PROVIDED CASE STUDY SOLUTIONS, PROJECT REPORTS

PROVIDED CASE STUDY SOLUTIONS, PROJECT REPORTS

PROJECT GUIDANCES,

ASSIGNMENT ANSWERS ETC…

MBA – EMBA-MSW-BBA-BBM-BCOM

ALL INDIAN & FOREIGN UNIVERSITIES

IGNOU, ISBM, IIBM, KSBM, PSBM, ISMS ETC..

CONTACT: DR PRASANTH MBA PH.D. DME

Mob: +91 9447965521 OR +91 9924764558

Email: prasanththampi1975@gmail.com

Website: www.casestudyandprojectreports.com

International Marketing Management

Section A: Objective Type & Short Questions (30 Marks)

Part One:

Multiple choices:

1. International marketing includes activities that direct the flow of goods from:

a. One country to one country

b. One country to another country

c. One country to multiple country

d. All of the above

2. ETC stands for______________

a. Expert trading companies

b. Essential trading companies

c. Export trading companies

d. None of the above

3. Till 1950-56 there was no clear exim policy and no __________ restrictions of any kind.

a. Import

b. Export

c. Both a) & b)

d. None of the above

4. Tariffs have been one of the classical methods of regulating ___________ trade.

a. International

b. National

c. Domestic

d. None of the above

5. The world trade organization (WTO) was established on 1st January____________

a. 1996

b. 1995

c. 1997

d. None of the above

6. Export documentation is a very important area in ___________ management.

a. International

b. Import

Caselet 1

Export Marketing:

The trade in black pepper is unhappy that exports may not show a sign of revival in prices in the

immediate future. World prices have been showing a downward trend for eighteen months and this has

resulted in much lower earnings for exporters. The UK, West Germany and the Netherlands have cut

their import requirement though the American demand has shown some growth. Brazil has been

resorting to aggressive selling at lower prices and the expectations are that its exports will reach an alltime

peak of 32,000 tones in the 1981-82 season. The 1981-82 Indian season is only about six weeks

away. The Brazilian offensive has forced India to withdraw so to any from the US and West European

markets and increase its reliance on communist buyers. As many as 1980-81.the Soviet Union alone

accounting for 12,647 tones. But exporters are concerned at the diversion on such a scale of this trade.

Questions:

1. Had you been the pepper exporter, what would be your short term and medium-term export

marketing strategy in the above environment?

2. Could you examine the weak points in this case study?

Caselet 2

SMART KIDS . SELLING EDUCATIONAL GAMES AND

RESOURCES TO THE WORLD

Smart Kids Ltd. An Auckland company that makes educational games and resources to read and

understand math.s has won a Trade New Zealand Export Award for its success in international markets

in 2003.Established eight years ago in the family home basement, Smart Kids is led by husband and

wife team, joint chief executives David and Sun Milne and their sons Duncan and Frase. She Milne, an

ex-teacher, says from just 30 products when it started, the company produces more than 200 produces

catering for student.s activities, grammar concepts and numeracy. She says the international appeal of

Smart Kids products was highlighted recently, when company.s SMART PHONICS was listed amongst

the top five products out of almost 100 in the education trade show in the United Kingdom. The key

requirement for every new Smart Kids products is that it stimulates student.s minds in the classroom,

teaches them a specific concept easily, enjoyably and permanently and enables problem solving. David

Milne says Smart Kids started selling its educational games and resources to New Zealand schools in

1995, drawings an immediate and strong response. It quickly became apartment that the New Zealand

market was not large enough to sustain considerable investment in product development, and secondly,

that their products have done so well that they deserved wider exposure.¡±Our export research came

down to two options. Find educational distributors in other countries or set-up our own operations. The

first option was less risky and easy to manage but it meant that Smart Kids products were lost in a wide

range of materials. So we went for the second option and over the next few years established offices in

Australia, in UK and Canada¡±. This has successfully branded Smart Kids as a leading supplier of

educational resources in these countries. Mr. Milne says the Smart Kids product catalogue is now sent

regularly to teachers in more than 50,000 schools across the UK, Ireland, Canada and Australia. ¡°We

also sell to schools in the US. In that market we elected to work through a distributor, we didn.t have

the financial resources to set-up an operation that could cover almost 70,000 schools and compete with

every established educational publisher¡±. He says annual exports now exceed $2.2 million and account

for more than 90% of turnover. In order to grow the business, surplus profits are reinvested back into

product development, infrastructure . the company recently moved its Auckland operation into new

20,000 square feet premises in Ellerslie. Mr. Milne says the Smart Kids brand is now well established

internationally with the company enjoying many competitive advantages, including its New Zealand

origin. New Zealand education is highly regarded overseas and we find that international teachers to get

hold of educational products made in this country.

Questions:

1. What are the major considerations for a firm in order to while deciding its markets entry

strategy?

2. To what ext

Research Methodology

Section A: Objective Type & Short Questions (30 Marks)

· This section consists of Multiple Choice & Short Answer Type questions.

· Answer all the questions.

· Part One carries 1 marks each & Part Two carries 5 marks each.

Part One:

Multiple Choices:

1. Research is an art of ____________ investigation.

a. Technological

b. Scientific

c. Political

d. None of the above

2. Exploratory research is flexible and very ___________ research.

a. Variable

b. Visuals

c. Versatile

d. None of the above

3. Frame error, chance error and response error are collectively called____________

a. Total error

b. Non sampling error

c. Sampling error

d. Universal error

4. Hypothesis testing is sometimes called ____________ analysis.

a. Exploratory data

b. Confirmatory data

c. Experimental data

d. Both a) & b)

5. Execution of the project is a very important step in the ____________ process.

a. Questions

b. Identification

c. Research

d. None of the above

Section B: Caselets (40 marks)

· This section consists of Case lets.

· Answer all the questions.

· Each case let carries 20 marks.

· Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1

Swastika Computer System was established in 1981 at Delhi to provide computer training. In 1980s

computer education was relatively new in India. Personal computers 286 existed and MS DOS was the

operating system. Languages like Basic, Pascal, COBOL, FORTRAN were used in programming.

Swastika Computer Systems was established with their support departments namely computer

assembly, faculty training and computer servicing department. In the first financial year, it recorded a

turnover of Rs 11.5 lakhs. Within a few years of its existence, Swastik Computer System opened its

branches in eight major cities of India and had a gross annual turnover of Rs 86 lakhs. The organization

was highly centralized. The head office at Delhi handled all accounts, recruitment, and placement of

students and servicing of computers. The Bhopal branch of Swastik Computer Systems was set up in

May 1987. The branch was headed by a dynamic branch manager Hemant Gupta. He was a BSc in

computers and had previously worked in the data processing department of a

Questions:

1. What according to you went wrong at the Bhopal branch?

2. What can be done to revive the Bhopal branch?

Supply Chain Management

Section A: Objective Type & Short Questions (30 Marks)

· This section consists of Multiple Choice questions& Short Answer type questions.

· Answer all the questions.

· Part One questions carry 1 mark each & Part Two questions carry 2 marks each.

