a,erI Information System Danagement
/
II?D Institute of ?usiness Danagement
7. %emote ,rocedure call (%39 is used by an a,,lication e4ecuteI
a. #o e4ecute a ,rocedure in the system
b. #o e4ecute a ,rocedure in another com,ute in the distributed system
c. /ame of a software
d. /one of the above
-. & distributed transaction is also calledI
a. Single-site transaction
b. #wo Nsite transaction
c. Dulti-site transaction
d. ?oth (a H (b
8. 'ile control bloc$ ('9? contains all information concerningI
a. & file ,rocessing activity
b. C4ecution activity
c. ?oth (a H (b
d. /one of the above
1+. /on-uniform memory architecture system consists of number of nodes and each node
consistsI
a. Donitor
b. %egister
c. ?oth (a H (b
d. 1 or more 9.3.Ls
True F False:
1. 93L hel,s in effective memory management by an 6S.
". >igh reliability in distributed file systems can be ensured through sharing semantics.
(. #he com,atible time sharing system for the I?D 7+8) was one of the first time sharing
systems.
). #he 3rocessors of multi,rocessors are divide into ,rocessor sets.
1. & resource ran$ is associated with each resource class.
.. & cached directory is a co,y of directory that e4ists at a ,rimary site.
7. & cluster of nodes is a section of the distributed system that contains sufficient hardware
and software resources.
-. & cycle is a sufficient condition for a deadloc$ in DIS% system
8. 'ile system integrity im,lies correctness and consistency of control data and o,erations of
the file system.
1+. & mathematical model consists of three com,onents model of the server
ection ": hort Questions 521 mar7s8
• #his section consists of Short Guestions (&nswer should be in 1 :ine.
• &nswer all the 0uestions.
• Cach Guestion is of 1 mar$s.
1. 2hat do you mean by A&uthenticationB@
". 5istinguish between 'ile System and I69S.
(. 5efine ASegmentation with 3agingB.
). 5escribe the 5eadloc$ characteristics for different resource system.
1. 2rite a Short /ote on AStructure of an 6,erating SystemB.
". 5efine %e0uest-%e,ly-&c$nowledgement 3rotocol and C4,lain a ?loc$ing version
of %%& 3rotocol.
(. C4,lain how starvation is avoided the L/IS and 2indow system@
). 5iscuss influence of dis$ scheduling algorithms on effectiveness of I;6 buffering@
ection D: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the Guestions
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 5escribe why authentication is im,ortant for file ,rotection@
". Show actions of the basic and control ,arts of a ,rocess to im,ortant %icart-&grawala
&lgorithm@
C4amination 3a,erI 3roEect Danagement
1
II?D Institute of ?usiness Danagement
!!"M !nstitute o' "usiness Management
E%amination Paper MM0111
Pro4ect Management
ection ): O34ecti$e Type 561 mar7s8
• #his section consists of multi,le choices 0uestions and short answer ty,e 0uestions.
• &nswer all the 0uestions.
• 3art 6ne 0uestions carry 1 mar$ each and 3art #wo 0uestions carry 1 mar$s each.
Part One:
Multiple choices:
1. 5uring TTTTTTTTTformal tools and techni0ues were develo,ed to hel, and manage large
com,le4 ,roEects.
a. 181+s
b. 18-+s
c. 18"+s
d. 188+s
". 3C%# stands forI
a. 3rogram Cvaluation and %everse #echni0ue
b. 3rogress Cvaluation and %eview #echni0ue
c. 3rogram Cvaluation and %eview #echni0ue
d. /one of the above
(. #he most basic model of any 6,erating System isI
a. 3roEect Dodel
b. In,ut-out,ut model
c. 6ut,ut-in,ut model
d. /one of the above
). 6verall com,le4ity W
a. 6rgani;ational com,le4ity\resource com,le4ity\technical com,le4ity
b. 6rgani;ational com,le4ity!technical com,le4ity-resource com,le4ity
c. #echnical com,le4ity!resource com,le4ity/organi;ational com,le4ity
d. 6rgani;ational com,le4ity\resource com,le4ity/technical com,le4ity
1. %elevant areas of the &3D body of $nowledge areI
a. Guality Danagement
b. ?udgeting and cost Danagement
c. 3roEect 9ost Danagement
d. ?oth ‘a’ and ‘b’
C4amination 3a,erI 3roEect Danagement
"
II?D Institute of ?usiness Danagement
.. 9osts associated with the ,lanning ,rocess includeI
a. 3laner’s tools
b. 6,,ortunity cost
c. 3lanned labour and associated e4,enses
d. &ll of the above
7. 93& stands forI
a. 9ritical 3ath &nalysis
b. 9ommon 3ath &nalysis
c. 9ritical 3ath &lgorithm
d. 9ommon 3roblem &nalysis
-. #he ,roEect duration with the normal activity time is TTTTdays.
a. 11
b. 1.
c. 17
d. "1
8. #he nature of the wor$ organi;ation is im,ortant as itI
a. 5efines res,onsibility and authority
b. 6utlines re,orting arrangements
c. 5etermines the management overhead
d. &ll of the above
1+. Datri4 Danagement was invented by
a. Dullins
b. ?elbin
c. 5ruc$er
d. 'rederic$ #aylor
Part Two:
1. 5efine ‘9ost Cstimating #echni0ues’.
". 2rite a note on ‘9ritical 3ath &nalysis’.
(. 5ifferentiate between Jeneral Danagement and 3roEect Danagement.
). 2hat is ‘#eam :ife 9ycle’@
C/5 6' SC9#I6/ &
C4amination 3a,erI 3roEect Danagement
(
II?D Institute of ?usiness Danagement
ection ": Caselets 591 mar7s8
• #his section consists of 9aselets.
• &nswer all the 0uestions.
• Cach 9aselet carries "+ mar$s.
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Caselet 1
!t:s a ,is7y "usiness
'our friends wanted to start a business. &fter much discussion, they had hit u,on the idea of launch a
mail-order toys and games business. #hey were in the develo,ment stage of their business ,lan and
wanted to be sure that they had been through with their ,lanning. #o reinforce this, they had Eust received
a letter from a grou, of venture ca,italists, agreeing to fund the start u,. It concluded its review of their
,lan by statingI
#he business ,lan ,resents a credible o,,ortunity for all involved and we are ,re,ared to a,,rove the
funding re0uest, subEect to a ris$ analysis being carried out on the ,roEect to start the business.
#he grou, was stunned-the funding that they had been ho,ing for was suddenly a reality. <ust one thing
stood in their way- that damned ris$ analysis ,rocess.
#hey started with identifying the $ey ris$ elements that could face the business during in start u, ,hase.
#hey considered the ,rocess between the time that they received the funding and day one of trading. 2hat
could ,ossibly go wrong@
ts of things. #hey brainstormed the ,ossibilities and recorded them. #heythen considered the effect that these would have on the ,roEect as a whole. #he list they generated
,rothings going wrong and not enough ma$ing sure that the ,ositive ste,s towards the business o,ening
were ha,,ening. #hey needed to ,riorities’ the events. &s im,ortantly, what would ha,,en, when they
eventually occurred@ 2ho would be res,onsible for each of them@ 6n what basis could they ran$ each
ris$, in order to identify the most im,ortant ris$s for which they would develo, mitigation and
ownershi,@
#hey decided to use a table to show the ris$ event, the li$elihood, the severity and by multi,lying the two
,roviding a ris$ ,riority number (%3/. #his would the allow ran$ing of the ris$ elements. 'or the three
highest ran$ed elements, the grou, then generates a mitigation ,rocess with someone in the grou, ta$ing
ownershi, of that ,rocess.
&s can be seen, the to, three ris$s were identified and mitigation tas$s ,ut in ,lace to either ,revent the
ris$ event ha,,ening or to reduce its effect. #he initials of the ‘owners’ of that ris$ in the last column
show who has agreed to monitor that set of events and ensure that the mitigation is ,ut into ,lace before
the ,roEect suffers from that event occurring.
Questions:
1. 2hat further methods could have been used to generate ideas for the identification ,art of the ris$
,rocess@
". 2hat should ha,,en as the ,roEect ,rogresses to manage ris$@
C4amination 3a,erI 3roEect Danagement
)
II?D Institute of ?usiness Danagement
Caselet 2
Fast(trac7 Pro&uct ,e&e$elopment at !nstron
"ac7groun&
Instron designs and manufactures machines for testing the ,ro,erties of all ty,es of material. 6ne
,articular ,lastic testing instrument has been selling around "1+ units ,er year worldwide. In 188" at the
height of the recession, with margins being s0uee;ed and sales volume dro,,ing, Instron decided to
redesign the instrument to reduce its cost and ma$e it easier to manufacture.
The Pro4ect
Instron began to underta$e change in the late 18-+s, which included a ,rogramme to institute concurrent
new ,roduct develo,ment. #his was accom,anied by ,ressure for cost reduction, the introduction of
manufacturing changes, and the brea$ing of the firm into business teams.
#he team was highly transient and changing environment, there were few restrictions on the way the
redesign ,roEect had to be handled. It was one of the first ,roEects in Instron to be run from the beginning
as a concurrent engineering ,roEect. & small multi-functional team was formed, consisting of a
manufacturing engineer, a design engineer, a mar$eting engineer and a draughtsman. #he design rief was
to im,rove the ease of manufacture of the ,roduct such tat a cost reduction of "+ ,ercent could be
achieved.
#he team was co-located in an area adEacent to the manufacturing facility. <hough there was some
initial resistance, the comment was made that ‘they don’t $now how they ever wor$ed without it’. #he
ease of communication and sharing of ideas became a more natural ,art of wor$ing life.
)&$erse E''ects
#he ,rinci,les of concurrency were, in general, favorably acce,ted by de,artments downstream of the
design ,rocess and with some notable e4ce,tions, unfavorably viewed by the design de,artment.
Individuals had concurrency im,osed on them in the initial ,roEects selectedK be tried out. Senior
management staff was selected as cham,ions of the cause, with the obEective of overcoming the resistance
to change that e4isted. #his came in a number of formsI
1. 3assive resistance- summari;ed as ‘don’t show reluctance to a,,ly the new ideas, attend all the
grou, meetings, nod in agreement, then carry on as before.
". &ctive resistance- ‘do what you li$e, but don’t as$ me to do it’
(. Lndermining the initiative- through overstating the a,,arent ,roblems.
#hey began by carrying out brainstorming sessions with manufacturing engineers, buyers, members of the
sho, floor, su,,liers and additional design engineers, to find new and innovative ways to im,rove the
,roduct. #he outcome of these investigations was to draw u, a list of areas where im,rovements were
thought ,ossible.
The "ene'its )chie$e&
#he results of this team’s action wereI
• 9ost reduced by )8 ,ercent
• 3roduct range rationali;ed from 1" to " versions
• Lni0ue ,art count reduced from 1)1 to 8- and total number of ,arts reduced from (++ to 1-8
• &ssembly/machining time reduced by 11 ,ercent
• 3roEect com,leted on time, with last version being released in &,ril 188).
6nce o,erational, few ,roblems were encountered and those that did occur were minor in nature. #he
success was attributed by the firm to two decisionsI
• #he selection of the right ,roEect- one that made it easy to demonstrate concurrency
• #he selection of the right ,eo,le- those who were ,re,ared to be o,en-minded and have some
enthusiasm for the changes.
#he com,any now views this as a sim,le ,roEect that restored the ,rofitability of an established ,roduct
through the use of innovation, ingenuity and new design techni0ues by the whole concurrent team. 2hat
C4amination 3a,erI 3roEect Danagement
1
II?D Institute of ?usiness Danagement
is also clear is that the ,roduct was subEect to technical change in only one area- the materials used. #he
other benefits have all been due to the a,,roach tat the firm’s management has ta$en to its new ,roduct
develo,ment (/35 3rocess. #he firm felt that the ,roEect has been a success and that this method of
wor$ing would become an institutionali;ed methodology.
Questions:
1. Identify the ste,s the firm too$ in this ,roEect. >ow did this contribute to the success@
". >ow might the main adverse effects be identified@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
• #his section consists of &,,lied #heory Guestions.
• &nswer all the 0uestions.
• Cach 0uestion carries 11 mar$s.
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 2hat is the role of strategy in 3roEect Danagement@
". Identify the different roles that cost, ,rice and ,rofit can ,lay in determining ,roEect costs.
Pro4ect Management in !T
• #his section consists of multi,le choice 0uestions and short notes ty,e 0uestions.
• &nswer all the 0uestions.
• 3art 6ne 0uestions carry 1 mar$ each and 3art two 0uestions carry 1 mar$s each.
Part One:
Multiple choices:
1. #he $nowledge areas of 3roEect Danagement 3rocess Jrou, areI
a. 3lanning and Initiating
b. C4ecuting and 9losing
c. Donitoring and 9ontrolling
d. &ll of the above
". #o create a successful ,roEect, a ,roEect manager must considerI
a. Sco,e
b. #ime
c. 9ost
d. &ll of the above
(. 2hich one of the following is not involved in the to, ten s$ills or com,etencies of an effective
,roEect managerI
a. 3eo,le s$ills
b. :eadershi,
c. Integrity
d. #echnical s$ills
). ¬her name of a ,hase e4it is a TTTTTTT ,oint.
a. %eview
b. Stage
c. Deeting
d. =ill
1. 2hich ,rocess grou, includes activities from each of the nine $nowledge areas@
a. Initiating
b. 3lanning
c. C4ecuting
d. 9losing
C4amination 3a,erI 3roEect Danagement
7
II?D Institute of ?usiness Danagement
.. #he ,roEect team wor$s together to create the TTTTTT.
a. Sco,e statement
b. 2?S
c. 2?S dictionary
d. 2or$ ,ac$age
7. TTTTTTTTTT is a networ$ diagramming techni0ue used to ,redict total ,roEect duration.
a. 3C%#
b. & Jantt chart
c. 9ritical 3ath Dethod
d. 9rashing
-. 2hich of the following is not a $ey out,ut of ,roEect cost managementI
a. & cost estimate
b. & cost management ,lan
c. & cost baseline
d. /one of the above
8. 9DDI Stands forI
a. 9a,ability Daturity Dodel Integration
b. 9om,le4 Daturity Dodel Integration
c. 9ommon Daturity Dodel Information
d. 9a,ability Daturity Dodel Information
1+. & ,ro,osal evaluation sheet is an e4am,le ofI
a. %'3
b. /3F analysis
c. Carned value analysis
d. 2eighted scoring model
Part Two:
1. 5efine 3roduct :ife 9ycle.
". 2hat is 3roEect Integration Dodel@
(. 2rite a note on Jantt charts.
). 2hat is 3roEect Guality Danagement@
• 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
Caselet 1
& ,reliminary estimate of costs for the entire ,roEect is Q1)+,+++. #his estimate is based on the
,roEect manager wor$ing about "+ hours ,er wee$ for si4 months and other internal staff wor$ing a
total of about .+ hours ,er wee$ for si4 months. #he customer re,resentatives would not be ,aid for
their assistance. & staff ,roEect manager would earn Q1+ ,er hour. #he hourly rate for the other
,roEect team member would be Q7+ ,er hour, since some hours normally billed to clients may be
needed for this ,roEect. #he initial cost estimate also includes Q1+,+++ for ,urchasing software H
services from su,,liers. &fter the ,roEect is com,leted, maintenance costs of Q)+,+++ are included
for each year, ,rimarily to u,date the information and coordinate the A&s$ the C4,ertB feature and
online articles. 3roEected benefits are based on a reduction in hours consultants s,end researching
,roEect management information, a,,ro,riate tools and tem,lates, and so on. 3roEected benefits are
also based on a small increase in ,rofits due to new business generated by this ,roEect. If each of
more than )++ consultants saved Eust )+ hours each year (less than one hour ,er wee$ and could bill
that time to other ,roEects that generate a conservative estimate of Q1+ ,er hour in profits, then the
,roEected benefit would be Q1.+,+++ ,er year. If the new intranet increased business by Eust 1
,ercent, using ,ast ,rofit information, increased ,rofits due to new business would be at least
Q)+,+++ each year. #otal ,roEected benefits, therefore, are about Q"++,+++ ,er year.
C4hibit & summari;es the ,roEected costs and benefits and shows the estimated net ,ercent value
(/3F, return on investment (%6I, and year in which ,aybac$ occurs. It also lists assum,tions
made in ,erforming this ,reliminary financial analysis. &ll of the financial estimates are very
encouraging. #he estimate ,aybac$ is within one year, as re0uested by the s,onsor. #he /3F is
Q"7",-++, and the discounted %6I based on a three-year system life is e4cellent at 11" ,ercent.
Discount rate -P
&ssume the
,roEect is done
in about is
months
*ear
1 1 2 6 Total
9osts 1)+,+++ )+,+++ )+,+++ )+,+++
5iscount
factor
1 +.8( +.-. +.78
5iscounted
costs
1)+,+++ (7,+(7 (),"8) (1,71( ")(,+-)
?enefits + "++,+++ "++,+++ "++,+++
5iscount
factor
1 +.8( +.-. +.78
5iscounted
benefits
+ 1-.,1-1 171,).- 11-,7.. 111,)18
5iscounted (1)+,+++ 1)-,1)- 1(7,17) 1"7,+1(
C4amination 3a,erI 3roEect Danagement
8
II?D Institute of ?usiness Danagement
benefits N
costs
9umulative
benefits-costs
(1)+,+++ -,1)- 1)1,("" 2@2G66? NDP
Pay3ac7 in
year 1
Discounte&
li'e cycle
,O!((((?
11"P
)ssumptions
9osts Xhours
3D (1++hours,
Q1+/hour
"1,+++
Staff (11++
hours,
Q7+/hour
1+1,+++
6utsourced
software H
services
1+,+++
#otal ,roEect
costs (all
a,,lied in year
+
1)+,+++
?enefits
X consultants )++
>ours saved )+
Q/hour ,rofit 1+
?enefits from
saving time
1.+,+++
?enefits from
1P increase in
,rofits
)+,+++
#otal annual
,roEected
benefits
"++,+++
Questions:
1. 2hat according to you are the factors that can ham,er the ,rofit growth related with the
,roEect@
". Dention some strategies to further im,rove the ,roEect’s turnover.
C4amination 3a,erI 3roEect Danagement
1+
II?D Institute of ?usiness Danagement
Caselet 2
Dany organi;ations s,end a great deal of time and money on training efforts for general ,roEect
management s$ills, but after the training, ,roEect managers may still not $now how to tailor their
,roEect management s$ills to the organi;ation’s ,articular needs. ?ecause of this ,roblem, some
organi;ations develo, their own internal information technology ,roEect management methodologies.
#he PMBOK% Guide is a standard that describes best ,ractices for what should be done to manage a
,roEect. & metho&ology describes how things should be done, and different organi;ations often have
different ways of doing things. 'or e4am,le, after im,lementing a systems develo,ment life
cycle (S5:9 at ?lue 9ross Shield of Dichigan, the Dethods de,artment became aware that
develo,ers and ,roEect managers were often wor$ing on different information technology ,roEect in
different ways. 5eliverables were often missing or loo$ed different from ,roEect to ,roEect. #hey may
have all had a ,roEect charter, status re,ort, technical documents (i.e., database design documents,
user interface re0uirements, and so on, but how they were ,roducing and delivering these
deliverables was different. #here was a general lac$ of consistency and a need for standards to guide
both new and e4,erienced ,roEect managers. #o, management decides to authori;e funds to develo, a
methodology for ,roEect managers that could also become the basis for information technology
,roEect management training within the organi;ation. It was also ,art of an overall effort to hel, raise
the com,any’s Software 9a,ability Daturity Dodel level. ?lue9ross ?lueShield of Dichigan
launched a three-month ,roEect to develo, its own ,roEect management methodology. Some of the
,roEect team members had already received 3D3 certification, so they decided to base their
methodology on the PMBOKR Guide 2000, ma$ing adEustment as needed to best describe how their
organi;ation managed information technology ,roEects. See a com,lete article on this ,roEect on the
com,anion 2eb site for this te4t. &lso see the Suggested %eading to review the State of Dichigan
3roEect Danagement Dethodology, which ,rovides another good e4am,le of an information
technology ,roEect management methodology. Dany organi;ations include ,roEect management in
their methodologies for managing Si4 Sigma ,roEects. 6ther organi;ations include ,roEect
management in their software develo,ment methodologies, such as the ,ational -ni'ie& Process
5,-P8 framewor$. %L3 is an interactive software develo,ment ,rocess that focuses on team
,roductivity and delivers software best ,ractices to all team members. &ccording to %L3 e4,ert ?ill
9ottrell, A%L3 embodies industry-standard management and technical methods and techni0ues to
,rovide a software engineering ,rocess ,articularly suited to creating and maintaining com,onentbased
software system solutions,B 9ottrell e4,lains that you can tailor %L3 to include the 3D?6=
,rocess grou,s. S,ecifically, I?D %ational, the creators of %L3, found that it could adEust %L3 in,ut
artifacts with 3D?6= ,rocess in,uts, %L3 ste,s with 3D?6= ,rocess tools and techni0ues, and
%L3 resulting artifacts with 3D?6= ,rocess out,uts.
Questions:
1. &ccording to you what are the s$ills that needed for the ,roEect management of an organi;ation@
". >ow the si4 sigma ,roEect became a hel,ful tool in very so,histicated $ind of ,roEect
management@
• 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
1. 2hat is cost@ 2hat is the im,ortance of 3roEect cost Danagement and e4,lain basic ,rinci,les of
9ost Danagement.
". 5efine the followingI
a. %esource >istograms
b. 3roEect 9ommunication Danagement
C4amination 3a,er
!nternational "usiness Management
ection ): O34ecti$e Type 561 mar7s8
? #his section consists of multi,le choice 0uestions and short answer ty,e 0uestions
? &nswer all the 0uestions.
