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Health Care Management
1) List
the common models of Public Private Parhaership in Health Sector. Explain
contracting in
detail.
2) How
medical System is responsible in promoting the spread of HIV transmission?
Explain.
3) Write
short notes on the following :
(u)
National policy for empowerment of women
(b)
National Commission of Women
4) How
do the socio-cultural factors influence the gender health ? Explain.
5) Explain the initiatives
taken by United Nations to prevent and control HIV/AIDS in India.
Managerial Economics
Case 1: Where is the Fair Play? (Marks-16)
In most countries in Europe, and primarily
America, they don’t prefer the leg meat – it is waste matter
for them so they look for nations where they can
dump this meat. They did in the Philippines, Sri Lanka
and Russia. They might deny it in the US but
everybody knows that they are sitting on stocks for at
least 2-3 years. They have succeeded in doing
that because of their good freezing techniques. Now it’s
becoming a major problem for them. They’re not
used to eating leg meat and are in a fix. In the US
they actually load the price of the entire
chicken on the breast meat, and the rest of the bird is like a
carcass to them. Due to environmental reasons
they can’t dump it in the sea so they have to dump it
somewhere. It can be any underdeveloped country,
may be India!
It’s wrong notion that supply of this meat to
underdeveloped countries will be good for the consumers
there. It is not. Can the Americans guarantee
anything – how long will they be able to supply the
chicken? How long will they supply subsidized
eggs to such a large country? We could end up destroying
our industry base and that will be very sad. As
far as chicken is concerned, they can only supply the
legs – they can never supply the whole bird. The
white meat costs US $3 to 3.5 per pound, so it’s out of
range. May be the consumer gets the advantage of
subsidized supply of the white meat in the short run
but over time the consumers’ interests are likely
to suffer because such a supply will result only in
destroying the chicken and egg industry in India.
Once their surplus stock gets exhausted they can
charge you any price – can they guarantee the
price? They can’t and they won’t.
The chicken/egg business deals with livestock. It
is not possible for people to stop producing for a year
and come back – they will be finished. Once they
are out of the cycle they are out of the industry. It
would be very said if that happened to this
industry that has grown over the past 25 years.
For many people it provides a day-to-day
livelihood. Once the foreign players come in and are allowed
to sell their products at very low rates, the
industry could collapse as it has in other countries.
India is a the cheapest egg producer in the world
– about Re.1 a piece. But now we are very worried. In
European countries, eggs cost between Rs.3-5 but
they are able to deliver the same egg to the Middle
East at Re 1-1.50. This is because in Western
countries they have so many subsidies. When it comes to
agriculture, they are very sensitive and
protective. If they bring it to the Middle East, then why can’t
they do it here as well? The government knows
that the Western countries are not going to remove
subsidies – they know when it comes to
agriculture, neither the Europeans nor the Americans are going
to do anything. They are going to protect them
forever- so where is the fair play?
Questions:
i. What would you recommend to the government to
create a level playing field for the local firms
and the western exporters of meat to India?
ii. Can you cite any other typical product where
India’s advantage turns into disadvantages as a
result of WTO agreement?
BUSINESS FOUNDATION
Case 1 Marks-16
This
past winter, just days before Ray Goshorn and his wife were leaving for a trip
to Cancun, Mexico, their
beloved
bichon fries, Frosty, had surgery that required serious post-operative care.
That put the Aurora,
Colorado,
couple in a bind: Who would watch their 9-year-old pooch and give him the
proper love and
medical
attention while they were on vacation?
Goshorn
turned to Camp Bow Wow, a Denver doggie day-care company. With a veterinary
technician on
site,
the outfit tended to Frosty’s needs-changing bandages, giving medicine, taking
him in for checkups.
“When we
picked him up, he was running around with all the puppies,” Goshorn says. “It
was an incredibly
comforting
feeling to know that Frosty was OK while we were away, especially in that kind
of emergency
situation.”
Camp Bow
Wow, the nation’s only franchised doggie day-care center, is much like a
children’s nursery
where
working parents drop off their tots. Pet owners leave their canines during the
day or check them in
for
overnight stays. In climate-controlled facilities, they romp with toys, run on
exercise machines, and
swim in
“paw pools.” Overnight campers are given their own beds to curl up on, rather
than kennel-style
cages.
“I wanted to have a comprehensive, safe, fun, place for dogs,” says Heidi
Flammang, Camp Bow
Wow’s
founder and CEO.
DOGGED DREAMER. For most owners, dogs have
long been considered part of the family. But families
today
are spending more and more money keeping Fido happy, as an increasing number of
goods and
services
become available for those on four legs: Pet therapists, designer doggie
shampoo, and
aromatherapy
products, to name a few. Indeed, this penchant for pampering now feeds a $34
billion
industry, up from just $17
billion in 1994, according to the
Questions:-
1. How
would you describe Heidi Flammang’s approach to doing business?
2. In
what ways is Camp Bow Wow’s business model creating more value for dog owners
than its
competitors?
How has Flammang altered her business model over time?
3. In
what ways will Flammang’s business model and her use of franchising affect the
profitability of her
company?
Operation Management
SECTION A
Case – 1 Marks- 20
Dr. Govinda Venkataswamy (fondly called Dr. V)
founded the Aravind Eye Hospitals in 1976 with an 11-
bed facility in Madural, which performed all
types of eye surgeries. Its goal was to offer quality care at
reasonable cost. In 1978, a 70 bed free hospital
was opened to provide the poor with quality care. In
2004, Aravind Eye Care System comprised Eye Care
Facilities at Madural, Theni, Tirunelveli, Coimbatore
and Pondicherry (Exhibit 1) and performed nearly
230,000 eye surgeries and handled 1,640,000
outpatient visits (Exhibit 2). It is recognized
as the world’s most productive eye hospital handling the
largest patient volume. Its website states that
‘with less than 1% of the country’s ophthalmic manpower,
Aravind accounts for 5% of the ophthalmic
surgeries performed nationwide”. Its mission has now become
to “eradicate needless blindness by providing
appropriate, compassionate and quality eye care for all”.
Each day, across all five Aravind Eye Hospitals,
about 4481 outpatient visits are handled, about 627
surgeries take place and about three camps are
conducted.
Currently, there are more than 20 million blind
people in India and only over four million surgeries are
performed every year. Over 75% of the blindness
is due to cataract. Cataract is the clouding of the
natural eye lens due to ageing or otherwise.
There are two types of cataract surgeries: one in which the
natural lens is removed and then glasses are
provided after three to four weeks, called intracapsular
surgery (ICCE) and the other where after removing
the natural lens, the intraocular lens inserted, called
extra capsular surgery or ECCE. In ECCE, patients
normally do not require corrective lenses after the
surgery. ECCE is better and often preferred
because the quality of the restored sight is distortion-free and
near natural. However, ECCE is slightly expensive
due to the cost of the intraocular lens. Talking to a
Harvard Business School professor, Dr.V argued,
“Tell me, can a cataract surgery be marketed like
hamburgers? Don’t you call it social marketing or
something? See, in America, McDonald’s and Dunkin’
Donuts and Pizza Hut have all mastered the art of
mass marketing, we have to do something like that to
clear the backlog of Million blind eyes in India.
We perform only one million cater acts a year. At this rate
we can’t catch up.” Each of the Aravind Hospitals
has two sections: one is the Main Hospital for the paid
patients and other is free hosp ital for
nonpaying patients. The series of steps, which a patient normally
goes through, is the same in both the hospitals:
patients are initially registered, their vision is recorded
and they undergo a preliminary examination
followed by testing of tension and tear duct function. This
follows refraction test and final examination.
While the assistants carry out many of the intermediate
steps, a senior ophthalmologist does the final
examination. The two sections differ in size, the kind of beds
they provide and general kind of patients. Who
come to use them? However, the same pool of doctors and
nurses serves
QUESTIONS:-
1. What
is the vision of AECS? What is the role of operations in meeting it?
2. Can
this system be replicated to other aspects of health care? Other services? What
will be the
problems?
What will be the advantages?
3. How
do different elements of AECS work together to deliver the vision of Dr. V?
4. What
are some of the problems AECS facing? Are they inherent in its model or they
could be rectified
while keeping the model
intact?
Business Strategy
Door Darshan is the India’s premier public
service broadcaster with more than 1,000 transmitters
covering 90% of the country’s population across
on estimated 70 million homes. It has more than
20,000 employees managing its metro and regional
channels. Recent years have seen growing
competition from many private channels numbering
more than 65, and the cable and satellite
operators (C & S). The C & S network
reaches nearly 30 million homes and is growing at a very fast
rate.
DD’s business model is based on selling half –
hour slots of commercial time to the programme
producers and charging them a minimum guarantee.
For instance, the present tariff for the first 20
episodes of a programme Rs.30 lakhs plus the cost
of production of the programme. In exchange
the procedures get 780 seconds of commercial time
that he can sell to advertisers and can generate
revenue. Break-even point for procedures, at the
present rates, thus is Rs.75,000 for a 10 second
advertising spot. Beyond 20 episodes, the minimum
guarantee is Rs.65 lakhs for which the
procedures has to charge Rs.1,15,000 for a 10
second spot in order to break-even. It is at this
point the advertisers face a problem – the
competitive rates for a 10 second spot is Rs.50,000.
Procedures are possessive about buying commercial
time on DD. As a result the DD’s projected
growth of revenue is only commercial time on DD.
As a result the DD’s projected growth of revenue
is only 6-
10% as against 50-60% for the private sector
channels. Software suppliers, advertisers and
audiences are deserting DD owing to its
unrealistic pricing policy. DD has options before it. First, it
should privates, second it should remain purely
public service broadcaster and third, a middle path.
The challenge seems to be exploit DD’s immense
potential and emerge as a formidable player in the
mass media.
i. What is the best option, in your view, for DD?
ii. Analyse the SWOT factors the DD has.
iii. Why do you think that the proposed
alternative is the best?
Consumer Behavior
1. You
are the brand manager of a new line of light weight autofocus, economically
priced digital
cameras.
Describe how an understanding of consumer behaviour will help you in your
segmentation
strategy and promotion strategy. What are the consumer behaviour variables that
are
crucial to your understanding of this market ?
2.
Gillette, an established market leader in shaving products, is planning a foray
into skin care
products
for men. How can the company use stimulus generalisation to market these
products ?
Can
instrumental conditioning also be applied in this marketing situation ? How ?
3. You
have been asked to advise a mens wear apparel manufacturer, to help them
suitably
segment
their market and identify the most appropriate target segment. The company
manufactures
both formal and casual wear, and has a stylish, upmarket range. You want or to
apply
the VALSII typology to help them identify
the
target segments. Explain how would you utilise this approach and which segments
would be
the most
appropriate for this manufacturer ?
4.
Discuss the components of an attitude. Taking the example of a consumer enable
purchase
decision,
explain what functions do attitudes play in consumer decision making.
5. How
as a marketer of home appliances, would you use the knowledge of post purchase
evaluation
by consumer, to ensure that your consumers do not experience any dissonance ?
Describe
the response strategies you will follow
6.
“Consumers are always right, but not always” - Agree (or) Disagree, Support
your arguments
with and
examples
Case
General Management
Case -1 SPIRITUALITY IN THE WORKPLACE Marks-16
Traditionally, the workplace and spirituality did
not mix in America. But things are changing. Andre
Delbecq, a professor at Santa Clara University, a
Jesuit institution, said: “There were two things I thought
I’d never see in my life, the fall of the Russian
empire and God being spoken about in a business school.’’
Now management books and conferences (including
the annual meeting of the Academy of Management)
deal with the various aspects of how God can be
brought into the organizational environment. To be sure
people who want to integrate spiritual dimensions
into the workplace are still considered rebels. But
service Master, a Fortune 500 company with some
75,000 employees, created a spiritual organization
culture many years ago. Indeed, peter Drucker,
one of the most prolific writers on management, had high
regards for the company that is known for its
products such as Terminix (pest control), TruGreen, Merry
Maids, and others.
When people in the US were asked if they believe
in God, some 95 per cent said yes, it is in a
spiritual context that business people under the
daily pressure can discuss their inner feelings. As the baby
boomers, now in their 50s, are reaching the top
in their organizational life, they begin to wonder what life is
all about. They lived through the youth culture
of the1960s and the 1980s that was dominated by greed.
They are now questioning the real meaning of life
and the ethical dimension of work. Jose Zeilstra, an
executive at price WaterhouseCoopers worked
around the world, practicing her Christian principles in
different cultures. During her assignment in
China, she strongly argued against the practice of giving “very
expensive gifts.” As a result the business
transaction did not work out. Yet, in the long run, while integrating
her personal beliefs with her work, resulted in a
very successful career. Academic institutions such as the
University of St.Thomas, the University of
Denver. And the Harvard Divinity School are Following and
studying the movement of spirituality. Other
schools such as Antioch University in Los Angeles, the
University of New Haven in Connecticut, the
University of Scranton in Pennsylvania, Santa Clara University
in California as well as institution abroad such
as the University of Bath in England and the Indian centre for
Encouraging Excellence in Bombay, India, are
conducting research, conferences, or lecture on
Questions:-
1. What
is spirituality?
2. Is
this topic appropriate for businesses?
3. What are the arguments
for and against its inclusion in businesses?
Subject: Human Resource
Management
Fun at Hitech
Hitech
Corporation (Hitech) is a well known IT company based in Hyderabad , India.
Hitech provides
networking
solutions to many Fortune 500 companies. Started in 1990 by two technology
experts, Hitech
currently
has almost $40 million in annual revenue. When the founders started the company,
they
established
as one basic value that working at Hitech should be enjoyable as well as
profitable. That belief
has
helped create a company culture today that gives Hitech competitive advantages
when recruiting and
retaining
talented workforce in the challenging labor market of IT.
Because
recruitment of talented employees to handle growth at Hitech is so crucial, ,
the HR unit has an
aggressive
employee referral program which pays employees up to $5,000 for referring new
hires who
stay
with the firm.The HR unit prides itself on prompt feedback to potential
employees. Other "fun"
programs
include-
· Football, pool tables, volleyball courts, assorted video games,
pianos, ping pong tables, and gyms
that
offer yoga and dance classes.
· Grassroots employee groups for all interests, like meditation, gourmet
cooking and salsa dancing..
· Healthy lunches and dinners for all staff at a variety of caf?
· Theme parties organised each month. Last month Hitech had its
executives wearing animal
costumes
as part of a "jungle" party .
These
fun initiatives have a more important business purpose-to demonstrate that
people are important at
Hitech.
Is all this fun profitable? Hitech's answer is an unqualified yes. Over 40% of
all Hitech ?s new
employees
come from the employee referral program. The firm?s cost to hire each new
employee is about
$5,000
less than the industry average. Even more important, those hired stay longer as
indicated by its
retention
rate of 42 months compared to the industry average of 20 months. Also, employee
turnover is
about 6%
annually? significantly below the industry average. It is obvious that Hitech's
approach to HR
management
is paying off, both in an enjoyable company culture and in contributing to
organizational
success.
Question:
1.
Employee
referral is the best approach to recruitment .What
SUBJECT: Marketing
Management
Case 1 Marks-16
1997 saw
the US$19 billion merger of Guinness and Grand Met to form Diageo, the world’s
largest drinks
company.
Guinness was the group’s top- selling beverage after Smirnoff vodka, and the
group’s third
most
profitable brand, with an estimated global value of US$ 1.2 billion. More than
10 million glasses of
the
world’s most popular stout were sold every day, predominantly in Guinness’ top
markets: respectively,
the UK,
Ireland, Nigeria, the USA and Cameroon.
However,
the famous dark stout with the white, creamy head was causing some strategic
concerns for
Diageo.
In 1999, for the first time in the 241-year history of Guinness, sales fell. In
early 2002 Diageo
CEO Paul
Walsh announced to the group’s concerned shareholders that global volume growth
of Guinness
was down
4 per cent in the last six month of 2001 and, more alarmingly, sales were also
down 4 per cent
in its
home markets, Ireland. How should Diageo address falling sales in the
centuries- old brand shrouded
in Irish
mystique and tradition?
The changing face of the
Irish
Questions:-
1. From
a marketing perspective, what has Guinness done to ensure its longevity?
2. How
would you characterize the Guinness brand?
3. What
could Guinness do to attract younger drinkers? And to retain its older loyal
customer base?
Can both
be done at the same time?
4. Is the quick- pour
concept a good or bad idea? Why?
SUBJECT: Organizational Behaviour
Difficult Transitions
Tony
Stark had just finished his first week at Reece Enterprises and decided to
drive upstate to a small
lakefront
lodge for some fishing and relaxation. Tony had worked for the previous ten
years for the
O’Grady
Company, but O’Grady had been through some hard times of late and had recently
shut down
several
of its operating groups, including Tony’s, to cut costs. Fortunately, Tony’s
experience and
recommendations
had made finding another position fairly easy. As he drove the interstate, he
reflected
on the
past ten years and the apparent situation at Reece.
At
O’Grady, things had been great. Tony had been part of the team from day one.
The job had met his
personal
goals and expectations perfectly, and Tony believed he had grown greatly as a
person. His work
was
appreciated and recognized; he had received three promotions and many more pay
increases.
Tony had
also liked the company itself. The firm was decentralized, allowing its
managers considerable
autonomy
and freedom. The corporate Culture was easygoing. Communication was open. It
seemed that
everyone
knew what was going on at all times, and if you didn’t know about something, it
was easy to
find
out.
The
people had been another plus. Tony and three other managers went to lunch often
and played golf
every
Saturday. They got along well both personally and professionally and truly
worked together as a
team.
Their boss had been very supportive, giving them the help they needed but also
staying out of the
way and
letting them work.
When
word about the shutdown came down, Tony was devastated. He was sure that
nothing could
replace
O’Grady. After the final closing was announced, he spent only a few weeks
looking around before
he found a comparable
position at Reece Enterprises
Case Questions
1.
Identify several concepts and characteristics from the field of organizational
behavior that this case
illustrates?
2. What
advice can you give Tony? How would this advice be supported or tempered by
behavioral
concepts
and processes?
2.
Is it possible
to find an "ideal" place to work? Explain.
Business Communication
CASE NO. 1 (Marks 20)
ACTIONS SPEAK LOUDER THAN WORDS ALL AROUND THE
WORLD
“He wouldn’t look me in the eye. I found it
disconcerting that he kept looking all over the room but rarely
at me,” said Barbara Walters after her interview
with Libya’s Colonel Muammar al-Qadhafi. Like many
people in the United States, Walters was
associating eye contact with trustworthiness, so when Qadhafi
withheld eye contact, she felt uncomfortable. In
fact Qadhafi was paying Walters a compliment. In Libya,
not looking conveys respect, and looking straight
at a woman is considered nearly as serious as physical
assault.
Nonverbal communication varies widely between
cultures, even between subcultures, and the differences
strongly affect communication in the workplace.
Whether you’re trying to communicate with your new
Asian American assistant, the Swedish managers
who recently bought out your company, the African
American college student who won a summer
internship with your firm, or representatives from the
French company you hope will buy your firm’s new
designs, your efforts will depend as much on physical
cues as on verbal ones. Most Americans aren’t
usually aware of their own nonverbal behavior, so they
have trouble understanding the body language of
people from other cultures. The list of differences is
endless.
* In Thailand it’s rude to place your arm over
the back of a chair in which another person is sitting.
* Finnish female students are horrified by Arab
girls who want to walk hand in hand with them.
* Canadian listeners nod to signal agreement.
* Japanese listeners nod to indicate only that
they have understood.
* British listeners stare at the speaker,
blinking their eyes to indicate understanding.
* People in the United States are taught that
it’s impolite to stare.
* Saudis accept foreigners in Western business
attire but are offended by tight – fitting clothing and by
short sleeves.
* Spaniards indicate a receptive friendly
handshake by clasping the other person’s forearm to form a
double handshake.
* Canadians consider touching any part of the arm
above the hand intrusive, except in intimate
relationships.
It may take years to adjust your nonverbal
communication to other cultures, but you can choose from
many options to help you prepare. Books and
seminars on cultural
Career
Applications :
1.
Explain how watching a movie from another country might help you prepare to
interpret nonverbal
behavior
from that culture correctly.
2. One
of your co-workers is originally from Saudi Arabia. You like him, and the two
of you work well
together.
However, he stands so close when you speak with him that it makes you very
uncomfortable. Do
you tell him of your
discomfort, or do you try to cover it up ?
SUBJECT: International Business
Introduction
M/S Auto India is a public limited company; they
manufacture SUVs (sports utility
Vehicle), in technical collaboration with General
Motors of USA. The company has established their
manufacturing base at Ranjangaon in Pune. They
have acquired an area of 250 acres and the total
project cost is estimated at Rs 1500 crores. As
per the projections, the company is slated to achieve a
25% market share in the Indian market, within a
period of two years.
Out of the total project cost, 49% is brought in
by General Motors and the rest is tied up with financial
institutions, international banks and Indian
banks. The working capital is financed by a consortium of
banks in which Global bank, Pune branch, is the
leader. The company imports many parts of the car
engine in a CKD (completely knocked down)
condition from General Motors, Detroit, after establishing
import letters of credit through its main
bankers, Global Bank, Pune Branch.
M/S Auto India approached Global Bank, Pune for
opening of import letter of credit as per UCP ICC 600
for USD 100,000, on sight basis, in favour of
General Motors, Detroit.
Type of credit - Irrevocable negotiable
Application - UCP ICC 600
Applicant - M/S Auto India, Pune, India
Beneficiary - M/S General Motors, Detroit, USA.
Issuing Bank - Global Bank, Pune, India
Advising Bank - The American Bank, New York
Negotiating Bank - The American Bank, New York
Reimbursing Bank - International Bank, New York
Availability - Negotiable at sight
Expiry - At the counters of The American Bank,
New York
Amount - USD 100,000
Merchandise - Car engine parts
Quantity and price - 50 units @ USD 2000 per unit
Circumstances
Questions
1) Was
Global Bank, Pune Branch correct in its argument, as the credit issuing bank?
2) Was the stand taken by The American Bank, New York correct, as the
negotiating bank?
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