Part One:

Multiple Choices:

1. When demand is steady, the cycle inventory for a given lot size (Q) is given by

a. Q/4

b. Q/8

c. Q/6

d. Q/2

2. There are two firms „x‟ and „y‟ located on a line of distance demand(0-1) at „a‟ and „b‟

respectively, the customers are uniformly located on the line, on keeping the fact of splitting of

market, the demand of firm „x‟ will be given by,

a. (a+b)/2

b. a+(1-b-a)/2

c. (1+b-a)/2

d. a+(a-b)/2

3. Push process in supply chain analysis is also called

a. Speculative process

b. Manufacturing process

c. Supplying process

d. Demand process

4. If the Throughput be „d‟ and the flow time be „t‟ then the Inventory „I‟ is given by

a. I *d=t

b. I=t+d

c. d=I*t

d. I =d*t

5. Forecasting method is

a. Time series

b. causal

c. Qualitative

d. All the above

Caselet 1

Orion is a global co. That sells copiers. Orion currently sells 10 variants of a copier, with all inventory

kept in finished-goods form. The primary component that differentiates the copiers is the printing

subassembly. An idea being discussed is to introduce commonality in the printing subassembly so

that final assembly can be postponed and inventories kept in component form. Currently, each copier

costs $1,000 in terms of components. Introducing commonality in the print subassembly will increase

component cost to$1.025.One of the 10 variants represents 80 percent of the total demand. Weekly

demand for this variant is normally distributed ,with a mean of 1,000 and a standard deviation of

200.Each of the remaining nine variants has a weekly demand of 28 with a standard deviation of

20.Orion aims to provide a 95per level of services .Replacement lead time for components is four

weeks. Copier assembly can be implemented in a matter of hours. Orion manages all inventories

using a continuous review policy and uses a holding cost of 20 percent.

1. How much safety inventory of each variant must Orion keep without component commonality?

What are the annual holding costs?

2. How much safety inventory must be kept in component form if Orion uses common components

for all variants? What is the annual holding cost? What is the increase in component cost using

commonality? Is commonality justified across all variants?

3. At what cost of commonality will complete commonality be justified?

4. At what cost of commonality will commonality across the low-volume variants be justified?

Strategic Management

Section A: Objective Type (30 marks)

· This section consists of multiple choice questions & Short notes type questions.

· Answer all the questions.

· Part one questions carry 1 mark each & Part two questions carry 5 marks each.

Part One:

Multiple choices:

1. A plan of action designed to achieve a particular goal is:

a. Tactic

b. Strategy

c. Financial benefits

d. None of the above

2. It is important to develop mission statement for:

a. Allocating organizational resources

b. Provide useful criteria

c. Company creed

d. Customer orientation

3. The five forces model was developed by :

a. Airbus

b. Karin Larsson

c. Michael E.Porter

d. Boeing

4. How many elements are involve in developing in an organizational strategy:

a. Six

b. Two

c. Four

d. Nine

5. The three important steps in SW

Case let 1

National Competitive Advantage of IKEA Group, a Swedish company founded in 1943 with its

headquarters in Denmark, is a multinational operator of a chain of stores for home furnishing and

furniture. It is the world’s largest retailer, which specializes, in stylish but inexpensive Scandinavian

designed furniture. At the end of 2005 the IKEA Group of Companies had a total of 175 stores in 31

countries. In addition there are 19 IKEA stores owned and run by franchisees, outside the IKEA store

around the world.

In Sweden, nature and a home both play a big part in people’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

unpretentious.

To match up the artist Carl and Karin Larsson combined classical influences with warmer Swedish folk

styles .They created a model of Swedish home furnishing design that today enjoys world-wide renown. In

the 1950s the styles of modernism and functionalism developed at the same time as Sweden established a

society founded on social equality .The IKEA product range –The IKEA product range- modern but not

trendy, functional yet attractive, human-centered and child friendly – carries on these various Swedish

home furnishing traditions.

The IKEA Concept, like lots founder, was born in Samaland. This is a part of Southern Sweden where the

soil is thin and poor. The people are famous for working hard, living on small means and using their

heads to make the best possible use of the limited resources they have. This way of doing things is at the

heart of the IKEA approach to keeping prices low.

IKEA was founded when Sweden was fast becoming an example of

Questions

1. Do you think that IKEA has been successful to utilize Porter’s Five force analysis?

Give reasons.

2. Where do you think can IKEA improve?

Enterprise Resource Planning

Section A: Objective Type (30 marks)

• This section consists of Multiple Choice questions & Short Answer type questions.

• Answer all the questions.

• Part One questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

Multiple Choices:

1. Enterprise Resource Planning is

a. Computer System

b. Manufacturing organization

c. Method of effective planning of all the resources in an organization

d. None of the above

2. Enterprise Resource Panning vendors are those people

a. Who are experts in administration and management of projects

b. Who have developed the ERP packages

c. Who uses the ERP system

d. None of the above

3. Interviewing and cost justification is tool and technique of

a. Design step of ERP

b. Implementation step of ERP

c. Requirement analysis of ERP

d. Planning step of ERP

4. Support re-engineering processes to fit the software systems best practice is approach of

a. Re-engineering approach

b. Customizing approach

c. Rational approach

d. None of the above

5. Process of tracking customer contacts and

Caselet 1

Tech Knowledge is a start-up founded in 1997 by Robert Thyer. The company is a distributer of

presentation technologies, including computer based projection systems, video equipment, and

display technologies. The firm has 25 employees and does $5 million in sales. It is growing rapidly.

The owner, Robert Thyer, would like to netsource the back-office functions of the firm because the

company does not have an internal IT capability. The applications to be netsourced would include

sales and distribution, financial accounting, and inventory management.

TechKnowledge would like to source SAP or another ERP vendor via a hosting arrangement. It

does not expect to do much customization, and it does not have any legacy systems.

1. What factors should it use to evaluate each of these potential hosts?

2. What controls should be in place to monitor the hosting arrangement?

Management Information Systems

Section A: Objective Type (30 marks)

· This section consists of Multiple choice questions and Short Note type questions.

· Answer all the questions.

· Part one questions carry 1 mark each & Part two questions carry 5 marks each.

Part one:

Multiple choices:

1. Management Information System is mainly dependent upon:

a. Accounting

b. Information

c. Both ‘a’ and ‘b’

d. None of the above

2. The most important attribute of information quality that a manager requires is:

a. Presentation

b. Relevance

c. Timeliness

d. None of the above

3. Human Resource Information Systems are designed to:

a. Produce pay checks and payrolls reports

b. Maintain personnel records

c. Analyze the use of personnel in business operations

d. Development of employees to their full potential

4. Operational Accounting System include:

a. Inventory control

b. Cost accounting reports

c. Development of financial budgets and projected financial statements

d. None of the above

Case let 1

Overview of our Client’s Strategy

Our client had an online store. They were spending $15,000 each month on pay per click

advertising. This resulted in about $225,000 per month in sales. They didn’t know which clicks

were leading to sales because they didn’t track the clicks. There rankings in the natural listings was

minimal because they hadn’t done keywords research on what visitors were using to try to find a

site like there’s. They weren’t able to quantity results because their we statistics program only

showed very general traffic information. They were also doing an irregular email newsletter even

though they had more than 32,000 e-mails in their database.

Analysis of the situation

In the natural listings we suspected they were being penalized by the search enines for duplicate

content. The search engines frown on this because they feel this is trying to fool them. Google will

often give a site like this something called “Supplement Results”, which means that the search

engines know the page exists but doesn’t have any content in their database. We also suspected

their email newsletter was being blocked by many spam blockers because the names of the products

they sold were often on used in spam e-mails.

Implementation of a Solution

For the pay per click advertising we started tracking the clicks down to the individual terms and the

actual results that came from them. We were able to delete terms that were not getting enough sales

and increase the bids on ones that brought sales. For the natural listings we did keywords research

and focused on the main keywords on the content for the home page and in the META tags. We

also found that visitors search on product names rather than manufactures, so in the title tag for the

page we switched and put the product name before the manufacturer. With the newsletter, we used

a good mix of graphics and content to appease the spam blockers, as well as put the product names

in graphics so they wouldn’t be blocked. In order to analyze of the site’s traffic, we implemented a

powerful web statistics program.