? 3art 6ne carries 1 mar$ each and 3art #wo 0uestions carries 1 mar$s each.
Part One:
Multiple choices:
1. 2hat is the series consideration for strategy im,lementation@
a. Strategic orientation
b.
cationc. 5imensions
d. ?oth (a H (b
". #he maEor activity in global mar$eting is
a. 3ricing ,olicies
b. 3roduct lines
c. Dar$et assessment
d. &ll of the above
(. #he third ‘3’ in the international mar$eting mi4 is
a. 3roduct
b. 3rice
c. 3romotion
d. 3lace
). #he Curo,ean Cconomic 9ommunity was established
a. 181-
b. 1871
c. 18.7
d. 1817
1. Cnvironment 3rotection &ct
a. 18-.
b. 18.7
c. 188+
d. /one of the above
C4amination 3a,er
II?D Institute of ?usiness Danagement
.. 3eo,le’s attitude toward time de,end on
a. :anguage
b. %elationshi,
c. 9ulture
d. &ll of the above
7. 9ulture necessitates ada,tion of
a. 3roduct
b. 3rice
c. 3romotion
d. 3lace
-. #he legal term for brand is
a. Symbol
b. /ame
c. #rade mar$
d. &ll of the above
8. '5I flows are often a reflection of rivalry among firms in
a. Jlobal mar$et
b. Indian mar$et
c. International mar$et
d. /one of the above
1+. IS6 certification is
a. C4,ensive ,rocess
b. Claborate ,rocess
c. Cvaluative 3rocess
d. ?oth (a H (b
Part Two:
1. 2hat do understand by ‘Inward-oriented 3olicies’@
". 2hat is ‘'actor Cndowments #heory’@
(. C4,lain the term ‘#otalitarianism’.
). 2rite about ‘3ersistent 5um,ing’.
C/5 6' SC9#I6/ &
C4amination 3a,er
II?D Institute of ?usiness Danagement
ection ": Caselets 591 mar7s8
? #his section consists of 9aselets.
? &nswer all the 0uestions.
? Cach caselet carries "+ mar$s.
? 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
Caselet 1
T2E E-: .)##!N# COMPET!T!DENE
In a re,ort ,roduced for the Curo,ean 9ommission, ,ublished in /ovember 188-, it was argued that
the CL lags behind the LS& and <a,an on most measures of international com,etitiveness. Jross
domestic ,roduct ,er ca,ita, sometimes used as an indicator of international com,etitiveness at the
country level, was (( ,er cent lower in the CL as a whole than in the LS& and 1( ,er cent lower
than in <a,an. #he CL’s ,oor record in creating em,loyment was singled out for ,articular criticism.
&s this a,,eared to a,,ly across the board in most industrial sectors, it suggested that the CL’s ,oor
,erformance related to the business environment in general and, in ,articular, to the infle4ibility of
Curo,e’s labour mar$ets for goods and services. & shortage of ris$ ca,ital for advanced
technological develo,ment and high cost and inefficiency of Curo,e’s financial services were also
highlighted by the re,ort. 'or one reason or another, Curo,ean industries generally lag behind in
technology industries. If measured by the number of inventions ,atented in at least two countries, the
LS& is well ahead of most Curo,ean countries, as well as <a,an. 5es,ite these shortcomings, the
re,ort’s authors focus attention on fle4ible mar$ets, mar$et liberalisation, and the creation of a
com,etitive business environment rather than on targeted intervention by the CL or national
authorities.
1. Is gross domestic ,roduct ,er ca,ita a useful indicator of International com,etitiveness in the CL@
". Is it fair to ,oint the blame for the CL’s ,oor international com,etitiveness at infle4ible labour
mar$ets, regulated goods and services mar$ets, and a general lac$ of com,etition@ 2hat
alternative e4,lanations might be suggested@
C4amination 3a,er
II?D Institute of ?usiness Danagement
Caselet 2
PE,-
3eru is located on the west coast of South &merica. It is the third largest nation of the continent (after
?ra;il and &rgentina, and covers almost 1++,+++ s0uare miles (about 1) ,er cent of the si;e of the
Lnited States. #he land has enormous contrasts, with a desert (drier than the Sahara, the towering
snow-ca,,ed &ndes mountains, s,ar$ling grass-covered ,lateaus, and thic$ rain forests. 3eru has
a,,ro4imately "7 million ,eo,le, of which about "+ ,er cent live in :ima, the ca,ital. Dore Indians
(one half of the ,o,ulation live in 3eru than in any other country in the western hemis,here. #he
ancestors of 3eru’s Indians were the famous Incas, who built a great em,ire. #he rest of the
,o,ulation is mi4ed and a small ,ercentage is white. #he economy de,ends heavily on agriculture,
fishing, mining, and services. J53 is a,,ro4imately Q111 billion and ,er ca,ita income in recent
years has been around Q),(++. In recent years the economy has gained some relative strength and
multinationals are now beginning to consider investing in the country. 6ne of these ,otential
investors is a large /ew Oor$ based that is considering a Q"1 million loan to the owner of a 3eruvian
fishing fleet. #he owner wants to refurbish the fleet and add one more shi,. 5uring the 187+s, the
3eruvian government nationalised a number of industries and factories and began running them for
the ,rofit of the state. In most cases, these state-run ventures became disasters. In the late 187+s, the
fishing fleet owner was given bac$ his shi,s and are getting old and he needs an influ4 of ca,ital to
ma$e re,airs and add new technology. &s he e4,lained it to the /C2 O6%= ban$erI Afishing is no
longer Eust un art. #here is a great deal of technology involved. &nd to $ee, costs low and be
com,etitive on the world mar$et , you have to have the latest e0ui,ment for both locating as well
as catching and then loading and unloading the fish.B>aving reviewed the fleet owner’ o,eration, the
large multinational ban$ believes that the loan is Eustified. #he financial institution is concerned ,
however , that the 3eruvian government might ste, in during the ne4t cou,le of years and again
ta$e over the business . If this were to ha,,en, it might ta$e an additional decade, for the loan to be
re,aid. If the government were to allow the fleet owner to o,erate the fleet the way he has over the
last decade, the loan could be ra,id within seven years. %ight now, the ban$ is deciding on the
s,ecific terms of the agreement. 6nce these have been wor$ed out , either a loan officer will fly
down to lima and close the deal or the owner will be as$ed to come to /C2 O6%= for the signing.
2hichever a,,roach is used, the ban$ reali;e that final adEustments in the agreement will have
to be made on the s,ot. #herefore, if the ban$ sends a re,resentative to :ima, the individual will have
to the authority to commit the ban$ to s,ecific terms. #hese final matters should be wor$ed out within
the ne4t ten days.
1. 2hat are some current issues 'acing 3eru@ 2hat is the climate for doing business in 3eru today@
". 2ould the ban$ be better off negotiating the loan in /ew Oor$ or in :ima@ 2hy@
C/5 6' SC9#I6/ ?
C4amination 3a,er
II?D Institute of ?usiness Danagement
ection C: )pplie& Theory 561 mar7s8
? #his section consists of
ng Guestions.? &nswer all the 0uestions.
? Cach 0uestion carries 11 mar$s.
? 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
1. Imagine that you are the director of a maEor international lending institution su,,orted by funds
from member countries. 2hat one area in newly industriali;ed and develo,ing economics would
be your ,riority for receiving develo,ment aid@ 5o you sus,ect that any member country will be
,olitically o,,osed to aid in this area@ 2hy or 2hy not@
". #he ,rinci,le ,roblem in analysing different forms of e4,ort financing is the distribution of ris$s
between the e4,orter and the im,orter. &nalyse the following e4,ort financing instruments in this
res,ectI
(a :etter of 9redit
(b 9ash in advance
(c 5raft
(d 9onsignment
(e 6,en &ccount
Management !n'ormation ystems
#his section consists of Dulti,le choice 0uestions and Short /ote ty,e 0uestions. ?
&nswer all the 0uestions. ?
3art one 0uestions carry 1 mar$ each H 3art two 0uestions carry 1 mar$s each. ?
Part one:
Multiple choices:
1. Danagement Information System is mainly de,endent u,onI
a. &ccounting
b. Information
c. ?oth ‘a’ and ‘b’
d. /one of the above
". #he most im,ortant attribute of information 0uality that a manager re0uires isI
a. 3resentation
b. %elevance
c. #imeliness
d. /one of the above
(. >uman %esource Information Systems are designed toI
a. 3roduce ,ay chec$s and ,ayrolls re,orts
b. Daintain ,ersonnel records
c. &naly;e the use of ,ersonnel in business o,erations
d. 5evelo,ment of em,loyees to their full ,otential
). 6,erational &ccounting System includeI
a. Inventory control
b. 9ost accounting re,orts
c. 5evelo,ment of financial budgets and ,roEected financial statements
d. /one of the above
1. CIS stands forI
a. C4ecutive Information System
b. C4cellent Info System
c. C4cessive Information System
d. /one of the above
.. Intranet ,rovide a rich set of tools for those ,eo,leI
a. 2ho are members of the different com,any or organi;ation
b. 2ho are members of the same com,any or organi;ation
c. ?oth ‘a’ and ‘b’
C4amination 3a,er of Danagement Information Systems
II?D Institute of ?usiness Danagement 2
d. /one of the above
7. 2hich one is not the future of wireless technology@
a. C-mail
b. F6I3
c. %'I5
d. #elegram
-. 6:#3 stands forI
a. 6nline #ransactional 3rocessing
b. 6nline #ransmission 3rocessing
c. 6nline #ransactional 3rocess
d. /one of the above
8. 2hich one of the following is not considered as future of m-commerceI
a. Lbi0uity
b.
cali;ation c. Sim,le authentication
d. 9ommon o,eration
1+. 2hich of the following is not the level of decision ma$ingI
a. Danagement control
b. &ctivity control
c. 6,erational control
d. Strategic decision ma$ing
Part Two:
1. 2hat are the ‘Strategic Information Systems’@
". 2rite down the various business model of internet.
(. 2hat is ‘/etwor$ ?andwidth’@
). 5ifferentiate between 6:#3 and 6:33.
C/5 6' SC9#I6/
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
&nswer all the 0uestions. ?
Cach 9aselet carries "+ mar$s ?
5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words. ?
C4amination 3a,er of Danagement Information Systems
II?D Institute of ?usiness Danagement $
Caselet 1
O$er$iew o' our Client:s trategy
6ur client had an online store. #hey were s,ending Q11,+++ each month on ,ay ,er clic$ advertising. #his
resulted in about Q""1,+++ ,er month in sales. #hey didn’t $now which clic$s were leading to sales
because they didn’t trac$ the clic$s. #here ran$ings in the natural listings was minimal because they
hadn’t done $eywords research on what visitors were using to try to find a site li$e there’s. #hey weren’t
able to 0uantity results because their we statistics ,rogram only showed very general traffic information.
#hey were also doing an irregular email newsletter even though they had more than (",+++ e-mails in
their database.
)nalysis o' the situation
In the natural listings we sus,ected they were being ,enali;ed by the search enines for du,licate content.
#he search engines frown on this because they feel this is trying to fool them. Joogle will often give a
site li$e this something called ASu,,lement %esultsB, which means that the search engines $now the ,age
e4ists but doesn’t have any content in their database. 2e also sus,ected their email newsletter was being
bloc$ed by many s,am bloc$ers because the names of the ,roducts they sold were often on used in s,am
e-mails.
!mplementation o' a olution
'or the ,ay ,er clic$ advertising we started trac$ing the clic$s down to the individual terms and the actual
results that came from them. 2e were able to delete terms that were not getting enough sales and increase
the bids on ones that brought sales. 'or the natural listings we did $eywords research and focused on the
main $eywords on the content for the home ,age and in the DC#& tags. 2e also found that visitors search
on ,roduct names rather than manufactures, so in the title tag for the ,age we switched and ,ut the
,roduct name before the manufacturer. 2ith the newsletter, we used a good mi4 of gra,hics and content
to a,,ease the s,am bloc$ers, as well as ,ut the ,roduct names in gra,hics so they wouldn’t be bloc$ed.
In order to analy;e of the site’s traffic, we im,lemented a ,owerful web statistics ,rogram.
,esults o' our wor7
#hrough our tactics, our clients were able to move u, to X) on Joogle for their main search term, which
got a lot of traffic. 2ith ,ay ,er clic$, they went from Q.)(. #hey decrease their budget to Q1+,+++ ,er
month, yet were able to increase their traffic by (( ,ercent. #hrough our o,timi;ation of their ,ay ,er
clic$, their cost ,er conversion to sale decreased by at least )1 ,ercent. #he deliverability of their
newsletter increased as well. 2ithin a year, their sales increased to over Q.++,+++ ,er month.
Questions:
1. 5iscuss the client strategy for the success of store.
". Su,,ose if you are the client ma$er what would you suggest for the client.
Caselet 2
5ata 2arehouse is a massive inde,endent business database system that is ,o,ulated with data that has
been e4tracted from a range of sources. #he data is held se,arately from its origin and is used to hel, to
im,rove the decision-ma$ing ,rocess.
Dany traditional 5atabases are involved in recording day to day o,erational activities of the business,
called 6nline #ransaction 3rocessing (6:#3, 96DD6/:O ID3:CDC/#C5 I/ &irline ?oo$ings and
?an$ing Systems, for faster’s res,onse and better control over data. C4amination 3a,er of Danagement
Information Systems
II?D Institute of ?usiness Danagement +
&fter establishment of 6:#3 Systems, re,orts and summaries can be drawn for giving in,uts to decision-
ma$ing ,rocess and this ,rocess is called 6nline &nalytical 3rocessing (6:&3.
'or better customer relationshi,s management strategy, the call centre’s and data 2arehouse wor$s as a
strategic tool for decision-su,,ort which re0uires lot of time for establishment, and needs to be u,dated
with o,erational information on daily wee$ly or monthly basis.
5ata 2arehouse is used for ,roactive strategies formulation strategies formulation in critical and com,le4
situations. & number of 9%D vendors are advocating for single integrated customer database which
includes call centre, web sites, branches and direct mail, but it lac$s in analytical functioning of data
warehouse. #his 5atabase can’t be e4,anded also, and carry decision su,,ort o,erations on call centre
5atabase becomes slow H the 0uery ,rocessing and in0uiries andling o,erations also become slow H
inefficient for agents dealing with customers.
5ata 2arehouse is must for identifying most ,rofitable H loyal customers and those customers can be
offered better customi;ed services which increase the chances of additional ,rofits.
<hough call centre system H data warehouse are altogether different systems yet de,endent on each
other to fully e4,loit their ,otential res,ectively.
Questions:
1. C4,lain the role of data warehousing in the functioning of a call centre.
". >ow the res,onse time in ,erforming 6:&3 0ueries can be im,roved@
C/5 6' SC9#I6/ ?
ection C: )pplie& Theory 561 mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should form the ,art of your answer. (2ord limit "++ to "1+ words. ?
1. C4,lain the term e-commerce. &lso e4,lain the history and limitations of e-commerce.
". 2hat do you understand by the term A5atabaseB@ C4,lain the various database models in detail.
C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement 1
Managerial Economics
ection ): O34ecti$e Type 561 mar7s8
#his section consists of multi,le choices H Short notes ty,e 0uestions. ?
&nswer all the 0uestions. ?
3art one carries 1 mar$ each H 3art two carries 1 mar$s each. ?
Part one:
Multiple choices:
1. It is a study of economy as a whole.
a. Dacroeconomics
b. Dicroeconomics
c. %ecession
d. Inflation
". & com,rehensive formulation which s,ecifies the factors that influence the demand for the ,roduct.
a. Dar$et demand
b. 5emand schedule
c. 5emand function
d. Income effect
(. It is com,uted when the data is discrete and therefore incremental changes is measurable.
a. Substitution effect
b. &rc elasticity
c. 3oint elasticity
d. 5erived demand
). Joods H services used for final consum,tion is calledI
a. 5emand
b. 9onsumer goods
c. 3roducer goods
d. 3erishable goods
1. #he curve at which satisfaction is e0ual at each ,oint.
a. Darginal utility
b. 9ardinal measure of utility
c. #he Indifference 9urve
d. ?udget line
C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement 2
.. 9osts that are reasonably e4,ected to be incurred in some future ,eriod or ,eriods areI
a. 'uture costs
b. 3ast costs
c. Incremental costs
d. Sun$ costs
7. 9ondition when the firm has no tendency either to increase or to contract its out,utI
a. Dono,oly
b. 3rofit
c. C0uilibrium
d. Dar$et
-. #otal mar$et value of all finished goods H services ,roduced in a year by a country’s residents is
$nown asI
a. /ational income
b. Jross national ,roduct
c. Jross domestic ,roduct
d. %eal J53
8. #he sum of net value of goods H services ,roduced at mar$et ,ricesI
a. Jovernment e4,enditure
b. 3roduct a,,roach
c. Income a,,roach
d. C4,enditure a,,roach
1+. #he mar$et value of all the final goods H services made within the borders of a nation in an year.
a. Jlobali;ation
b. Subsidies
c. J53
d. J/3
Part Two:
1. 5efine ‘&rc Clasticity’.
". C4,lain the law of ‘5iminishing marginal returns’.
(. 2hat is ‘3risoner’s 5ilemma’, of non coo,erative game@
). 2hat is ‘#hird degree 5iscrimination’@
END OF ECT!ON ) C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement $
ection ": Case lets 591 mar7s8
#his section consists of 9ase lets. ?
&nswer all the 0uestions. ?
Cach 9ase let carries "+ mar$s. ?
5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words. ?
Case let 1
#he war on drugs is an e4,ensive battle, as a great deal of resources go into catching those who buy or
sell illegal drugs on the blac$ mar$et, ,rosecuting them in court, and housing them in Eail. #hese costs
seem ,articularly e4orbitant when dealing with the drug mariEuana, as it is widely used, and is li$ely no
more harmful than currently legal drugs such as tobacco and alcohol. #hereUs another cost to the war on
drugs, however, which is the revenue lost by governments who cannot collect ta4es on illegal drugs. In a
recent study for the 'raser Institute, 9anada, Cconomist Ste,hen #. Caston attem,ted to calculate how
much ta4 revenue the government of the country could gain by legali;ing mariEuana. #he study estimates
that the average ,rice of +.1 grams (a unit of mariEuana sold for Q-..+ on the street, while its cost of
,roduction was only Q1.7+. In a free mar$et, a Q..8+ ,rofit for a unit of mariEuana would not last for long.
Cntre,reneurs noticing the great ,rofits to be made in the mariEuana mar$et would start their own grow
o,erations, increasing the su,,ly of mariEuana on the street, which would cause the street ,rice of the
drug to fall to a level much closer to the cost of ,roduction. 6f course, this doesnUt ha,,en because the
,roduct is illegalK the ,ros,ect of Eail time deters many entre,reneurs and the occasional drug bust ensures
that the su,,ly stays relatively low. 2e can consider much of this Q..8+ ,er unit of mariEuana ,rofit a
ris$-,remium for ,artici,ating in the underground economy. Lnfortunately, this ris$ ,remium is ma$ing a
lot of criminals, many of whom have ties to organi;ed crime, very wealthy. Ste,hen #. Caston argues that
if mariEuana was legali;ed, we could transfer these e4cess ,rofits caused by the ris$ ,remium from these
grow o,erations to the governmentI If we substitute a ta4 on mariEuana cigarettes e0ual to the difference
between the local ,roduction cost and the street ,rice ,eo,le currently ,ay N that is, transfer the revenue
from the current ,roducers and mar$eters (many of whom wor$ with organi;ed crime to the government,
leaving all other mar$eting and trans,ortation issues aside we would have revenue of (say Q7 ,er ]unit^.
If you could collect on every cigarette and ignore the trans,ortation, mar$eting, and advertising costs, this
comes to over Q" billion on 9anadian sales and substantially more from an e4,ort ta4, and you forego the
costs of enforcement and de,loy your ,olicing assets elsewhere. 6ne interesting thing to note from such a
scheme is that the street ,rice of mariEuana stays e4actly the same, so the 0uantity demanded should
remain the same as the ,rice is unchanged. >owever, itUs 0uite li$ely that the demand for mariEuana would
change from legali;ation. 2e saw that there was a ris$ in selling mariEuana, but since drug laws often
target both the buyer and the seller, there is also a ris$ (albeit smaller to the consumer interested in
buying mariEuana. :egali;ation would eliminate this ris$, causing the demand to rise. #his is a mi4ed bag
from a ,ublic ,olicy stand,ointI Increased mariEuana use can have ill effects on the health of the
,o,ulation but the increased sales bring in more revenue for the government. >owever, if legali;ed,
governments can control how much mariEuana is consumed by increasing or decreasing the ta4es on the
,roduct. #here is a limit to this, however, as setting ta4es too high will cause mariEuana growers to sell on
the blac$ mar$et to avoid e4cessive ta4ation. 2hen considering legali;ing mariEuana, there are many
economic, health, and social issues we must analy;e. 6ne economic study will not be the basis of
9anadaUs ,ublic ,olicy decisions, but CastonUs research does conclusively show that there are economic
benefits in the legali;ation of mariEuana. 2ith governments scrambling to find new sources of revenue to
,ay for im,ortant social obEectives such as health care and education e4,ect to see the idea raised in
3arliament sooner rather than later. C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement +
Questions:
1. 3lot the demand schedule and draw the demand curve for the data given for DariEuana in the case
above.