Results of our work

Through our tactics, our clients were able to move up to #4 on Google for their main search term,

which got a lot of traffic. With pay per click, they went from $.43. They decrease their budget to

$10,000 per month, yet were able to increase their traffic by 33 percent. Through our optimization

of their pay per click, their cost per conversion to sale decreased by at least 45 percent. The

deliverability of their newsletter increased as well. Within a year, their sales increased to over

$600,000 per month.

Questions:

1. Discuss the client strategy for the success of store.

2. Suppose if you are the client maker what would you suggest for the client.

International Financial Management

Section A: Objective Type (30 marks)

 This section consists of Multiple choice & Short Answer type questions.

 Answer all the questions.

 Part One questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

Multiple choices:

1. Foreign exchange market in India is relatively very

a. Big

b. Small

c. Medium

d. None of the above

2. Balance of payment is a systematic record of all _______ during a given period of time.

a. Political transactions

b. Social transactions

c. Economic transactions

d. None of the above

3. Merchandise trade balance, services balance & balance on unilateral transfer are the part of

________ account

a. Current account

b. Capital account

c. Official account

d. None of the above

4. Interest rate swaps can be explained as an agreement between _________ parties

a. One

b. Two

c. Three

d. None of the above

5. Capital account convertibility in India evolved in August

a. 1996

b. 1995

c. 1994

d. None of the above

Case let 1

Managing Exchange Rate Risk

Mahindra International (India) imported spares of an engine from a US manufacturer for $ 5,000 per

annum at a price of $ 2.5 per piece. The average exchange rate during 2001-02 was Rs. 47.70/$. The

Indian company imported the spares also from a British manufacturer. In fact, it had diversified its

import in view of reducing the risk associated with the supply. The import from the USA was

competitive in view of the fact the same spares imported from the UK was slightly costlier. The

American spares cost Rs. 119.25 per piece, while the British spares cost Rs. 120.00 per piece. In

2002-03, US dollar appreciated to Rs. 48.40 with the result that the cost of American spares turned

higher than the British spares. In the sequel of the appreciation of US dollar, the Indian importer cut

its demand from 2,000 pieces to 500 pieces. The loss to the US exporter was colossal. But at the same

time, the Indian Importer suffered a lot. It had to pay a higher price for the US spares in terms of

rupee. And also, it had to divert its import from the USA to the UK insofar as the pound sterling did

not appreciate during this period. All this happened in the wake of the exchange rate changes.

Questions:

1. Mention the loss borne by the US exporter in the sequel of appreciation of dollar.

2. What strategy the Indian importer needs to follow to hedge the exchange rate risk?

Security Analysis and Portfolio Management

Section A: Objective Type (30 marks)

 This section consists of Multiple choice questions & Short Answer type questions.

 Answer all the questions.

 Part One questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

Multiple choices:

1. Beta is useful for comparing the relative _____________ of different stocks.

a. Business risk

b. Systematic risk

c. Liquidity risk

d. Country risk

2. The price prevailing in market is called

a. Market security

b. Market value

c. Market price

d. None of the above

3. Line charts, Bar charts, Candles tic charts are the parts of

a. Fundamental analysis

b. Technical analysis

c. Company analysis

d. None of the above

4. A market portfolio is a portfolio consisting of a weighted __________ in the market.

a. Sum of every equity

b. Sum of every liabilities

c. Sum of every assets

d. None of the above

5. The date on the option contr

Case let 1

TOUAX is a French company and is currently Europe’s no. 1 in shipping containers and river

barges, and no. 2 in modular building and freight railcars. The group provides operating leases to

customers around the world, both on its own account and for third-party investors. On June 24, 2009,

TOUAX announced that its capital increased by waiving preferential subscription rights but with

priority for existing shareholders, launched on 18 June 2009 for a total of E17, 851,519.76 (gross)

through the issue of 936,596 new shares which were subscribed in the entirely. Following partial

application of the extension clause, 952,747 shares were placed or 101.72% of the issue; total

proceeds were E18, 159,357.82.

This rights issue has enabled the Group to strengthen its financial structure, to position itself with

advantage for possible acquisitions of tangible stock, and to grasp opportunities thrown up by the

crisis (purchase of shipping containers, modular buildings, river barges and railcars, for hiring out on

mainly long-term leases). 370,062 new shares allotted under absolute entitlement were subscribed or

39.51% of the total number of new shares issue. Another 555,685 shares were applied for subject to

cutting back in the event of over subscription, and orders for these were all filled. Another 27,000

shares had been applied for by the general public, and following partial application of the extension

clause it proved possible to fill orders for all of these.

All the result of the right issue, TOUAX is well placed to respond to the boom in corporate

outsourcing of non-core assets, and every day provides over 5,000 customers with quick and flexible

leasing solutions. TOUAX is now listed on Euronext in Paris – NYSE Euronext Compartment C

(ISIN Code FR0000033003), and features in the SBF 250 Index.

Questions:

1. After analyzing the case, do you think all the companies that can afford, should opt for right

issue to improve their financial status?

2. What do you analyze as the two main advantages of the right issue?

International Marketing Management

Section A: Objective Type (30 marks)

Part One:

Multiple choices:

1. International marketing includes activities that direct the flow of goods from

a. One country to one country

b. One country to another country

c. One country to multiple country

d. All of the above

2. ETC stands for

a. Expert trading companies

b. Essential trading companies

c. Export trading companies

d. None of the above

3. Till 1950-56 there was no clear exim policy and no _________ restrictions of any kind

a. Import

b. Export

c. Both a) & b)

d. None of the above

4. Tariffs have been one of the classical methods of regulating ________ trade

a. International

b. National

c. Domestic

d. None of the above

5. The world trade organization (WTO) was established on 1st January

a. 1996

b. 1995

c. 1997

d. None of the above

Case let 1

Export Marketing:

The trade in black pepper is unhappy that exports may not show a sign of revival in prices in the

immediate future. World prices have been showing a downward trend for eighteen months and this

has resulted in much lower earnings for exporters. The UK, West Germany and the Netherlands have

cut their import requirement though the American demand has shown some growth. Brazil has been

resorting to aggressive selling at lower prices and the expectations are that its exports will reach an

all-time peak of 32,000 tones in the 1981-82 season. The 1981-82 Indian season is only about six

weeks away. The Brazilian offensive has forced India to withdraw so to any from the US and West

European markets and increase its reliance on communist buyers. As many as 1980-81.the Soviet

Union alone accounting for 12,647 tones. But exporters are concerned at the diversion on such a scale

of this trade.

Questions:

1. Had you been the pepper exporter, what would be your short term and medium-term export

marketing strategy in the above environment?

2. Could you examine the weak points in this case study?

Research Methodology

Section A: Objective Type (30 marks)

 This section consists of Multiple choice questions & Short Answer type questions.

 Answer all the questions.

 Part One questions carry 1 marks each & Part Two questions carry 5 marks each.

Part One:

Multiple Choices:

1. Research is an art of _________ investigation

a. Technological

b. Scientific

c. Political

d. None of the above

2. Exploratory research is flexible and very ________ research

a. Variable

b. Visuals

c. Versatile

d. None of the above

3. Frame error, chance error and response error are collectively called

a. Total error

b. Non sampling error

c. Sampling error

d. Universal error

4. Hypothesis testing is sometimes called _________ analysis

a. Exploratory data

b. Confirmatory data

c. Experimental data

d. Both a) & b)

5. Execution of the project is a very important step in the ________ process

a. Questions

b. Identification

c. Research

d. None of the

Case let 1

Swastika Computer System was established in 1981 at Delhi to provide computer training. In 1980s

computer education was relatively new in India. Personal computers 286 existed and MS DOS was

the operating system. Languages like Basic, Pascal, COBOL, FORTRAN were used in programming.

Swastika Computer Systems was established with their support departments namely computer

assembly, faculty training and computer servicing department. In the first financial year, it recorded a

turnover of Rs 11.5 lakhs. Within a few years of its existence, Swastik Computer System opened its

branches in eight major cities of India and had a gross annual turnover of Rs 86 lakhs. The

organization was highly centralized. The head office at Delhi handled all accounts, recruitment, and

placement of students and servicing of computers. The Bhopal branch of Swastik Computer Systems

was set up in May 1987. The branch was headed by a dynamic branch man

Worried by the number of faculty turnover, the head office started a practice of recruiting only

those faculties willing to sign a bond of 3 years. The organization started a practice of taking a deposit

of Rupees 5000 from the joining faculty, which would be refunded after 3 years. In case the faculty

left before this duration, the deposit stood forfeited. This policy further reduced the quality of faculty

joining Swastik Computer Systems, Bhopal.

Questions:

1. What according to you went wrong at the Bhopal branch?

2. What can be done to revive the Bhopal branch

Retail Management

Section A: Objective Type & Short Questions (30 Marks)

· This section consists of Multiple Choice & Short Notes Type Questions.

· Answer all the questions.

· Part One carries 2 marks each & Part Two carries 4 marks each.

Part One:

Multiple Choices:

1. The minimum value of Conversion ratio is_________

a. 0

b. 0.5

c. 2

d. 1

2. The law of retail gravitation is also called__________

a. Huff‟s law.

b. Belly‟s law.

c. Philip Kotler‟s law.

d. Relly‟s law.

3. In Huff‟s probability model of retail store location, the exponential „alpha‟ denotes,

a. The attractiveness of the store.

b. Power of the store in terms of potential customer located farthest.

c. It is simply a power over the attractiveness of the store.

d. None.

4. If the market has low level of retail saturation then the chances of success in the market is,

a. Higher.

b. Lower.

c. Unpredictable.

d. Extremely lower

5. If the original price be „a‟ and the reduce price be „b‟ then the mark down % in Pricing techniques

is given by,

a. (a - b)/a.

b. (a – b)/b.

c. (b – a)/a.

d. (b – a)/b.

Retail Management

Shane Flynn graduated from UCD with a Bachelor of Arts in 1994 and has worked in the retail sector

ever since. Although he has always entertained the idea of postgraduate studies, after four years in

university Shane was ready to get out and start earning some money in the „real world‟.

While working as retail business manager for Statoil Ireland in 2005, Shane learned about the part-time

MBS in Retail Management in DIT Aungier Street, and decided the time was right for a return to

college. „It was very hard, but I‟m glad I had commercial experience before I undertook this, I don‟t

know if I would have managed it straight after the BA degree,‟ he says.

His management were completely in agreement and Shane received full support, with regard to both

fees and time-off, during his two-year studies. The MBS in Retail Management required that Shane

attend lectures every Tuesday afternoon from 2pm, and also spend a week „on-campus‟ attending

lectures and producing papers on three or four occasions. Topaz Energy Group acquired both Statoil‟s

and Shell‟s Irish operations while Shane was in college, and he is now retail manager of every Statoil

and Shell branded filling station in Ireland. Thankfully, Topaz was more than willing to continue

supporting Shane‟s educational efforts.

In response to a query on how his course work could be applied to real-life work situations, Shane

mentions his dissertation topic that examined whether a lean management strategy can give a

competitive advantage to a forecourt operator. „Very specifically that helped me, but in all the classes I

learned something that I‟ve been able to apply successfully to work, be it human resource management,

supply chain, or whatever.‟

1. Did the fact that Shane was working and could think of real-world applications for what he was

Human Resource Management

Subject Code-B102

Section A: Objective Type & Short Questions (30 marks)

· This section consists of Multiple Choice and Short Answer type questions.

· Answer all the questions.

· Objective Question carries 1 mark each &Short Question carries 5 marks each.

Part One

Multiple Choices:

1. It is a cultural attitude marked by the tendency to regard one’s own culture as superior to others

a. Geocentrism

b. Polycentrism

c. Ethnocentrism

d. Egocentrism

2. It is the systemic study of job requirements & those factors that influence the performance of

those job requirements

a. Job analysis

b. Job rotation

c. Job circulation

d. Job description

3. This Act provides an assistance for minimum statutory wages for scheduled employment

a. Payment of Wages Act, 1936

b. Minimum Wages Act, 1948

c. Factories Act, 1948

d. Payment of Gratuity act, 1972

4. __________ is the actual posting of an employee to a specific job

a. Induction

b. Placement

c. Attrition

d. None

5. Broadening an individual’s knowledge, skills & abilities for future responsibilities is known as

a. Training

b. Development

c. Education

d. Mentoring

Caselet 1

Uptron Electronics Limited, is a pioneering and internationally reputed firm in the electronics

industry. It is one of the largest firm in the country. It attracted employees from internationallyreputed

institute and industries by offering high salaries, perks, etc. It has advertized for the position

of an electronic engineer recently. Nearly 150 candidates applied for the jobMr. Sashidhar, an

electronics Engineering Graduate from the Indian Institute Of Technology with 5 years working

experience in a medium sized electronics firm, was selected from among the 130 candidates who took

tests and interview. The interview board recommended an enhancement in his salary by Rs 5,000

more than his present salary at his request. Mr Sashidhar was very happy to achieve this and he was

congratulated by a number of people including his previous employer for his brilliant interview

performance, and wished him good luck.

Mr Sashidhar joined Uptyron Electronics Ltd., on 21st January, 2002, with greater enthusiasm. He

also found his job to be quite comfortable and a challenging one and he felt it was prestigious to work

with this company during the formative years of his career. He found his superiors as well as

subordinates to be friendly and cooperative. But this climate did not live long. After one year of his

service, he slowly learnt about a number of unpleasant stories about the company, management, the

superior subordinate relations, rate of employee turnover, especially at higher level But he decided to

stay on as he has promised several things to the management in the interview. He wanted to please

and change the attitude of management through his diligent performance, firm commitment and

dedication. He started maximizing his contributions and the management got the impression that Mr.

Sashidhar had settled down and will remain in the company.

After some time, the superiors started riding rough- shod over Mr Sashidhar. He was overloaded with

multifarious jobs. His freedom in deciding and executing was cut down. He was ill treated on a

number of occasions before his subordinates. His colleagues also started assigning their

responsibilities to Mr Sashidhar. Consequently there were imbalances in his family life and

organizational life. But he seemed to be calm and contented. Management felt that Mr Sashidhar had

the potential to bear with many more organizational responsibilities.

So the general manager was quite surprised to see the resignation letter of Mr Sashidhar along with a

cheque equivalent to a month’s salary one fine morning on 18th January, 2004. The General Manager

failed to convince Mr Sashidhar to withdraw his resignation. The General Manager relieved him on

25th January, 2004. The General Manager wanted to appoint a committee to go into the matter

immediately, but dropped the idea later.