". 6n the basis of the analysis of the case above, what is your o,inion about legali;ing mariEuana in
9anada@
Case let 2
9om,anies that attend to ,roductivity and growth simultaneously manage cost reductions very differently
from com,anies that focus on cost cutting alone and they drive growth very differently from com,anies
that are obsessed with growth alone. It is the ability to coo$ sweet and sour that under grids the
remar$able ,erformance of com,anies li$es Intel, JC, &?? and 9anon. In the slow growth electro-
technical business, &?? has doubled its revenues from Q17 billion to Q(1 billion, largely by e4,loiting
new o,,ortunities in emerging mar$ets. 'or e4am,le, it has built u, a ).,+++ em,loyee organi;ation in
the &sia 3acific region, almost from scratch. ?ut it has also reduced em,loyment in /orth &merica and
2estern Curo,e by 1),+++ ,eo,le. It is the hard s0uee;e in the north and the west that generated the
resources to su,,ort &??Us massive investments in the east and the south. Cveryone $nows about the
staggering ambition of the &mbanis, which has fuelled %elianceUs evolution into the largest ,rivate
com,any in India. %eliance has built its s,ectacular rise on a similar ability to coo$ sweet and sour. 2hat
,eo,le may not be e0ually familiar with is the relentless focus on cost reduction and ,roductivity growth
that ,ervades the com,any. %elianceUs em,loyee cost is ) ,er cent of revenues, against 11-"+ ,er cent of
its com,etitors. Its sales and distribution cost, at ( ,er cent of revenues, is about a third of global
standards. It has continuously ,ushed down its cost for energy and utilities to ( ,er cent of revenues,
largely through 1++ ,er cent ca,tive ,ower generation that costs the com,any ).1 cents ,er $ilowatt-hourK
well below Indian utility costs, and about (+ ,er cent lower than the global average. Similarly, its ca,ital
cost is "1-(+ ,er cent lower than its international ,eers due to its legendary s,eed in ,lant commissioning
and its relentless focus on reducing the weighted average cost of ca,ital (2&99 that, at 1( ,er cent, is
the lowest of any maEor Indian firm.
) "ias 'or #rowth
9om,aring maEor Indian com,anies in $ey industries with their global com,etitors shows that Indian
com,anies are running a maEor ris$. #hey suffer from a ,rofound bias for growth. #here is nothing wrong
with this bias, as %eliance has shown. #he ,roblem is most loo$ more li$e Cssar than %eliance. 2hile
they love the sweet of growth, they are unwilling to face the sour of ,roductivity im,rovement.
/owhere is this more am,ly borne out than in the consumer goods industry where the Indian giant
>industan :ever has consolidated to grow at over 1+ ,er cent while its labour ,roductivity declined by
around . ,er cent ,er annum in the same ,eriod. Its strongest com,etitor, /irma, also grew at over "1 ,er
cent ,er annum in revenues but maintained its labour ,roductivity relatively stable. Lnfortunately,
however, its return on ca,ital em,loyed (%69C suffered by over 17 ,er cent. In contrast, 9oca 9ola,
worldwide, grew at around 7 ,er cent, im,roved its labour ,roductivity by "+ ,er cent and its return on
ca,ital em,loyed by ..7 ,er cent. #he story is very similar in the information technology sector where
Infosys, /II# and >9: achieve rates of growth of over 1+ ,er cent which com,ares favorably with the
worldUs best com,anies that grew at around (+ ,er cent between 188)-81. /II#, for e4am,le, strongly
believes that growth is an im,etus in itself. Its focus on growth has hel,ed it double revenues every two
years. Sustaining ,rofitability in the face of such e4,ansion is an e4tremely challenging tas$. 'or now,
this is a challenge Indian Info#ech com,anies seem to be losing. #he %69C for three Indian maEors fell
by 7 ,er cent annually over 188)-8.. &t the same time I?D Dicrosoft and S&3 managed to im,rove this
ratio by 17 ,er cent. #here are some e4ce,tions, however. #he cement industry, which has focused on
,roductivity rather than on growth, has done very well in this dimension when com,ared to their global
C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement -
counter,arts. 2hile De4icoUs 9eme4 has grown about three times fast as IndiaUs &99, Indian cement
com,anies have consistently delivered better results, not only on absolute ,rofitability ratios, but also on
absolute ,rofitability growth. #hey show a growth of ") ,er cent in return on ca,ital em,loyed while
international ,layers show only -.) ,er cent. :abour ,roductivity, which actually fell for most industries
over 188)-8., has im,roved at ".1 ,er cent ,er annum for cement.
#he engineering industry also matches u, to the ,erformance standards of the best in the world.
9om,anies li$e 9ummins India have always ,ushed for growth as is evidenced by its "7 ,er cent rate of
growth, but not at the cost of ,resent and future ,rofitability. #he com,any shows a healthy e4cess of
almost (+ ,er cent over 2&99, dis,laying great future ,romise. ?>C:, the ,ublic sector giant, has seen
similar success and the share ,rice rose by "1 ,er cent des,ite an indecisive sense4. #he only note of
cautionI Indian engineering com,anies have not been able to im,rove labour ,roductivity over time,
while international engineering com,anies li$e &??, Siemens and 9ummins Cngines have achieved
about 1(.1 ,er cent growth in labour ,roductivity, on an average, in the same ,eriod. #he ,harmaceuticals
industry is where the ,roblems seem to be the worst, with growth em,hasi;ed at the cost of all other
,erformance. #hey have been growing at over "" ,er cent, while their %69C fell at 11.8 ,er cent ,er
annum and labour ,roductivity at 7 ,er cent. 9om,are this with some of the best ,harmaceutical
com,anies of the world N Jla4o 2ellcome, Smith=line ?eecham and 3fi;er Nwho have consistently
achieved growth of 11-"+ ,er cent, while im,roving returns on ca,ital em,loyed at about
"1 ,er cent and labour ,roductivity at - ,er cent. %anba4y is not an e4ce,tionK the bias for growth at the
cost of labour and ca,ital ,roductivity is also manifest in the ,erformance of other Indian 3harma
com,anies. 2hat ma$es this even worse is the Indian com,anies barely manage to cover their cost of
ca,ital, while their com,etitors worldwide such as Jla4o and 3fi;er earn an average %69C of .1 ,er
cent. In the Indian te4tile industry, &rvind Dills was once the shining star. :i$e %eliance, it had learnt to
coo$ sweet and sour. ?etween 188) and 188., it grew at an average of (+ ,er cent ,er annum to become
the worldUs largest denim ,roducer. &t the same time, it also o,erated a tight shi,, im,roving labour
,roductivity by "+ ,er cent. 5es,ite the e4cellent ,erformance in the ,ast, there are warning signals for
&rvindUs future. #he e4cess over the 2&99 is only 1.1 ,er cent, im,lying it barely manages to satisfy its
investor’s e4,ectations of return and does not really have a sur,lus to re-invest in the business.
&,,arently, investors also thin$ so, for &rvindUs stoc$ ,rice has been falling since G) 188) des,ite such
e4cellent results and, at the end of the first 0uarter of 188-, is less than %s 7+ com,ared to %s 17+ at the
end of 188). Lnfortunately, &rvindUs deteriorating financial returns over the last few years is also ty,ical
of the Indian te4tile industry. #he to, three Indian com,anies actually showed a decline in their return
ratios in contrast to the international maEors. /i$e, F' 9or, and 9oats Fiyella showed a growth in their
returns on ca,ital em,loyed of .." ,er cent, while the %69C of Jrasim and 9oats Fiyella (India fell by
almost " ,er cent ,er annum. Cven in absolute returns on assets or on ca,ital em,loyed, Indian com,anies
fare a lot worse. 2hile Indian te4tile com,anies Eust about cover their 2&99, their international rivals
earn about - ,er cent in e4cess of their cost of ca,ital.
Questions:
1. Is Indian com,anies running a ris$ by not giving attention to cost cutting@
". 5iscuss whether Indian 9onsumer goods industry is growing at the cost of future ,rofitability.
(. 5iscuss ca,ital and labour ,roductivity in engineering conte4t and ,harmaceutical industries in India.
). Is te4tile industry in India ,erforming better than its global com,etitors@
END OF ECT!ON " C4amination 3a,er of Danagerial Cconomics
II?D Institute of ?usiness Danagement /
ection C: )pplie& Theory 561 mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words. ?
1. 'ree trade ,romotes a mutually ,rofitable regional division of labour, greatly enhances the ,otential
real national ,roduct of all nations and ma$es ,ossible higher standards of living all over the globe.B
9ritically e4,lain and e4amine the statement.
". 2hat role does a decision tree ,lay in business decision-ma$ing@ Illustrate the choice between two
investment ,roEects with the hel, of a decision tree assuming hy,othetical conditions about the states of
nature, ,robability distribution, and corres,onding ,ay-offs.
END OF ECT!ON C
SE2E$<1<12
trategic Management
#his section consists of Dulti,le choice 0uestions H Short notes ty,e 0uestions. ?
&nswer all the 0uestions. ?
3art one 0uestions carry 1 mar$ each H 3art two 0uestions carry 1 mar$s each. ?
Part One:
Multiple choices:
1. & ,lan of action designed to achieve a ,articular goal isI
a. #actic
b. Strategy
c. 'inancial benefits
d. /one of the above
". It is im,ortant to develo, mission statement forI
a. &llocating organi;ational resources
b. 3rovide useful criteria
c. 9om,any creed
d. 9ustomer orientation
(. #he five forces model was develo,ed by I
a. &irbus
b. =arin :arsson
c. Dichael C.3orter
d. ?oeing
). >ow many elements are involve in develo,ing in an organi;ational strategyI
a. Si4
b. #wo
c. 'our
d. /ine
1. #he three im,ortant ste,s in S26# analysis areI
a. Identification, 9onclusion, #ranslation
b. 6,,ortunities, #hreats, Strengths
c. 3eo,le, 9or,orate cultures, :abour
d. 3ower, %ole, #as$
C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement 2
.. JC matri4 consists of how many cells@
a. /ine cells
b. Si4 cells
c. Cight cells
d. #hree cells
7. 2hich of these is the ty,e of JamesI
a. Simultaneous James
b. Se0uential James
c. %e,eated James
d. &ll of the above
-. S?L stands for-
a. Sim,le ?asic Lnit
b. Strategic ?asic Lnit
c. Strategic ?usiness Lnit
d. S,eed ?usiness Lnit
8. #he ?9J matri4 is $nown asI
a. Jrowth share matri4
b. 5irectional ,olicy matri4
c. JC nine-cell matri4
d. S,ace matri4
1+. TTTTTTTTTTTTTT s,ecifies sales revenues and selling distribution and mar$eting costs.
a. 'inancial budget
b. Sales budget
c. 6,erating budget
d. C4,enses budget
Part Two:
G. 1 2hat are the dimensions of Strategic management@
G. " 9ritically analy;e the conce,t of ?9J Datri4.
G. ( 2hat is S26# analysis@
G. ) 2hat are the characteristics of Short-term 6bEectives@
C/5 6' SC9#I6/ & C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement $
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
&nswer all the 0uestions. ?
Cach 9aselet carries "+ mar$s. ?
5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words. ?
Caselet 1
/ational 9om,etitive &dvantage of I=C& Jrou,, a Swedish com,any founded in 18)( with its
head0uarters in 5enmar$, is a multinational o,erator of a chain of stores for home furnishing and
furniture. It is the world’s largest retailer, which s,eciali;es, in stylish but ine4,ensive Scandinavian
designed furniture. &t the end of "++1 the I=C& Jrou, of 9om,anies had a total of 171 stores in (1
countries. In addition there are 18 I=C& stores owned and run by franchisees, outside the I=C& store
around the world.
In Sweden, nature and a home both ,lay a big ,art in ,eo,le’s life. In fact one of the best ways to describe
the Swedish home furnishing style is to describe nature-full of light and fresh air, yet restrained and
un,retentious.
#o match u, the artist 9arl and =arin :arsson combined classical influences with warmer Swedish fol$
styles .#hey created a model of Swedish home furnishing design that today enEoys world-wide renown. In
the 181+s the styles of modernism and functionalism develo,ed at the same time as Sweden established a
society founded on social e0uality .#he I=C& ,roduct range N#he I=C& ,roduct range- modern but not
trendy, functional yet attractive, human-centered and child friendly N carries on these various Swedish
home furnishing traditions.
#he I=C& 9once,t, li$e lots founder, was born in Samaland. #his is a ,art of Southern Sweden where the
soil is thin and ,oor. #he ,eo,le are famous for wor$ing hard, living on small means and using their
heads to ma$e the best ,ossible use of the limited resources they have. #his way of doing things is at the
heart of the I=C& a,,roach to $ee,ing ,rices low.
I=C& was founded when Sweden was fast becoming an e4am,le of the caring society, where rich and
,oor ali$e were well loo$ed after. #his is also a theme that fits well with the I=C& vision. In order to give
the many ,eo,le a better everyday life, I=C& as$s the customer to wor$ as a ,artner. #he ,roduct range is
child-friendly and covers the need of the whole family, young and old. So together we can a better
everyday life for everyone.
In addition to wor$ing about around 1,-++ different su,,liers across the world, I=C& ,roduces many of
its own ,roducts through sawmills and factories in the I=C& industrial grou,, Swedwood.
Swedwood also has a duty to transfer $nowledge to other su,,liers, for e4am,le by educating them in
issues such as efficiency, 0uality and environmental wor$.
Swedwood has (1 industrial units in 11 countries. C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement +
3urchasingI I=C& has )" #rading Service 6ffices (#S6’s in (( countries. 3ro4imity to their su,,liers is
the $ey to rational, long term coo,eration. #hat’s why #S6 co-wor$ers visit su,,liers regularly to
monitor ,roduction, test new ideas, negotiate ,rices and carry out 0uality audits and ins,ection.
5istributionI #he route from su,,lier to customer must be as direct, cost- effective and environmentally
friendly as ,ossible. 'lat ,ac$s are im,ortant as,ects of this wor$I eliminating wasted s,ace means we
can trans,ort and store goods more efficiently. Since efficient distribution ,lays a $ey role in the wor$ of
creating the low ,rice, goods routing and logistics are a focus for constant develo,ment.
#he business IdeaI #he I=C& business idea is to offer a wide range of home furnishings with good design
and function at ,rices so low that as many ,eo,le as ,ossible will be able to afford them. &nd still have
many leftZ #he com,any targets the customer who is loo$ing for value and is willing to do a little bit of
wor$ serving themselves, trans,orting the items home and assembling the furniture for a better ,rice. #he
ty,ical I=C& customer is young low to middle income family.
#he 9om,etition &dvantageI #he com,etition advantage strategy of I=C&’s ,roduct is reflected through
I=C&’s success in the real industry. It can be attributed to its vast e4,erience in the retail mar$et, ,roduct
differentiation, and cost leadershi,.
I=C& 3roduct 5ifferentiationI & wide ,roduct range #he I=C& ,roduct range is wide and versatile in
several ways. 'irst, it’s versatile in function. ?ecause I=C& thin$ customer, shouldn’t have to run from
one small s,ecialty sho, to another to furnish their home, I=C& gather ,lants, living room furnishings,
toys , frying ,ans, whole $itchens i.e.K everything which in a functional way hel,s to build a home N in
one ,lace , at I=C& stores.
Second, it’s wide in style. #he romantic at heart will find choices Eust as many as the minimalist at I=C&.
?ut #here is only one thing I=C& don’t have, and that is, the far- out or the over-decorated. #hey only
have what hel,s build a home that has room for good living.
#hird, by being coordinated, the range is wide in function and style at the same time. /o matter which
style you ,refer, there’s an armchair that goes with the boo$case that goes with the new e4tending table
that goes with the armchair. So their range is wide in a variety of ways.
9ost :eadershi,I & wide range with good form and function is only half the story. &ffordability has a ,art
to ,lay N the largest ,art. & wide range with good form and function is only half the story. &ffordability
has a ,art to ,lay- the largest ,art. &nd the Eoy of being able to own it without having to forsa$e
everything else. &nd the customers hel,, too, by choosing the furniture, getting it at the warehouse,
trans,orting it home and assembling it themselves , to $ee, the ,rice low.
Questions
1. 5o you thin$ that I=C& has been successful to utili;e 3orter’s 'ive force analysis@ Jive reasons.
". 2here do you thin$ can I=C& im,rove@
C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement -
Caselet 2
'or I#9 :td., "++7-"++- continued to be year of 0uiet growth. <ust more launches in its relatively new
segment of non-cigarettes fast moving consumer goods, and solid growth. &s in the ,ast few years, I#9’s
non-cigarettes businesses continued to grow at a scorching ,ace, accounting for a bigger share of overall
revenues. A#he non-cigarette ,ortfolio grew by (7..P during "++.-"++7 and accounted during that year
for 1".(P of the com,any’s net turnover.B &n I#9 s,o$esman said. In fact, over the first three 0uarters of
"++7-+-, I#9’s non-cigarette 'D9J businesses have grown by )-P on the same ,eriod last year,
AIndicating that its ,lans for increasing mar$et share and standing are succeeding.B
#he branded ,ac$aged foods business continued to e4,and ra,idly, with the focus on snac$s range ?ingo.
#he biscuit category continued its growth momentum with the ‘Sun feast’ range of biscuits launching
‘9oconut’ and ‘/ice’ variants and the addition of ‘ Sunfeast ?enneFita 'la4seed’ biscuits. &ashirwad atta
and $itchen ingredients retained their to, slots at the national level, with the s,ices category adding an
organic range. In the confectionery category which grew by (-P in the third 0uarter, I#9 cited &9
/ielsen data it claims mar$et leader status in throat lo;enges. Instant mi4es and ,asta ,owdered the sales
of its ready to eat foods under the $itchens of India and &ashirwad brands.
In :ifestyle a,,arel, I#9 launched Diss 3layers fashion wear for young women to com,liment its range
for men.
6verall, the biscuit category grew by 1-P during the last 0uarter, ready to eat foods under the $itchens of
India and &ashirwad brands by .(P and the lifestyle business by ".P.
'or the Industry, the most significant initiative to watch the I#9 foray into ,remium ,ersonal care
,roducts with its 'iama 5i 2ills range of sham,oos , conditioners, shower gels, and soa,s. In the ,o,ular
segment, I#9 has launched a range of soa,s and sham,oos under the brand name Su,eria.
%avi /aware, 9hief e4ecutive of I#9’s food business was 0uoted recently as saying that the business will
ma$e a ,ositive contribution to I#9’s bottom line in the ne4t two to three years.
In hotels, I#9’s 'ortune 3ar$ brand was ma$ing the news during the year, with a ra,id rollout of first
class business hotels.
In the agri-business segment, the e-chou,al networ$ is trying out a ,ilot in retailing fresh fruits and
vegetables. #he e-chou,als have already s,eciali;ed in feeding I#9 high 0uality wheat and ,otato, among
other commodities grown by farmers with hel, from e-chou,al.
Questions:
G1. 5o you thin$ the ,rogress of I#9 :td. is realistic@
G". &fter analy;ing the above case, do you thin$ every com,any should aim at cost leadershi, with high
0uality ,roduct@
C/5 6' SC9#I6/ ? C4amination 3a,er of Strategic Danagement
II?D Institute of ?usiness Danagement /
ection C: )pplie& Theory 561 mar7s8
#his section consists of &,,lied #heory Guestions. ?
&nswer all the 0uestions. ?
Cach 0uestion carries 11 mar$s. ?
5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words. ?
G.1. 2hat are the basic ,rinci,les of 6rgani;ational structure@ 2hat are the ty,es of
6rgani;ational structures@
G.". #hough ?9J matri4 can be very hel,ful in forcing decisions in managing a
,ortfolio of ,roducts, it can be em,loyed as a solemen of determining strategies
for a ,ortfolio of the ,roduct. 5o you agree with this statement or not@ 2hy or
why not@
C/5 6' SC9#I6/ 9
SE2E$<1<12
>(amination %aper of Supply Chain .ana!ement
1 44#. 4nstitute of #usiness .ana!ement
upply Chain Management
ection ): O34ecti$e Type 561 mar7s8
#his section consists of Dulti,le 9hoice 0uestionsH Short &nswer ty,e 0uestions. ?
? &nswer all the 0uestions.
? 3art 6ne 0uestions carry 1 mar$ each H 3art #wo 0uestions carry " mar$s each.
Part One:
Multiple Choices:
1. 2hen demand is steady, the cycle inventory for a given lot si;e (G is given by
a. G/)
b. G/-
c. G/.
d. G/"
". #here are two firms ‘4’ and ‘y’ located on a line of distance demand(+-1 at ‘a’ and ‘b’ res,ectively, the
customers are uniformly located on the line, on $ee,ing the fact of s,litting of mar$et, the demand of firm
‘4’ will be given by,
a. (a!b/"
b. a!(1-b-a/"
c. (1!b-a/"
d. a!(a-b/"
(. 3ush ,rocess in su,,ly chain analysis is also called
a. S,eculative ,rocess
b. Danufacturing ,rocess
c. Su,,lying ,rocess
d. 5emand ,rocess
). If the #hrough,ut be ‘d’ and the flow time be ‘t’ then the Inventory ‘I’ is given by
a. I \dWt
b. IWt!d
c. dWI\t
d. I Wd\t
1. 'orecasting method is
a. #ime series
b. causal
c. Gualitative
d. &ll the above
.. 9om,onent of order cost include
C4amination 3a,er of Su,,ly 9hain Danagement
2 44#. 4nstitute of #usiness .ana!ement
a. >andling cost
b. 6ccu,ancy cost
c. %eceiving costs
d. Discellaneous costs
7. >ow many distinct ty,es of D%6 inventory are there
a. 6ne
b. 'our
c. #hree
d. #wo
-. Su,,ly chain driver is
a. Inventory
b. %eturn ability
c. 'ulfillment
d. &ll of above
8. S%D stands for
a. Strategic %elationshi, Danagement
b. Su,,ly %eturn ability Danagement
c. Su,,lier %elationshi, Danagement
d. /one of the above
1+. 5iscount factor e0uals to, where $ is the rate of return.
a. 1/1!$
b. "/1!$
c. 1/1-$
d. 1/"!$
Part Two:
1. C4,lain A;one of strategic fitB.
". C4,lain Asco,e of strategic fitB.