Questions:

1. What is wrong with the recruitment policy of the company?

2. Why did Mr. Sashidhar’s resignation surprise the General Manager?

Marketing Management

Section A: Objective Type & Short Questions (30 marks)

· This section consists of multiple choices & short answer type questions.

· Answer all the questions.

· Part One carries I mark each & Part II carries 5 marks each.

Part One

Multiple Choices:

1. It is a concept where goods are produced without taking into consideration the choices or tastes of

customers.

a. Marketing mix

b. Production concept

c. Marketing concept

d. Relationship marketing

2. It involves individuals who buys products or services for personal use and not for manufacture or

resale.

a. Environment analysis

b. Macro environment

c. Micro environment

d. Consumer

3. It is the groups of people who interact formally or informally influencing each other‟s attitudes&

behavior.

a. Consumer behavior

b. Culture

c. Reference groups

d. Primary groups

4. The concept of the product that passes through various changes in its total life known as:

a. Product life cycle

b. Line stretching

c. Consumer adoption

d. Product

5. It refers to unique

Caselet 1

Ask the company top brass what „almost there‟ means. The answer: a premier Indian retail company

that has come to be known as a specialty chain of apparel and accessories. With 52 product categories

under one roof, Shoppers‟ Stop has a line-up of 350 brands. Set up and headed by former Corona

employee, B. S. Nagesh, Shoppers‟ Stop is India‟s answer to Selfridges and Printemps. As it proudly

announces, „We don‟t sell, we help you buy.‟ Back in 1991, there was the question of what to retail.

Should it be a supermarket or a departmental store? Even an electronics store was considered. Finally,

common sense and understanding won out. The safest bet, for the all-male team was to retail men‟s

wear. They knew the male psyche and felt that they had discerning taste in men‟s clothing. The

concept would be that of a lifestyle store in a luxurious space, which would make for a great shopping

experience. The first Shoppers‟ Stop store took shape in Andheri, Mumbai, in October 1991, with an

investment of nearly Rs. 20 lakh. The original concept that formed the basis of a successful marketing

campaign for seven years is here to stay. And the result is an annual turnover of Rs. 160 crores and

five stores, nine years later. Everything went right from the beginning, except for one strange

happening. More than 60 per cent of the customers who walked into Shoppers‟ Stop in Mumbai were

women. This gave rise to ideas. Soon, the store set up its women‟s section. Later, it expanded to

include children‟s wear and then, household accessories. The second store in Bangalore came in

1995. The store at Hyderabad followed in 1998 with the largest area of 60,000 sq. ft. The New Delhi

and Jaipur stores were inaugurated in 1999. All this while, the product range kept increasing to suit

customer needs. The most recent experiment was home furnishings. Secure in the knowledge that

organized retailing in global brands was still in its infancy in India, Shoppers‟ Stop laid the ground

rules which the competition followed. The biggest advantage for Shoppers‟ Stop is that it knows how

the Indian consumer thinks and feels while shopping. Yes, feeling – for in India, shopping remains an

outing. And how does it compare itself to foreign stores? While it is not modeled on any one foreign

retailer, the „basic construct‟ is taken from the experience of a number of successfully managed retail

Questions:

1. What are the significant factors that have led to the success of Shoppers‟ Stop?

2. How should Shoppers‟ Stop develop its demand forecasts?

Organizational Behaviour

Section A: Objective Type & Short Questions (30 marks)

· This section consists of Multiple Choice and short notes type questions

· Answer all the questions.

· Part one carries 1 mark each and part two carries 5 marks each.

Part A:-

Multiple Choices:-

1. Which of the following is not comes under Maslow‟s needs theory?

1. Social needs

2. Affiliation needs

3. Physiological needs

4. Specification needs

2. Collegial model is an extension of:

a. Supportive model

b. Autocratic model

c. Custodial model

d. None of the above

3. Sigmund Freud‟s theory on personality is:

a. Related with moral values

b. Related with sexual values

c. Related with social values

d. Related with parental values

4. A person who moves fast, talk rapidly, usually impatient, measures success by quantity is a person

of:

a. Class A personality type

b. Class B personality type

c. Class C personality type

d. Class AB personality type

5. According to Maslow‟s need hierarchy theory esteem need comes at__________ position from

bottom:

a. 2nd

b. 3rd

c. 4th

Caselet 1

M/s. ABC Ltd is a medium-sized engineering company producing a large-range of product lines

according to customer requirements. It has earned a good reputation as a quick and reliable supplier to

its customers because of which its volume of business kept on increasing. However, over the past one

year, the Managing Director of the company has been receiving customer complaints due to delays in

dispatch of products and at times the company has to pay substantial penalty for not meeting the

schedule in time. The Managing Director convened an urgent meeting of various functional managers

to discuss the issue. The marketing manager questioned the arbitrary manner of giving priority to

products in manufacturing line, causing delays in wanted products and over-stocking of products

which are not required immediately. Production Control Manager complained that he does not have

adequate staff to plan and control the production function; and whatever little planning he does, is

generally overlooked by shop floor manager. Shop floor managers complained of unrealistic

planning, excessive machine breakdowns, power failure, and shortage of materials for scheduled

products because of which it is impossible to stick to the schedule. Maintenance manager says that he

does not get important spares required for equipment maintenance because of which he cannot repair

machines at a faster rate. Inventory control manager says that on one hand the company often accuses

him of carrying too much stock and on other hand people are grumbling over shortages. Fed up by

mutual mud-slinging, the Managing Director decided to appoint you, a bright management consultant

with training in business management to suggest ways and means to put his “house in order”.

Questions:-

1. What would you suggest to avoid delays in dispatch of products?

2. What action should be taken by various functional managers to meet the scheduled dates?

Principles and Practices of Management

Subject Code-B101

Section A: Objective Type & Short Questions (30 marks)

· This section consists of multiples choice and short notes type questions

· Part one carries 1 mark each & part two carries 5 marks each.

· Attempt all questions

Part One

Multiple Choices:

1. A plan is a trap laid to capture the ________

a. Future

b. Past

c. Policy

d. Procedure

2. Which of the following is the function for employing suitable person for the enterprise?

a. Organizing

b. Staffing

c. Directing

d. Controlling

3. ___________ means “ group of activities & employees into departments”:

a. Orientation

b. Standardization

c. Process

d. Departmentation

4. This theory states that authority is the power that is accepted by others:

a. Acceptance theory

b. Competence theory

c. Formal authority theory

d. Informal authority theory

5. Which of the following means dispersal of decision-making power to the lower levels of the

organization?

a. Decentralization

b. Centralization

c. Dispersion

d. Delegation

Caselet 1

Mr. Vincent, the Manager of a large supermarket, was taking a management course in the evening

programme at the local college. The Professor had given an interesting but disturbing lecture the

previous night on the various approaches to management. Vincent had always thought that

management involved just planning, organizing and controlling. Now this Professor was saying that

management could also be thought of as quantitative models, systems theory and analysis, and even

something called contingency relationships. Vincent had always considered himself a good manager,

and his record with the supermarket chain had proved it. He thought of himself, “I have never used

operations research models, thought of my store as an open system, or developed or utilized any

contingency relationship. By doing a little planning ahead, organizing the store, and making some

things got done, I have been a successful manager. That other stuff just does not make sense. All the

professor was trying to do was complicate things. I guess I will have to know it for the test, but I am

sticking with my old plan, organize and control approach to managing my store.”

Questions:

1. Critically analyze Mr. Vincent‟s reasoning.

2. If you were the professor and you knew what was going through Vincent‟s mind, what would you say

to Vincent?

Project Management

Subject Code-C101

Section A: Objective Type & Short Questions (30 marks)

· This section consists of Multiple Choice questions & short questions.

· Answer all the questions.

· Part one questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

Multiple Choices:

1. A ________________ is a temporary endeavor undertaken to create a unique product,

service, or result.

a) Program

b) Process

c) Project

d) Portfolio

2. Which of the following is not a potential advantage of using good project management?

a) Shorter development times

b) Higher worker morale

c) Lower cost of capital

d) Higher profit margins

3. Which of the following is not an attribute of a project?

a) Projects are unique

b) Projects are developed using progressive elaboration

c) Projects have a primary customer or sponsor

d) Projects involve little uncertainty

4. Which of the following is not part of the triple constraint of project management?

a) Meeting scope goals

b) Meeting time goals

c) Meeting communications goals

d) Meeting cost goals

5. The first stage of any project isa)

Proposal

b) Conceptualization

c) Implementation

d) Management

6. __________________

Caselet 1

PRINCE2 has many excellent ideas for project management, but I think its approach to quality is at best

weak and at worst entirely inappropriate. My first grip is that PRINCE2 redefines what the word quality

usually means. My dictionary defines it as “Degree or standard of excellence, especially a high standard.”

If I have bought myself a quality car, I have probably purchased something like a Mercedes or Rolls

Royce. PRINCE2‟s definition is something that is “fit for purpose” of satisfying stated needs. So for

example, according to PRINCE2, my land rover is a quality product, it‟s not luxurious but, as a keen skier,

I can use it to haul equipment to the Alps each year. This re-definition of the word quality often confuses

people before they even look at the detail.

At the beginning of a PRINCE2 project, you agree with the customer a set of measurable attributes about

the products you will build. These are called acceptance criteria. Later, when you deliver the products, the

client will only sign them off it they conform to these criteria. This assumes the client knows what they

want. They often don‟t. When Henry ford was designing the model T car, he was asked why he didn‟t

consult with potential users, he replied, “if I had asked people what they wanted, they would have said

faster horses”

User‟ not knowing what they want is often a problem in ground breaking projects. People in the early

19900s knew they wanted to get places faster, but their idea on how to achieve this was limited by their

own experience. Another example is the project to create the iPhone. Steve jobs did not consult with the

potential users. Instead he went through many iterations of building prototypes, playing with them,

decoding what worked and what did not until he ended up with the final design‟s

So this idea in PRINCE2‟s quality theme, that you can simple ask a group of potential users at the outset,

to specify what products they want, does not always work. PRINCE2 defines a project as a piece of work

that is unique. The more unique and ground breaking it is, the more difficult it becomes to define exactly

what is required at the end. Project work is a creative process. Sometimes it takes trial and error and a

certain amount of vision to create something the end users will eventually be satisfied with.

As I said at the outset, PRINCE2 has many useful ideas. But the quality theme should be used with

caution. In groundbreaking projects, they can hinder the creation of products the client is going to be

satisfied with.

Questions:

1. What is the major problem in ground breaking projects?

Managing Hotel Operations

Section A: Objective Type & Short Questions (30 Marks)

· This section consists of Multiple Choice and Short Note type Questions.

· Answer all the questions.

· Part one carries 1 mark each and Part two carries 5 marks each.

Part One:

Multiple Choices:

1. Housekeeping is the responsibility of:

a. Hotel manager

b. Reservation manager

c. Rooms manager

d. Executive assistant manager

2. Which of the following is not the method of minimizing the overbooking problem:

a. Increasing restrictive policy

b. Third party guaranty

c. Threat of legislation

d. Advance- deposit reservation

3. Which of the following is the channel of the traditional reservation:

a. The changing role of travel agent

b. In-house reservation

c. Central reservation center

d. All of these

4. The real component of “TQM” is?

a. Bedding

b. Cleanliness

c. Noise ,temperature and darkness

d. All of the above

5. Arrange the following into hotel organizational structure:

i. The room manager

ii. The general manager

iii. The hotel manager

iv. Manager of guest services.

HOTEL MANAGEMENT SYSTEMS

Service industry always has to have a sharp and keen focus on customer‟s requirements, needs and

expectations. With the hotel, hospitality and tourism industry, the expectations are much more. These

are the sectors that have possibly the highest amount of customer interaction within the service sectors

and are most impacted by customer experience from step one.We at Softqube have designed an online,

real time hotel management software, Symphony for the sector keeping in mind their needs and

business requirements. Our aim is to bring to our clients faster, more responsive, agile, robust yet easy

to use and cost effective software that supports all their requirements in real time.

A Hotel Management System like ours, gives the most important information with single click be it the

information about room reservation and availability, conference or even banquet reservation. As a

business you will have a system which helps hotel to manage every bit of information.

It is really important that when you visit the reception, can be provided easily by checking the system

and manage things accordingly.

Our Online hotel management system, Symphony gives our clients a software that is good in

maintaining all the stats of the hotel. The statistics include, but are not limited to revenues, occupancies,

room enquiries, availability. The hotel team and staff can help themselves with these high quality

systems, as folio management helps them to keep all the information about any of their boarders, their

needs, their complaints, and their precision and so on.

Question:

1. What does this mean for the business of our clients?

Front Office Operations

Section A: Objective Type & Short Questions (30 Marks)

· This section consists of Multiple Choice and Short Note type Questions.

· Answer all the questions.

· Part one carries 1 mark each and Part two carries 5 marks each.

Part One:

Multiple Choices:

1. To create a professional image and to make guest comfortable about the staff members is a factor

of______

a. Personal presentation

b. An attentive manner

c. Social skills

d. Use of guest‟s names

2 A small booklet which has the guest‟s name, room number and room rate is_______

a. Credit card

b. Key card

c. Bedroom book

d. Room status board

3. Clear is a sign of_______

a. Room left

b. Room occupied

c. Room vacant and ready

d. Room vacant but not ready

4. Which of the following is not a part of „Property Management System‟?

a. General ledger

b. Registration

c. Night audit

d. Computer terminal

5. Arrange the following as procedure for

Caselet 1

The Benson Hotel, a mid-sized independent property required new leadership. Mike Schwartz, Vicepresident

of operations, pondered his next move as he reviewed last month‟s financial statements. The

Benson was an eighty-five-room three-star property with a full-service restaurant, lounge, banquet and

health club facilities. The rapidly changing marketplace and new competition from well-established

franchises had made Mike‟s job and the Benson‟s position more tenuous. Mike decided to commission

a consultant‟s report on the property. He called up his longtime friend Jim Burke, who had worked for

major chains across the country and was now a hospitality consultant.

“Jim, how are you old buddy?” Mike asked.

“I am doing very well Mike. This consulting work has run me off my feet. What can I do for you?”

Jim Asked.

“Well Jim, I need an independent review of the Benson. We‟re holding our own but these franchise

guys with their management contracts are really getting aggressive,” Mike said.

“Yes, I know what you mean Mike. I have just completed a marketing study for a new building across

town. These guys have some great programs. You have to try and stay ahead of them,” said Jim.

Mike asked, “Do you think you could visit the property and have some lunch next week? I would like

to start with an employee survey and some site work. You‟ll be working alongside my general

manager, Sean Waters. Sean‟s been with us for about two years. Jim, I have some concerns about this

guy and I‟d like to have a fresh set of eyes look at what‟s going on at the Benson. Okay?”

Jim hesitated, “Okay Mike. How about next Thursday 10:00 a.m.? I‟ll meet you in the lobby.”