(. 2hat do you understand by Astimulation forecasting methodB@
). 2rite a note on Aobsolescence (or s,oilage costB.
1. 5efine As0uare lawB in safety inventory of su,,ly chain management.
.. 2hat does the word A,ost,onementB signifies in su,,ly chain@
7. 2hat do you understand by the term Atailored sourcingB@
-. C4,lain the term AoutsourcingB.
8. 2rite a note on Athreshold contractsB for increasing agent efforts.
1+. 2hat is Adynamic ,ricingB@
C4amination 3a,er of Su,,ly 9hain Danagement
$ 44#. 4nstitute of #usiness .ana!ement
END OF ECT!ON )
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
? &nswer all the 0uestions.
? Cach caselet carries "+ mar$s.
? 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
Caselet 1
6rion is a global co. #hat sells co,iers. 6rion currently sells 1+ variants of a co,ier, with all inventory
$e,t in finished-goods form. #he ,rimary com,onent that differentiates the co,iers is the ,rinting
subassembly. &n idea being discussed is to introduce commonality in the ,rinting subassembly so that
final assembly can be ,ost,oned and inventories $e,t in com,onent form. 9urrently, each co,ier costs
Q1,+++ in terms of com,onents. Introducing commonality in the ,rint subassembly will increase
com,onent cost toQ1.+"1.6ne of the 1+ variants re,resents -+ ,ercent of the total demand. 2ee$ly
demand for this variant is normally distributed ,with a mean of 1,+++ and a standard deviation of
"++.Cach of the remaining nine variants has a wee$ly demand of "- with a standard deviation of "+.6rion
aims to ,rovide a 81,er level of services .%e,lacement lead time for com,onents is four wee$s. 9o,ier
assembly can be im,lemented in a matter of hours. 6rion manages all inventories using a continuous
review ,olicy and uses a holding cost of "+ ,ercent.
1. >ow much safety inventory of each variant must 6rion $ee, without com,onent commonality@ 2hat
are the annual holding costs@
". >ow much safety inventory must be $e,t in com,onent form if 6rion uses common com,onents for all
variants@ 2hat is the annual holding cost@ 2hat is the increase in com,onent cost using commonality@ Is
commonality Eustified across all variants@
(. &t what cost of commonality will com,lete commonality be Eustified@
). &t what cost of commonality will commonality across the low-volume variants be Eustified@
Caselet 2
&n electronic manufacturer has outsourced ,roduction of its latest D3( ,layer to a contract manufacturer
in &sia. 5emand for the ,layers has e4ceeded all e4,ectations whereas the contract manufacturers sell
three ty,es of ,layers- a )+-J? ,layer, a "+-J? ,layer, .-J? ,layer. 'or the u,coming holiday season,
the demand forecast for the )+-J? ,layer is normally distributed, with a mean of "+,+++and a standard
deviation 5ard deviation of 11,+++, and the demand forecast for the .-J? ,layer has a mean of -+,+++
and a standard deviation of 1.,+++. #he )+-J? ,layer has a sale ,rice of Q"++, a ,roduction cost of Q1++,
and a salvage value of Q-+ .#he "+-J? ,layer has a ,rice of Q11+, a ,roduction cost of Q7+, and a salvage
value of Q1+. C4amination 3a,er of Su,,ly 9hain Danagement
+ 44#. 4nstitute of #usiness .ana!ement
1. >ow many units of each ty,e of ,layer should the electronics manufacturer order if there are no
ca,acity constraints@
". >ow many times of each ty,e of ,layer should the electronics manufacturer order if the available is
1)+,+++@ 2hat is the e4,ected ,rofit@
END OF ECT!ON "
ection C: )pplie& Theory 561 mar7s8
#his section consists of
ng Guestions. ?? &nswer all the 0uestions.
? Cach 0uestion carries 11 mar$s.
? 5etailed information should form the ,art of your answer (2ord limit 11+ to "++ words.
1. 9onsider two ,roducts with the same margin carried by a retail store. &ny leftover units of one ,roduct
are worthless. :eftover units of the other ,roduct can be sold to outlet stores. 2hich ,roduct should have
a higher level of availability@ 2hy@
". DcDaster-9arr sells maintenance, re,air, and o,erations e0ui,ment from five warehouses in the
Lnited States. 2.2. Jrainger sells ,roducts from more than (1+ retail locations, su,,orted by several
warehouses. In both cases, customers ,lace orders using the 2eb or on the ,hone. 5iscuss the ,ros and
cons of the two strategies.
END OF ECT!ON C >(amination %aper of Supply Chain .ana!ement
- 44#. 4nstitute of #usiness .ana!ement
tatistical Quality Control
#his section consists of Dulti,le choice 0uestions H Short &nswer ty,e 0uestions. ?
? &nswer all the 0uestions.
? 3art 6ne 0uestions carry 1 mar$ each H 3art #wo 0uestions carry ) mar$s each.
Part One:
Multiple choices:
1. If in a hall there are 1- ,ersons then how many handsha$es are ,ossible
a. 1-\1-
b. 1-\17/"
c. 1-\17
d. /one
". If the number of trials be ‘n’ and the ,robability of occurrence be ‘,’ then the standard deviation with
res,ect to n,, is given by
a. (n,1/"
b. (n,(1-,1/"
c. (n,1/)
d. (n,(1-,1/)
(. 'or a biased coin the ,robability of occurrence of head is +.) ,if the coin is tossed twice then the
,robability of occurrence of at least one head will be
a. +.7.
b. +.)-
c. +..)
d. +.1.
). 'actorial of 1 e0uals
a. .+
b. 1"+
c. ")
d. 1
1. 9ombinatory of ()," e0uals
a. 1"
b. -
c. .
d. /one
.. ‘Cconomic 9ontrol of Guality of Danufactured 3roduct’, a boo$ by 2alter & Shewhart in
C4amination 3a,er of Su,,ly 9hain Danagement
/ 44#. 4nstitute of #usiness .ana!ement
a. 18(1
b. 18)1
c. 18(+
d. 181.
7. Guality is Eudged byMMMM
a. %etailer
b. Jovernment
c. 9ustomer
d. >ole seller
-. & run chart is a s,ecial chart ofMMMM
a. 3ie chart
b. :ine chart
c. % chart
d. 9 chart
8. Lniverses may differ
a. In average
b. In above average
c. &t higher level
d. &ll of the above
1+. &SG9 and &/SI began in
a. 181.
b. 187.
c. 187-
d. 18.+
Part Two:
1. 5ifferentiate between ‘defect’ and ‘defective’.
". C4,lain the need of ‘short method’.
(. 2hat does ‘#chebycheff’s ine0uality theorem’ say@
). C4,lain the usability of ‘stochastic limit’.
1. 2rite a note on ‘9ause and Cffect’ diagram.
END OF ECT!ON ) >(amination %aper of Supply Chain .ana!ement
2 44#. 4nstitute of #usiness .ana!ement
ection ": Caselets 591 mar7s8
#his section consists of 9aselets. ?
? &nswer all the 0uestions.
? Cach caselet carries "+ mar$s.
? 5etailed information should form the ,art of your answer (2ord limit "++ to "1+ words.
Caselet 1
)D)PT)"!.!T* !N )CT!ON: ) C)E OF ,.
%aEasthan Synthetics :td. (%S: was established in the year 188) at ?hilwara, %aEasthan to manufacture
synthetic yarn with a licensed ca,acity of "8,+++ s,indles. Danish =umar, a >arvard ?usiness School
graduate, established %S: with -P e0uity ,artici,ation from Itochu 9or,oration <a,an to manufacture
synthetic yarn for shirting, a ,romising business at that time. #he demise of the /#9 te4tile mills was
fresh in the minds of the ,romoters and therefore, state of the art technology im,orted from L.=.,
Jermany, <a,an and 'rance was used in the manufacturing facility. ?y the time the com,any started
manufacturing yarn the com,etition in shirting yarn had become fierce and the returns had diminished.
#he com,any incurred losses in the first four years of its o,erations and the management was loo$ing for
o,,ortunities to turn things around. #he manufacturing ,lant started functioning with an installed ca,acity
of ".,+++ s,indles, a small unit considering yarn-manufacturing industry, in the year 188. to manufacture
synthetic yarn for shirting only. Initially, the maEor fabric manufactures of India such as %aymonds,
5onear, Jrasim, &marte4, Siyaram, 3antaloon and &rviva were the main customers of the com,any and
the total ,roduce of the com,any was sold within the domestic mar$et. #hese fabric manufactures used to
im,ort the ,remium 0uality yarn before %S: started su,,lying the yarn to them. #he com,any in the first
year of its o,erations reali;ed that shirting yarn was one of the fiercely com,etitive ,roducts and the
com,any with its high interest liability was unli$ely to earn the desired ,rofits. &lso, the com,any had a
narrow ,roduct mi4 limited to only two more blow room lines were installed in the first 0uarter of 1887.
#he addition of two blow room lines hel,ed %S: to manufacture four different ty,es of yarns at the same
time. Ltili;ing this added fle4ibility, %S: began manufacturing yarn for suitings.Since the suiting yarn
was ,roviding better returns, the com,any was $een to increase manufacturing of suiting yarn but was
ham,ered by the two for one doubling (#'6 facility, which was limited to only )+P of the total ,roduce.
#o remove this bottlenec$, 1" more #'6 machines were added to the e4isting - #'6 machines. #he
addition of these machines increased the doubling ca,acity to 7+P of the ,roduction ,roviding additional
,roduct mi4 fle4ibility to the com,any. #his enabled the com,any to manufacture yarn to cater to the
re0uirements of suiting, industrial fabric and car,et manufacturers. In the initial years of its o,erations,
%S: reali;ed that the ,romises made by the Jovernment of %aEasthan to ,rovide uninterru,ted ,ower
su,,ly of the re0uired 0uality (stable voltage and fre0uency and am,le 0uantity of water were unli$ely to
be met through the ,ublic distribution system. #he voltage and fre0uency of electric ,ower ,rovided
through the ,ublic distribution system were erratic and fre0uent announced and unannounced ,ower cuts
sto,,ed ,roduction on a regular basis. In these circumstances, meeting 0uality re0uirements of the
customers and adhering to delivery schedules was a herculean tas$. #o ensure smooth and uninterru,ted
o,erations %S: installed in-house ,ower generation facility of ) megawatts ca,acity and dug 1+ tube-
wells.%S: faced stiff com,etition in the domestic mar$et from JuEarat S,inning and 2eaving Dills,
Surat, %aEasthan #e4tile Dills, ?hawani Dandi, 9haran S,inning Dills, Salem and Indorama Synthetics
:td., 3itham,ur in all their ,roduct categories and the returns were low. In order to combat stiff
C4amination 3a,er of Su,,ly 9hain Danagement
6 44#. 4nstitute of #usiness .ana!ement
com,etition in the domestic mar$et and im,rove returns the com,any started develo,ing e4,ort mar$ets
for their ,roducts in the year 188-. Initially, %S: started e4,orting car,et yarn to ?elgium and till "++1K
car,et yarn formed the maEor com,onent of their e4,orts. & trade agreement was signed with 'ibrate4
9or,oration, Swit;erland to share ,rofits e0ually for e4,anding their overseas o,erations. 5uring the
same ,eriod, %S: continued to scout for new e4,ort mar$ets and was successful in entering to,-of-the-
line fancy for ,remium fashion fabric manufactures of international re,ute li$e Dango and Yara.
%aEasthan Synthetics :td. also e4,orted fancy yarn to a number of fabric manufacturers located in Italy,
'rance, Cngland, S,ain and 3ortugal. Oarn manufacturers from Indonesia, =orea and #aiwan gave stiff
com,etition to %S: when it entered the international mar$et. #he com,anies from South &sian countries
had a maEor cost advantage over %S: because of chea,, uninterru,ted availability of ,ower and high
labour ,roductivity. 9urrencies had been shar,ly devalued during the South &sian financial crisis, which
rendered the ,roducts manufactured by these com,anies still chea,er in international mar$ets. 5es,ite all
these disadvantages, %S: was able to gain a foothold through constant ada,tion of their ,roducts
according to the customer re0uirements in the highly 0uality conscious international yarn mar$et and was
e4,orting 81P of its total ,roduce by the beginning of the year "++".
%aEasthan Synthetics :td. had fine-tuned its distribution channels according to the ty,e of mar$ets and
si;e of orders from the customers. In line with this ,olicy the e4,ort to Diddle Cast, 'ar Cast and #ur$ey
was carried out through agents. Similarly, low volume e4,ort of fancy yarn re0uirements was also catered
through agents. 2hile dealing with im,orters directly, %S: strictly followed the ,olicy of e4,orts against
confirmed :etter of 9redits only. #he com,any directly e4,orted to im,ortant clients in ?elgium, Cngland
and 'rance. #he domestic mar$et was also served through an agency system. %aEasthan Synthetics :td.
considered inventories as an unnecessary waste and $e,t minimum ,ossible inventories while ensuring
re0uired level of service. #o ensure that the inventories were held to a minimum, the manufacturing ,lan
consisted of .+ to 7+P against customer orders, (+ to )+P against antici,ated sales and "P ca,acity was
reserved for new ,roduct develo,ment. & Strategic Danagement 9ommittee (SD9 consisting of D5,
9C6, JD (mar$eting and JD (technical reviewed the ,roduction ,lan of the manufacturing ,lant on
0uarterly basis. #he SD9 also develo,ed the ,lans for ,rofitability, ,roduct mi4 and cost minimi;ation.
5elivering high-0uality ,roducts and meeting delivery commitments for every shi,ment were essential
,re-re0uisites to be successful in the global mar$et ,lace. #he com,any had understood this very early
and to ensure that the ,roducts manufactured by %S: met the stringent 0uality re0uirements of its
international customers, the com,any had develo,ed a full-fledged testing laboratory e0ui,,ed with ultra
modern testing machines li$e Lser #ester-( and 9lassifault. #he com,any had stringent 0uality testing
chec$s at every stage of tarn ,roduction right from mi4ing of fiber to ,ac$ing of finished cones. Its in-
house %esearch and 5evelo,ment and Statistical Guality 9ontrol (SG9 divisions ensured consistent
technical s,ecifications with the hel, of so,histicated state-of-the-art machines. & team of ,rofessionally
0ualified and e4,erienced ,ersonnel to ensure that the yarn manufactured by the com,any was in line
with international standards bac$ed the com,any. #he com,any continuously u,graded its ,roduct mi4
and at the same time, new ,roducts develo,ed by in-house research and develo,ment de,artment were
added to the ,roduct mi4 form time to time. %S:’s management was 0uic$ to analy;e the ,otential of
these in-house develo,ments and followed a fle4ible a,,roach in determining the level of value addition.
#he com,any had develo,ed a new yarn recently and was selling it under the %aEtang brand name. #his
new yarn was stretchable in three dimensions, absorbed moisture 0uic$ly, was soft and sil$y and fitted the
body. #his yarn was e4tracted from natural ,roducts and being body-friendly, was in great demand in
international mar$ets.
o$ing at the higher value addition ,ossibilities %S: decided to forward integrate and started manufacturing fabric, using %aEtang and ,rovided ready-made garments li$e swimming suit,
trac$suit, undergarments, to,s, slac$s and $ids dresses. #he ready-made dresses from the fabric were
being manufactured on the s,ecifications and designs of %S:. #he management decided to mar$et these
,roducts under the brand name A2ear-itB through 2earwell Jarments 3vt. :td., an associate com,any of
%S:, to ensure C4amination 3a,er of Su,,ly 9hain Danagement
9 44#. 4nstitute of #usiness .ana!ement
that %S: did not lose its focus. #he Danaging 5irector of %S: felt that continuous ada,tability to mar$et
re0uirements through a fle4ible a,,roach, cost cutting in every s,here of o,erations and team a,,roach to
management had ta$en them ahead. >owever, %S: had become highly de,endent on the volatile e4,ort
mar$et and if it was not able to retain the international mar$et it would have to re-establish itself in the
domestic mar$et, which was not an easy tas$.
1. 2hat mar$eting strategy should %S: ado,t to remain com,etitive in the international mar$et@
". >as the com,any ta$en the right decision to forward integrate and enter into the highly volatile
garment mar$et@
Caselet 2
3o,ular mythology in the Lnited States li$es to refer to ,re-2orld 2ar II <a,an as a somewhat bac$ward
industrial ,ower that ,roduced and e4,orted mostly trin$ets and small items of dubious 0uality bought by
&mericans im,overished by the Jreat 5e,ression. 'ew bring u, the fact that, ,rior to the 3earl >arbor
attac$, <a,an had con0uered what are now =orea, Danchuria, #aiwan, and a large ,ortion of 9hina,
Fietnam, and #hailandK and by the end of 18)" <a,an had e4tended its em,ire to include ?urma, the
3hili,,ines, Indonesia, Dalaysia, #hailand, 9ambodia, /ew Juinea, ,lus many strings of islands in the
eastern 3acific 6cean. Its navy had moved a large armada of worshi,s ),+++ miles across the 3acific
6cean, in secret and in silence, to attac$ 3earl >arbor and then returned safely home. Danufacturers
ca,able of ,roducing only low-grade goods don’t accom,lish such feats. >igh-0uality standards for
military hardware, however, did not e4tend to civilian and e4,ort goods, which received very low ,riority
during the war years. #hus the ,erce,tion in the Lnited States for a long time before and then
immediately after the war had nothing to do with some inherent character flaw in <a,anese culture or
industrial ca,ability. It had everything to do with <a,an’s national ,riorities and the availability of funds
and material. 'ollowing <a,an’s surrender in 18)1, Jeneral Dac&rthur was given the tas$ of rebuilding
the <a,anese economy on a ,eaceful footing. &s ,art of that effort an assessment of damage was to be
conducted and a national census was ,lanned for 181+. 5eming was as$ed in 18)7 to go to <a,an and
assist in that effort. &s a result of his association with Shewhart and 0uality training, he was contacted by
re,resentatives from the Lnion of <a,anese Scientists and Cngineers (<LSC, and in 181+, 5eming
delivered his now famous series of lectures on 0uality control. >is message to to, industry leaders, whom
he demanded to attend, and to <LSC was that <a,an had to change its image in the Lnited States and
throughout the world. >e declared that it could not succeed as an e4,orter of ,oor 0uality and argued that
the tools of statistical 0uality control could hel, solve many 0uality ,roblems. >aving seen their country
devastated by the war, industry and government leaders were eager to learn the new methods and to s,eed
economic recovery. C4,erience was to ,rove to 5eming and others that, without the understanding,
res,ect, and su,,ort of management, no grou, of tools alone could sustain a long-term 0uality
im,rovement effort.
1. >ow could have the SG9 a,,roach, been useful in solving the immediate ,roblems of <a,an@
". If you were among one of the management members, what would have been your first insight@
END OF ECT!ON " >(amination %aper of Supply Chain .ana!ement
1< 44#. 4nstitute of #usiness .ana!ement
ection C: Practical Pro3lems 561 mar7s8
#his section consists of
ng Guestions. ?? &nswer all the 0uestions.
? Cach 0uestion carries 11 mar$s.
1. & sam,le of (+ is to be selected from a lot of "++ articles. >ow many different sam,les are ,ossible@
". In 5odge’s 9S3-1, it is desired to a,,ly sam,ling ins,ection to 1 ,iece out of every 11 and to maintain
an &6G: of "P. 2hat should be the value of i@
Customer ,elationship Management
3art 6neI
Dulti,le 9hoicesI
1. #he e4tent to which customers recogni;e and willing to acce,t this variation is calledI
a. Yone of tolerance
b. Yone of fitness
c. Yone of acce,tance
d. /one of the above
". SC%FGL&: is used to measure service 0uality. (#/'
(. S2I9S stands forMMMMMMMMMMMMMMMMMMMMMMMMMMMMMM
). %eal /,erceived and monetary/non monetary costs are termed as switching costs.(#/'
1. #&%3 stands for MMMMMMMMMMMMMMMMMMMMMMMMMMMMMM.
.. If the direct cost be ‘a’, overhead cost be ‘b’ and ,rofit margin be ‘c’ then the cost based
,ricing
can be calculated byI
a. a!b!c
b. a-b!c
c. a/b\c
d. /one of the above
7. If the ,ercentage change in 0uality ,urchased be ‘a’ and the ,ercentage change in ,rice be ’b’
then elasticity is given byI
a. a\b
b. a/b
c. a!b
d. a-b
-. If the actual revenue be ‘a’ and the ,otential revenue be ‘b’ then the yield can be given byI
a. a-b
b. a!b
c. a/b
C4amination 3a,erI 9ustomer %elationshi, Danagement
-
II?D Institute of ?usiness Danagement
d. b/a
8. %eactors ma$e adEustments unless forced to do so by environmental ,ressures.(#/'
1+. :east ,rofitable customers are categori;ed inI
a. 3latinum
b. Jold
c. Iron
d. :ead
3art #woI
1. 2hat do you understand by A9ustomer Ja,B@
". 2rite the difference between ,erce,tions of service 0uality and customer satisfaction.
(. 2rite short ASC%FGL&:B survey.
). 2hat are different ty,es of A9om,lainerB@
GuestionsI
1. >ow do you thin$ Jiordano had/would have to ada,t its mar$eting and o,erations strategies
and
tactics when entering and ,enetrating your country@
". 2hat general lessons can be learned from Jiordano for other maEor clothing retailers in your
country
1. 2hat did <ys$e ?an$ change to enable it to deliver its new com,etitive ,ositioning@
". >ow did <ys$e ?an$ im,lement those changes@
1. 9hoose a firm you are familiar with. 5escribe how you would design an ideal service recovery
strategy for that organi;ation.