Jim summed up this section of his report to Mike like this: “This is a case of employees working well

in spite of the general manager rather than because of him. The main problem with this situation is

that a reputable company such as the Benson Hotel cannot support the actions of a general manager

with this type of comportment and still maintain a workable relationship with its employees. My

opinion at this point is that something has to change.”

Questions:

1. Do you feel it was necessary for mike to commission a consultant‟s report on the Benson? Why

or why not? How would you have approached the situation?

2. Identify and propose solutions for the supervisory challenges in the kitchen and dining areas of

the „Benson Hotel‟.

Caselet 2

The Rainbow Golf resort had something

Human Resource Development & Training

Section A: Objective Type & Short Questions (30 marks)

· This section consists of Multiple Choices and Short Notes Type Questions.

· Answer all the questions.

· Part one carries 1 mark each & Part Two carries 5 marks each.

Part One:

Multiple choices:

1. HRD is the process of helping people to acquire________

a. Competition

b. Completeness

c. Competencies

d. None of the above

2. Techniques of human resource development are also called_______

a. HRD Methods

b. HRD Instruments

c. HRD Mechanism

d. All of above

3. In India HRD began only in______

a. 1970s

b. 1980s

c. 1910s

d. 1990s

4. BARS Stand for______

a. Behaviorally Anchored Rating Scale

b. Behaviorally Anchoring Rating Scale

c. Behaviorally Appraisal Rating Scale

d. None of the above

5. Levels of evaluations of Training programme are:

a. 7

b. 6

c. 5

d. 10

6. Performance appraisal in a _________process of identifying, planning, developing employee

Performance.

a. Multi-Stages

b. Single-Stages

Introduction to the Organization:

XYZ Company was established 20 years ago, to manufacture gearbox components for diesel engines.

It employs around 250 people, having a head office, which employs a wide range of personnel who

are generally well educated and enthusiastic about their work, and a factory, which employs semiskilled

local people who are generally disinterested in the products of the company and who have an

instrumental attitude to work, seeing salary as the only reward.

Brief Description of the Problem:

The performance of the company has not been good and the records revealed the following facts:

· Wastage within the factory was costing the company approximately Rs.100,000 a month.

· There was wide spread differences in individual work standards.

· Processes were non-standardized resulting in repeated problems.

· Management made all decisions and cascaded the results down to employees.

· The top management become concerned about the performance of the factory and they hired.

Mr. Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to

relationship and tasks with the following objectives:

· To review and improve communication systems.

· To restructure the organization and to review teamwork and quality practices.

· To review leadership issues across all levels.

Mr. Tanmoy Deb carried out discussions, interviews and surveys and made the following

observation:

· There’ and ‘us’ attitude was widely prevalent between head office and factory personnel.

· Production personnel lacked technical skills.

· Factory employees felt alienated from sharing the Company’s success.

· Production systems were adhoc and defective because of frequent variation in standards set.

· Many times raw material was found to be of inferior quality.

· Rigidly defined job descriptions.

Questions:

1. What in your view are the central human resource issues involved in this case?

2. What Strategy should Mr. Tanmoy Deb develop and implement for improving the present system?

Industrial Relations

Section A: Objective Type & Short Questions (30 marks)

· This section consists of Multiple choices and Short Notes type questions.

· Answer all the questions.

· Part one carries 1 mark each & Part Two carries 5 marks each.

Part One:

Multiple choices:

1. Workers participation in management decision-making is a highly________ concept.

a. Duplex

b. Complex

c. Simplex

d. None of the above

2. The origin of industrial relations in India can be traced in to the:

a. Second world war

b. First world war

c. Third world war

d. British rule

3. Under the payment of wages act, 1936, no wages period shall exceed for one.

a. Four month

b. Two month

c. One month

d. None of the above

4. Collective bargaining is the process of bargaining between________

a. employees & employer

b. workers & workers

c. employees & employees

d. None of the above

5. Layoff can also cause a ________

a. Retirement

b. Grievance

c. Conflict

d. None of the above

6. As per payment of bonu

Star Automobiles Ltd. Pimpary is in the field of manufacturing of two wheelers. They manufacture and

market mopeds. These are available in the brand names ‘arrow’ and ‘double arrow’ where ‘arrow’ is

their traditional product and ‘double arrow’ is the improved version. The company was started about 20

yrs ago. Their product ‘arrow’ enjoys a reasonably good reputation and they were comfortable in the

market. However, with the entry of the new generation of fuel-efficient mopeds the company started

loosing its market. They immediately started developing the improved ‘double arrow’ but by the time

they came out with this new model the competitors had already strengthened their position in the

market. The arrow model was still acceptable by a segment of the market as it was cheapest vehicle.

‘Double arrow’ is new generation vehicle. It was costlier than Jet but its performance was much

superior. It is compared favorably with the competitors’ products; however it was yet to gain a foot hold

in the market.

The company had to refurbish the marketing activities in order to get back their market share. They

employed young sales engineer to launch a strong sales drive. Mr. Ramesh Tiwari, Btech and a diploma

holder in marketing got selected and was put on the job. Mr. Ramesh Tiwari started well in his new job.

He was given a territory to contact the prospective customers’ and to book the orders. The company had

introduced a new financial assistance scheme. Under this scheme, buyers were given easy loans. It was

particularly advantageous for group booking by employees working in an organization. Mr. Ramesh

Tiwari was able to contact people in different organization, arrange for group bookings and facilitate

the loans. His performance was good in the first year and in the second year of his service. The

company had its own system of rewarding those whose performance happened to be good. They usually

arranged a paid holiday trip for the good performer along with his wife. Mr. Ramesh Tiwari was

accordingly informed by the marketing manager to go to Chennai with his wife on company expenses.

Mr. Ramesh Tiwari asked him as to how much it would cost to the company. The marketing manager

calculated and told him that it would cost about 8000/-. He quickly asked him whether he could get that

8000/- in cash instead of the trip as he had better plans. The marketing manager countered this saying

that it might not be possible to doso. It was not the trading of the company, however he would check

with the personnel manager. After a couple of days, Mr. Tiwari was informed that it would not be

possible to give him a cash reward. Mr. Tiwari grudgingly went for the trip and returned. On his return,

he was heard complaining to one of his colleagues his little daughter was also along with him. The

marketing manager and the personnel manager thought he was a bit too fusy about the money and some

of his colleagues also thought so. During the subsequent days Mr. Ramesh Tiwari’s performance was

not all that satisfactory this showed his lukewarm attitude towards his job and the subordinates.

Questions:

1. Did the personnel manager handle the issue properly?

2. What is your recommendation to avoid such situations in future?

Project Management

Guidelines for paper

• Total No. of Questions is 100.

• The minimum passing marks is 50%.

• Each Question carries 1 mark.

• Answer all the Questions.

Multiple Choices: Total Marks: 100

1. A ________________ is a temporary endeavor undertaken to create a unique product, service, or

result.

a) Program

b) Process

c) Project

d) Portfolio

2. Which of the following is not a potential advantage of using good project management?

a) Shorter development times

b) Higher worker morale

c) Lower cost of capital

d) Higher profit margins

3. Which of the following is not an attribute of a project?

a) Projects are unique

b) Projects are developed using progressive elaboration

c) Projects have a primary customer or sponsor

d) Projects involve little uncertainty

4. Which of the following is not part of the triple constraint of project management?

a) Meeting scope goals

b) Meeting time goals

c) Meeting communications goals

d) Meeting cost goals

5. The first stage of any project is

a) Proposal

b) Conceptualization

c) Implementation

d) Management

Principles and Practices of Banking

Section A: Objective Type (30 marks)

· This section consists of Multiple Choice questions & Short Answer type questions.