". 5iscuss the customer’s role as a ,roductive resource for the firm. 5escribe a time when you
,layed this role. 2hat did you do and how feel@ 5id the firm hel, you ,erform your role
effectively@ >ow@
Enterprise ,esource Planning Pro'essional
1. Cnter,rise resource ,lanning is-
a 9om,uter System
b Danufacturing 6rgani;ation
c Dethod of effective ,lanning of all the resources in an organi;ation
d /one of the above
". Cnter,rise resource ,lanning vendors are those ,eo,le-
a 2ho are e4,erts in administration and management of ,roEect
b 2ho have develo,ed the C%3 ,ac$age
c 2ho uses the C%3 system
d /one of the above
(. #he obEectives of C%3 -
a 3rovide su,,ort for all variations best business ,ractices
b Cnable im,lementation of these ,ractices
c Cm,ower the customer to modify the im,lemented business ,rocess
d &ll of the above
). 2hich of the followings not the advantages of C%3-
a C%3 eliminates du,lication of wor$
b %educe overheads, lead ty,e, cycle time and wor$ in ,rogress
c 9ustomi;ation of the C%3 software is limited
d >el, to achieve com,etitive advantage
1. C5I stands forTTTTTTTTTTTTTTTTTT
a Clectronic digital interface
b Clectronic data interchange
c Cnter,rise data interface
d /one of these
1
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
.. &TTTTTTTTTTTTTTTTTTTT tool use to 0uic$ly develo, 0uality database design by reusing
commonly available data models which are a,,licable to the enter,rises re0uirements and
customi;ing the details for the a,,lication at hand
a Integrated data model
b Integrated management information system
c ?usiness ,rocess re-engineering
d Su,,ly chain management
7. JLI stands for TTTTTTTTTTTTTTTTTTTT
-. Su,,ort re-engineering ,rocesses to fit the software systems best ,ractice is a,,roach of
a %e-engineering a,,roach
b 9ustomi;ing a,,roach
c %ational a,,roach
d /one of the above
8. #he full set of ca,abilities needed to manage, schedule, ,ay and hire ,eo,le who ma$e the
com,any run includes ,ayroll, benefits administration, a,,licant data administration
called-
a 'inance accounting
b >uman resources
c Sales and distribution
d Danufacturing and logistics
1+. 36S stands forTTTTTTTTTTTTTTTTT
11. #he interface which interacts which interacts with human beings, other systems, and the
internet ha,,ens in this layer
a 3resentation interface
b 5atabase interface
c 9lient interface
d Service oriented architecture
1". #his layer is where you will write some generic methods to interface with your data.
a 5ata tier
b ?usiness tier
c 5ata access tier
d 3resentation logic tier
1(. TTTTTTTTTTTTTTTTTdescribes commerce transaction between businesses, such as
between a manufacturer and a wholesaler, or between a wholesaler and a retailer.
a ?"?
b ?"9
c C-commerce
d /one of these
2
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
1). & conce,tual tool that contains a set of elements and their relationshi,s and allows
e4,ressing the business logic of a s,ecific firm.
a ?usiness ,rocess
b ?usiness engineering
c ?usiness model
d &ll of these
11. 2hich one of the following is not come under the ( forces of C%3@
a 9ustomer
b 9ost
c 9om,etition
d 9hange
1.. S5:9 stands forTTTTTTTTTTTTTTTTTTTTT
17. #he a,,roaches, where all modules of C%3 ,ac$age are im,lemented at one go across all
business units of the organi;ation.
a ?ig bang a,,roach
b 3ilot a,,roach
c 3hased a,,roach
d /one of these
1-. C%3 lifecycle starts from-
a 3roEect ,lanning
b 3roEect e4ecution
c 3roEect initiation
d 3roEect closure
18. 2hich of the following is a ,hase of C%3 im,lementation life cycle in which
custom code 9onstruction and unit testing by the ,rogramming team is ,rimarily
involved@
a &nalysis ,hase
b 5esign ,hase
c Im,lementation ,hase
d 9onstruction ,hase
"+. In the term su,,ly chain management what is the meaning of A9hainB.
a 3roviding goods, services and $nowledge
b Infers ,ro-activity
c &cross several entities that are lin$ed
d ?oth aHb
"1. D%3 in Cnter,rise resource ,lanning stands for-
a Da4imum retail ,rice
b Daterial re0uirement ,lanning
c Danagement re0uirement ,lanning
$
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
d /one of the above
"". TTTTTTTTTTTTTTTT focuses on the ,hysical movement and storage of goods and material.
a Su,,ly chain management
b Daterial re0uirement ,lanning
c
gistics d 5istribution system
"(. #he decision, to ,urchase a ,roduct or service from e4ternal su,,liers, are the basis for the
e4ternal su,,ly chain is-
a Internal su,,ly chains
b C4ternal su,,ly chains
c ?oth aHb
d /one of these
"). & ,rocesses are initiated and ,erformed in antici,ation of customer order is $nown as-
a 3ull ,rocess
b 3ush ,rocess
c 3ull/,ush ,rocess
d &ll of these
"1. Cnter,rise %esource 3lanning (C%3 has originated from-
a Daterial %e0uirement ,lanning
b Su,,ly 9hain Danagement
c
gistics d ?usiness 3rocess %e-engineering
".. 5SS stands forTTTTTTTTTTTTTTT
"7. 9%D Stands forTTTTTTTTTTTTTT
"-. 2hich of the following is not the leading C%3 giant@
a Dicrosoft
b L3S C%3
c S&3 C%3
d C-commerce
"8. 2hich of the following is the mar$et that inde,endently owned mar$et ,lace that brings
thousands of su,,liers and buyers to cyber s,ace in a dynamic real time environment@
a 3rivate Dar$et 3lace
b /et Dar$et
c ?oth aHb
d /one of the above
(+. #he Sub-module of C%3 system which is ca,able of ,lanning and im,lementing
,rocedure for ins,ection and 0uality assurance.
+
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a Daterial management
b Guality Danagement
c 3roduction ,lanning and control
d 3roEect management system
(1. Daterial re0uirements ,lan s,ecify-
a #he 0uantities of the ,roduct families that need to be ,roduced
b #he 0uantity and timing of ,lanned order releases
c #he ca,acity needed to ,rovide the ,roEected out,ut rate
d #he costs associated with alternative ,lans
(". D%3 II is accurately described as-
a D%3 software designed for services
b D%3 with a new set of com,uter ,rograms that e4ecute on micro-com,uters
c D%3 augmented by other resource variables
d usually em,loyed to isolate manufacturing o,erations from other
as,ects of an organi;ation
((. Cnter,rise %esource 3lanning (C%3 is-
a Severely limited by current D%3 com,uter systems
b /ot related to D%3
c &n advanced D%3 II system that ties-in customers and su,,liers
d /ot currently ,ractical
(). 5istribution %esource 3lanning (5%3 is
a & trans,ortation ,lan to shi, materials to warehouses
b & time-,hased stoc$ re,lenishment ,lan for all levels of a distribution networ$
c & shi,,ing ,lan from a central warehouse to retail warehouses
d Daterial re0uirements ,lanning with feedbac$ loo, from distribution centers
(1. In what way are 5istribution %esource 3lanning (5%3 and Daterial %e0uirements
3lanning (D%3 similar@
a ?oth em,loy similar logic and ,rocedures.
b ?oth are em,loyed in a manufacturing organi;ation
c ?oth wor$ most efficiently with largest lot si;es
d ?oth are em,loyed by retail organi;ations.
(.. 2hich of the following is false concerning enter,rise resource ,lanning (C%3@
a It attem,ts to automate and integrate the maEority of business ,rocesses.
b It shares common data and ,ractices across the enter,rise
c It is ine4,ensive to im,lement.
d It ,rovides and accesses information in a real-time environment
(7. Cnter,rise resource ,lanning (C%3-
-
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a >as been made ,ossible because of advances in hardware and software
b Lses client/server networ$s
c 9reates commonality of databases
d &ll of the above are true of C%3.
(-. /et mar$et,lace-
a 'ocuses on continuous business ,rocess coordination between com,anies for
su,,ly chain management
b 6,erate as inde,endent intermediaries between buyers and sellers
c &re geared towards short-term s,ort ,urchasing
d &re more relationshi, oriented and less transaction oriented than ,rivate
industrial networ$s
(8. #he is the D%3 in,ut detailing which end items are to be ,roduced, when they are
needed, and in what 0uantities.
a Daster ,roduction schedule
b Jross re0uirements
c Inventory records
d &ssembly time chart
)+. #he TTTTTT is the in,ut to Daterials %e0uirements 3lanning which lists the assemblies, ,arts
and raw materials needed to ,roduce one unit of final ,roduct.
a ?ill of materials
b /et re0uirements chart
c Inventory records
d &ssembly time chart
)1. #he software architecture where architecture where functionality is grou,ed around
business ,rocesses and ,ac$aged as intero,erable services.
a 5atabase interface
b 3ro4y layer
c Service oriented architecture
d '& module
)". #he area ofTTTTTTTTTTTTTTT concerns movement of a finished ,roduct to customers.
a Daterial re0uirement ,lanning
b Su,,ly chain management
c 3hysical distribution
d Daster ,roduct scheduling
)(. 2hich of the following function is ,erformed by the different channels of distribution@
a 3roduct ac0uisition
b 3roduct movement
c 3roduct transaction
/
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
d &ll of the above
)). 2hich of the following is the ,rimary unit of analysis for su,,ly chains is the ,erformance
cycle@
a 3erformance cycle
b 3rocess cycle time
c 3roduct movement
d 5istribution system
)1. #he model that are generally develo,ed for decision su,,ort, i.e. to hel, manager
ma$e better decisions is called-
a 5escri,tive model
b /ormative model
c 'orecasting model
d /one of the above
).. 2hich of the following is come under the ,rocess of su,,ly chain management@
a 9ustomer order cycle
b %e,lenishment cycle
c Danufacturing cycle
d &ll of the above
)7. #he ty,e of su,,ly chain management include su,,liers of the immediate su,,lier and
consumer of the immediate customers, all lin$ed by one or more of the u,stream and
downstream flow of ,roduct , services $nown as-
a ?asic su,,ly chain.
b C4tended su,,ly chain
c ?oth aHb
d /one of these
)-. Installing all the com,uter hardware and related ,eri,herals li$e ,rinters and networ$ing
e0ui,ment is the role of-
a %ole of consultants
b %ole of hardware vendors
c %ole of software vendors
d %ole of users
)8. #he tool which is use to generate stronger ,assword as system security for their clients is -
a I'S/&valon
b D'J/3%6
c S&3 %/(
d ?&&/ IF
1+. & blue,rint describing various business ,rocesses and their interaction and an underlying
data model is $nown as-
2
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a ?usiness model
b ?usiness ,rocess re-engineering
c Cnter,rise resource ,lanning
d Daterial re0uirement ,lanning
11. #IS stands forTTTTTTTTTTTTTTT
1". ?3% stands forTTTTTTTTTTTTTTT
1(. #he body of $nowledge, ,rinci,les, and disci,lines related to the analysis, design,
im,lementation and o,eration of all elements associated with an enter,rise is-
a ?usiness engineering
b ?usiness ,rocess engineering
c ?usiness modeling
d /one of these
1). 2hat is the full form of ?"9@
a ?usiness-to-9osting
b ?usiness-to-consumer
c ?usiness-to-commerce
d ?usiness-to-com,onent
11. /ew technologies in C%3 II are-
a C-commerce
b 2eb services
c =nowledge management
d &ll of the above
1.. #he software that can wor$ in combination with other a,,lication li$e S&3, oracle is $nown
as-
a Dicrosoft
b S&3 C%3
c 3eo,le soft C%3
d L3S C%3
17. #he technology areas that a,,ly to C%3 system are-
a 5atabase system
b 9ommunication ,rotocol
c Lser interface framewor$
d &ll of these
1-. %5?DS stands forTTTTTTTTTTTTTTTTT
18. SG: stands forTTTTTTTTTTTTTTTTT
.+. #he enter,rise a,,lication which are hel,ful in ensuring that the information ,rocessed
reaches the concerned ,ersona and in the ,ro,er time and ,lace is $nown as-
6
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a Danagement information systems
b Information integrated systems
c C4ecutive information systems
d /one of the above
.1. 9om,uter-to-com,uter direct transfer of standard business documents through
electronic media between the firms is called-
a C5I
b C%3
c D%3
d /et mar$et
.". 2hich of the following is the middle tier layer of the C%3 system architecture@
a 3resentation layer
b &,,lication layer
c 5atabase layer
d /etwor$ layer
.(. 2hat is the full form of %'I5-
a %ational fre0uency identification
b %adio functional identification
c %adio fre0uency identification
d &ll of the above
.). S6& stands forTTTTTTTTTTTTTTTTT
.1. #he act of brea$ing u, large, monolithic C%3 system into com,onents that would wor$
together is-
a 9om,onenti;ation
b Dobility
c Guality function de,loyment
d /one
... TTTTTTTTTTTTTTTTT C%3 services hel, the com,anies to $ee, trac$ on what is going on is
called-
a 2eb-enable C%3
b C-business
c Clectronic data interchange
d &ll of these
.7. & set of logically related business activities that combine to deliver something of value (e.g.
,roducts, goods, services, or information to a customer is calledI
a ?usiness ,rocess engineering
b ?usiness ,rocess
c ?usiness ,rocess re-engineering
d 1?usiness model
9
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
.-. 2hich of the following is the ,rinci,le of business engineering@
a Increased s,eed and efficiency
b 'aster communication of information
c %eduction of barriers to fast
d &ll of the above
.8. #GD stands forTTTTTTTTTTTTTTTTT
7+. 2hich of the following is not come under the diagrammatic re,resentation of the business
model@
a ?usiness strategy
b ?usiness Cngineering
c ?usiness model
d DIS
71. I'S a,,lication su,,ort mi4ed-mode manufacturing at multi,le sites, with multi,le
currencies and languages.
a #rue
b 'alse
7". C%3 is a business strategy and a set of industry-domain-s,ecific a,,lication that build
customer and shareholder value by enabling and o,timi;ing enter,rise and inter-enter,rise
o,erational and financial ,rocesses.
a #rue
b 'alse
7(. Industrial and finance systems, also $nown as I'S.
a #rue
b 'alse
7). 2hich of the following are the essential elements of C%3 system@
a #ime constraint in res,ect to the organi;ation function
b 3roduct architecture
c Daintainability and u, gradation
d &ll of the above
71. #he challenges which are faced during selection of C%3 are-.
a 9ustomi;able and ,redefined modules
b %esorting to an e4ternal body for C%3 services
c &,,lication service ,rovider
d &ll of the above
7.. #he im,ortance of u, gradation and maintenance is not as im,ortant as the setting
u, of the organi;ation.
1<
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
a #rue
b 'alse
77. Dodularity is a general system conce,t, ty,ically defined as a continuum describing the
degree to which a system’s com,onents may be se,arated and recombined.
a #rue
b 'alse
7-. #he logical culmination of the ,rocess is the creation of a final selection and a ,roEect
charter.
a #rue
b 'alse
78. 2hich one of the following is a bundle of ,ac$age interfaced together to transfer data from
one to the other@
a L,grading
b Dodularity
c C%3 outsourcing
d Interface ,ac$age
-+. 9ustomi;ation is an integral ,art of C%3 solution, in which crucial decision needs to be
ta$en by the organi;ation as it is detrimental in C%3s success.
a #rue
b 'alse
-1. S&3 is both the name of the com,any and the C%3 ,ac$age.
a #rue
b 'alse
-". 3roduction ,lanning and control is the sub-module of C%3 system which su,,ort both
discrete and ,rocess manufacturing ,rocesses.
a #rue
b 'alse
-(. %amco Darshal 3roduct is suitable for small and medium enter,rises without any industry
s,ecific solution.
a #rue
b 'alse
-). ?aan software is an integrated solution manufacturing, distribution, finance and
trans,ortation, service, ,roEect and orgware modules.
a #rue
b 'alse
11
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
-1. &nalysis should start off with strategy alignment which should align the ,roEect with
strategic goals of the enter,rise.
a #rue
b 'alse
-.. In ,ilot a,,roach im,lementation is ,hased out according to the modules of the ,ac$age,
e.g. finance im,lementation, followed by materials management, etc.
a #rue
b 'alse
-7. #he im,lementation stage ,erforms the last few critical activities necessary for
system live-,rocessing.
a #rue
b 'alse
--. 9S's stand for critical successes factors.
a #rue
b 'alse
-8. Dany factors need to be reviewed during an audit to ensure security and ,rivacy in an C%3
system.
a #rue
b 'alse
8+. Daterial management is a sub-module of C%3 system which su,,ort the activities
associated with ,lanning and ,erforming re,airs and ,reventative maintenance.
a #rue
b 'alse
81. 3ro4y layer is a layer which acts on behalf of the distributed logic layer to ,rovide access to
the ne4t tier, the business tier.
a #rue
b 'alse
8". C%3 model ,rovide a suitable framewor$ to refocus a,,lication effort for greater
enter,rise integration and o,,ortunities for collaboration.
a #rue
b 'alse
8(. 6racle a,,lication is the C%3 ,ac$age which is develo,ed by 6racle 9or,oration.
a #rue
b 'alse
12
!!"M !nstitute o' "usiness Management
Examia"i' Pa%er '+ E"er%ri)e Re)'$r(e P!aig Pr'+e))i'a!
8). #o understand the client re0uirements, business ,rocesses, com,any standards, the s,ecific
systems I# environment as well as a,,roach that will be used is the main goal of-
a 3roEect team creation
b 6ffshore ,rocess definition
c 6ffshore simulation
d 6nsite to offshore $nowledge transition
81. D%3 I was a method for ,roduction ,lanning and scheduling suited to the low ,erformance
systems in 187+s.
a #rue
b 'alse
8.. 9oncurrent engineering is a systematic a,,roach to integrated ,roduct develo,ment that
em,hasi;es the res,onse to customer e4,ectation.
a #rue
b 'alse
87. 3roduct ac0uisition means store large amount of materials for ra,id delivery to a customer.
a #rue
b 'alse
8-. 3rocurement involves five activitiesI sourcing, order ,lacement and e4,editing, su,,lier
relationshi,, trans,ortation and receiving.
a #rue
b 'alse
88. 2hich of the following are the ty,es of logistics@
a Inbound logistic
b 6utbound logistic
c ?oth aHb
d /one of these
1++. #he functions associated with the materials functions includeI
a 3rocurement
b Da$e or buy
c Inventory management
d &ll of the above
"usiness Communication
Part One:
?0 !mpro$e the sentences in sense o' attitu&e:
a Oou failed to sign your chec$.
b Oour error on your ta4 form will result in a ,enalty to you.
c 5on’t dro, in without an a,,ointment. Oour counselor or casewor$er may be
unavailable.
d If you have submitted a travel re0uest, as you claim, we have failed to receive it.
@0 Multiple choice:
a In which country children are taught to loo$ at nec$ while facing somebody or
listening
1 India
" =orea
( 3uerto %ican
) <a,an
b 5iagonal 9ommunication is
1 9ommunication across boundaries
" 9ommunication between the 9C6 and the managers
( 9ommunication through body language
) 9ommunication within a de,artment
c &ccording to Italians the circle formed with the thumb and first finger means
1 6=
" ?eautiful
( 5elicious
) 2orthless
d In china ‘white’ color indicates
1 3eace
" Jrowth
( 2ar
) Dourning
1. =inesics is a study on body movements of an individual which includes gestures,
facial configurations. #his study relates to
a. Ferbal communication
b. /on verbal communication
c. Informal communication
d. 'ormal communication
.. If the audience is of e4trovert ty,e then
a. 6ne should write a memo and let the reader thin$ about the ,ro,osal.
b. 6ne should try to ,ut the ,ro,osal more oral than writing.
c. 6ne should ,ut the ,ro,osal with ste, by ste, reasoning.
d. 6ne should ,resent the ,ro,osal 0uic$ly.
Part Two:
1. 2rite something about ‘9ulture’ and its ty,es.
". 2hat do understand by ‘/onse4ist language’@
(. 2rite a short note on ‘<ustification re,ort’.
). 2hat are ‘#’ letters@
1. 5o you agree with Saleem that ASuch lu4uries are for big com,anies, but not for usB@
2hy or why not@
". >ow should =arti$ handle the current situation@
1. >ow do you tac$le this ty,e of situation as manager@
". 2hat leadershi, style of communication would you suggest in the following situation to
deal the ,roblem@
1. A5ownward communication is li$e water streaming down from a waterfall or stream head.
It ,ours easily with great force and wets a large area, while u,ward communication is li$e a
small s,urt of water shooting u, from a fountain against the ,ull of gravity. #he higher it
travels, the more it loses its force. Clucidate.
". In dynamic inter,ersonal as,ects of communication interactive way of communication is
considered to be more relevant and a,,ro,riate. Clucidate.
Corporate #o$ernance
Part One:
Multiple Choices:
1TTTTTTTT& grou, of ,ersons chosen to govern the affairs of a cor,oration or other large
institution.
e .Demorandum of &ssociation
e /omination 9ommittee
f ?oard of 5irectors
g Shareholders
". ?I'% stands forTTTTTTT
d ?oard of India and 'inancial %econstruction
e ?oard of Industrial and 'inancial %econstruction
f ?oard of Industrial and 'inance %econstruction
g /one of the above
( .TTTTTTTTis a review in which an auditor analy;es and verifies various records and
,rocesses relating to a com,any s 0uality ,rogram. ?
h 9ost &udit
i Guality &udit
E Internal &udit
$ /one of the above
"". 2hich of the following comes under in <ustification@
a
ng %un Fiability b ?etter Cnvironment
c 3ublic Image
d &ll of the above
"(. LSC3& stands forTTTTTTT
").#he e4istence of a single ,roducer or seller which is ,roducing or selling a ,roduct which
has no close substitutes is calledTTTTTTT
a C4ternalities
b 3rice control
c Dono,oly
d /one of the above
"1. SC?I stands forTTTTTT
e Securities and e4change ?oard of India
f Stoc$ and e4change ?oard of India
g Self-regulatory and e4change ?oard of India
h /one of the above
(1. 2hich of the following issue is not come under in cor,orate Jovernance@
a 9orrect 3re,aration
b Internal 9ontrol
c oversight and management ris$
d 9om,ensation of 9C6 and other 5irectors
(". Shareholder are re0uired to inform the com,any in writing of any change in their address
0uoting their folio number is $nown asTTTTTT
a 9hange of address
b #rans,osition of shares
c /one recei,t of 5ividend
d &ll of the above
((. 2hich of the following comes under C4ternal cor,orate Jovernance controls@
a 9om,etition
b Danagerial labour mar$et
c 5ebt 9ovenants
d &ll of the above
Part Two:
" 2hat are the sco,es of cor,orate governance@
( 5iscuss the basic rights of shareholders@
) :ist the ty,e of A&uditorsB.
1 2rite a short note on cor,orate social res,onsibility.
1. &naly;e the issues in the case.
". 2hy should advertiser bother about ethics if the ads measure u, to legal ,arameters
(. :ist the number and ty,es of committees.
). 5iscuss the 3erformance evaluation ,lanning in brief.
1. 5efine cor,orate governanceK e4,lain the ,rinci,les of cor,orate governance@
". 5istinguish between the &nglo-&merican Dodel and the Jerman Dodel.
!O: =111: 211A
-. & desired result is achieved more efficiently when activities H related resources are
managed as a
a 3rogram
b 3rocess
c &im
d 3roEect
8. &n advantage of ,rocess a,,roach is
a Internal wor$ing
b C4ternal management
c 6ngoing control
d /one
1+. & 0uality management system has confirmed to IS6 8++1I"++- is aimed to achieve
a Dinimum 0uality
b ?est 0uality
c Da4imum ,rofit
d 9ustomer satisfaction
11. If e4clusions are not limited to re0uirements with clause 7, then which action is
ta$en against claims of confirmed
a 9laims of conformity to this international standard are not acce,table
b 9laims of conformity to this international standard are acce,table
c Dodify those e4clusions
d /one
1". 2henever the term A,roductB is used, it can also mean
a 9ost
b Guality
c 3rofit
d Service
1). & ,rocess that the organi;ation needs for its 0uality management system and
which the organi;ation chooses to have ,erformed by an e4ternal ,arty, is
a 6utsourced ,rocess
b Internal ,rocess
c C4ternal ,rocess
d /one
11. #o determine how all of the ,rocess relate to each other, ,rocess must be
a Da,,ed
b 'lowcharted
c ?oth (a H (b
d /one
1.. #he term A0ualityB can be used with adEective such as
a 3oor
b Jood
c C4cellent
d &ll above
17. 2hich clause re0uires the organi;ation to identify and ,re,are documents necessary for
effective ,lanning, o,eration, and control of its ,rocesses@
a 9lause (."
b 9lause 1.)
c 9lause ).".1d
d 9lause ".)e
1-. #here is no re0uirement to create a documented ,rocedure for describing the ,rocess of
creating a 0uality ,olicy in
a 9lause ).".(
b 9lause -.1."
c 9lause 1.(
d 9lause 7.1
18. #he e4tent of 0uality management system documentation de,endent on the
a Si;e H ty,e of organi;ation
b 9om,le4ity H interaction of the organi;ation’s ,rocess
c 9om,etency of the organi;ation’s ,eo,le
d &ll above
"+. &ccording to clause (.7.", the document is defines as
a Information and su,,orting medium
b 3roduct
c %e,ort
d 5ata
".. #o, management is re0uired to ensure that customer re0uirements are
a 5etermined
b Lnderstood
c Det
d &ll above
"7. &ccording to clause (.(.1, the AcustomerB term is defined as
a 6rgani;ation or ,erson that receives ,roduct
b & ,erson that sells a ,roduct
c 3urchaser
d /one
"-. 9lause, which re0uires that to, management establish the 0uality ,olicy is
a 9lause 1.(
b 9lause 1.1
c 9lause (."
d 9lause ).(
"8. 6nce the ,olicy is established the organi;ation must TTTTTTTTTTTTTTTTT it.
a 5e,loy
b Im,lement
c %ecreate
d Ferify
(+. #he 0uality ,olicy describes overall interactions and direction of an organi;ation
related to 0uality as formally e4,ressed by to, management. #his definition is
defined by
a 9lause (.".)
b 9lause (.(.1
c 9lause (.1.1
d 9lause (.".7
(1. 9lause, which re0uires management of change so that the integrity of the 0uality
management system is maintained when the system is change, is
a 9lause (.".)
b 9lause 1.)."
c 9lause (.".1
d 9lause ).1.(
(". &ccording to clause 1.", who is res,onsible to ensure that customer re0uirements are
determined and met with the aim of enhancing customer satisfaction@
a #o, management
b Cm,loyees of the organi;ation
c
w level manager d /one
" &n activity defined in clause (.-.7 underta$en to determine the suitability,
ade0uacy H effectiveness of the subEect matter to achieve established
obEective, is
d 3rocess
e 3rocedure
f %eview
g %e0uirement
( 9lause, which re0uires that ,ersonnel are com,etent, is
d 9lause ..".)
e 9lause ..".1
f 9lause 1.".(
g 9lause ..1
) &ccording to clause (.1.., com,etency is defined as
d 5emonstrated ability to a,,ly $nowledge and s$ills
e #o com,are with other organi;ation
f Im,rovement in 0uality
g /one
1 #he records that are created by the activities to ensure com,etency may need to be
enrolled ,er clause ).".", which is related to
d 9ontrol of documents
e 9ontrol of records
f Guality Danagement System
g Donitoring H Deasurement
. #he organi;ation need to identify what classroom training, seminars, on-the-Eob, or other
training is necessary so that
d #o, managers involved in Guality Danagement System is com,etent
e
w level managers involved in Guality Danagement System is com,etent f Cvery em,loyee involved in Guality Danagement System is com,etent
g &ll above
7 'rom the following in which ,art it is common ,ractice to conduct training evaluation@
d Cvaluation of the training immediately u,on com,letion
e Cvaluation of the training received several wee$s after the training
f Cvaluation of the s$ills develo,ed several months after the training
g &ll above
- 2hich clause defines the infrastructure as system of facilities, e0ui,ment H services
needed for the o,eration of an organi;ation@
d 9lause (...1
e 9lause (.(.(
f 9lause (.(.1
g 9lause (.(."
(). #he wor$ environment of an organi;ation can be considered to be a combination of
a Internal H e4ternal events
b >uman H ,rocess
c 9ustomers H consumers
d >uman H ,hysical factors
(1. 2hich ,hysical factor can affect the wor$ environment@
a >eat
b >ygiene
c >umidity
d &ll above
(.. 'rom the following which clause ,rovides the essence of the use of the ,rocess a,,roach@
a 9lause ).1
b 9lause -.1
c 9lause 7.1
d &ll above
(7. &ccording to clause (.).", the ,roduct is defined as
a %esult of a ,rocess
b & service
c Software
d >ardware
(-. #he ,lanning for reali;ation ,rocesses covered in TTTTTTTTTTTTTTTTT should define
the records the organi;ation will $ee, during the ,rocess of determining customer
re0uirements.
a 9lause 7.1
b 9lause 7.1
c 9lause -.(
d 9lause ".-
(8. #he obligation assumed by the organi;ation includes not only the ,roducts defined
but also ancillary items such as
a 9onformance to stated delivery dates
b &dherence to referenced e4ternal standards
c 9om,liance with the commercial terms H condition a,,licable to the order,
contract, 0uote or tender
d &ll above
)+. &ccording which clause, the organi;ations have the ability to meet re0uirements@
a 9lause .."."
b 9lause 7."."
c 9lause -."."
d 9lause 1."."
. & critical activity generally involves several functions H levels in an organi;ation, is
a Sell the ,roduct
b Im,rove the 0uality
c 5etermination of customer re0uirements
d /one
7 #he arrangement identified H im,lemented should be a,,ro,riate for the organi;ation in
terms of
a Its ,roducts
b Its orders
c Its contracts
d &ll above
- 9lause, which a,,lies to all ,roduct ty,e, to all mar$et sectors, and to organi;ation of all
si;es, is
a 9lause 7.".1
b 9lause ..1."
c 9lause (.1.(
d 9lause "..."
8 #he intent of clause TTTTTTTTTTTT is to ma$e sure that the organi;ation ,lans and
controls design and develo,ment ,roEects.
a 9lause ..)
b 9lause 7.".1
c 9lause 7.(.1
d 9lause 1.)."
1+ If the design and develo,ment ,rocesses are ,lanned and controlled well, then the
,roEects will be com,leted
a 6n time
b 2ithin budget
c ?oth (a H (b
d /one
11 #he out,ut from the design and develo,ment ,rocess is e4,ected to include an
information that relates to
a 3roducing
b 9reating
c Danufacturing
d 3rocessing
1" &ccording to clause ).".", in,uts relating to ,roduct re0uirements shall be determined
and records maintained. #hese in,uts shall include
a 'unctional and ,erformance re0uirements
b &,,licable statuary H regulatory re0uirements
c 2here a,,licable, information derived form ,revious similar designs
d &ll above
(-. 2hich clause defines the re0uirements s,ecification for new ,roduct H maintains the
records@
a 9lause 7.(."
b 9lause -.7."
c 9lause ..).1
d 9lause 1.).(
(8. 2hich wor$ should not begin until a document e4its in form acce,table to all
who have res,onsibility for contributing to ,roduct s,ecification@
a 5esigning
b 5evelo,ment
c 3roduction
d Selling
)+. 5esign and develo,ment out,ut be ,rovided in a way that can be used for
a Identification
b <ustification
c Falidation
d Ferification
)1. 2hich statement is true@
a Falidation is usually ,erformed after successful design H develo,ment
verification
b Ferification is usually ,erformed after successful design H develo,ment
validation
c Falidation H verification both are same
d Falidation H verification both are ,erformed simultaneously
)". 2hich clause re0uires that the organi;ation shall ensure that ,urchased ,roduct
conforms to s,ecified ,urchase re0uirements@
a 9lause -.".1
b 9lause 7.).1
c 9lause ..1."
d 9lause ).).1
)(. 9lause 7.).1 re0uires records of the results of su,,lier evaluations and subse0uent
follow-u, actions, with s,ecific reference to
a 9lause 1."
b 9lause ).".)
c 9lause 1.(.1
d 9lause 7.".1
)). 9lause, which re0uires the organi;ation defined a ,rocess for verifying that ,urchased
,roduct conforms to defined re0uirements, is
a 9lause 7.).(
b 9lause 7.)."
c 9lause 7.).1
d 9lause 7.).1
" 9lause, which re0uires to ,ertain when verification activities are to be ,erformed at the
su,,lier’s ,remises, is
a 9lause 7.).(
b 9lause 7.)."
c 9lause 7.).1
d 9lause 7.).1
( 2hich clause re0uires a ,rocess to ensure that ,urchasing documents ade0uacy state
all of the re0uirements for the items to be ,urchased@
a 9lause 7.).1
b 9lause 7.)."
c 9lause 7.).(
d 9lause 7.).)
) If ,urchased material has high actual ,otential im,act on either the final
,roduct on the reali;ation ,rocesses, then
a /o need to control it
b :ess control is re0uired
c Dore robust control is re0uired
d /one
1 5etermination the nature of the control is the res,onsibility of
a Su,,liers
b 9ustomers
c Cm,loyees
d 6rgani;ation
. 2hich clause addresses the ,rocesses necessary for an organi;ation to ,roduce and
deliver ,roduct H services@
a 9lause ..).1
b 9lause 1.".(
c 9lause 7.1.1
d 9lause 7.".(
7 5ocumentation re0uirements for the overall 0uality management system are stated in
a 9lause )
b 9lause 1
c 9lause .
d 9lause 7
- #he focus of clause 7.1.1, ‘control of ,roduction and service ,rovision’, is the $ey
conce,t that ,rocessed need to be carried out under
a Lncontrolled conditions
b 9ontrolled conditions
c ?oth (a H (b
d /one
11. If changes are made to ,rocess e0ui,ment, the ,roduct design, the materials used to
,roduce the ,roduct or to other significant factors such as new ,ersonnel, then the
,rocess often re0uires
a %eevaluation
b %evalidation
c %e,roduction
d %ecertification
1.. Falidation should be carried out at a,,ro,riate TTTTTTTTTTTTTTTT to res,ond to
changes in mar$et re0uirements, regulations, or standard in addition to assuring the
continued acce,table ,erformance of ,rocesses.
a Intervals
b 9hec$outs
c 3ositions
d #imings
17. 2hich one is true@
a Identification and traceability are same
b Identification and traceability are not same
c Identification and traceability are not related
d Identification and traceability are se,arate bur related issues
1-. Identification and traceability is related to
a 9lause 7.1.(
b 9lause 7.1."
c 9lause -.".1
d 9lause 7.1.1
18. 9lause, which ,rovides the framewor$ for the establishment and maintenance of a
measurement system, is
a 9lause 7.1
b 9lause ..1
c 9lause 7..
d 9lause 1..
.+. &ccording to clause -.1 ‘Deasurement, &nalysis H Im,rovement’, from the following
which is the res,onsibility of the organi;ation@
a 2hat it needs to monitor H measure
b 2here to monitor H measure
c 2hat analysis should be ,erformed
d &ll above
.1. 2hich clause monitored the customer satisfaction information@
a 9lause 7.".1
b 9lause -.".1
c 9lause -.".1
d 9lause ..".)
.". Internal audit of the 0uality management system remains grou,ed with clauses for
monitoring information relation to TTTTTTTTTTTTTTTTTT.
a 9ustomer re0uirements
b 9ustomer ,erce,tions
c 9ustomer satisfaction
d &ll above
.(. 9lause -.), TTTTTTTTTTTTTTTTTTTTTT, of IS6 8++1I"++-, which could be a
source of information in identifying the $ey ,rocess to monitor.
a Donitoring H measurement
b 9ontrol of records
c &nalysis of data
d 9ustomer satisfaction
.). 2hen ,rocess monitoring or measurements indicate that the desired results are not being
achieved, the ,rocess may need TTTTTTTTTTTTTTTT to identify and eliminate root causes.
a 9orrective action
b %e,roduction
c Dodification
d 3erce,tive action
.1. Donitoring H Deasurement of a ,roduct is related to
a 9lause -.".)
b 9lause 7.".)
c 9lause ..".1
d 9lause 7.(."
... 'or ,urchased material, clause TTTTTTTTTTT, H$eri'ication o' purchase& pro&uct:,
re0uires the organi;ation to identify and im,lement verification activities.
a 9lause 7.1.1
b 9lause -.".(
c 9lause -.".)
d 9lause 7.).(
.7. 2hich clause re0uires establishing ,rocess to ensure that ,roduct that does not
confirm to re0uirement is identified and controlled to ,revent unintended use or
delivery@
a 9lause -."
b 9lause -.(
c 9lause 7.1
d 9lause ..)
.-. Is services are the ,roduct of an organi;ation, clause -.( may have TTTTTTTTTTT
a,,licability.
a :imited
b Lnlimited
c 9om,lete
d :ess
.8. &(n TTTTTTTTTTTTTTT shall be established to define the controls H related
res,onsibilities and authorities for dealing with non conforming ,roduct.
a 5ocumented ,rocedure
b %e,ort
c 'ile
d Information
7+. 2hen nonconforming ,roduct is corrected it shall be subEect to
TTTTTTTTTTTTTTTTT to demonstrate conformity to the re0uirements.
a %evalidation
b %e verification
c %eview
d Im,lement
71. #he organi;ation should consider documenting a ,rocess for addressing situations in
which
TTTTTTTTTTTTT is detected after delivery to or use by a customer has occurred.
a /onconformity ,roduct
b 9onformity ,roduct
c ?oth (a H (b
d /one
7". #he analysis of data shall ,rovide information relating to
a 9ustomer satisfaction
b 9onformity to ,roduct re0uirements
c Su,,liers
d &ll above
7(. #he clause, which re0uires the organi;ation to collect H analy;e a,,ro,riate data to
determine the suitability H effectiveness of the 0uality management system, is
a 9lause -.1
b 9lause -."
c 9lause -.(
d 9lause -.)
7). 9lauses, which are lin$ed in the sense that the organi;ation should function on a
closed-loo, bases, are
a 9lauses 1, . and 7
b 9lauses .,7 and -
c 9lauses 1,7 and -
d 9lauses ),1 and .
71. #he TTTTTTTTTTTTTTT is a ,owerful tool for driving continual im,rovement.
a GDS
b &nalysis of 5ata
c Dodify data
d Im,rovement
7.. 9ollecting of data without develo,ing the data into useful information is a (n
TTTTTTTTTTTTTTT
of organi;ational resources.
a 3roduct
b Service
c #ool
d 2aste
77. #he ,ur,ose of analysis is to convert data into
a Lsable information
b %elevant information
c 3roduct
d /one
7-. #he organi;ation should seriously consider documenting e4,ectation for continual
im,rovement at least in the area of data related to
a 9ustomer satisfaction
b 9onforming to ,roduct re0uirements
c 6,,ortunities for ,reventive action
d &ll above
78. #he a,,ro,riate information on customer satisfaction on and/ or dissatisfaction may
de,end u,on the TTTTTTTTTTTTTT of an organi;ation relationshi, with its customer.
a /ature
b ?ehavior
c Service
d &ll above
-+. #he organi;ation shall continually im,rove the effectiveness of the GDS through the use
of the
a Guality ,olicy
b Guality obEectives
c &udit results
d &ll above
-1. #he setting of obEectives consistent with a 0uality ,olicy containing a commitment to
continual im,rovement of the effectiveness of the GDS is re0uired in
a 9lause 1.).1
b 9lause 1.).(
c 9lause 1.).)
d 9lause ..".1
-". #he intent of clause TTTTTTTTTTTTT is to achieve an integrated im,rovement
mentality throughout the organi;ation.
a 9lause -.1.)
b 9lause -.).1
c 9lause -.1.1
d 9lause -.(."
-(. TTTTTTTTTTTTTTTT involves the ta$ing action to eliminate the causes of
nonconformities.
a 9orrective action
b 3reventive action
c Im,rovement
d &nalysis of data
-). 9lause, which is related to re0uirements for customer communications states that
arrangement must be made with customer relating to com,lains, is
a 9lause -.(
b 9lause -.1."
c 9lause 7.".(
d 9lause ..".1
-1. In ,reventive action the organi;ation is re0uired to identify how it will eliminate the
AcausesB of ,otential nonconformities in order to ,revent their
a %esources
b 6ccurrence
c Fisibility
d /one
-.. 'DC9& stands for
a 'ailure modes, effect, and critical analysis
b 'ailure modes, eliminate and cancel analysis
c 'oreign money e4change and com,lete association
d /one
-7. 2hich clause re0uires records of ,reventive action results with s,ecific reference to
clause ).".) for control of records generated@
a 9lause -.).1
b 9lause 7.".)
c 9lause -.1."
d 9lause -.1.(
--. #he success or failure of the Guality Danagement System im,lementation de,ends on
a >ow the re0uirements are im,lemented
b #he ,rocess used for im,lementation
c #he midset of to, managers H other em,loyees
d &ll above
-8. 3lanning for continual im,rovement described in IS6 8++1I"++-,
a 9lause 1.)."
b 9lause -.1
c ?oth (a H (b
d /one
8+. &ctive and serious management review of the entire loo, re0uired in
a 9lause )."
b 9lause 1..
c 9lause 7."
d 9lause -..
81. & desired result is achieved more efficiently when activities and related resources are
manage as a
a 3rocess
b 3roEect
c Individual wor$
d 3lan
8". & ,rocess is nothing more than a collection of
a %elated activities
b Interrelated activities
c Dodules
d Individual tas$
8(. TTTTTTTTTTTTTTTTTTT ,rovide re0uirements to the ,rocess and feedbac$ how
well those re0uirements have been met.
a 9onsumers
b 9ustomers
c Su,,liers
d Danagers
8). & system is a collection of TTTTTTTTTTTTTTTTT with a common set of obEectives H
out,uts.
a Interrelated ,rocess
b Interrelated activities
c >ardware
d Software
81. #he a,,roach in which audits all of the ,rocess, each maEor ,rocess can be ensure
com,liance with IS6 8++1I"++- called
a >ori;ontal audit
b Fertical audit
c ?oth (a H (b
d /one
8.. Fertical audits can be used for TTTTTTTTTTTTTTTT areas that have maEor ,arts of the
overall system.
a 3rocess
b 3lanning
c 'unctional
d Im,rovement
87. In which sector IS6 8++1 certification is fre0uently used to increase confidence in the
,roducts H services ,rovided by certified organi;ation@
a 3rivate
b 3ublic
c ?oth (a H (b
d /one
8-. #he $ey obEective of the IS6/IC9 sector ,olicy is
a Da4imi;e the use of generic GDS international standards
b Su,,ort international trade H remove trade barriers
c Su,,ort develo,ing countries
d &ll above
88. %ecords of audits and their results are described in
a 9lause -."."
b 9lause -.".)
c 9lause 7.1
d 9lause -.(.)
1++. #he basis used for calibration is defined in
a 9lause 7.(
b 9lause 7..a
c 9lause 7.1."a
d 9lause 7.(.)
!O: 19111:2119
1(. #he IS6 1)++1 CDS standard only s,ecifies
a #he structure of CDS
b #he wor$ing of CDS
c #he behavior of CDS
d /one
1). 2hich clause addresses the general re0uirements of an Cnvironment Danagement
System@
a 9lause ).1
b 9lause )."
c 9lause ).(
d 9lause ).1
11. #he IS6 1)++1 structure, li$e classic 0uality management systems, is based on
a 3lan N 9hec$ N 5o N &ct cycle
b 9hec$ N 3lan N 5o N &ct cycle
c 5o N 3lan N 9hec$ N &ct cycle
d 3lan N 5o N 9hec$ N &ct cycle
1.. &n environmental system
a Serves as a tool to im,rove environmental ,erformance
b 3rovides a systematic way of managing an organi;ation’s environmental
affairs
c 'ocuses on continual im,rovement of the system
d &ll above
"1. 9lause ).1 of IS6 1)++1I"++) - MMMMMMMM corres,onds to the chec$ stage of
the 359& cycle.
a 3lanning
b 9hec$ing
c Ferifying
d /one
"". & ,rocess of enhancing the environmental management system to achieve im,rovement
is overall environmental ,erformance in line with the organi;ation’s environmental
,olicy is called
a Cnvironment
b 9ontinual Im,rovement
c 3revention of 3ollution
d Cnvironmental &s,ect
"(. 2hich clause states that, ‘the organi;ation shall define and document the
sco,e of its environmental management system’@
a 9lause ).1
b 9lause ).(
c 9lause ).1
d 9lause )."
"). #o, managers demonstrate their commitment by articulating the MMMMMMMM
values.
a 2ritten values
b Cnvironmental values
c 3hysical values
d /umeric values
"1. %egarding ‘3revention of 3ollution’ the IS6 1)++1 I "++) definition incor,orates the
conce,t of
a Cnd N of N ,i,e
b Cnd N of ,rocess
c %educe creation of ,ollutants
d Climinate waste at source
".. #he environment ,olicy is a statement of intension. It must be
a 5ocumented
b Im,lemented
c Daintained
d &ll above
"7. 3lanning is covered by
a 9lause ).1
b 9lause )."
c 9lause ).)
d 9lause ).(
((. Cnvironmental as,ects must be identified only for those activities ,roducts, and services
that fall within the MMMMMMMM .
a Lndefined sco,e
b 5efined sco,e
c &ny sco,e
d 3redefined ,rocedure
(). #he most ty,ical a,,roach to identification of environmental as,ects involves
a C4amination of individual ,rocess
b Investigate the com,lete ,rocess
c &udition of environmental ,olicy
d /one
(1. Cnvironmental im,acts can be
a &cute
b 9hronic
c ?oth (a H (b
d /one
(.. 2hich clause of IS6 1)++1I"++) states that, ‘within the defined sco,e of its
environmental management system, the environmental ,olicy is available to the
,ublic’@
a 9lause )."
b 9lause ).".1
c 9lause ).(.1
d 9lause ).1
(7. If an organi;ation’s environmental management system is to be effective, it must
eliminate
a ?eneficial environmental effects
b 2holly environmental effects
c 3artially environmental effects
d &dverse environmental effects
(-. Cnvironmental Im,act states that
a &ny change to the ,rocess
b Cffect of the climate
c &ny change to the environment
d 9hange the overall management system
8 9lause, which focuses on activities intended to im,rove the environmental management
system, is
d 9lause ).).)
e 9lause ).1
f 9lause )..
g 9lause ).(
1+ #he environmental ,olicy statement contains language that only commits to com,liance
with
d :egal re0uirements
e 6ther re0uirements
f ?oth (a H (b
g /one
11 2ho is the res,onsible for identifying and documenting the legal H other re0uirements
that a,,ly to the unit’s environmental res,ects H o,erations@
d IS6 1)++1 coordinator
e Cnvironmental manager
f 5/9 staff
g &ll above
1" #he legal H other re0uirements that may be a,,licable to a unit’s environmental
as,ects may include
d /ational H International legal re0uirements
e
cal governmental legal re0uirements f IS6 1)++1 I "++)
g &ll above
1( 9lause, which mandates ,eriodic evaluation to see whether an organi;ation is in
com,liance with all identified legal re0uirements, is
d 9lause ).1..
e 9lause ).1."
f 9lause ).(."
g 9lause ).1
1) #he framewor$ for setting and receiving environmental obEectives H targets is ,rovided
by
d Cnvironmental Danagement System
e Cnvironmental Danager
f IS6 1)++1 I"++)
g Cnvironmental 3olicy
11 C4am,le of obEectives that reflect the ,olicy to conserve Anatural resourcesB are
d %educe water use
e %educe energy use
f ?oth (a H (b
g /one
)1. Cnvironmental targets describe MMMMMM.. will be to achieve stated obEectives.
a 2hat
b >ow much
c 2hy
d 2hen
)". If there is a technology that could reduce a significant im,act by 1+P, but the
organi;ation discovers that the ,urchasing ,rice is e0ual to its entire o,erating
budget. #hen which factor should conclude by the organi;ation that ,recludes it
from ,urchasing the technology@
a 'inancial re0uirements
b :egal re0uirements
c #echnological o,tions
d 6,erational re0uirements
)(. In IS6 1)++1I"++), significant environmental as,ects or im,acts are the focus of
a )."a clause
b ).(." clause
c ).)." clause
d &ll above
)). &n organi;ation must establish obEectives H targets related to
a %egulatory com,liance
b 9ontinual im,rovement
c 9om,liance with other voluntary re0uired
d &ll above
)1. & com,onent, which must be determined by the organi;ation in which s,ecific
obEectives H targets are to be achieved, is
a 3olicy
b System
c #ime frame
d Danagement
).. #he single most critical resource, at various levels with an organi;ation is
a :ac$ of money
b &vailability of em,loyees
c ?ad goodwill
d :abor
)7. 2ithin the conte4t of an environmental management system, authority ,ertains to
a Influence
b 3ower
c ?oth (a H (b
1( #he environmental ,olicy statement contains language that commits to com,liance with
legal H other re0uirements. #his commitment is su,,orted by
a 9lause ).(.1
b 9lause ).(."
c 9lause ).(.1
d 9lause ).).1
1) /onconformity as Anon N fulfillment of a re0uirementB is defined in
a Section (.17
b Section (.1.
c Section (.11
d Section ".17
11 In IS6 1)++1I"++) clause ).. is related to
a Internal audit
b Donitoring H measurement
c Cvaluation of com,liance
d Danagement review
1. In any evaluation of wor$er com,etence, who may include
a #em,orary wor$ers
b 9ontractors
c 6ther wor$ing on behalf of an organi;ation
d &ll above
17 #raining needs must be identified for wor$ers who are re0uired to hold a
a 2or$er label
b &ward
c :icense
d &ny credential
1- Lnder which section an interested ,arty is defined as a, A,erson or grou, concerned
with or affected by the environmental ,erformance of an organi;ationB@
a Section ".11
b Section ).1"
c Section (.1(
d Section 1.11
18 IS6 &wareness #raining is recorded through various means H it is verified by
a CDS Internal audits
b 6,erational 9ontrol
c 9ontrol of %ecords
d IS6 1)++1 9oordinator
)1. 2hich clause confirmed an environmental management system audit is neither an
environmental ,erformance audit not a regulatory com,liance audit@
a 9lause ).1.1
b 9lause ).1."
c 9lause ).1.(
d ?oth (a H (b
).. Sharing of information and e4change of ideas among all organi;ational functions and
levels, is referred to as
a #ransaction
b 9ommunication
c 5eal
d #ransmission
)7. 2ith regard to its environmental as,ects and environmental management system, the
organi;ation shall establish H maintain MMMMMMMMMMM between the various levels H
function of the organi;ation.
a C4ternal communication
b Internal communication
c ?oth (a H (b
d /one
)-. 9lause, which states that res,onsibility must be defined, documented, H communicated,
is
a 9lause ).).1
b 9lause ).".(
c 9lause ).1.)
d 9lause ).(."
)8. If an organi;ation ,rovides written information to its all em,loyees, then it is
a 9ommunicating
b 9onferencing
c &dverti;ing
d 5istribution of information
1+. IS6 1)++1I "++) uses the terms ‘levels’ and ‘function’. 2hat does the ‘function’ word
mean@
a & grou, of members
b & ,rogram organi;ed at the last of the year
c & grou, of related actions that contribute to a larger accom,lishment
d & ,osition of ran$
11. #he e4am,le of e4ternal ,arty for an organi;ation could be
a %egulatory agencies
b 9ommunity residents
c 9ivic associations
e &ll above
.". #he environmental management system documentation shall include
a #he environmental ,olicy
b 6bEectives
c #argets
d &ll above
.(. #o establish effective ,rocedure, it is necessary to understand what is meant by
the term communication, which is defined in
a 9lause ).(.)
b 9lause ).).(
c 9lause ).1.)
d 9lause ).(."
.). &n umbrella document, often in the form of manual, that ,rovides an overview of the
CDS H described how each element of IS6 1)++1 I "++) is being achieved
a System descri,tion
b 3rocedure
c 2or$ instructions
d %ecords
.1. 2or$ instructions ,rovide
a 5etailed information for grou,
b Information of CDS
c %elevant data
d 5etailed information for individuals
... & document e4,lains
a 2hat must be done
b 'ormat of the wor$
c >ow should it be done
d 2hen it should it be done
.7. IS6 1)++1 I"++) states all documents re0uired by the standard must be controlled which
include
a Cnvironmental ,olicy
b %oles, res,onsibilities H authorities
c 6,erational control ,rocedures
d &ll above
.-. 5ocuments, those created by others brought into an organi;ation for some ,ur,ose, are
subEect to somewhat different controls, are
a Internal documents
b C4ternal document
e ?oth (a H (b
f /one
7.. Section, which defines a document as Ainformation and its su,,orting medium,B is
a Section (.11
b Section ".1+
c Section (.1
d Section (.)
77. 5ocuments, which always reflect the current version because there is only on AlocationB (in
com,uter at which documents are available and are increasingly used by organi;ation, are
a Internal documents
b C4ternal documents
c Clectronic documents
d &ll above
7-. & document, that is current at time of issuance and will be u,dated as revisions are
made, is called
a Daster lists
b 9ontrolled co,y
c Lncontrolled co,y
d Falidation form
78. If the co,ies of CDS are downloaded, ,rinted, and/or saved electronically, but
they are considered
a Lncontrolled
b 9ontrolled
c 9urrent
d /one
-+. #he a,,roaches selected by an organi;ation to control its o,erations should reflect
a #he nature of the as,ect of the interest
b #he media affected by its interest
c #he ,ur,ose of the control
d &ll above
-1. #he o,erations of an organi;ation is affected by its
a Cm,loyees
b Su,,liers
c 9ontractors
d &ll above
-". 9reating a new ,rocedure , an organi;ation can use its e4isting communication
,rocedure to fulfill the re0uirements, im,osed by
a 9lause ).1
e 9lause ).(."
f 9lause ).).(
g 9lause ).1.)
8+. 2hen universal waste H recyclable material is collected, stored, it has managed for
dis,osal / recycle, at
a 5ustbin
b %ecycling center
c 6rgani;ation
d &nywhere
81. Cvaluation of environmental im,acts should consider
a &ccidental emission to the air
b &ccidental discharges to the water
c &ccidental discharges to the land
d &ll above
8". & database, which includes information used to determine the root cause of the
incident H s,ecifies corrective / ,reventive actions to ,revent recurrence of the
incident, is
a Cnvironmental Danagement System
b Cnvironmental Incident %e,orting System
c Integrated 9ontingency System
d /one
8(. 9lause ).).7 is related to
a Cmergency ,re,aredness H res,onse
b Donitoring H measuring
c 6,erational control
d 9ontrol of documents
8). %egarding environmental incidents and emergency, all em,loyees are trained
to re,ort environmental incidents H emergency situations to
a #he Cnvironmental Danager
b #echnical Service Danager
c 9ontractor
d
ad 5is,atcher 81. &n organi;ation, for every significant environmental im,act must decide
a 2hat to measure
b >ow to measure
c 2hen to measure
d &ll above
87. 2hich scales of measurement are used to identify categories of obEects or events@
1 /ominal scales
" 6rdinal scales
( Interval scales
) %atio scales
8-. If adverse environmental im,acts is labeled as Ahigh N medium N lowB as rated A( N " N
1B, then which scale would be useful to assign values re,resents things that are better or
worse in com,arison others@
1 /ominal scales
" 6rdinal scales
( Interval scales
) %atio scales
88. 2hatever ty,e of measure is selected, that must be
1 %eliable
" Falid
( ?oth (a H (b
) /one
1++. 5ocuments that the organi;ation feels are necessary to ensure effective
o,eration H control of ,rocess related to its significant environmental as,ects, are
re0uired by
1 9lause ).1.1
" 9lause )."."
( 9lause ).(.(
) 9lause ).).)
1+1. 5ata, which inform an organi;ation whether ,rocedure are being followed H
whether they are effective in managing environmental as,ects H controlling related
environmental im,acts.
1 5ata obtained form I93
" 5ata obtained from CDS
( 5ata obtained through the measurement techni0ues
) 5ata obtained through the measurement H monitoring techni0ues
1+". 'or IS6 1)++1 registration, an organi;ation must ,rovide evidence of
1 & ,rocedure for evaluating legal com,liance
" 9om,liance review by management
( 9orrective action for any noncom,liance
) &ll above
1+(. If the organi;ation’s MMMMMMMMMMMM has not identified the noncom,liance, the
registrar audit team will ascertain whether the organi;ation had identified H has access to its legal
a other re0uirements.
1 Internal audits
b C4ternal audit
c %egistration audit
d /one
7(. 2ho will first attem,t to determine whether the audited organi;ation’s internal
audit team identified the same noncom,liance@
a &udit team
b Danager
c %egistrar &udit #eam
d &uditor
7). If organi;ation has identified the re0uirement with which its fails to com,ly, the
registrar audit team will 0uestion, that
a 2hy evaluation of com,liance did not reveal this efficiency
b 2hy evaluation of com,liance is not suitable
c ?oth (a H (b
d /one
71. 9lause, which says that, ‘the organi;ation shall $ee, records of the results of the
,eriodic evaluation, is
a 9lause ).1.".1
b 9lause ).1."."
c 9lause ).)."
d 9lause ).).(
7.. 2ho is res,onsible for the scheduling H com,letion of 0uarterly audits of obEectives H
targets H ,eriodic audits of selective environmental com,liance issues@
a #echnical Services Danager
b Satellite ,oint Danager
c CDS Danager
d IS6 1)++1 9oordinator
77. 3reventive action is defined as
a &ction to eliminate the causing of a ,otential nonconformity
b &ction to eliminate the cause of a ,otential conformity
c ?oth (a H (b
d /one
7-. Identification of nonconformities tends to be considered in conEunction with
a Cnvironmental Danagement System
b CDS &udits
c :ist of nonconformities
d /one
78. &n organi;ation must ta$e action to mitigate environmental harm that already resulted
from the
a 9onformity
b Dista$e
c /onconformity
d 3rocess
-+. 2hen corrective or ,reventive action is ta$en, the MMMMMMMM.. will review the
action at an a,,ro,riate time to determine the results of the action.
a #echnical Services Danager
b IS6 1)++1 9oordinator
c Su,,liers
d Cnvironmental Danager/ 5esignee
-1. 3revention action defined as Aaction to eliminate the cause of a ,otential
nonconformityB in section
a Section (.17
b Section (.11
c Section (.(
d /one
-". MMMMMMMM. ,rovide information that confirms the occurrence of activities or
verifies ,erformance relative to a fi4ed or recommended standard.
a 5ata
b 'iles
c %ecords
d 5iaries
-(. #he IS6 1)++1 I"++) states e4,licitly that records must be $e,t
a 9om,liance, training H awareness
b Donitoring H measurement
c Internal audit
d &ll above
-). Internal audit is defined in
a 9lause ).(.1
b 9lause ).1.1
c 9lause ).).1
d 9lause ).).(
-1. %ecords should be in in$, rather than ,encil, to ,revent
a Smudging
b 5ar$ness
c %eadability
d :egibility
-.. #he lin$age between an activity and an associated record should be clear, this feature of
record is $nown as
a Identifiable
b :egible
c #raceable
d &ll above
-7. 2hich section defines an auditor is a A,erson with the com,etence to conduct an auditB@
a Section (.1)
b Section (.17
c Section (.1
d Section (.)
--. &ny record, electronic or hard co,y, identified on the environmental records retention
schedule that demonstrates conformance with CDS H legal H other re0uirements, is
$nown as
a Cnvironmental record
b Cnvironmental as,ect
c Information
d 5ocument
-8. #he MMMMMM.. is used to determine if it is time to destroy an environmental record.
a CDS :ist
b Cm,loyee’s 5etail :ist
c %ecords %etention :ist
d /one
8+. &n environmental management system audit is
a Cnvironmental ,erformance audit
b %egulatory 9om,liance &udit
c ?oth (a H (b
d /one
81. &n CDS audit verifies that a,,ro,riate ,rocedures are in ,lace H functioning to
ensure conformity with
a IS6 1)++1 I "++)
b &n organi;ation’s document
c ?oth (a H (b
d /one
8". #he internal audit ,rocedure must address
a %es,onsibilities
b &udit 9riteria
c 're0uency
d &ll above
8(. Smaller organi;ations may be unable to delicate the resources re0uired for a
sufficient no. of auditors. In such a circumstance, an organi;ation might borrow
auditors from
a 9or,orate head0uarters
b 9onsortia
c 9onsulting firms
d Sister facilities
8). Information that is verifiable H is based on facts obtained through observation
measurement, testing, or other means, is
a /onconformance
b 9onformance
c 6bEective evidence
d /one
81. In,ut to management review shall include
a %esults of internal audits
b 9ommunication(s from e4ternal interested ,arties, including com,laints
c Status of corrective H ,reventive actions
d &ll above
8.. Danagement review should be viewed as
a Strategic
b 3otential
c #actical in /ature
d /one
87. 5ecision N ma$ers, who contribute to the management review ,rocess H ,rovide the
authority H resources to address recommended im,rovements, are
a Danagers
b Cm,loyees
c 9ontractors
d C4ecutives
8-. #he reason given by SDCs for im,lementing IS6 1)++1 is
a 9ustomer re0uirements
b 9ontinuous im,rovement or environmental ,erformance
c Im,roved regulatory com,liance
d &ll above
88. #he small organi;ation, those with one to five em,loyees, sometimes referred to as
a Dedium enter,rises
b Dicro enter,rises
c Dini enter,rises
d Su,er enter,rises
1++. 9ontinual im,rovement as a Arecurring ,rocess of enhancing the environmental
management system in order to achieve im,rovements in overall environmental
,erformance consistent with the organi;ation’s environment ,olicyB, is defined by
a Section (.1
b Section (.1)
c Section (.17
d Section (."
ales an& Distri3ution Management
Multiple Choices:
17. 2hich of the following comes under role of a salesman@
a #erritory Sales
b 5irect Sales
c #echnical Sales
d &ll of the above
1-. #his method is used by the trainers to ,resent more information in a short time to a large
number of ,artici,antsTTTTTTTT
a :ecture
b 5emonstration
c Jrou, discussion
d /one of the above
18. TTTTTTTTis an emerging form of distribution and ,romotion that combines elements of
,ersonal selling and advertising.
a 5irect Dail
b 5irect Dar$eting
c #eam selling
d /one of the above
"+. &n e4ercise that is crucial for every com,any in the business of manufacturing and
selling its ,roducts is calledTTTTTTT.
a %etailer
b 2holesaler
c 9ustomer
d /one of the above
"1. TTTTTTTTinvolves manufacturer mar$eting activities directed at channel intermediaries.
a 3ull Strategy
b 3ush Strategy
c ?oth (a H (b
d /one of the above
II?D Institute of
?usiness Danagement 1
C4amination 3a,er of Sales Danagement
"-. #hey are the sho,$ee,ers who set u, sho,s in the mar$et ,lace to cater to the needs of
hundreds of consumers
a 5istributors
b 2holesalers
c &gents
d %etailers
"8. 2hich one of the following is the "
nd
stage of 3roduct life cycle@
a Daturity
b Jrowth
c 5ecline
d Introduction
(+. DS& Stands forTTTTTTT
(1. It refers to the number of selling activities that a salesman is e4,ected to ,erform in his
area over a ,eriod of time is $nown asTTTTTTTT.
a Sales volume 0uotas
b 'inancial 0uotas
c &ctivities 0uotas
d &ll of the above
(". 2hich of the following comes under financial incentives@
a >igher Salary
b 3rofit Sharing
c Dore 9ommission
d &ll of the above
Part Two
(8. :ist the different ty,es of forecasting methods@
)+. 2rite a short note on A#rainingB@
)1. 5efine the ,ur,ose of sales budget@
)". >ow would you e4,lain the 5istribution Strategy@
)(. 2hat im,rovements do you suggest in the staffing ,rocess followed by the com,any@
)). 2as Sunil =umar right in getting mar$et surveys done by the new sales,erson@
)1. >ow can you hel, Snow 2hite become less de,endent on the selling agents and ,lan its
sales and ,rofitability better@ >ow can they ,lan their customer service efforts@
1. 5efine the ,ersonal selling@ &lso e4,lain the ,rocess of ,ersonal selling@
.. 2hat is Dotivation@ C4,lain the all theory of Dotivation.
7. 5efine the following termsI
1 'unction of %etailers
" 'unction of 2holesaler
Management o' a ales Force
Multiple Choices:
1. TTTTTTTTTTTT is the conscious, systematic ,rocess of ma$ing decisions about goods and
activities that an individual, grou,, wor$ unit or organi;ation will ,ursue in the future.
a. 9ontrolling
b. 3lanning
c. #raining
d. Staffing
". 2hich of the following comes under forecasting ste,s@
a. #rends in sales
b. 3ast 3attern
c. 9om,etitive factors
d. &ll of the above
(. SD&%# Stand forTTTTTTT
a. S,ecific-Deasure-&chievable-%ealistic-#ime-bound
b. Smart-Deasurable-&chievable-%ealistic-#ime-bound
c. S,ecific-Deasurable-&chievable-%ealistic-#ime-bound
d. /one of the above
). 2hich of the following is not comes under relationshi, selling@
a. %es,ond to customer needs
b. 3roactive
c. Falue-based offers
d. 9ustomer s customer ?
1. Cstablishing the resource needed to successful e4ecute the o,erating ,lan by hiring,
coaching and develo,ing ,eo,le is $nown asTTTTTT
a. 3lanning
b. 3eo,le 5evelo,ment
c. 3roactive
e &ll of the above
11. &I5& stands forTTTTTTTTT
1". #his study was conducted using the 0uestionnaire techni0ue among first line
managers of 3harmaceutical com,anies is calledTTTTTT
a %esults
b Dethodology
c ?oth (a H (b
d /one of the above
1(. TTTTTTrefers to a solely fi4ed financial reward ,rovided at a,,ro,riate times, either
wee$ly or monthly, de,ending on the ,ay ,eriod norm.
a 3erformance ?onus
b Straight 9ommission
c Straight Salary
d Salary ,lus ?onus
1). 2hich of the following comes under Eob 5escri,tion@
a 5uties
b #he Eob title
c %es,onsibilities
d &ll of the above
11. TTTTTTTis the ,rocess of weaning our the good from the bad from the large ,ool of
a,,licant and choosing the right a,,licant for the Eob and the com,any.
a %ecruiting
b Selecting
c 5iscrimination
d /one of the above
Part Two:
" 2rite a short note on _#erritory Danagement . ?
( 5efine the &ssessment of Sales #raining@
) :ist the ti,s on ma$ing a good sales ,lan.
1 C4,lain the #y,es of #raining@
2hat should 9lyde ?rion do to remedy the imbalanced sales ,erformance of
uiseShannon and >enry Sadows$i@
2hat ty,e of training ,rogram should Dic$ie 3arsons recommend to =eat Dar$ley@
2hat s your reasoning for your recommendation@ ?
Claborate the %ole of &rea Sales Danager@
5efine the term selection@ >ow would you e4,lain the selection ,rocess@
2hat is Incentive@ 5efine the ty,es of Incentives@
Financial Management
"". 9a,ital turnover ratio is calculated as
a Sales \9a,ital em,loyed
b Sales / 9a,ital em,loyed
c Sales /#otal &ssets
d #otal assets / 6wners fund
"(. In &?9 analysis 9 class consist of TTTTTTTT.
a a very large number of items which are less im,ortant
b a very less number of items which are im,ortant
c 0uaintly if items which ta$e ,lace after a long time
d that 0uantity which is fi4ed in such a way that the total variable cost of managing the
inventory can be minimi;ed
"). #he real owners of the com,any are
a C0uity shareholders
b 5ividend holders
c 3reference shareholders
d Sta$eholders
"1. #he 3ro,rietary concern is owned by
a #hree ,ersons
b 6nly one ,erson
c any one but s ,ersons must
d /one of the above
".. &ssets and liabilities in the ?alance Sheet are shown at TTTTTTTT ,rices
1 :atest
1 Current
2 =ominal
$ :istorical
.. 'inancing consists of the raising, ,roviding, managing of all the money, ca,ital or funds of
any $ind to be used in connection with the businessU is defined by
a %onald ?urns
b 6richad d. maningous
c ?onneville and 5ewey
d =enneth Didgley
7. Shareholders of a Eoint stoc$ com,any a,,oint their re,resentative in the form of TTTTTTTT
to carry on the day-to-day affairs of the com,any
a 5irectors
b Sta$eholders
c 3artners
d owner
1. #he cost which remains constant irres,ective of changes in the sales revenue is termed as
1 'i4ed cost
" Fariable cost
( %untime cost
) /ormal cost
". #he com,arison of the ratios of one organisation with that of the other organisation is termed
as
TTTTTTTT com,arison
1 Inter-firm
" out-side firm
( 6ther firm
) &ll the above
(. & systematic record of the events of the business leading to a ,resentation of a com,lete
financial ,icture is $nown as
1 'inancial statement
" ?alance Sheet
( #rading account
) &ccounting
(. %etained earnings is a source of TTTTTTTT finance
1 Internal
" C4ternal
( Guic$
) :i0uid
Part Two:
1. 2hat is &nnuity $ind of cash flow@
". 2hat do understand by ‘3ortfolio ris$
(. 2hat do you understand by yield to maturity (O#D@
). Claborate ‘9entral limit theorem’.
1. 2hat is the 5ifference ?etween /3F and I%%@
1. Cvaluate the strategies used by the management in the changed scenario.
". 2hich strategies the com,any ado,t for the future@
(. Cvaluate the ,erformance of the com,any financially, using financial ratios and
figures.
). &naly;e the case using S26# analysis.
1. Cvaluate the com,any’s ability to sustain its ,erformance in the ,resent scenario.
". Suggest the ,ossible costing techni0ues which can hel, F.=. Ju,ta its decision-
ma$ing (Illustrate using e4am,les.
(. 9onduct a financial analysis of the com,any of the com,any and comment its
financial ,erformance@
). Suggest the various funding ,atterns that may be ado,ted by the com,any in light
of the com,any’s ca,ital structure.
a. C4,lain the norms suggested by #ondon 9ommittee for ,roviding ban$
credit@ >ow did the recommendations of 9hore 9ommittee bring
modifications@
b. & ,o,ulation is made u, of grou,s that have wide variations within the
grou,s and less variations from grou, to grou,. 2hich is the a,,ro,riate
ty,e of sam,ling method@
c. 6ver ca,itali;ation and underca,itali;ation are both unhealthy signs for a
firm A5iscussB@ 9an they be remedied@
2uman ,esource Management
/ame the ,rogram which ma$es su,ervisor more alert, as it is his
res,onsibility to rate his Subordinates
" 3eriodic a,,raisal
( Oearly a,,raisal
) Donthly a,,raisal
1 2ee$ly a,,raisal
b #he >%5 ,rogrammes fail due
1 9rime factor
" Social Eustice
( Inflation
) 3overty
7. /ame the recruitment ,rocess which is said to be a costly affair
a. Internal
b. C4ternal
c. International
d. /ational
-. In resent times, which de,artment and head of the same usually initiates the
man,ower ,lan.
a. 6,eration de,artment
b. ,roduction de,artment
c. > % de,artment
1. #he Eob evaluation ,rogramme once installed must be continued on a TTTTTTTT basis.
1 3ermanent
" Ln,lanned
( 3lanned
) 5aily
.. #he ,rocess of (.+ 5egree a,,raisal is bro$en into two stages - ,lanning and
TTTTTTTTT.
1 Succession
" Im,lementation
( /on ,lanning
) &ction ,lanning
7. >uman resource management is res,onsible for getting the best ,eo,le, training and
,roviding mechanism to achieve organi;ation TTTTTTTTTTTT.
1 Joal
" #arget
( loss
) ,rofit
-. #he ,rocess of analy;ing Eobs from which Eob descri,tions are develo,ed are called
TTTTTTTT.
1 9om,any analysis
" <ob &nalysis
( &,,raisal
) <ob enrichment
8. 2hich is not the method of ,erformance a,,raisal @
1 Straight ran$ing method
" Jrading method
( Jrou, &,,raisal
) 9ircle
Part Two:
1 C4,lain the im,ortance of 9areer 3lanning in industry.
" C4,lain the nature of >uman %esource 5evelo,ment. C4amine its sco,e and nature.
(. 5iscuss the various Dethods of 3erformance &,,raisals@
) C4,lain 6n-<ob and 6ff <ob #raining.
1.>ow far do you thin$ that that >% strategies are in alignment with the cor,orate
strategy of the com,any@
". >ad you been =amal =umar, what ste,s would you to minimi;e the em,loyee
turnover@
2hat additional com,ensation and reward system would you suggest a,art from the ones
mentioned in the case@
If you had been in the ,lace of Suyash, what measures would have recommended
overcoming the 9hinese threat@
2hat is man,ower ,lanning@ C4,lain the various ste,s involved in the man,ower
,lanning. 5iscuss its obEectives.
2hat are Guality 9ircles@ C4amine the ,rocess involved in Guality 9ircles and evaluate
the advantages and disadvantages of 0uality circles.
Managerial Economics
"7. Cconomists have classified in,ut as
a #imeless
b landless
c labourless
d all the above
"-. `3
i
WMMMwhere 3
i
is the ,robability of certain tas$.
a /ot defined
b 1
c +
d It will de,end on the number of 3
i
values we are ta$ing for summation.
"8. Slo,e at 4W" for the given curve yW(4
(
!"4 be
a ".
b (-
c (.
d 1-
(+. 'or a vertical demand curve the elasticity will be
a +
b 1
c ?etween + and 1
d R
(1. #he difference between ,rice and average variable cost is defined as
a
ss contribution b 3rofit contribution
c C4,ectations
d Dar$et contribution
((. 'or an industry with ‘n’ firms the total e0uilibrium o/, for a 9ournot oligo,oly
with G
+
as o/, from ,erfect com,etitive mar$et, is given by
a G
+
(n!1/n
b G
+
n/(n!1
c (n!1n/G
+
d (n!1/(nG
+
(). Jame theory was designed
a #o create situation where individual and organi;ation have conflicting
obEectives for com,etitive growth.
b #o create situation where organi;ation and organi;ation have conflicting
obEectives
c #o evaluate the condition of the mar$et
d #o evaluate situations where individual and organi;ation have conflicting
obEectives.
(1. #he firms may be able to esca,e from ‘3risoner’s 5ilemma’ if the action is
a %e,etitive
b /on re,etitive
c Se0uential
d /o de,endence on the ty,e of action
(.. 2hich is not the 3ro,erty of Indifference curve
a 9onve4 to the origin
b >ave ,ositive slo,e
c Indicate lower level of satisfaction
d 5o not intersect nor are they tangent to one another
(7. Standard deviation is a measure of
a Sin$ of ,rice
b %ise of ,rice
c Slo,e of demand curve
d %is$
Part Two:
).. 5efine ‘&rc Clasticity’.
)7. C4,lain the law of ‘5iminishing marginal returns’.
)-. 2hat is ‘3risoner’s 5ilemma’, a non coo,erative game@
)8. 2hat is ‘#hird degree 5iscrimation’@
). &re the ,roblems faced by the 9om,any ,eriodic in nature, and when would the
bad ,eriod over the ,roblems cease to ,ersist@
". Is there a case for shifting the business focus from the Indian mar$et to e4,ort to
foreign countries@
G. Is there a case for restructuring and the business ,rocess re-engineering so that
certain ,roblems and its im,act are under control@
%. 2hat would you recommend as a mission and goal to the 9om,any@
S. >ow long can an industry sustain on ,rotection@
#. 2hat is the im,act of incidental services li$e assembly, testing, mar$eting, etc.
on the total cost@
L. 2ould you agree to the suggestion for a com,lete changeover to wooden cabinet@
F. 2ould it be desirable to im,ort the com,onents rather than ma$e them in India@
-. 'ree trade ,romotes a mutually ,rofitable regional division of labour, greatly
enhances the ,otential real national ,roduct of all nations and ma$es ,ossible
higher standards of living all
over the globe.BC4,lain and critically e4amine the statements.
". 2hat role does a decision tree ,lay in business decision-ma$ing@ Illustrate the
choice between two investment ,roEects with hel, of a decision tree assuming
hy,othetical conditions about the states of nature, ,robability distribution, and
corres,onding ,ay-offs.
Mar7eting Management
Multiple choices:
1. 'I99I stands for
1 'ederation of Indian 9hamber of 9ommerce and Industry
" 'ederation of International 9hamber of 9ommerce and Industry
( 'ederation of Indian 9hamber of 9ost and Inventory
) 'ederation of International 9hamber of 9ost and Inventory
". Dar$et TTTTTTTT is more ,revalent than Dass mar$eting
a ,lace
b Segmentation
c 9ircle
d &rea
(. 2hat is ,roduct conce,t@
1 5etailed summery about the ,roduct
" 5etailed version of idea stated in consumer terms
( ,roduct that satisfy consumer demand
) 9onsumerUs ,erce,tion of an actual ,roduct
). Cconomists call all human resources as
1 >ands
" :abor
( Cm,loyees
) Cm,loyers
1. & centrali;ed inventory means
1 Slow delivery to customer
" 'ast delivery to customers
( ?uilding and stoc$ing one warehouse
) Item store
8. TTTTTTTT of ,hysical distribution activities increases itUs ,roductivity as well as of manufacturer.
a. #ermination
b. &utomation
c. 5istribution
d. Da4imi;ation
1+. 2hat involves review of ,roEected sales, costs and ,rofits.
a. ?usiness %e,ort
b. ?usiness analysis
c. cor,orate statistics
d. Sales ?udget %e,ort
11. 3roduct means the TTTTTTTT and services the com,any offers the target mar$et.
a. Items
b. Joods
c. Dachines
d. ,ower
1". 9ustomers are brand, style and ty,e conscious when buying TTTTTTTT ,roducts.
a. S,ecial
b. ?asic
c. 9onsumer
d. Inferior
1(. 3roduct, ,rice, ,lace and TTTTTTTTTTTare the ),Us of mar$eting
a. 3restige
b. 3ercentage
c. 3eace
d. ,romotion
Part Two:
1+. 2rite a note on im,ortance of consumer ?ehavior for a business firm@
11. 5efine the term ,rice@
1". 5istinguish between Dar$eting 9once,t and selling 9once,t@
1(. 2hat are the new trends in advertisement@
1). 5o you feel that Sura$sha is cannibalising the 3ic$wic$ ?rand@
11. 2hat are the ,roblems generally faced by the com,anies going for
multibranding@
1.. 2hat were the various strategies ado,ted by Fishesh 5iagnostic 9enter. 5iscuss
them in light of seven 3s of service mar$eting.
17. 2hat do you understand by service 0ualityK e4,lain what ,arameters of service
0uality are listed in the case@
1-. >ow would you visuali;e the success of Fishesh 5iagnostic 9entre after
diversification@
18. If you were %aEesh =asliwal what necessary ste,s you would have ta$en to
enhance the ,erformance of the 9entre@
1 2hat is meant by sales ,romotion@ 5escribe briefly the various methods
of sales ,romotional tools used by business organi;ations to boost the
sales. C4,lain any four methods of sales ,romotion@
" 2rite notes on the fowling I
1 C4,lain right to safety.
" 2hat is right to consumer ,rotection@
OrganiCational "eha$ior
(". 'riendshi, grou,s are
1 3arty Jrou,s
" 'ormal Jrou,
( Cvolved informally
) Social Jrou,s
((. Cffective communication is the foundation
1 6f modern organi;ation
" 6f formal organi;ation
( 6f 'oreign relations
) 6f informal organi;ation
(). 3erce,tion is used in
a Selection of candidate for em,loyment
b 9om,ensation and reward
c Cnrichment and motivation
d /one of the above.
(1. &ttitude do not influence by
1 'amily
" Cducational bac$ground
( 3olicies of organi;ation
) %eligion
(.. <ob enlargement means
1 &dding other tas$ to the Eob.
" %emoving Eob res,onsibilities.
( <ob #esting
) <ob formal e4amination
1). 9onflict is a
a. Immoral activity
b. %ational ?ehaviouer
c. /one of the above
d. /atural disagreement
11. 'atigue can be defined as the TTTTTTTT of the body as a result of continuous ,hysical
activity
a. #iredness
b. &ctiveness
c. 3ossessiveness
d. 9olor
1.. 2ritten communication is a
a. /on-5irect 9ommunication
b. 5irect 9ommunication
c. 2aste of ,a,ers
d. 2aste of time
17. 5irect 9ommunicationTTTTTTTT are the rules of ,attern and behaviour that are
e4,ected from all team members.
a. /orms
b. %egulations
c. Juidelines
d. 'ormat
1-. #he ,ension ,lans, gratuity contribution and mandatory ,rovident fund rules are
framed basically to ta$e care of TTTTTTTT needs.
a. Security
b. Sensitive
c. Scrutiny
d. Saving
Part Two:
"+. C4,lain ‘O’ theory of Dc Jegor.
"1. C4,lain 9hris &rgyris’s immaturity N maturity theory.
"". C4,lain ‘>alo effect’.
"(. 2rite a note on ‘%einforcement theory’.
"). C4,lain the terms Aattitudes and values.
)). 5id $anchan and 9om,any :imited ado,t the right strategy in im,roving the
overall ,erformance of the organi;ation@
)1. 2as it right to use a com,le4 system for determining the wor$ers incentives@
).. If you were the head of the unit, what ste,s would you have ta$en to remove the
,roblems which were still ,ersisting.
)7. 2hat should the com,any do to maintain and im,rove its mar$et ,osition@
.8. #he com,any faced the ,roblem of mass absenteeism. Is it desirable to recruit
wor$ers from the same community@
7+. 2ere the efforts ,ut by the organi;ation worth in transforming Dadan lal from a
drug addict to a ,erforming wor$er@ <ustify your answer.
71. 2as sus,ension of Dadan lal Eustified@ 9omment.
7". 2as the organi;ation socially committed in a real sense or all the efforts were
focused at ,rofit ma$ing@
1. & large unit manufacturing electrical goods which has been $nown for its liberal
,ersonnel ,olicies and fringe benefits is facing the ,roblem of low ,roductivity and
high absenteeism. >ow should the management im,rove the organi;ational climate@
".5iscuss the nature and significance of morale @ 5escribe the relationshi,
between morale and ,roductivity@
Principles an& Practice o' Management
(7. TTTTTTTT 5ecisions relate to the day to day o,erations of the enter,rise generally ta$en
by middle and lower level management.
a 3roductive
b Gualitative
c /on- ,roductive
d 6,erative
(-. 6rgani;ational D?6 was invented by TTTTTTTT.
a Jo slaws
b 3eter 5ruc$er
c 2 . #aylor
d < J Delon
(8. ?arriers to delegation of authority would beI
1 'ear of loosing status by managers
" 6ver-confidence among managers
e. 5ac& of trust in subordinates
f. &ll of the &bove
" US,an of controlU is also referred to as s,an of TTTTTTT
a Danagement
b 5elegation
c :ife
d 3ractice
( :earning from mista$es is often more ,owerful than learning fromTTTTTTTT.
a Dentoring
b Success
c 'ailure
d 3rocess
) TTTTTTTT ,rovides all ty,es of hel, re0uired to ma$e the business more efficient
and ,rofitable.
a Dediators
b 9onsultants
c >el, 5e,artment
d Jovernment
- .ana!ement is said to be the combination of three factors arts
science and the third is
a %etrenchment
b 3roEection
c Cconomics
d ,rofession
. Dotivating a wor$er is to create a need and what else on the ,art of a
wor$er to better his ,resent ,erformance.
a 3rofessionalism
b Dotivation
c 5esire
d 5elegation
7 6ne of the e4ternal factors that influence management is
a #echnology
b Jlobali;ation
c Cconomic
d :egal
- 2hat does decoding mean@
a Dessage 5ownloading
b Dessage C4,loring
c Dessage inter,retation
d Dessage 5ecoding
Part Two:
1. 5ifferentiate between ‘&dministration’ and ‘Danagement’.
". 2hat were the common drawbac$s in classical and /eo classical theories of
management@
(. 2rite a short on ‘%etrenchment cor,orate strategy’.
). 2rite a short note on ‘&cce,tance theory’.
1. C4,lain the two ,rogram develo,ed by 5airy 9rest with the hel, of %offey 3ar$
to train their managers at different levels.
.. 5esigning a training session involves the analysis of training needs and ,lan a
training ,rogram. C4,lain the as,ects such as the content of training sessions, the
training methods, the trainer and trainee as,ect in designing of a training session.
7. 2hat evidence e4ists that Shell uses an effective decision-ma$ing ,rocess in
ma$ing various decisions@ 2hat were the various ,roblems with decision-
ma$ing@
-. C4,lain how scenarios hel, Shell’s managing directors engage in divergent
thin$ing@ 5iscuss the limitations of such an a,,roach@
1. Jeneral Clectric was com,osed of one hundred businesses, before <ac$ 2elch
became the 9C6. 2hen he became the 9C6 he streamlined the organi;ation by
selling businesses and ac0uired new ones. >e recreated the organi;ation and
made it a ,rofitable firm in the world. #hus <ac$ 2elch became the greatest
#ransformational leader in the world. 2hat ma$es a #ransformational leader so@
". 2hat are the different ,recautions should be ta$en by a Eob see$er while attaining
interviews
CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
ISBM / IIBMS / IIBM / ISMS / KSBM /
NIPM
SMU / SYMBIOSIS / XAVIER / NIRM /
PSBM / NSBM / ISM / IGNOU / IICT / ISBS
/ LPU / ISM&RC
MBA - EMBA - BMS - GDM - MIS - MIB
DMS - DBM - PGDM - DBM - DBA
www.mbacasest!"a#swe$s.c%m
www.casest!"s%&t'%#.'#
www.casest!'es.c%.'#
a$a+'#!.ba#a,a$-.ma'&.c%m
doc_946232977.docx