· Answer all the questions.

· Part One questions carries 1 mark each & Part Two questions carries 4 marks each.

Part One:

Multiple Choices:

1. Frequency of First Tranche Returns is:

a. Weekly

b. Monthly

c. Monthly/quarterly

d. Monthly/quarterly/half-yearly

2. An order for winding up a banking company can be issued by:

a. The High Court

b. The RBI

c. The Central Government

d. The Supreme court

3. Who shall be natural guardian in case of married minor girl?

a. Father

b. Brother in law

c. Father-in-law

d. Husband

4. X a partner in the firm XYZ Co. wants to open a Bank account in the firm’s name. It will require

signatures of:

a. All partners

b. Any one of the partner

c. Managing partner only

d. Sleeping partner not required

5. Public limited companies should have minimum shareholders, before Opening Bank account.

a. 11

b. 7

c. 5

d. 15

Caselet 1

There is a lacuna in the present T-Bill auction system of RBI. The dealers (investors) are subject to

what is called the ‘Winners Curse’. The value of a T-Bill to a dealer is the price it can fetch in the

secondary market. This is an unobserved random value, which is likely to be common to all dealers.

It is quite unlike the works of art which the Sotheby’s would place at an auction. The price of Mona

Lisa, say, to an avid collector of Da Vinci’s paintings, would be more than what a Picasso collector

would value it. In sharp contrast, market participants are likely to agree on the price of a T-Bill in the

secondary market. Now winning an auction in a discriminatory price method may not be profitable.

For, it would mean that the winner has overestimated the T-Bill value.

Questions:

1. How does the winner in such an auction become the loser due to the ‘winner curse’?

2. Explain the role of primary dealers in the money market.

Financial Services

Section A: Objective Type (30 marks)

· This section consists of Multiple Choices/Fill in the blanks/True-False & Short Answer type

questions.

· Answer all the questions.

· Part One questions carries 1 mark each & Part Two questions carries 5 marks each.

Part One:

Multiple Choices:

1. NBFS stands for …………………………………………………………………………

2. ALCO is a decision making unit responsible for balance sheet planning from risk return

perspective. (T/F)

3. A contract of ‘Indemnity’ is one whereby:

a. A person tries to use the other’s property

b. A person promises to save the other’s property from loss caused.

c. A person tries to trick the property of other for some other person.

d. None of the above

4. The transaction between the lessor and the lessee being a demand sale is called:

a. First sale

b. Second sale

c. Third sale

d. Fourth sale

5. If the net present value of leasing be ‘a’ and net advantage of leasing be ‘b’ then decision

criterion is given by:

a. a/b

b. a+b

c. b/a

d. a-b

6. Break even lease rental BERL has NAL value equal to:

a. 1

b. 2

c. 0

d. 0.5

7. The right under w

Caselet 1

Sunlight Industries Ltd manages its accounts receivables internally by its sales and credit

department. The cost of sales ledger administration stands at Rs 9 crores annually. It supplies

chemicals to heavy industries. These chemicals are used as raw material for further use of is directly

sold to industrial units for consumption. There is good demand for both the types of uses. For the

direct consumers, the company has a credit policy of 2/10, net 30. Past experience of the company

has been that on average 40 per cent of the customers avail of the discount while the balance of the

receivables are collected on average 75 days after the invoice date. Sunlight Industries also has small

dealer networks that sell the chemicals. Bad debts of the company are currently 1.5 per cent of total

sales.

Sunlight Industries finances its investment in debtors through a mix of bank credit and own longterm

funds in the ratio of 60:40. The current cost of bank credit and long-term funds are 12 per cent

and 15 per cent respectively.

There has been a consistent rise in the sales of the company due to its proactive measures in cost

reduction and maintaining good relations with dealers and customers. The projected sales for the

next year are Rs 800 crore, up 15 per cent from last year. Gross profiles have been maintained at a

healthy 22 per cent over the years and are expected to continue in future.

With escalating cost associated with the in-house management of debtors

with resource and 80 per cent without resource (iii) Discount charge upfront, without resource 21 per

cent and with resource, 20 per cent and (iv) Commission upfront, without resource 3.6 per cent and

with resource 1.8 per cent.

The opinion of the Chief Marketing Manager is that in the context of the factoring arrangement,

his staff would be able to exclusively focus on sales promotion which would result in additional

sales of Rs 75 crores.

Question:

1. The CFO of Sunlight Industries seeks your advice as a financial consultant on the alternative

proposals. What advice would you give? Why? Calculations can be up to one digit only.

Production and Operations Management MM.100

Subject Code-B107 Section A: Objective Type & Short Questions (30 marks)

· This section consists of multiple choice & Short Notes type questions.

· Answer all the questions.

· Part one questions carry 1 mark each & Part two questions carry 5 marks each.

Part One:

Multiple choices:

1. Production and Operations Management concerns itself with the conversion of:

a. Outputs in to inputs

b. Inputs in to outputs

c. Outputs in to outputs

d. None of the above

2. Continuous Production is

a. The last operation to the finished product

b. The first operation to the finished product

c. The mid operation to the finished product

d. None of the above

3. Independent demand is

a. Demand that is controlled by the company

b. Demand that is controlled by the customer

c. Demand that is not controlled by the company

d. All of the above

4. Enterprise Resource Planning (ERP) has been defined as a

a. Complete Enterprise wide business solution

b. Complete Enterprise narrow business solution

c. a & b

d. None of the above

5. CAD stands for

a. Computer Architecture Design

b. Computer Aided Design

c. Computer Aided Drafting

d. All of the above

6. Delphi method is the most widely us

Caselet 1

Company Background

The Bronson Insurance Group was originally founded in 1900 in Auxvasse, Missouri, by James Bronson.

The Bronson Group owns a variety of companies that underwrite personal and commercial insurance

policies. Annual sales of the Bronson Group are $100 million. In recent years, the company has suffered

operating losses. In 1990, the company was heavily invested in computer hardware and software. One of

the problems the Bronson Group faced (as well as many insurance companies) was a conflict between

established manual procedures and the relatively recent (within the past 20 years) introduction of

computer equipment. This conflict was illustrated by the fact that much information was captured on

computer but paper files were still kept for practical and legal reasons.

File Clerks

The file department employed 20 file clerks who pulled files from stacks, refilled used files, and delivered

files to various departments including commercial lines, personal lines, and claims. Once a file clerk

received the file. Clerks delivered files to underwriters on an hourly basis throughout the day. The average

file clerk was paid $8,300 per year. One special file clerk was used full time to search for requested files

that another file clerk had not been able to find in the expected place. It was estimated that 40 percent of

the requested files were these “no hit” files requiring a search. Often these “no hit” files were eventually

found stacked in the requester‟s office

video disks as a possible solution. A video disk system was found that would be sufficient for the

companies needs at a cost of about $12 million. It was estimated that the system would take two years to

install and make compatible with existing information systems. Another, less attractive was using

microfilm. A microfilm system would require underwriters to go to a single keyboard to request paper

copies of files. The cost of a microfilm system was $5 million.

Questions:

1. What do you recommend? Should the company implement one of the new technologies, if yes,

why?

International Financial Management

Section A: Objective Type (30 marks)

· This section consists of Multiple choice & Short Answer type questions.

· Answer all the questions.

· Part One questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

Multiple choices:

1. Foreign exchange market in India is relatively very: