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Rakesh Bhardwaj

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Last replied to at September 21, 2014, 6:20 pm

Please provide MBA 2nd sem assignment.
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Manisha Kolape

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117.211.12.160

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Last replied to at February 24, 2014, 1:52 pm

Hi,
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Solved Answer

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Last replied to at July 29, 2013, 12:51 pm

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jeena

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Last replied to at August 9, 2013, 6:25 pm

Q1. Identify the role of merchant banking as financial intermediaries.



deepak

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198.2.203.155

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Last replied to at July 25, 2013, 10:17 pm

Q1.Define the term Strategic Management. Explain the importance of strategic management.



rahul saini

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Last replied to at July 16, 2013, 1:39 pm

summer 2013
Master of Business Administration- MBA Semester 1
MB0039 –Business Communication- 4 Credits
(Book ID: B1622)
Assignment- 60 marks
Note: Answer all questions. Kindly note that answers for 10 marks questions should be approximately of 400 words. Each question is followed by evaluation scheme.
Q1. Communication skills are of utmost importance in managing information and technology in any organization. List the characteristics of communication and discuss the seven barriers to effective communication.
( characteristics- 3 marks, barriers- 7 marks)
Answer : The real meaning of communication is getting the receiver and the sender tuned together for a particular message. Communication takes place when one person transfers some understandable data to another person. It also includes the exchange of thoughts, opinions, sentiments, facts, and information between two or more persons. Feedback is very important as it assures that your message should be properly conveyed to the receiver.
Characteristics of an effective communication system are as follows: -
1. Completeness - The communication must be complete. It should convey all facts required by the audience. The sender of the message must take into consideration the receiver’s mind set and convey the message accordingly. A complete communication has following features:
 Complete communication develops and enhances reputation of an organization.
 Moreover, they are cost saving as no crucial information is missing and no additional cost is incurred in conveying extra message if the communication is complete.
 A complete communication always gives additional information wherever required. It leaves no questions in the mind of receiver.
 Complete communication helps in better decision-making by the audience/readers/receivers of message as they get all desired and crucial information.
 It persuades the audience.
2. Conciseness - Conciseness means wordiness, i.e, communicating what you want to convey in least possible words without forgoing the other C’s of communication. Conciseness is a necessity for effective communication. Concise communication has following features:
 It is both time-saving as well as cost-saving.
 It underlines and highlights the main message as it avoids using excessive and needless words.
 Concise communication provides short and essential message in limited words to the audience.
 Concise message is more appealing and comprehensible to the audience.
 Concise message is non-repetitive in nature.
3. Consideration - Consideration implies “stepping into the shoes of others”. Effective communication must take the audience into consideration, i.e, the audience’s view points, background, mind-set, education level, etc. Make an attempt to envisage your audience, their requirements, emotions as well as problems. Ensure that the self-respect of the audience is maintained and their emotions are not at harm. Modify your words in message to suit the audience’s needs while making your message complete. Features of considerate communication are as follows:
 Emphasize on “you” approach.
 Empathize with the audience and exhibit interest in the audience. This will stimulate a positive reaction from the audience.
 Show optimism towards your audience. Emphasize on “what is possible” rather than “what is impossible”. Lay stress on positive words such as jovial, committed, thanks, warm, healthy, help, etc.
4. Clarity - Clarity implies emphasizing on a specific message or goal at a time, rather than trying to achieve too much at once. Clarity in communication has following features:
 It makes understanding easier.
 Complete clarity of thoughts and ideas enhances the meaning of message.
 Clear message makes use of exact, appropriate and concrete words.
5. Concreteness - Concrete communication implies being particular and clear rather than fuzzy and general. Concreteness strengthens the confidence. Concrete message has following features:
 It is supported with specific facts and figures.
 It makes use of words that are clear and that build the reputation.
 Concrete messages are not misinterpreted.
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Q2. Non-verbal communication can have a greater impact than verbal communication and is ambiguous. List and explain the various types of non-verbal communication in brief.
( Listing- 2 marks, explanation- 8 marks)
Answer : The types of interpersonal communication that are not expressed verbally are called non-verbal communications. The list of types of non verbal communication is given below:
(1)Body Movements (Kinesics)
(2)Posture
(3)Eye Contact
(4)Paralanguage
(5)Closeness or Personal Space (Proxemics)
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Q3. Written messages must be as readable as possible. Discuss the two broad principles of writing. Explain the three stages of writing methodology in detail.
( Principles- 3 marks, writing methodology- 7 marks)
Answer : Business affects everyone. If you don’t end up in a business-oriented occupation, you will certainly have to engage in business as a client or customer. Skill in business writing is also a valuable asset for job-seekers. Businesses in almost every field need skilled writers. There are many principles and stages in writing.
Basic principles of writing :
1. CLARITY AND CONCISENESS :
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Q4. There are various techniques of reading out of which SQ3R is most popular. How will you apply it while reading and research?
( SQ3R meaning- 2 marks, Application/explanation- 8 marks)
Answer : Meaning of SQ3R :
SQ3R is a tried and tested study strategy. It not only helps us to understand and remember but can also help us to identify the information we need to write an assignment. SQ3R is an active reading exercise that is designed to help us get a fuller understanding of your reading materials. We will need to keep a pen and some paper on hand to use this method.
SQ3R is an acronym for survey, question, read, recite, and review. SQ3R is an effective active reading strategy to better understand written content. It’s also a great way to empower students who struggle concentrating on text. Additionally, students utilizing SQ3R have an easier time recollecting what they’ve read since they review content several times in multiple ways.
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Q5. Advertisements are used by the organizations to communicate with prospective customers. What is the meaning and objectives of corporate advertising? Discuss with examples.
( meaning-2 marks, objectives- 5 marks, examples- 3 marks)
Answer : Meaning of corporate advertising :
Corporate advertising is a promotional strategy that is designed to not only interest consumers in products and services offered by the company, but also to cultivate a positive reputation among consumers and others within the business world. The focus of corporate advertising is on the company itself, with the attention to the products produced by the corporation being a byproduct of the advertising effort. This type of corporate marketing is often employed along with advertising campaigns that are directly focused on the goods and services produced by the company.
The main function of corporate advertising is to generate and enhance a sense of confidence and appeal among vendors and consumers. Depending on the exact nature of the corporate marketing approach, the advertising may also be developed with an eye of enhancing the reputation of the company among its peers in a community or within a given sector of the marketplace. In any application, the idea is to build the most agreeable public image for the corporation as possible. Fully solved only rs 500/sem or rs 100/question paper , smu solved assignment available for mba ( I,IInd, IIIrd ,IVth sem) summer 2013
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rahul

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Last replied to at July 16, 2013, 1:36 pm

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dhanesh

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117.216.70.176

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Last replied to at July 15, 2013, 10:49 pm

Answer : Specialization - Organizational structure is a network of relationships in which the work is divided into units and departments. This division of work is helping in bringing specialization in various activities of concern.

Well defined jobs - Organizational structure helps in putting right men on right job which can be done by selecting people for various departments according to their qualifications, skill and experience. This is helping in defining the jobs properly which clarifies the role of every person.

Clarifies authority - Organizational structure helps in clarifying the role positions to every manager (status quo). This can be done by clarifying the powers to every manager and the way he has to exercise those powers should be clarified so that misuse of powers do not take place. Well defined jobs and responsibilities attached helps in bringing efficiency into managers working. This helps in increasing productivity.


Co-ordination - Organization is a means of creating co- ordination among different departments of the enterprise. It creates clear cut relationships among positions and ensure mutual co- operation among individuals. Harmony of work is brought by higher level managers exercising their authority over interconnected activities of lower level manager.

Authority responsibility relationships can be fruitful only when there is a formal relationship between the two. For smooth running of an organization, the co- ordination between authority- responsibility is very important. There should be co- ordination between different relationships. Clarity should be made for having an ultimate responsibility attached to every authority. There is a saying, “Authority without responsibility leads to ineffective behaviour and responsibility without authority makes person ineffective.” Therefore, co- ordination of authority- responsibility is very important.

Effective administration - The organization structure is helpful in defining the jobs positions. The roles to be performed by different managers are clarified. Specialization is achieved through division of work. This all leads to efficient and effective administration.

Growth and diversification - A company’s growth is totally dependent on how efficiently and smoothly a concern works. Efficiency can be brought about by clarifying the role positions to the managers, co-ordination between authority and responsibility and concentrating on specialization. In addition to this, a company can diversify if its potential grow. This is possible only when the organization structure is well- defined. This is possible through a set of formal structure.

Sense of security - Organizational structure clarifies the job positions. The roles assigned to every manager is clear. Co- ordination is possible. Therefore, clarity of powers helps automatically in increasing mental satisfaction and thereby a sense of security in a concern. This is very important for job- satisfaction.

Scope for new changes - Where the roles and activities to be performed are clear and every person gets independence in his working, this provides enough space to a manager to develop his talents and flourish his knowledge. A manager gets ready for taking independent decisions which can be a road or path to adoption of new techniques of production. This scope for bringing new changes into the running of an enterprise is possible only through a set of organizational structure.
by dhanesh@gmail.com



dhanesh

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117.216.70.176

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Last replied to at July 15, 2013, 10:46 pm

Answer : Strategy formulation refers to the process of choosing the most appropriate course of action for the realization of organizational goals and objectives and thereby achieving the organizational vision. The process of strategy formulation basically involves six main steps. Though these steps do not follow a rigid chronological order, however they are very rational and can be easily followed in this order.

1) Setting Organizations’ objectives - The key component of any strategy statement is to set the long-term objectives of the organization. It is known that strategy is generally a medium for realization of organizational objectives. Objectives stress the state of being there whereas Strategy stresses upon the process of reaching there. Strategy includes both the fixation of objectives as well the medium to be used to realize those objectives. Thus, strategy is a wider term which believes in the manner of deployment of resources so as to achieve the objectives.


While fixing the organizational objectives, it is essential that the factors which influence the selection of objectives must be analyzed before the selection of objectives. Once the objectives and the factors influencing strategic decisions have been determined, it is easy to take strategic decisions.

2) Evaluating the Organizational Environment - The next step is to evaluate the general economic and industrial environment in which the organization operates. This includes a review of the organizations competitive position. It is essential to conduct a qualitative and quantitative review of an organizations existing product line. The purpose of such a review is to make sure that the factors important for competitive success in the market can be discovered so that the management can identify their own strengths and weaknesses as well as their competitors’ strengths and weaknesses.
After identifying its strengths and weaknesses, an organization must keep a track of competitors’ moves and actions so as to discover probable opportunities of threats to its market or supply sources.

3) Setting Quantitative Targets - In this step, an organization must practically fix the quantitative target values for some of the organizational objectives. The idea behind this is to compare with long term customers, so as to evaluate the contribution that might be made by various product zones or operating departments.

4) Aiming in context with the divisional plans - In this step, the contributions made by each department or division or product category within the organization is identified and accordingly strategic planning is done for each sub-unit. This requires a careful analysis of macroeconomic trends.

5) Performance Analysis - Performance analysis includes discovering and analyzing the gap between the planned or desired performance. A critical evaluation of the organizations past performance, present condition and the desired future conditions must be done by the organization. This critical evaluation identifies the degree of gap that persists between the actual reality and the long-term aspirations of the organization. An attempt is made by the organization to estimate its probable future condition if the current trends persist.

6) Choice of Strategy - This is the ultimate step in Strategy Formulation. The best course of action is actually chosen after considering organizational goals, organizational strengths, potential and limitations as well as the external opportunities.
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dhanesh

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117.216.70.176

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Last replied to at July 15, 2013, 10:45 pm

Answer :

1) DIVISION OF WORK:

Work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. Fayol presented work specialization as the best way to use the human resources of the organization.

2) AUTHORITY:

The concepts of Authority and responsibility are closely related. Authority was defined by Fayol as the right to give orders and the power to exact obedience. Responsibility involves being accountable, and is therefore naturally associated with authority. Whoever assumes authority also assumes responsibility.

3) DISCIPLINE:

A successful organization requires the common effort of workers. Penalties should be applied judiciously to encourage this common effort.

4) UNITY OF COMMAND:

Workers should receive orders from only one manager.

5) UNITY OF DIRECTION:

he entire organization should be moving towards a common objective in a common direction.

6) SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS:

The interests of one person should not take priority over the interests of the organization as a whole.

7) REMUNERATION:

Many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determining a worker’s rate of pay.

8) CENTRALIZATION:

Fayol defined centralization as lowering the importance of the subordinate role. Decentralization is increasing the importance. The degree to which centralization or decentralization should be adopted depends on the specific organization in which the manager is working.

9) SCALAR CHAIN:

Managers in hierarchies are part of a chain like authority scale. Each manager, from the first line supervisor to the president, possess certain amounts of authority. The President possesses the most authority; the first line supervisor the least. Lower level managers should always keep upper level managers informed of their work activities. The existence of a scalar chain and adherence to it are necessary if the organization is to be successful.

10) ORDER:

For the sake of efficiency and coordination, all materials and people related to a specific kind of work should be treated as equally as possible.

11) EQUITY:

All employees should be treated as equally as possible.

12) STABILITY OF TENURE OF PERSONNEL:

Retaining productive employees should always be a high priority of management. Recruitment and Selection Costs, as well as increased product-reject rates are usually associated with hiring new workers.

13) INITIATIVE:

Management should take steps to encourage worker initiative, which is defined as new or additional work activity undertaken through self direction.

14) ESPIRIT DE CORPS:

Management should encourage harmony and general good feelings among employees.

by dhanesh@gmail.com



Dhanesh

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180.106.154.135

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Last replied to at July 2, 2013, 3:51 pm

123313



Meliza

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Last replied to at June 14, 2013, 7:03 pm

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Ashwini

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Last replied to at June 14, 2013, 7:02 pm

Explain the following Macro-Economics variables in the context of more than one country.

1) GDP
2) Population Growth Rate
3) Life Expectancy at Birth
4) Unemployment Rate
5) Inflation
6) Human Development Index (HDI) by ashwinisrinivasalu229@gmail.com



Laiju

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Last replied to at May 15, 2013, 3:33 pm

Spring 2013 4th semester OM assignments are available....laijucs@gmail.com by laijucs@gmail.com



debabrota.sen

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Last replied to at April 4, 2013, 5:36 am

Hi All,

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NATHMAL

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Last replied to at June 11, 2013, 9:56 pm

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Yogesh Rana

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Last replied to at March 8, 2013, 1:28 pm

Dear Sir,

You are requested to kindly provide me solved assignent of 3rd Semester - HR

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Last replied to at June 11, 2013, 9:57 pm

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Last replied to at June 11, 2013, 9:57 pm

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Last replied to at February 14, 2013, 11:19 am

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Last replied to at February 12, 2013, 10:43 pm

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Last replied to at February 8, 2013, 12:01 am

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arpitha

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Last replied to at June 11, 2013, 9:57 pm

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Last replied to at January 10, 2013, 3:36 pm

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Last replied to at January 10, 2013, 3:36 pm

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Last replied to at January 10, 2013, 3:37 pm

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Last replied to at January 10, 2013, 3:37 pm

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Last replied to at November 30, 2012, 10:10 am

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Last replied to at January 10, 2013, 3:37 pm

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Last replied to at January 10, 2013, 3:37 pm

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Last replied to at November 30, 2012, 9:46 am

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Last replied to at January 10, 2013, 3:37 pm

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Last replied to at January 10, 2013, 3:37 pm

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ignou solved assignments

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Last replied to at January 10, 2013, 3:37 pm

Hi

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Last replied to at September 27, 2012, 5:17 am

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Last replied to at September 26, 2012, 8:44 am

Hi

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Last replied to at November 30, 2012, 9:55 am

Hi

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rakesh

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182.156.208.144

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Last replied to at October 7, 2012, 6:34 am

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rakesh

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Last replied to at September 14, 2012, 4:34 am

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asha

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Last replied to at September 10, 2012, 2:13 am

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Last replied to at September 9, 2012, 1:33 am

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Nikhil

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Last replied to at August 28, 2012, 4:57 am

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Last replied to at September 11, 2012, 5:58 am

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Employee survey techniques have developed significantly over the past few years, with web based technologies it is easier and cheaper than ever to collect and manage data. In the past, any HR driven initiative was seen as tactical and of little real benefit to the organization as a whole. Now many enlightened organizations see HR and employee surveys as a powerful business improvement tool.
Customers now have a greater range of choices than ever and are becoming increasingly better informed. This in turn means that many have very high expectations and, if they feel they are being ‘short changed´ in any way, they take the initiative and switch their allegiance. This reduction in consumer loyalty can create difficulties in retaining existing customers, causing organizations to increase the amount they spend on engaging new customers.
Consumer choice has also brought greater competitiveness to the market and in many situations it is difficult for an organization to differentiate itself from the competition in terms of production range, quality and price. As a result, the main differentiator for organizations has to be the quality of service that the customer receives. It is vital for every interaction to be a positive one, not just for the customer, but for the employee as well. If the customer is happy, they spend more money, which naturally improves the organization’s overall business performance.
Different Types of Employee Survey Programs.
Annual climate and employee satisfaction surveys are by far the most popular kind of employee survey activity. However, the following types of survey programs are also gaining in popularity:
 Combining employee and customer satisfaction studies.
 Procedure/policy evaluation.
 Alignment of employees behind new product development.
 Alignment of employees behind organizational rebranding and repositioning efforts.
 Managing employees through organizational change programs (e.g. merger, acquisition/downsizing, etc.).
 Internal customer service evaluations.
 Internal communications evaluations.
 Evaluation and design of different benefits schemes.
Defining Employee Survey Goals and Objectives.
Before starting on a staff survey process, it is vital to define a set of objectives for the survey. Without these objectives, the survey program will lack focus and it will be difficult to raise enthusiasm for the survey among your key influencers and decision makers. All employee survey programs need to be seen as a company-wide initiative that is driven by managers and employees from across the whole organization and not something that is solely initiated and managed just within HR.
Deciding on the Appropriate Survey Methodology.
Defining objectives at the outset will help to determine the methodology because, to meet the desired objectives, you will need to consider the following:
 Are all employees affected and should all employees need to be involved?
 Will changes and improvement action be required at different levels across the organization?
 How will managers and employees be engaged in the improvement process?
 How will awareness of the survey, its results and improvements be raised and managed among employees?
 How will the progress of improvement actions be reviewed, monitored and communicated over time?
Quantitative and qualitative research methods can both be highly effective in employee surveys. It is essential, though, to ensure that the correct methodology is used for the type of survey being conducted.
Employee satisfaction surveys are the most common form of quantitative research. There are occasions when both methodologies can be effectively combined. For example, in an employee satisfaction survey, you may decide to use focus groups before designing the survey in order to determine the survey content and/or pilot questionnaire.
Employee Satisfaction Surveys It is worthwhile examining employee satisfaction surveys in more detail given that they are the most popular type of employee survey.
o Pre Survey.
o During the Survey.
o Post Survey.
o Between Surveys.
Planning for Employee Satisfaction Surveys.
The following outlines some of the factors that should be communicated at each stage of the process:
Pre Survey
• Objectives of the survey, rationale for the survey and how the results will be fed back.
• Use an independent, third-party agency for data collection and analysis.
• Timing of the data collection.
• Senior management commitment to the survey.
• Importance of getting a good response rate so that all employee opinions are heard.
• Importance of participation.
• Methodology to be used.
• Assurance that the study will protect anonymity and preserve confidentiality.
During the Survey.
 Reminder of the objectives and assurance that action will be taken.
 Assurance that individual surveys cannot be seen.
 Regular reminders and a notice of when the survey completion period will end.
 How the results will be acted upon.
 Update on current response rate.
 Reinforce the importance of participation.
 How employees can participate and what employees should do if having problems accessing or completing the survey.
 Reinforce anonymity and confidentiality of the results.
Post Survey
 Thank employees for participating and communicate how results will be shared.
 Final response rate (Company wide vs. Business Units/Divisions)
 Detail on how employees should get involved in the improvement action planning process.
 Local results and local improvement action planning.
 Provide top-level summary results.
 Reminder of the action planning process.
Between Surveys
 Highlight and recognize successful examples of action planning and progress made.
 Recognize the contributions of teams and individuals to the action planning process.
 Senior management endorsement and support of the final action plan/survey outcomes.
 Detailed plans for the next survey.
 Highlight any areas where action cannot be taken and the reasons for this.
 Highlight the impact of action planning on customer service and business performance.
Electronic and Web-Enabled.
Increasingly, organizations are starting to move towards electronic methods of surveying their employees and the most common method is hosting a web-enabled survey. by xxx@gmail;.com



Johna

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sem 1



Master of Business Administration
Semester I
MB0038 Management Process and Organizational Behaviour
- 4 Credits
(Book ID:B1127)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.

Q1. Explain the four processes of Social Learning Theory. Q2. What are the hindrances that we face in perception? Q3. Describe the bases of power. Q4. Ms.Chanchal Das Gupta is a recruitment specialist. For the post of QC Manager, she interviews three candidates. Given below are the physical characteristics of the candidates. Candidate Physical Characteristics
Mr.Ravi Muscular, thick skin, rectangular shaped.
Mr.Gineesh Thin, delicate build,
large brain, tall.
Mr.Ramgopal Soft, round shaped, underdeveloped muscles.

From the above descriptions, what personality traits can Ms. Chanchal derive out of the candidates as per Sheldons theory of personality?
Q5. What are the consequences of conflict in organisations?
Q6. Explain sensitivity training.

Master of Business Administration
Semester I
MB0038 Management Process & Organizational Behaviour
- 4 Credits
(Book ID:B1127)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. State the characteristics of management.
Q2. Mr. Suresh Kumar is the VP- HR of a leading Financial services company. He is having a meeting with Ms. Rejani Chandran leading HR consultant. Mr. Suresh is concerned about creating an environment that helps in increasing the job satisfaction amongst employees. Assume that you are Ms. Rejani, the HR consultant. What suggestions you will give to Mr. Suresh, for creating an environment that increases job satisfaction?
Q3. Define emotional intelligence. Explain Golemans model of emotional intelligence.
Q4. Explain the different leadership styles as per Managerial Leadership Grid Theory.
Q5. Distinguish between internal and external forces of change.
Q6. What are the 14 principles of management of Henri Fayol?

Winter / November 2011
Master of Business Administration
Semester I
MB0039 Business Communication 4 Credits
Set- 1 (60 Marks)

Note: Each Question carries 10 marks. Answer all the questions.

Q1.List the importance of effective communication in the workplace
Q2. Explain the different aspects of non-verbal communication
Q3. Write short notes on (a) Upward communication (b) Downward communication (c) Horizontal communication
Q4.Explain the different barriers to listening .List the differences between discriminative listening and comprehension listening
Q5.Discuss the principles of business writing
Q6. Explain the advantages of oral communication with the help of suitable example.

Master of Business Administration
Semester I
MB0039 Business Communication 4 Credits
Note: Each Question carries 10 marks. Answer all the questions.

Q1. List the differences between extensive reading and intensive reading
Q2. Explain the different advantages and disadvantages of intranet.
Q3. List the different principles of business letter writing.
Q4. Write short notes on (a) corporate identity advertising (b) institutional advertising
Q5. Discuss the different types of business reports
Q6. List the different steps involved in report preparation

November / Winter 2011
Master of Business Administration
Semester 1
MB0040 STATISTICS FOR MANAGEMENT- 4 Credits
(Book ID: B1129)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions

1. (a) Statistics is the backbone of decision-making. Comment.

(b) Statistics is as good as the user. Comment.

2. Distinguish between the following with example.

(a) Inclusive and Exclusive limits.
(b) Continuous and discrete data.
(C) Qualitative and Quantitative data
(d) Class limits and class intervals.

3. In a management class of 100 students three languages are offered as an additional subject viz. Hindi, English and Kannada. There are 28 students taking Hindi, 26 taking Hindi and 16 taking English. There are 12 students taking both Hindi and English, 4 taking Hindi and English and 6 that are taking English and Kannada. In addition, we know that 2 students are taking all the three languages.

i) If a student is chosen randomly, what is the probability that he/she is not taking any of these three languages?
ii) If a student is chosen randomly, what is the probability that he/ she is taking exactly one language?

4. List down various measures of central tendency and explain the difference between them?

5. Define population and sampling unit for selecting a random sample in each of the following cases.

a) Hundred voters from a constituency
b) Twenty stocks of National Stock Exchange
c) Fifty account holders of State Bank of India
d) Twenty employees of Tata motors.
6. What is a confidence interval, and why it is useful? What is a confidence level? November / Winter 2011

Master of Business Administration
Semester 1
MB0040 STATISTICS FOR MANAGEMENT- 4 Credits

Note: Each question carries 10 Marks. Answer all the questions

1. (a) What are the characteristics of a good measure of central tendency?

(b) What are the uses of averages?

2. Your company has launched a new product .Your company is a reputed company with 50% market share of similar range of products. Your competitors also enter with their new products equivalent to your new product. Based on your earlier experience, you initially estimated that, your market share of the new product would be 50%. You carry out random sampling of 25 customers who have purchased the new product ad realize that only eight of them have actually purchased your product. Plan a hypothesis test to check whether you are likely to have a half of market share.

3. The upper and the lower quartile income of a group of workers are Rs 8 and Rs 3 per day respectively. Calculate the Quartile deviations and its coefficient?

4. The cost of living index number on a certain data was 200. From the base period, the percentage increases in prices wereRent Rs 60, clothing Rs 250, Fuel and Light Rs 150 and Miscellaneous Rs 120. The weights for different groups were food 60, Rent 16, clothing 12, Fuel and Light 8 and Miscellaneous 4.

5. Education seems to be a difficult field in which to use quality techniques. One possible outcome measures for colleges is the graduation rate (the percentage of the students matriculating who graduate on time). Would you recommend using P or R charts to examine graduation rates at a school? Would this be a good measure of Quality?

6. (a) Why do we use a chi-square test?

(b) Why do we use analysis of variance?

Winter / November 2011
Master of Business Administration
Semester I
MB0041 Financial and Management Accounting 4 Credits
(Book ID: B1130)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Distinction between book-keeping and accountancy
Q2.Pass journal entries for the following transactions: .

a) Madan commenced business with cash Rs. 70000

b) Purchased goods on credit 14000

c) Withdrew for private use 3000

d) Goods purchased for cash 12000

e) Paid wages 5000

Q3. Write short notes on :

a. Outstanding Expenses

b. Prepaid Expenses

Q4. Given variable cost Rs.5,00,000. Fixed cost Rs.3,00,000. Net profit Rs.1,00,000. Sales Rs.10,00,000. Find (a) MCSR (b) BEP (c) Profit when sales amounted Rs.12,00,000 (d) sales required to earn a profit of Rs.2,00,000.
Hint: Your answers should match this (a)600000 ; (b) 600000; (c) 600000 ; (d) 1000000
Q5. Explain the meaning of Depreciation. Mention the different types of depreciation with examples
Q6. Show the rectification entries for the following:

a. The Sales account is undercast by Rs.15,000

b. Goods returned by the customer Mr.X of Rs.5650 has been posted in the Return Inward Account as Rs.5560 and in Mr.X a/c as Rs.6,550.

c. Salary paid Rs.6,000 has been posted to Rent account

d. Cash received from Ram posted to Shyam account Rs.7,000
Winter / November 2011

e. Cash received from Jadu Rs.8,640 has been posted to the debit of Madhus a/c

Master of Business Administration
Semester I
MB0041 Financial and Management Accounting 4 Credits
(Book ID: B1130)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Distinguish between Management Accounting and Financial Accounting
Q2. Enter the following transactions in the single column cash book of Gopichand.
March, 2003
1st Commenced business with cash 20000
2nd Bought goods for cash 5000
3rd Sold goods for cash 4000
4thGoods purchased from Ravi Kumar 10000
10thPaid to Ravi Kumar 7000
14thCash sales 8000
18thPurchased furniture for office 4000
22nd Paid wages 500
25thPaid rent 600
30thReceived Commission 4000
30th Withdrew for personal purpose 1000
31stPaid salary 900
Hint: Goods Purchased from Ravi Kumar is a credit purchase
balance c/f should be 17000 Winter / November 2011

Q3. What is cash flow statement and how is the cash flow statement subdivided?
Q4. A large retail stores makes 25% of its sales for cash and the balance on 30 days net. Due to faulty collection practice, there have been losses from bad debts to the extent of 1 % of credit sales on average in the past. The experience of the store tells that normally 60 % of credit sales are collected in the month following the sale, 25% in the second following month and 14 % in the third following month. Sales in the preceding three months have been January 2007 Rs.80,000, February Rs.1,00,000 and March Rs.1,40,000. Sales for the next three months are estimated as April Rs.1,50,000, May Rs.1,10,000 and June Rs.1,00,000. Prepare a schedule of projected cash collection
Hint : Cash Receipts: April Rs. 1,27,650, May Rs. 1,31,750, June Rs. 1,17,325
Q5. What are the guidelines that deal with reserve for discount on debtors? What is Bad debts also Mention the accounting treatment of bad debts.
Q6. Prepare a statement of changes in working capital from the following information.
Particulars April 1 March 31
Share Capital 50,000 50,000
Retained earnings 14,000 48,000
Fixed Assets at cost 80,000 90,000
Provision for Depreciation on Fixed Assets 22,000 27,000
Investments in shares of subsidiaries 15,000 15,000
Government securities 6,0000 12,000
8% Debentures (redeemable in 5 equal annual installment of Rs.20,000 each, from the current year 20,000 -
Prepaid expense 21,000 4,000
Outstanding expenses 5,000 12,000
Creditors and Bills Payables 30,000 25,000
Debtors and Bills Receivables 18,000 20,000
Cash and Bank balances 5,000 13,000
Provision for Doubtful Debts 4,000 2,000
Prepare Statement of Changes in Working Capital
Note: If the investments are in the form of Government Securities, it is treated as current assets.
Hint: working capital: Balance as on April1st 11000 and 31st March 20000
Winter / November 2011
Master of Business Administration
Semester I
MB0042 Managerial Economics 4 Credits
(Book ID: B1131)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. What is a business cycle? Describe the different phases of a business cycle.
Q2. What is monetary policy? Explain the general objectives and instruments of monetary policy
Q3. A firm supplied 3000 pens at the rate of Rs 10. Next month, due to a rise of in the price to 22 rs per pen the supply of the firm increases to 5000 pens. Find the elasticity of supply of the pens.
Q4. Give a brief description of

a. Implicit and explicit cost

b. Actual and opportunity cost

Q5. Explain in brief the relationship between TR, AR, and MR under different market condition.
Q6. Distinguish between a firm and an industry. Explain the equilibrium of a firm and industry under perfect competition.

Master of Business Administration
Semester I
MB0042 Managerial Economics 4 Credits
(Book ID: B1131)
Assignment
Set- 2 (60 Marks) Winter / November 2011

Note: Each Question carries 10 marks. Answer all the questions.
Q1. Suppose your manufacturing company planning to release a new product into market, Explain the various methods forecasting for a new product.
Q2. Define the term equilibrium. Explain the changes in market equilibrium and effects to shifts in supply and demand.
Q3. Explain how a product would reach equilibrium position with the help of ISO Quants and ISO-Cost curve
Q4. Critically examine the Marris growth maximising model
Q5. What do you mean by pricing policy? Explain the various objective of pricing policy of a firm.
Q6. Discuss the various measures that may be taken by a firm to counteract the evil effects of a trade cycle.

Winter / November 2011
Master of Business Administration
Semester I
MB0043 Human Resource Management 4 Credits
(Book ID:B1132)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Trace out the growth of Human Resource Management in India.
Q2. What are the factors that impact recruitment in organizations?
Q3. State the major career development activities found in organizations.
Q4. What are the major problems faced in benefits management?
Q5. Assume yourself as an HR Manager of a publishing house. You find that the morale of the employees is generally low. What steps would you take to improve employee morale?
Q6. Explain the general procedures followed in the case of a disciplinary action.

Master of Business Administration
Semester I
MB0038 Human Resource Management 4 Credits
(Book ID:B1132)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. What are the objectives of human relations?
Q2. Explain the need for human resource planning.
Q3. How can we evaluate the effectiveness of training programs conducted in organizations?
Q4. Assume yourself as an HR Manager. You have been given the responsibility of promoting the rightful employees. For this, performance appraisal of the employees must be carried out. What appraisal method would you choose? Justify.
Q5. What are the objectives of job evaluation?
Q6. Why is it important to handle grievances carefully?



Pharma

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November / Winter 2011
Master of Business Administration
Semester II MB0044 Production & Operations Management 4 Credits
(Book ID: B1133)



Pharma

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finance




Winter / November 2011
Master of Business Administration
Semester III
MF0010 Security Analysis & Portfolio Management- 4 Credits
(Book ID: B1208)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Explain the modes of investment
Q2. This distribution of returns for share Y and the market portfolio M is given below
Returns (%)
Probability
Y
Z
0.30
30
-10
0.40
20
20
0.30
0
30
You are required to calculate the expected return of security Y and the market portfolio, the covariance between the market portfolio and security Y and beta for the security.
Hint:ERp= 17 ; Covariance PM = 168.0 ; Beta= -0.636
Q3. Briefly explain the Dow Theory
Q4. Explain the strategies for overcoming psychological biases
Q5. List the major types of investment risks.
Q6. How are the factors identified for APT?
Winter / November 2011
Master of Business Administration
Semester III
MF0010 Security Analysis & Portfolio Management 4 Credits
(Book ID: B1208)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. What are derivatives? How are they used to hedge risk?
Q2. How is company analysis useful in determining the intrinsic value of a security?
Q3. What are the implications of EMH to fundamental and technical analysis?
Q4. : An 8% coupon, 30-year maturity bond with par value of Rs. 1,000 paying 60 semi-annual coupon payments of Rs. 40 each. Suppose that the interest rate is 8% annually, or r = 4% per six-month period.What is the value of the bond?
Hint : Rs.810.70
Q5. What are the limitations of CAPM
Q6. What are the investment avenues available for investors who wish to make foreign portfolio investments?
Winter / November 2011
Master of Business Administration
Semester III
MF0010 Security Analysis & Portfolio Management- 4 Credits
(Book ID: B1208)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Explain the modes of investment
Q2. This distribution of returns for share Y and the market portfolio M is given below
Returns (%)
Probability
Y
Z
0.30
30
-10
0.40
20
20
0.30
0
30
You are required to calculate the expected return of security Y and the market portfolio, the covariance between the market portfolio and security Y and beta for the security.
Hint:ERp= 17 ; Covariance PM = 168.0 ; Beta= -0.636
Q3. Briefly explain the Dow Theory
Q4. Explain the strategies for overcoming psychological biases
Q5. List the major types of investment risks.
Q6. How are the factors identified for APT?
Winter / November 2011
Master of Business Administration
Semester III
MF0010 Security Analysis & Portfolio Management 4 Credits
(Book ID: B1208)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. What are derivatives? How are they used to hedge risk?
Q2. How is company analysis useful in determining the intrinsic value of a security?
Q3. What are the implications of EMH to fundamental and technical analysis?
Q4. : An 8% coupon, 30-year maturity bond with par value of Rs. 1,000 paying 60 semi-annual coupon payments of Rs. 40 each. Suppose that the interest rate is 8% annually, or r = 4% per six-month period.What is the value of the bond?
Hint : Rs.810.70
Q5. What are the limitations of CAPM
Q6. What are the investment avenues available for investors who wish to make foreign portfolio investments?
Winter / November 2011
Master of Business Administration
Semester III
MF0011 Mergers & Acquisitions 4 Credits
(Book ID: B1209)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Explain the types of mergers.
Q2. Firm X is having value of Rs 400 lakh and value of the firm Y is 150 lakh. If the two firms combine, the estimated cost savings would have present value of Rs 60 lakh. Firm X will have to make payments equal to Rs 170 lakh while making the acquisition. What will be the value of Synergy, Costs and Net Gain from the Merger?
Hint: Value of Synergy=60 lakhs , cost = 20 Lakhs , Net gain = 40 lakhs
Q3. Merger should be a capital budgeting decision. Explain.
Q4. Explain international joint ventures. What are reasons of joint venture failure?
Q5. The following is the balance sheet of XYZ Ltd:
Liabilities
Rs.
Assets
Rs.
Share Capital: 6000 Equity Shares of Rs. 100 each, fully paid
6,00,000
Goodwill
70,000
General Reserve
2,50,000
Plant and Machinery
4,60,000
Profit & Loss Appropriation A/c
80,000
Furniture and Fittings
1,02,000
Bills Payable
70,000
Stock
4,36,000
Sundry Creditors
2,45,000
Debtors
1,34,000
Preliminary Expsenses
20,000
Cash at Bank
23,000
12,45,000
12,45,000
If (i) ABC Ltd. purchases the business of XYZ Ltd. (ii) Goodwill is valued at Rs. 2,00,000 while stock is valued at Rs. 4,16,000. Other assets are considered worth their book values. (iii) ABC Ltd. does not take over Cash at Bank (iv) Consideration is to be discharged in the form of 90,000 fully paid equity shares of Rs. 10 each, valued at par and the balance in cash.
Calculate the consideration.
Hint : Consideration= 900000 and cash balance 97000= total 997000.
Winter / November 2011
Q6. Explain the key regulatory provisions of M&A under:
(a) FEMA, 1999
(b) Listing Agreement
Master of Business Administration
Semester III
MF0011 Mergers & Acquisitions 4 Credits
(Book ID: B1209)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. What are the steps for successful mergers?
Q2. What are the key factors contributing to M&A activities?
Winter / November 2011
Q3. Explain the following
(a) Spin-off
(b) Sell-off
(c) Equity carve out
(d) ESOP
Q4. What are the different methods of business valuation?
Q5. . Explain the political, cultural and HRM issues in M&A.
Q6. Explain the key guidelines of takeovers.
Winter / November 2011
Master of Business Administration
Semester III
MF0012 Taxation Management- 4 Credits
(Book ID: B1210)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Tax planning may be effective in every area of business management. Discuss some of the important areas where tax planning may be attempted.
Q2. When minors are not allowed to be employed under the Constitution of India, can a minor still have income? If yes then how? Analyse the exemption from income-tax available in the case of a minor child.
Q3. Profit and Loss A/c of CS and Daughters, a partnership firm is as follows:
Particulars
Rs.
Particulars
Rs.
Establishment and other expenses
3,00,000
Gross Profit
6,60,000
Interest on capital to partners @ 24% p.a.
48,000
Rent from House Property
60,000
Interest on loan to partners @ 20%
20,000
Interest from Government securities
32,000
Interest on loan to Mr. C @ 24%
24,000
Municipal taxes of let out house property
10,000
Repairs of the house property
5,000
Donations to National Childrens Fund
10,000
Remuneration to partners
2,00,000
Int. on money borrowed for investment in Govt. securities
10,000
Sales tax
25,000
Net Profit
1,00,000
Winter / November 2011
7,52,000
7,52,000
Other Information:
a) Out of municipal taxes of Rs. 10,000; Rs. 6,000 was payable on 31.3.2011 and the same was paid on 30.6.2011.
b) Sales tax includes a sum of Rs. 10,000 payable on 31.3.2011. Rs. 6,000 was paid on 31.7.2011 and Rs. 4,000 was paid on 30.11.20 although the due date of payment under the Sales Tax Act was 14.5.2011.
Compute:
a) The book profit
b) The maximum amount of remuneration deductible u/s 40(b)
c) The total income of the firm assuming that the maximum remuneration allowable u/s 40(b) is paid to the partners.
d) Also state the income from the firm which will be taxable in the hands of the partners.
Hint: Book profit= 2,79,000; maximum amount of remuneration=1,64,100; Total Income= 1,71,100; Total Income of each partner as business income =Rs.1, 00,050
Q4. Write a note on income from capital gain
Q5. Discuss the taxable services under the service tax.
Q6. Sameer who is a person with disability submits the following information. Compute (a) the taxable income; (b) the tax payable for the assessment year 2010-11.
Rs.
i) Salary per annum 180,000
ii) Rent received per month 3,500
iii) Dividend from cooperative society 1,000
iv) Interest on bank deposits 8,000
v) Interest on Government securities 1,000
vi) Winnings from lotteries (gross) 4,000
vii) NSC (VIII issue) purchased during the year 10,000
viii) Deposit under PPF Scheme 30,000
He earned a long-term capital gain of Rs.12,000 on sale of gold during the year.
Hint: Total Income = 145,400 ; Tax payable = 5710
Winter / November 2011
Master of Business Administration
Semester III
MF0012 Taxation Management- 4 Credits
(Book ID: B1210)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Compute the net wealth and wealth tax liability of G Ltd. as on 31-3-2011. The company is engaged in jewellery business-exports and domestic sales:
Rs
Factory buildings
Bank balance
Unaccounted cash balance
Silver ware
Gold ornaments
Motor cars
Guest house in London
43,00,000
12,20,000
6,50,000
94,00,000
96,00,000
15,00,000
8,00,000
The company has taken a loan of Rs. 6,00,000 by mortgaging guest house and built the factory premises.
Hint : Net Wealth taxable Rs. 14,50,000; Wealth tax 14,500
Q2. Write short note on:
(a) Cost of Acquisition
(b) Cost of Improvement
(c) Expenditure on Transfer
(d) Transfer
Q3. Write a note on taxation of perquisites in the hands of employees.
Q4. Nature of business has a major impact on tax planning. Explain.
Winter / November 2011
Q5. Prakash Ltd. has unit Y which is not functioning satisfactorily. The details of its fixed assets are:
Asset
Date of acquisition
Book value(Rs. lakhs)
Land
Goodwill (raised in books on March 31,2005)
Machinery
Plant
Feb.10, 2003
April 5, 1999
April 12, 2004
30
10
40
20
The written down value is Rs.25 lakhs in case of machinery and Rs.15 lakhs in case of plant. The liabilities on this unit on March 31, 2011 are Rs.35 lakhs. There are two options (as on March 31, 2011):
a. Slump sale to Z & Co for a consideration of Rs.85 lakhs.
b. Individual sale of assets for the following consideration: Land Rs.48 Lakhs, Goodwill Rs.20 Lakhs, Machinery Rs.32 Lakhs, Plant Rs.17 Lakhs.
Which option is to be chosen and why? The other units are deriving taxable income and there are no carry forward of losses or depreciation for the company as a whole, Unit Y was started on January 1, 2005.
Hint : Tax liability Option 1 = 8976i ; Tax liability Option2 =13.5762
Option 1 is better
Q6. Define Clubbing of Income. What are the key provisions for income clubbing?
Winter / November 2011
Master of Business Administration
Semester III
MF0013 Internal Audit and Control- 4 Credits
(Book ID:B1211)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Discuss, in brief, the advantages and limitations of auditing.
Q2. What is internal check? Explain with example.
Q3. Discuss about the codes of ethics of internal auditor
Q4. Explain the use of Sampling technique in Internal audit
Q5. Explain the internal control system in banks.
Q6. Discuss about the Computer Assisted Audit Techniques (CAATs).
Master of Business Administration
Semester III
MF0013 Internal Audit and Control- 4 Credits
(Book ID: B1211)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1. Discuss the main scope and objects of internal audit?
Q2. What matters the internal auditor should consider in developing his overall audit plan?
Winter / November 2011
Q3. What matters the internal auditor should consider in developing his overall audit plan?
Q4. Explain the steps of evaluating internal control system using flow chart
Q5. Describe the features of a good internal audit report.
Q6. Explain the appraisal of accounting system and related internal control.



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Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0010 4 Credits
(Book ID: 1236)
Assignment Set- 1 (60 Marks)


Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Explain the following
a. Project Vs. Program Vs. Portfolio
b. Project work and Traditional functional work
Q.2 Compare Operation and project procurement. Also list and explain the project procurement process.
Q.3 Describe the role of project managers in Human resource management and communication management.
Q.4 If the optimistic estimate of an activity is 12 days & pessimistic estimate is 18 days. What is the variance of this activity?
Q.5 Describe the following quality control tools:
a. Ishikawa diagram
b. Flow chart
c. Pareto chart
d. Scatter diagram
Q.6 List the benefits of WBS? Need for risk management in an organisation-comment.
Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0010 4 Credits
(Book ID: 1236)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Describe the various ways of representing network diagram logic. .
Q.2 Explain the following:
a. Organizational breakdown structure.
b. Cost breakdown structure
Q.3 If optimistic time for an activity is 5 days, estimated time to complete the activity 85 and most likely time 10 days. What is the variance of the activity?
Q.4 Explain the following types of contract:
a. Cost reimbursable and its variation
b. Fixed price and lump sum contract
c. Time & material contract
Q.5 Describe the factors to be considered when feasibility of a project is examined. Also explain the various qualities that a good project management process encompasses.
Q.6 Describe the following project management approaches:
a. Critical chain project management approach
b. Event chain methodology approach
c. Incremental approach
d. Phased approach
Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0011 4 Credits
(Book ID: 1237)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Explain the following
a. Rolling wave planning
b. Decomposition
c. Precedence diagramming method
d. Dependency determination
Q.2 State and describe process of estimating resource & duration for the activity
Q.3 Describe the basic elements of a project plan.
Q.4 Complete the below mentioned chart :
Activity
Pessimist
Most likely
optimist
PERT
Variance
A
20
12
10
B
30
25
18
C
105
80
56
D
200
145
85
E
145
112
89
Q.5 Describe inputs and outputs for the following processes
a. Determining resource requirement for each activity
b. Calculating time requirement for each activity.
Q.6 Describing the most important components of a project planning tool.
Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0011 4 Credits
(Book ID: 1237)
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Describe the five process groups and 9 knowledge areas of project management.
Q.2 List the inputs, outputs, tools and techniques for the vendor management process.
Q.3 The below example depicts the preparation of cake. Here, some of the interdependent activities where some follow a particular order, whereas others are performed independently.
Activity
Preceding Activity
Estimate in minutes
Start
Start
0
D
Start
4
Activity
D,A
6
F
D,A
7
E
F,E
8
G
F,E
5
B
G
5
H
H
7
C
C,B
8
END
0
In the above mentioned example, a sequence of events is maintained. Each of the Activity is interdependent with the other. Using CPA determines the critical path for the above and draw the CP diagram.
Q.4 Write a paragraph on each:
a. Non-linear programming formulation
b. Integer programming formulation
Winter / November 2011
c. Dynamic programming formulation
d. Disjunction programming formulation
e. Linear programming formulation
Q.5 What is a business case? List the business related questions answered using a business case.
Q.6 What is delay analysis? Explain the various types of delay analysis methodology.
Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0012 4 Credits
(Book ID: 1238)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Describe the types of tools and techniques used in cost management
Q.2 Describe various types of financial risks.
Q.3 If there is an initial investment of rupees 2000 and 3 years of positive cash flow of rupees 700 each. The discount rate is 10%. What is the present value of each cash flow.
Year
Cash Flow
Y1
2000
Y2
700
Y3
700
Y4
700
Q.4 What is credit risk appraisal? Explain the 5Cs of credit analysis
Q.5 Classify projects based on the ways they influence investment decision process.
Q.6 List the advantages and disadvantage of project finance.
Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0012 4 Credits
(Book ID: 1238)
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Explain Break-even analysis?
Q.2 Write short note on:
a. Payback period
b. Discounted cash flow
Q.3 List the various criterions to be considered before identifying a project for investment.
Q.4. A firms market value of liability is 400 Rs. And the market value of equity is 600Rs. Cost of liability is 7% and corporate tax 30% & cost of equity is 15%. What will be the weighted average cost of capital?
Q.5 Explain & compare Finance & Budget concept.
Q.6 Total cost of project is 250,000Cr. Expected return of project amount is 42,000 Cr. What is the shortest payback period?
Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0013 4 Credits
(Book ID: 1239)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Write short notes on
a. McGregors theory
b. Maslows Theory
c. Precedence diagramming method Staffing Management Plan
d. Dependency determination
Q.2 Describe the following conflict resolution styles
a. Avoidant Approach
b. Accommodating Approach
c. Consensus Approach
d. Collaborative Approach
Q.3 List and explain in brief the key features of a project.
Q.4 Write a note on human resource planning.
Q.5 what do we mean by developing a project team process. Enumerate the 5 stages of team development.
Q.6 List & explain the 3 major issues related to delegation which need close scrutiny.
Winter / November 2011
Master of Business Administration-MBA Semester 3
Project Management PM0013 4 Credits
(Book ID: 1239)
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Explain effect of an individuals of work environment
Q.2 Explain organizational chart and its various types.
Q.3 Describe the elements of enterprise environmental factors-the input to creating HR plan process.
Q.4 Describe people management skills that a project manager should possess.
Q.5 Explain staffing management plan. Also describe Responsibility Assignment Matrix
Q.6 Why we need HR skills in a project manager-Comment




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Total Quality Management/



Winter / November 2011
Master of Business Administration
Semester III
QM0010 Foundations of Quality Management 4 Credits
(Book ID: B1240)
Assignment
Set- 1 (60 Marks)





Note: Each Question carries 10 marks. Answer all the questions.
1. Write a brief note on the concept of Total Quality Management. Differentiate between Quality Control and Quality Assurance.
2. Explain quality economic approach and quality environmental approach.
3. Explain the importance of customer satisfaction with an example. How do you measure customer satisfaction?
4. Explain Kaizen Approach to Problem Solving, with an example.
5. Explain the concept of Cost of Quality with examples. Differentiate between external failure cost and internal failure cost.
6. Write a note on Quality function Deployment.
Winter / November 2011
Master of Business Administration
Semester III
QM0010 Foundations of Quality Management 4 Credits
(Book ID: B1240)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
1. What is meant by Quality Audit? Explain the importance of Quality Audit. List the general guidelines for carrying out a quality assurance audit.
2. How is the human relations theory‟ different from classical theory‟?
3. Mr.X is a manager in a large restaurant in one of the major cities in India. He knows that the customers expect high overall quality from that restaurant. He wants to know whether his restaurant‟s services are meeting customer‟s expectations. How can he check this? What are the ways he can measure quality in his restaurant?
4. Write a note on the ISO 9000 series of Quality Standards and Malcolm Baldrige Criteria for Business Performance Excellence.
5. Describe the various tasks which help to build a healthy association and partnership with the suppliers.
6. Assume that you are a Quality manager in a large BPO company and you are thinking of implementing TQM in your Company. What are the various barriers you may face for such initiative? List out such barriers to Quality. How do you plan to overcome such barriers?
Winter / November 2011
Master of Business Administration
Semester III
QM0011 Principles and Philosophies of Quality Management- 4 Credits
(Book ID: B1241)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
1. Write a note on evolution of Quality.
2. Write a note on the following:
a. Cause and effect diagram
b. Control charts and
c. Pareto analysis
3. Describe 14 points of Quality management given by Dr. Edwards Deming.
4. Describe the Philip Crosby‟s four absolutes of Quality
5. Describe briefly the 5S‟ principles.
6. What are the objectives and features of MBNQA?
Winter / November 2011
Master of Business Administration
Semester III
QM0011 Principles and Philosophies of Quality Management- 4 Credits
(Book ID: B1241)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
1. Describe briefly the PDCA Cycle and its importance.
2. What is meant by Design of experiments? What are the salient features of Design of experiments?
3. What is meant by Quality Circle? What are the significant characteristics and features of Quality circle?
4. Describe the concept of poka-yoke.
5. Describe the eight pillars of Total Productive Maintenance.
6. What is meant by Six Sigma? What are the steps in implementing Six Sigma?
Winter / November 2011
Master of Business Administration
Semester III
QM0012 Statistical Process Control & Process Capability- 4 Credits
(Book ID: B1242)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
1. Describe briefly the Fishbone Diagram and Pareto chart.
2. Mention some of the Quality practices used in organizations. What is Statistical Process Control?
3. What are the causes of variation in a process? Differentiate between accuracy and precision?
4. What is a Control chart? Describe the structure and construction of control chart.
5. The following numbers indicates the number of defectives in 20 samples containing 2000 items:
425, 430, 216, 341, 225, 322, 280, 306, 337, 305, 356, 402, 216, 264, 126, 409, 193, 280, 389, 326
Calculate the values for central line and control limits for P chart and construct the control chart.
6. Write a note on the following:
a. Pareto chart
b. Scatter diagram
Winter / November 2011
Master of Business Administration
Semester III
QM0012 Statistical Process Control & Process Capability- 4 Credits
(Book ID: B1242)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
1. Using data relating to 5 samples of 4 items each, calculate the control limits. Use X-bar & R chart.
Samples
X1
X2
X3
X4
X5
Items
1
47
32
44
35
20
2
19
37
31
25
34
3
29
11
16
11
44
4
28
29
42
59
38
2. Explain the concept of process with an example. Write a brief note on SIPOC.
3. What is Normal distribution? What are the properties of Normal distribution?
4. Differentiate between process capability and process stability. Mention some of the major uses of process capability analysis.
5. What is meant by acceptance sampling? Explain the various quality indices for acceptance sampling plan.
6. Define process capability index. Differentiate between Cp and Cpk index.
Winter / November 2011
Master of Business Administration
Semester III
QM0013 Quality Management Tools 4 Credits
(Book ID: B1243)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
1. Describe the various methods for gathering information.
2. Define Quality Function Deployment (QFD)? What are the features of QFD?
3. What is FMEA? Write a brief note on Risk Priority Number.
4. Write brief note on the following:
a. Quality loss function
b. Robust Design
5. What are check sheets? Illustrate with an example.
6. What is meant by Voice of Customer‟? How do you capture voice of customer‟?
Winter / November 2011
Master of Business Administration
Semester III
QM0013 Quality Management Tools 4 Credits
(Book ID: B1243)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
1. Differentiate between Quality Control and Quality Assurance.
2. When do you use Quality Control Charts? What are the types of Control charts?
3. Define the term reliability‟. What is its relevance in Quality? Mention the various mathematical measures of reliability.
4. Write a brief note on the following:
a) Affinity diagram
b) Tree diagram
5. What is a process? Explain the concept of process mapping with an example.
6. Write brief note on the following:
a) Business Excellence Models
b) Business Process Re-engineering



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Answer: The tangible goods are the objects which are available to the customer’s knowledge and purchasing capacity within their limit. These are the goods which are consumable by the consumer or customers according to their demands or wants.
E.g. all perishable goods like rice, wheat, milk, oil etc. and bike, shirts pen etc.
Where as the services are the provisions of information to the consumers on the goods. E.g.,
rate of goods, Service in a hotel etc.
There are several differences between services and tangible products, which include:
• Intangibility: We studied that services are intangible and it is some thing that you cannot see. It is an activity that you can experience or feel after its execution. For example, a friendly treatment or service makes the guest feel special and affects their experience, during their stay in the hotel. where as the goods are tangible.
• Mass production of services: Services cannot be produced in mass quantities and stored for consumption in the later stages. Let us take the example of a travel industry. Holidays are the peak season in the travel industry when buses, cars, aeroplanes, trains, and crew members will be utilised to the maximum. For lean months when people travel very less, the travel industry will have the same number of aeroplanes, cars, buses, trains and so on. This example exemplifies the fact that the services cannot be produced and stored for future usage unlike goods.
• Perishable nature of services: Tangible products contain expiry dates and carry labels with “best before” tags. Where as, services will not have expiry dates because it is an action that is carried out and is consumed immediately or as soon as possible. Moreover, the organisation will not be able to resell or return the services when compared to the manufactured goods.
• Difficulty in standardising services: It is easy for a manufacturer of soap to produce millions of soap bars with the same size, scent and quality. The execution of services by an employee towards the client will be influenced by several factors. For example, a receiving clerk in an office will be very friendly and welcome you pleasantly in the morning, but might turn cranky by afternoon. Another example is in banks the client who is in hurry might be nasty to a bank teller, when compared to the client who has ample time to spend. Hence, we can conclude that in service marketing you cannot provide the same type of services to all your clients.
• Pricing difficulty: Marketing practitioners address major challenges like deciding and putting the price tags. Some customers have a perception that low priced service is a low quality service. There must be a good coordination between the price and the kind of service the company provide. For example a low budget airline might not serve snacks or drinks during the journey. But the traveller might turn unsatisfactory for an airline that charges, but does not offer free in-flight meals.
• Services cannot be patented: Owners of the newly invented tangible products protect their product’s secret ingredients and designs against their competitors by registering and obtaining patents for their products against a government agency. In case of services, the methods and models can be easily copied. To be in the market, the service oriented companies constantly find different ways by designing new service models and by copying the models of their competitors.
It is clear that the services and products are different. In the next section we will learn the meaning of service sector and how it is different from services by kvsude@gmail.com



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Winter / November 2011
Master of Business Administration
Semester III
MU0010 Manpower Planning and Resourcing 4 Credits
(Book ID: B1228)
Assignment
Set- 1 (60 Marks)




Note: Each Question carries 10 marks. Answer all the questions.
Q1.
What are the benefits of manpower demand forecasting?
Q2.
Distinguish between internal and external sources of recruitment.
Q3.
Explain the different levels of talent engagement.
Q4.
How does Human Resource Accounting help the organization in its effort for development of employees?
Q5.
Describe knowledge management.
Q6.
Ms. Lalita Singh has joined Triumphant India Private Limited. As an HR Manager, how would you prepare an induction programme for her?
Winter / November 2011
Master of Business Administration
Semester III
MU0010 Manpower Planning and Resourcing 4 Credits
(Book ID: B1228)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.
What are the steps involved in manpower planning?
Q2.
What are the major hindrances that one encounters while carrying out manpower planning?
Q3.
Describe the different types of selection interviews.
Q4.
What benefits does an organization get out by setting up an academy?
Q5.
Describe the major approaches of talent development.
Q6.
Mr. Aravind works at K&D Company. Recently two fellow team members were shifted to another team and their work was handed over to him. This affected his performance and also left him dissatisfied. Finally, he forwarded his resignation letter to the HR Department. The HR Manager decided to conduct an exit interview with Mr. Aravind. What questions do you think that the HR manager would want to ask Mr.Aravind?
Winter / November 2011
Master of Business Administration
Semester III
MU0011 Management and Organizational Development 4 Credits
(Book ID: B1229)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.
State the characteristics of organizational culture.
Q2.
Explain the life cycle of resistance to organizational change in detail.
Q3.
What are the three levels of work groups?
Q4.
What are the goals of sensitivity training?
Q5.
Suppose a cement industry wants to form a Quality Circle. What would be the criteria that you would set to form it? What are the benefits that you see in forming a quality circle?
Q6.
What is the role of power and politics in the practice of OD?
Winter / November 2011
Master of Business Administration
Semester III
MU0011 Management and Organizational Development 4 Credits
(Book ID: B1229)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.
Distinguish between management and administration.
Q2.
What are the characteristics of organizational development?
Q3.
Explain team building interventions.
Q4.
What are the major types of changes in an organization?
Q5.
What are the five different types of OD practitioner styles?
Q6.
Suppose you are an OD practitioner. What are the challenges that you have be prepared for while carrying out organization development?
Winter / November 2011
Master of Business Administration
Semester III
MU0012 Employee Relations Management 4 Credits
(Book ID: B1230)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.
What are the different leadership styles that are adopted by managers as per the Managerial Grid Model?
Q2.
Every organisation faces disciplinary problems from employees. Explain the major types of disciplinary problems faced in organisations.
Q3.
How are trade unions classified?
Q4.
What are the provisions of the Factories Act 1948 that ensure social security measures of workmen in a factory?
Q5.
Describe the different systems in an organisation that use Employee Relation Management tools.
Q6.
Suppose you are the HR Manager of a software company that is facing severe financial loss due to recession. What action would you take to keep your employees positive and motivated?
Winter / November 2011
Master of Business Administration
Semester III
MU0012 Employee Relations Management 4 Credits
(Book ID: B1230)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.
What are the four strategy levels in an organization?
Q2.
What are the reasons for maintaining good industrial relations in an organization?
Q3.
What are the benefits that an organization enjoys by implementing employee participation?
Q4.
Explain the challenges that international employees encounter.
Q5.
What are the components of a Human Resource Information System?
Q6.
Imagine yourself as the HR Manager of a steel company and you find that for members of the production team in your organisation are in conflict and this has affected the productivity of the team. What steps will you take to resolve the conflict and improve the team productivity?
Winter / November 2011
Master of Business Administration
Semester III
MU0013 HR Audit- 4 Credits
(Book ID: B1231)
Assignment
Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.
What are the components of human resource development audit?
Q2.
Explain the audit of human resource function.
Q3.
Explain the linkages between HR Audit and business functions.
Q4.
What are the main objectives of Human Resource Planning?
Q5.
Write a short note on employee orientation programme.
Q6.
What are the reasons for implementing the human resource scorecard?
Winter / November 2011
Master of Business Administration
Semester III
MU0013 HR Audit- 4 Credits
(Book ID: B1231)
Assignment
Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.
Write a short note on focus groups.
Q2.
Explain the different types of competencies with examples.
Q3.
What are the trends in HR audit seen in Indian scenario?
Q4.
Elaborate on the need for Human Resource Audit.
Q5.
Explain how audit of training is conducted.
Q6.
Elaborate on the different aspects work place policies and practices to be considered by the employers.



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Answer:
A way of reducing the plant breakdowns is to select the best maintenance strategy. Widely adopted maintenance techniques or strategies are:
·         Routine Maintenance.
·         Planned Maintenance.
·         Break down Maintenance or Corrective/ Remedial Maintenance



·         Preventive Maintenance.
·         Predictive Maintenance.
·         Condition Based Maintenance.
·         Total Productivity Maintenance.
The following sub-sections give a brief explanation of these systems.
1 Routine maintenance





Routine Maintenance (RM) is a procedure followed regularly i.e. a cyclic operation recurring periodically. It includes activities like inspection, cleaning of machines, lubricating systems, small repairs, and so on. For example, checking all compressors first on Mondays, replacing light bulbs, cleaning, repairing any leakages of oil, and lubricating machines daily. RM can be classified as:
• Running maintenance: is the work carried out when the equipment or the machine is performing some operations that is, when the machine is working. These include say greasing or lubricating the bearings or systems, outer cleaning, inspection and so on.
• Shut down maintenance: certain minor maintenance activities cannot be carried out when the machine is running and hence must be carried out by shutting down the machine. For example, de-scaling furnaces and boilers.







2 Planned or scheduled or productive maintenance
Planned maintenance is the activities carried out according to a predetermined schedule and hence known as scheduled or productive maintenance. It involves inspecting all machineries, overhauling, lubricating, repairing, and carrying out all requisite maintenance before actual break down happens, thus avoiding a situation of emergency maintenance. Planned maintenance reduces the machine downtime, reduces cost of maintenance, and increases productivity as compared to unplanned maintenance.
3 Break down or corrective or remedial maintenance
Breakdown Maintenance is the method of operating the machines to run until they fail and then repair in order to restore them to an acceptable condition. Planned repair or rectifying the problem is carried out when it is more convenient and cost effective. Thismethod is also called as „on-failure maintenance or corrective maintenance‟. It is carried out when an item has failed or worn out, to bring it back to working order. Corrective maintenance is carried out on all items where, failure or wearing out is not significant and the cost is not greater than preventative maintenance.
4 Preventive maintenance
Preventive Maintenance (PM) is based on the idea “Prevention is better than cure”. PM is a regularly scheduled maintenance activity, with an objective to anticipate problems and correct them before they occur. PM is carried out and normally programmed, to prevent an item failing or wearing out by:
• Providing systematic inspection.
• Using recommended grades of oil.
• Periodical lubrication and cleaning.
• Detecting and preventing incipient failure.
PM is carried out on those items where a failure would result in expensive consequences. For example, lifts, fire alarms, electricity supply, battery back up at sub-station, sub-station transformers, distribution transformers, circuit breakers, isolators, and so on. The figure 1.1 shows the PM‟s pre-requisites.
Routine and planned maintenance includes PM actions, which could be grouped as:
• Fixed-time maintenance: Here maintenance actions are carried out at regular intervals (calendar time). For example, maintenance actions like item replacement, repair and major overhaul.
• Condition-based maintenance: This maintenance action is explained below in the further sub heading.
• Opportunity maintenance: Here for example: an opportune time to take up the task of repair or reconditioning may arise on those machines, where the work load is not there for that day or product produced on that machine is rejected. The operator has to keep the machine idle since he is waiting for the quality report before producing further quantity.
5 Predictive maintenance







Predictive Maintenance is one of the modern approaches topreventive maintenance. Here sensitive instruments like vibration analyser, amplitude meters, audio gauges, sensors for pressure,temperatures, resistance gauges and so on are used to predict the anticipated failure of machines and equipment. Conditions of the machinery can be checked on line periodically or on continuous basis and maintenance crew can take decision and plan overhaul or repair as warranted. Failure is predicted well in advance using certain techniques like vibration, temperature, misalignments, incorrect installation, rotor imbalance, pump cavitations, oil condition, wear debris analysis, and so on and has proved very effective. Good ability to predict impending failures well in time will result in:
• Maximising the online operations.
• Minimising downtime.
• Increased plant and Personnel safety.
• Optimal maintenance.
6 Condition based maintenance
Condition Based Maintenance (CBM) relies on the fact that the majority of failures do not occur instantaneously, but develops over a period of time. CBM involves recording measurement that gives an indication of the condition. For example, increase in vibration levels,temperature soars, increased leakages, and so on. Hence it is a periodic measurement and interpretation of data to determine the need for maintenance. Condition monitoring is merely a tool that is used by crew through touch, smell, and through their experience to make out the existing condition of the equipment or aggregate.
CBM is also known as dynamic predictive maintenance or diagnostic maintenance. In CBM, the plant is not maintained just after some problem surfaces, but much before the possible breakdown. For example operators who work with equipment every day can listen to equipment and identify changes in noise levels and vibrations, and so on. Temperature changes can be photographed through Infrared (IR) thermograph, which gives warning that something is 'not right'. An investigation can be carried out to identify the exact problem.





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The Ministry of Corporate Affairs (MCA) and the Competition Commission of India (CCI) is in a fix over undefined concept of unfair trade practices in the Competition Act, 2002. The Act defines anti-competitive agreements and abuse of dominant position under section 3 and 4 respectively but unfair trade practices defined under the now-abolished Monopolies and Restrictive Trade Practices (MRTP) Act finds no mention in the new competition legislation.

Earlier, when the MRTP act was repealed in 2009, it was decided that cases of unfair trade practices would be handled by the consumer courts. When the MCA enquired with the ministry of consumer affairs regarding the same, the consumer affairs department said that it was not empowered to inquire into unfair trade practices.

The MCA has now taken up the matter with the anti-competitive practices watchdog and has asked it to explore the possibility of incorporating the definition of unfair trade practices in the competition legislation.

Legal experts say the government can explore two possibilities it can either provide more power to consumer affairs ministry or amend the competition act. The CCI argues that the act need not be amended and the competition watchdog can resolve the problem via section 3 of the anti-competitive agreements.

However, experts argue that section 3 does not cover matters like misrepresentation of facts.

According to the erstwhile MRTP act, 1969, an unfair method or a deceptive practice is one adopted for the purpose of promoting the sale, use or supply of any goods or for the provision of any services. It can include practices such as making false statements in relation to the quality, quantity, sponsorship, uses or benefits of goods, passing off old goods as new, or giving of warranty or guarantee which is not based on proper test, etc.

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PM0010 - Set 1 , Question number 4
If the optimistic estimate of an activity is 12 days & pessimistic estimate is 18 days. What is the variance of this activity?

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PM0012- Set 1 and Question number 3.

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Hi,

Can you pleae help me in finding the answers for below questions , specialization in Project management.

PM0010 - Set 1 , Question number 4
If the optimistic estimate of an activity is 12 days & pessimistic estimate is 18 days. What is the variance of this activity?

PM0011 - Set 1 and Question number 4.

PM0012- Set 1 and Question number 3.

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Answer: The tangible goods are the objects which are available to the customers knowledge and purchasing capacity within their limit. These are the goods which are consumable by the consumer or customers according to their demands or wants.
E.g. all perishable goods like rice, wheat, milk, oil etc. and bike, shirts pen etc.
Where as the services are the provisions of information to the consumers on the goods. E.g.,
rate of goods, Service in a hotel etc.
There are several differences between services and tangible products, which include:
Intangibility: We studied that services are intangible and it is some thing that you cannot see. It is an activity that you can experience or feel after its execution. For example, a friendly treatment or service makes the guest feel special and affects their experience, during their stay in the hotel. where as the goods are tangible.
Mass production of services: Services cannot be produced in mass quantities and stored for consumption in the later stages. Let us take the example of a travel industry. Holidays are the peak season in the travel industry when buses, cars, aeroplanes, trains, and crew members will be utilised to the maximum. For lean months when people travel very less, the travel industry will have the same number of aeroplanes, cars, buses, trains and so on. This example exemplifies the fact that the services cannot be produced and stored for future usage unlike goods.
Perishable nature of services: Tangible products contain expiry dates and carry labels with best before tags. Where as, services will not have expiry dates because it is an action that is carried out and is consumed immediately or as soon as possible. Moreover, the organisation will not be able to resell or return the services when compared to the manufactured goods.
Difficulty in standardising services: It is easy for a manufacturer of soap to produce millions of soap bars with the same size, scent and quality. The execution of services by an employee towards the client will be influenced by several factors. For example, a receiving clerk in an office will be very friendly and welcome you pleasantly in the morning, but might turn cranky by afternoon. Another example is in banks the client who is in hurry might be nasty to a bank teller, when compared to the client who has ample time to spend. Hence, we can conclude that in service marketing you cannot provide the same type of services to all your clients.
Pricing difficulty: Marketing practitioners address major challenges like deciding and putting the price tags. Some customers have a perception that low priced service is a low quality service. There must be a good coordination between the price and the kind of service the company provide. For example a low budget airline might not serve snacks or drinks during the journey. But the traveller might turn unsatisfactory for an airline that charges, but does not offer free in-flight meals.
Services cannot be patented: Owners of the newly invented tangible products protect their products secret ingredients and designs against their competitors by registering and obtaining patents for their products against a government agency. In case of services, the methods and models can be easily copied. To be in the market, the service oriented companies constantly find different ways by designing new service models and by copying the models of their competitors.
It is clear that the services and products are different. In the next section we will learn the meaning of service sector and how it is different from services



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Answer: The tangible goods are the objects which are available to the customers knowledge and purchasing capacity within their limit. These are the goods which are consumable by the consumer or customers according to their demands or wants.
E.g. all perishable goods like rice, wheat, milk, oil etc. and bike, shirts pen etc.
Where as the services are the provisions of information to the consumers on the goods. E.g.,
rate of goods, Service in a hotel etc.
There are several differences between services and tangible products, which include:
Intangibility: We studied that services are intangible and it is some thing that you cannot see. It is an activity that you can experience or feel after its execution. For example, a friendly treatment or service makes the guest feel special and affects their experience, during their stay in the hotel. where as the goods are tangible.
Mass production of services: Services cannot be produced in mass quantities and stored for consumption in the later stages. Let us take the example of a travel industry. Holidays are the peak season in the travel industry when buses, cars, aeroplanes, trains, and crew members will be utilised to the maximum. For lean months when people travel very less, the travel industry will have the same number of aeroplanes, cars, buses, trains and so on. This example exemplifies the fact that the services cannot be produced and stored for future usage unlike goods.
Perishable nature of services: Tangible products contain expiry dates and carry labels with best before tags. Where as, services will not have expiry dates because it is an action that is carried out and is consumed immediately or as soon as possible. Moreover, the organisation will not be able to resell or return the services when compared to the manufactured goods.
Difficulty in standardising services: It is easy for a manufacturer of soap to produce millions of soap bars with the same size, scent and quality. The execution of services by an employee towards the client will be influenced by several factors. For example, a receiving clerk in an office will be very friendly and welcome you pleasantly in the morning, but might turn cranky by afternoon. Another example is in banks the client who is in hurry might be nasty to a bank teller, when compared to the client who has ample time to spend. Hence, we can conclude that in service marketing you cannot provide the same type of services to all your clients.
Pricing difficulty: Marketing practitioners address major challenges like deciding and putting the price tags. Some customers have a perception that low priced service is a low quality service. There must be a good coordination between the price and the kind of service the company provide. For example a low budget airline might not serve snacks or drinks during the journey. But the traveller might turn unsatisfactory for an airline that charges, but does not offer free in-flight meals.
Services cannot be patented: Owners of the newly invented tangible products protect their products secret ingredients and designs against their competitors by registering and obtaining patents for their products against a government agency. In case of services, the methods and models can be easily copied. To be in the market, the service oriented companies constantly find different ways by designing new service models and by copying the models of their competitors.
It is clear that the services and products are different. In the next section we will learn the meaning of service sector and how it is different from services

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A way of reducing the plant breakdowns is to select the best maintenance strategy. Widely adopted maintenance techniques or strategies are:
Routine Maintenance.
Planned Maintenance.
Break down Maintenance or Corrective/ Remedial Maintenance

Preventive Maintenance.
Predictive Maintenance.
Condition Based Maintenance.
Total Productivity Maintenance.
The following sub-sections give a brief explanation of these systems.
1 Routine maintenance




Routine Maintenance (RM) is a procedure followed regularly i.e. a cyclic operation recurring periodically. It includes activities like inspection, cleaning of machines, lubricating systems, small repairs, and so on. For example, checking all compressors first on Mondays, replacing light bulbs, cleaning, repairing any leakages of oil, and lubricating machines daily. RM can be classified as:
Running maintenance: is the work carried out when the equipment or the machine is performing some operations that is, when the machine is working. These include say greasing or lubricating the bearings or systems, outer cleaning, inspection and so on.
Shut down maintenance: certain minor maintenance activities cannot be carried out when the machine is running and hence must be carried out by shutting down the machine. For example, de-scaling furnaces and boilers.




2 Planned or scheduled or productive maintenance
Planned maintenance is the activities carried out according to a predetermined schedule and hence known as scheduled or productive maintenance. It involves inspecting all machineries, overhauling, lubricating, repairing, and carrying out all requisite maintenance before actual break down happens, thus avoiding a situation of emergency maintenance. Planned maintenance reduces the machine downtime, reduces cost of maintenance, and increases productivity as compared to unplanned maintenance.
3 Break down or corrective or remedial maintenance
Breakdown Maintenance is the method of operating the machines to run until they fail and then repair in order to restore them to an acceptable condition. Planned repair or rectifying the problem is carried out when it is more convenient and cost effective. Thismethod is also called as on-failure maintenance or corrective maintenance‟. It is carried out when an item has failed or worn out, to bring it back to working order. Corrective maintenance is carried out on all items where, failure or wearing out is not significant and the cost is not greater than preventative maintenance.
4 Preventive maintenance
Preventive Maintenance (PM) is based on the idea Prevention is better than cure. PM is a regularly scheduled maintenance activity, with an objective to anticipate problems and correct them before they occur. PM is carried out and normally programmed, to prevent an item failing or wearing out by:
Providing systematic inspection.
Using recommended grades of oil.
Periodical lubrication and cleaning.
Detecting and preventing incipient failure.
PM is carried out on those items where a failure would result in expensive consequences. For example, lifts, fire alarms, electricity supply, battery back up at sub-station, sub-station transformers, distribution transformers, circuit breakers, isolators, and so on. The figure 1.1 shows the PM‟s pre-requisites.
Routine and planned maintenance includes PM actions, which could be grouped as:
Fixed-time maintenance: Here maintenance actions are carried out at regular intervals (calendar time). For example, maintenance actions like item replacement, repair and major overhaul.
Condition-based maintenance: This maintenance action is explained below in the further sub heading.
Opportunity maintenance: Here for example: an opportune time to take up the task of repair or reconditioning may arise on those machines, where the work load is not there for that day or product produced on that machine is rejected. The operator has to keep the machine idle since he is waiting for the quality report before producing further quantity.
5 Predictive maintenance




Predictive Maintenance is one of the modern approaches topreventive maintenance. Here sensitive instruments like vibration analyser, amplitude meters, audio gauges, sensors for pressure,temperatures, resistance gauges and so on are used to predict the anticipated failure of machines and equipment. Conditions of the machinery can be checked on line periodically or on continuous basis and maintenance crew can take decision and plan overhaul or repair as warranted. Failure is predicted well in advance using certain techniques like vibration, temperature, misalignments, incorrect installation, rotor imbalance, pump cavitations, oil condition, wear debris analysis, and so on and has proved very effective. Good ability to predict impending failures well in time will result in:
Maximising the online operations.
Minimising downtime.
Increased plant and Personnel safety.
Optimal maintenance.
6 Condition based maintenance
Condition Based Maintenance (CBM) relies on the fact that the majority of failures do not occur instantaneously, but develops over a period of time. CBM involves recording measurement that gives an indication of the condition. For example, increase in vibration levels,temperature soars, increased leakages, and so on. Hence it is a periodic measurement and interpretation of data to determine the need for maintenance. Condition monitoring is merely a tool that is used by crew through touch, smell, and through their experience to make out the existing condition of the equipment or aggregate.
CBM is also known as dynamic predictive maintenance or diagnostic maintenance. In CBM, the plant is not maintained just after some problem surfaces, but much before the possible breakdown. For example operators who work with equipment every day can listen to equipment and identify changes in noise levels and vibrations, and so on. Temperature changes can be photographed through Infrared (IR) thermograph, which gives warning that something is not right. An investigation can be carried out to identify the exact problem.



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MBA Semester : 1
1 MB0022 Management process and Organization Behavior
No. of Download : 1520 Get Questions
2 MB0023 Business Communication
No. of Download : 872 Get Questions
3 MB0024 Statistics for Management
No. of Download : 959 Get Questions
4 MB0025 Financial and Management Accounting
No. of Download : 831 Get Questions
5 MB0026 Managerial Economics
No. of Download : 732 Get Questions
6 MB0027 Human Resource Management
No. of Download : 737 Get Questions




MBA Semester : 2
7 MB0028 Production & Operation Management
No. of Download : 935 Get Questions
8 MB0029 Financial Management
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9 MB0030 Marketing Management
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10 MB0031 Management Information System
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11 MB0032 Operations Research
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If you are doing MBA from SMU then you have to appear in the examination with following question pattern:

A, B and C there are three types of question will be asked in MBA examination which will be arranged by Sikkim Manipal University.

Note: All questions will be objective types. You have to choose only one right answer in four probable answers.

With the A Pattern there will be simple question with for options. A Types question will contain only 1 mark while B has 2 marks and C has three.

Example of Question A

1. Management is

(a) Science
(b) Art
(c) Science and Art both
(d) None of these

You have to choose only one correct answer among these.

Example of Question B

2. Advantage of Client Server System

(1) Faster Response time to requests for processing
(2) Better local cost control of operations and development
(3) Increase of responsibilities and cost overhead at center
(4) Enables distributions of processing from centralized to desktop computing.

(a) 2), 3) and 4)
(b) 1), 2) and 4)
(c) 1) and 2)
(d) 1), 3) and 4)

Among these you have to choose one option and you will get 2 marks for a correct answer.

Example of Question C

3. Match the Following

Set A

(a) Individual branding
(b) Overall Family Branding
(c) Line Family Branding
(d) Brand Extension Branding

Set B

(1) Using Existing Brand for a new product
(2) Uses family brands within the particular line
(3) Giving all of a products the same name
(4) Using different brand name
(5) Using on licensing fee

(A) a)-4), b)-3), c)-2), d)-1)
(B) a)-1), b)-2), c)-3), d)-5)
(C) a)-5), b)-4), c)-3), d)-2)
(D) a)-4), b)-2), c)-1), d)-3)

You have to choose only one correct answer and you will get 4 marks. All questions will be in these three types and all will be objectives.

Before appearing make sure you should have a black BAL pen and before starting solving question read carefully all the instructions.

In the SMU there is grade system to marks achievement. Grade A shows Excellent and marks score will show 70% above. In the B Grade it will show Very Good and Marks will show more than 60%. In the C Grade will be Good and marks will be more than 50%. In the D Grade results will show Satisfactory and marks will be more than 40%. And E Grade is for failure students.




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____________________________________________________________

There are some new questions for SMU MBA Financial Management examination after questions of financial management.

1. Set A

a) Constant dividend per share
b) Constant percentage of net earnings
c) Small constant dividend per share plus extra dividend
d) Dividend as a fixed percentage of MPS
Set B




i) Constant dividend plus additional funds
ii) Certain percentage of the market price per share
iii) Policy of constant payout ratio
iv) Certain fixed amount per share
A) (a-iv) (b-ii) (c-iii) (d-i)
B) (a-iv) (b-iii) (c-i) (d-ii)
C) (a-ii) (b-iii) (c-iv) (d-i)
D) (a-iv) (b- i) (c-iii) (d-ii)

2. Set A

a) Horizontal merger
b) Vertical merger
c) Lateral merger
d) Conglomerate merger
e) Concentric merger

Set B

i) segments brought together to carry over specific mgmt. functions
ii) two or more firms producing unrelated products
iii) firms producing different products related in some way
iv) different stages of the production of the same product
v) producing same product or doing the same business

A) (a- i) (b-ii) (c-iii) (d-iv) (e-v)
B) (a-ii) (b-i) (c-iv) (d-iii) (e-v)
C) (a-v) (b-iv) (c-iii) (d-ii) (e-i)
D) (a-iii) (b-iv) (c-iv) (d-ii) (e-i)

3.2 + 2 = 5 is the phenomenon known as

A) Economies of scale
B) Reverse synergy
C) Synergy
D) Divesture

4. represent the sale of a segment of a company to a third party

A) Restructuring
B) Divestiture
C) Diversification
D) Merger

5. When an existing parent company distribute on a pro rata basis the shares of the new company to the shareholders of the parent company free of cost.




A) Sell off
B) Spin off
C) Equity carve out
D) Bust ups

6. ESOP stands for

A) Employers stock option plan
B) Employees stock option plan
C) Employees share option plan
D) Equity stock option plan

7. Agreement which allows the bondholder to demand repayment of the amount in the event of hostile takeover

A) Poison pills
B) Poison out
C) White knights
D) Green mail

8. Arrange in sequence the steps of financial planning

i) Laying down the financial procedures
ii) Financial planning
iii) Formulation of financial policies
iv) Setting financial objectives
v) Determination of the form of securities to be issued
vi) Estimating the capital requirement

A) i, iv ,ii, iii, v, vi
B) vi, v, iv, iii, ii, i
C) vi, v, iv, iii, i, ii
D) iv, v, iii, ii, i, vi

9. means the amount of capital employed or invested in a business.

A) Cost of capital
B) Capital structure
C) Equity capital
D) Capitalization

10. When the actual capitalization of a company is more than the proper capitalization?

A) Under capitalization
B) Excess capital
C) Over Capitalization
D) Inadequate capital



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Master of Business Administration-MBA Semester 2
Project Management – MB0049 - 4 Credits
(Book ID: B1138)
Assignment Set- 1 (60 Marks)


Note: Each question carries 10 Marks. Answer all the questions.

Q.1 List and explain the traits if a professional manager.
Q.2 Describe in brief the various aspects of programme management?
Q.3 Compare the following:
a. Traditional Vs. Projectised Organization
b. Reengineering Vs. E-engineering
Q.4 List out the macro issues in project management and explain each.
Q.5 Describe the various steps in risk management listed below:
a. Risk Identification
b. Risk Analysis
c. Risk Management Planning
d. Risk Review
Q.6 ABC Company implements got a very big project and they decided to allot the same to a new project manager, who joined the company recently. In order to execute the project successfully, what are the various phases in which the project lifecycle should be divided.

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Master of Business Administration – MBA Semester 3
MK0012 – Retail Marketing - 4 Credit Assignment Set – 1
Note: Each question carries 10 Marks. Answer all the questions.

Q.1 What is Retailing? Explain the retailing management decision process.

Before understanding the concept of retail, let us first go through few terminologies.
 Market - Any system or place where parties are engaged in exchange of either goods or services is called as market. The parties are often called as buyers and sellers. The seller offers his goods or services to the buyer who in return purchases it in exchange of money.
 Goods - Tangible (things which can be seen and touched) physical products which are transferred from a seller to the buyer (consumer) to fulfill the latter’s need are called as goods.
Jack owned two laptops which he sold to Mike. In this case Jack is the seller while Mike is the buyer. Laptops are the goods which were earlier in Jack’s custody and now belong to Mike.
What is retailing?

Retailing involves selling products and services to consumers for their personal or family use. Department stores, like Burdines and Macy's, discount stores like Wal-Mart and K-Mart, and specialty stores like The Gap, Zales Jewelers and Toys 'R' Us, are all examples of retail stores. Service providers, like dentists, hotels and hair salons, and on-line stores, like Amazon.com, are also retailers.
Many businesses, like Home Depot, are both wholesalers and retailers because they sell to consumers and building contractors. Other businesses, like The Limited, are both manufactures and retailers. Regardless of other functions these businesses perform, they are still retailers when they interact with the final user of the product or service.

Why is Retailing Important?
As the final link between consumers and manufacturers, retailers are a vital part of the business world. Retailers add value to products by making it easier for manufactures to sell and consumers to buy. It would be very costly and time consuming for you to locate, contact and make a purchase from the manufacturer every time you wanted to buy a candy bar, a sweater or a bar of soap. Similarly, it would be very costly for the manufactures of these products to locate and distribute them to consumers individually. By bringing multitudes of manufacturers and consumers together at a single point, retailers make it possible for products to be sold, and, consequently, business to be done.
Retailers also provide services that make it less risky and more fun to buy products. They have salespeople on hand who can answer questions, may offer credit, and display products so that consumers know what is available and can see it before buying. In addition, retailers may provide many extra services, from personal shopping to gift wrapping to delivery, that increase the value of products and services to consumers.
According to the National Retail Federation, 1 in 5 American workers are employed in the retail industry. The Department of Labor estimates that since 1990, 700,000 new jobs have been created in the retail sector. That's 13% of all new jobs in the United States. At present, more jobs are provided in retailing than the entire U.S. manufacturing sector.
The Future of Retailing
Advances in technology, like the Internet, have helped make retailing an even more challenging and exciting field in recent years. The nature of the business and the way retailing is done are currently undergoing fundamental changes. However, retailing in some form will always be necessary. For example, even though the Internet is beginning to make it possible for manufacturers to sell directly to consumers, the very vastness of cyberspace will still make it very difficult for a consumer to purchase every product he or she uses directly. On-line retailers, like Amazon.com, bring together assortments of products for consumers to buy in the same way that bricks-and-mortar retailers do.
In addition, traditional retailers with physical stores will continue to be necessary. Of course, retailers who offer personal services, like hair styling, will need to have face-to-face interaction with the consumer. But even with products, consumers often want to see, touch and try them before they buy. Or, they may want products immediately and won't want to wait for them to be shipped. Also, and perhaps most importantly, in many cases the experience of visiting the retailer is an important part of the purchase. Everything that the retailer can do to make the shopping experience pleasurable and fun can help ensure that customers come back.
THE RETAL MANAGEMENT DECISION PROCESS

The success of a small entrepreneurial retailer or a major retail corporation, in making these decisions, depends largely on how much it embraces the retailing concept. The RETAILING CONCEPT is a managerial orientation that focuses a retailer on determining its target market’s needs and satisfying those needs more effectively and efficiently than its competitors.
The retailing concept emphasizes that high-performance retailers must be strong competitors. They can’t achieve high performance by simply satisfying customers’ needs. They must also keep a close watch to ensure that competitors don’t attract their customers.

UNDERSTANDING THE WORLD OF RETAILING – SECTION I
The first step in the retail management decision process is getting an understanding of the world of retailing. Retail managers need a good understanding of their environment, especially their customers and competition, before they can develop and implement effective strategies.
The critical environmental factors in the world of retailing are:
1. The macroenvironment
2. The microenvironment
Ethical standards and legal and public policy are critical macroeconomic factors affecting retail decisions. Strategy development and implementation must be consistent with corporate values, legal opinions, and public policies. Federal, state, and local laws are enacted to ensure that business activities re consistent with society’s interests. These laws define unfair competitive practices related to suppliers and customers; regulate advertising, promotion, and pricing practices; and restrict store locations.
Retailers rely on ethical standards to guide decision making when confronting questionable situations not covered by laws. Buyers may have to decide whether to accept a supplier’s offer of free tickets to a football game Some retailers have policies that outline correct behavior of employees in these situations, but in many situations people must rely on their own code of ethics.
The introductory section on the world of retailing focuses on the retailer’s microenvironment – the retailer’s competitors and customers.
COMPETITORS. At first glance, identifying competitors appears easy. A retailer’s primary competitors are those with the same format. This competition with the same type of retailers is called intratype competition.
To appeal to a broader group of consumers and provide one-stop shopping, many retailers are increasing their variety of merchandise. By offering greater variety in one store, retailers can offer one-stop shopping to satisfy more of the needs of their target market. The offering of merchandise not typically associated with the store type is called scrambled merchandising. Scrambled merchandising increases intertype competition – competition between retailers that sell similar merchandise using different formats.

Q.2 Mention the types of retailers with examples. [10 marks]
Q.3 Discuss the theories of retailing with your conclusion. [10 marks]
Q.4 Dots Ltd. manufactures variety of packaged food. They are also keen to enter fast-food sector and want to open up small restaurants in certain regions. What considerations do you think the company has to keep in mind while maintaining their food retailing and before entering service retailing? [10 marks]
Q.5 Elaborate on the role played by advertising in retail business. [10 marks]
Q.6 How to develop marketing channel strategies for retail? Explain. [10 marks


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Master of Business Administration-MBA Semester 3
MK0012 – Retail Marketing - 4 Credits
Assignment Set – 2
60 Marks
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 a. Explain merchandise presentation techniques. [05 marks]
b. Give a note on ABC analysis. [05 marks]
Q.2 Mention the different segmentation dimensions with examples. [10 marks]
Q.3 What new customized retail formats could be seen in retail environment today? Give examples. [10 marks]
Q.4 Explain the scope of electronic retailing in near future. [10 marks]
Q.5 How does consumerism and ethics influence retailing? [10 marks]
Q.6 Give a note on psychological pricing, mark-up pricing and mark-down pricing. [10 marks]


To get Complete assignments write or call on : kvsude@gmail.com or Mob : +91 9995105420 (09995105420)
Dear Friends,
We are providing solved assignments, Project reports, Documentation; we are working in this field for last 5 years. Don’t fall the low cost assignments, which is the assignments with cheap quality and rejected from Universities. I can show you many students, those who failed, coz they buy very cheap assignments of 500rs or 600rs .

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Master of Business Administration – MBA Semester 3
MK0012 – Retail Marketing - 4 Credit Assignment Set – 1
Note: Each question carries 10 Marks. Answer all the questions.

Q.1 What is Retailing? Explain the retailing management decision process.

Before understanding the concept of retail, let us first go through few terminologies.
 Market - Any system or place where parties are engaged in exchange of either goods or services is called as market. The parties are often called as buyers and sellers. The seller offers his goods or services to the buyer who in return purchases it in exchange of money.
 Goods - Tangible (things which can be seen and touched) physical products which are transferred from a seller to the buyer (consumer) to fulfill the latter’s need are called as goods.
Jack owned two laptops which he sold to Mike. In this case Jack is the seller while Mike is the buyer. Laptops are the goods which were earlier in Jack’s custody and now belong to Mike.
What is retailing?

Retailing involves selling products and services to consumers for their personal or family use. Department stores, like Burdines and Macy's, discount stores like Wal-Mart and K-Mart, and specialty stores like The Gap, Zales Jewelers and Toys 'R' Us, are all examples of retail stores. Service providers, like dentists, hotels and hair salons, and on-line stores, like Amazon.com, are also retailers.
Many businesses, like Home Depot, are both wholesalers and retailers because they sell to consumers and building contractors. Other businesses, like The Limited, are both manufactures and retailers. Regardless of other functions these businesses perform, they are still retailers when they interact with the final user of the product or service.

Why is Retailing Important?
As the final link between consumers and manufacturers, retailers are a vital part of the business world. Retailers add value to products by making it easier for manufactures to sell and consumers to buy. It would be very costly and time consuming for you to locate, contact and make a purchase from the manufacturer every time you wanted to buy a candy bar, a sweater or a bar of soap. Similarly, it would be very costly for the manufactures of these products to locate and distribute them to consumers individually. By bringing multitudes of manufacturers and consumers together at a single point, retailers make it possible for products to be sold, and, consequently, business to be done.
Retailers also provide services that make it less risky and more fun to buy products. They have salespeople on hand who can answer questions, may offer credit, and display products so that consumers know what is available and can see it before buying. In addition, retailers may provide many extra services, from personal shopping to gift wrapping to delivery, that increase the value of products and services to consumers.
According to the National Retail Federation, 1 in 5 American workers are employed in the retail industry. The Department of Labor estimates that since 1990, 700,000 new jobs have been created in the retail sector. That's 13% of all new jobs in the United States. At present, more jobs are provided in retailing than the entire U.S. manufacturing sector.
The Future of Retailing
Advances in technology, like the Internet, have helped make retailing an even more challenging and exciting field in recent years. The nature of the business and the way retailing is done are currently undergoing fundamental changes. However, retailing in some form will always be necessary. For example, even though the Internet is beginning to make it possible for manufacturers to sell directly to consumers, the very vastness of cyberspace will still make it very difficult for a consumer to purchase every product he or she uses directly. On-line retailers, like Amazon.com, bring together assortments of products for consumers to buy in the same way that bricks-and-mortar retailers do.
In addition, traditional retailers with physical stores will continue to be necessary. Of course, retailers who offer personal services, like hair styling, will need to have face-to-face interaction with the consumer. But even with products, consumers often want to see, touch and try them before they buy. Or, they may want products immediately and won't want to wait for them to be shipped. Also, and perhaps most importantly, in many cases the experience of visiting the retailer is an important part of the purchase. Everything that the retailer can do to make the shopping experience pleasurable and fun can help ensure that customers come back.
THE RETAL MANAGEMENT DECISION PROCESS

The success of a small entrepreneurial retailer or a major retail corporation, in making these decisions, depends largely on how much it embraces the retailing concept. The RETAILING CONCEPT is a managerial orientation that focuses a retailer on determining its target market’s needs and satisfying those needs more effectively and efficiently than its competitors.
The retailing concept emphasizes that high-performance retailers must be strong competitors. They can’t achieve high performance by simply satisfying customers’ needs. They must also keep a close watch to ensure that competitors don’t attract their customers.

UNDERSTANDING THE WORLD OF RETAILING – SECTION I
The first step in the retail management decision process is getting an understanding of the world of retailing. Retail managers need a good understanding of their environment, especially their customers and competition, before they can develop and implement effective strategies.
The critical environmental factors in the world of retailing are:
1. The macroenvironment
2. The microenvironment
Ethical standards and legal and public policy are critical macroeconomic factors affecting retail decisions. Strategy development and implementation must be consistent with corporate values, legal opinions, and public policies. Federal, state, and local laws are enacted to ensure that business activities re consistent with society’s interests. These laws define unfair competitive practices related to suppliers and customers; regulate advertising, promotion, and pricing practices; and restrict store locations.
Retailers rely on ethical standards to guide decision making when confronting questionable situations not covered by laws. Buyers may have to decide whether to accept a supplier’s offer of free tickets to a football game Some retailers have policies that outline correct behavior of employees in these situations, but in many situations people must rely on their own code of ethics.
The introductory section on the world of retailing focuses on the retailer’s microenvironment – the retailer’s competitors and customers.
COMPETITORS. At first glance, identifying competitors appears easy. A retailer’s primary competitors are those with the same format. This competition with the same type of retailers is called intratype competition.
To appeal to a broader group of consumers and provide one-stop shopping, many retailers are increasing their variety of merchandise. By offering greater variety in one store, retailers can offer one-stop shopping to satisfy more of the needs of their target market. The offering of merchandise not typically associated with the store type is called scrambled merchandising. Scrambled merchandising increases intertype competition – competition between retailers that sell similar merchandise using different formats.

Q.2 Mention the types of retailers with examples. [10 marks]
Q.3 Discuss the theories of retailing with your conclusion. [10 marks]
Q.4 Dots Ltd. manufactures variety of packaged food. They are also keen to enter fast-food sector and want to open up small restaurants in certain regions. What considerations do you think the company has to keep in mind while maintaining their food retailing and before entering service retailing? [10 marks]
Q.5 Elaborate on the role played by advertising in retail business. [10 marks]
Q.6 How to develop marketing channel strategies for retail? Explain. [10 marks


To get Complete assignments write or call on : kvsude@gmail.com or Mob : +91 9995105420 (09995105420)
Dear Friends,
We are providing solved assignments, Project reports, Documentation; we are working in this field for last 5 years. Don’t fall the low cost assignments, which is the assignments with cheap quality and rejected from Universities. I can show you many students, those who failed, coz they buy very cheap assignments of 500rs or 600rs .

You can find us on http://smumbaassignment.com or you can write mail to: kvsude@gmail.com or Mob : +91 9995105420 (09995105420)


Master of Business Administration-MBA Semester 3
MK0012 – Retail Marketing - 4 Credits
Assignment Set – 2
60 Marks
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 a. Explain merchandise presentation techniques. [05 marks]
b. Give a note on ABC analysis. [05 marks]
Q.2 Mention the different segmentation dimensions with examples. [10 marks]
Q.3 What new customized retail formats could be seen in retail environment today? Give examples. [10 marks]
Q.4 Explain the scope of electronic retailing in near future. [10 marks]
Q.5 How does consumerism and ethics influence retailing? [10 marks]
Q.6 Give a note on psychological pricing, mark-up pricing and mark-down pricing. [10 marks]


To get Complete assignments write or call on : kvsude@gmail.com or Mob : +91 9995105420 (09995105420)
Dear Friends,
We are providing solved assignments, Project reports, Documentation; we are working in this field for last 5 years. Don’t fall the low cost assignments, which is the assignments with cheap quality and rejected from Universities. I can show you many students, those who failed, coz they buy very cheap assignments of 500rs or 600rs .

You can find us on http://smumbaassignment.com or you can write mail to: kvsude@gmail.com or Mob : +91 9995105420 (09995105420)
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Master of Business Administration – MBA Semester 3
MK0011 – Consumer Behaviour - 4 Credits Assignment Set – 1
Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Explain the consumer decision process stages.
When patients buy your services, they all engage in a decision-making process. Research shows that one of the major problems with businesses is that they fail in supporting the customers in this process. By understanding your patients needs and concerns as they progress through the decision-making cycle, you can build better and more successful medical practice.
The consumer decision-making process
Imagine that you need a new cell phone. The first step is recognizing your need. (You can insert 'want' or 'desire' instead of need.) Though you may have an idea of which phone you would like to purchase, you research your options to narrow the possibilities.
If you're a male, you go online and investigate manufacturers, resellers, and independent consumer organisations. You ask friends and colleagues for advice, and you visit a few stores to "kick the tires." You compare you options and finally decide to purchase what seems to be the best alternative, based on criteria like design, features, price. For men, this is a linear process.
If you're female you go through a much different, non-linear, decision making process that takes into account different variables than males typically choose. Men perceive this process as introducing a lot of extraneous noise into what should be a straight forward decision about cost vs.. benefits. Women are actually much harder to please because they're also buying a cell phone based on: What color it is. How it fits in their purse. cute factor, etc. They're deciding how much 'faith or trust' to put in the business. One process is not 'better' than the other, they're just different.
Warning: This is where many men don't get it. Women are using criteria that men don't understand so men tend to disregard this process. While women are harder to please, they are much more loyal consumers if you can satisfy them initially. Men look for features, women look for faith.
After your purchase, you assess whether it lives up to your expectations. You might find that the phone is able to do what the manufacture promised, but that the navigation is unmanageable. You decide that you will never buy this brand again.
Your decision-making process can be described as five different stages:

The customer decision-making process and its five stages
The complexity of this process can range from careful analysis to pure impulse. While an impulse buy, such as adding additional services or products to an existing appointment, can take place instantaneously, complex purchase decisions stretch over a long period of time. This buying process is an iterative process, where patients may collect information from different sources and repeatedly return to re-evaluate and compare the information they have found. Women are particularly adept at this and consider any number of points that you may not be aware of in this decision making process. One of the most important of these could be described as 'feel'. (Men typically descry this type of methodology, often causing them to dismiss what women see as the most important part of their decision making.)
The customer funnel
The Web is a great tool for information research. Studies show that the Internet is now the primary means by which people get key information. This counts for commerce in particular. People expect to be able to find information about products they are considering buying, even if a company doesn't sell its products online.
Considering peoples' high expectations about the information and services available online, it's disturbing to see just how bad commerce web sites are at selling.
Lets look at a study on consumer buying patterns online as an illustration: From their tests of consumer commerce, researchers from the usability consultancy UIE have discovered that the buying process acts as a sieve, where customers are inadvertently filtered out at each stage of their decision-making process. UIE's studies show that out of 100% of purchase-ready customerscompletely intent on buying, only 34% will actually make the purchase.


Q.2 In the context of consumer perception, explain briefly the following terms: Differential threshold, subliminal threshold, absolute threshold, adaptation, perceptual blocking, perceptual vigilance and defense. [10 marks]
Q.3 What is attitude? What are the various attitudinal models? [10 marks]
Q.4 What similarities and differences do you find in classical conditioning and instrumental conditioning? [10 marks]
Q.5 Discuss social judgment theory and cognitive response model. [10 marks]
Q.6 Explain the light of perceptual organisation the essential components involved while dealing with consumer behaviour. [10 marks] February 2011
To get Complete assignments write or call on : kvsude@gmail.com or Mob : +91 9995105420 (09995105420)
Dear Friends,
We are providing solved assignments, Project reports, Documentation; we are working in this field for last 5 years. Don’t fall the low cost assignments, which is the assignments with cheap quality and rejected from Universities. I can show you many students, those who failed, coz they buy very cheap assignments of 500rs or 600rs .

You can find us on http://smumbaassignment.com or you can write mail to: kvsude@gmail.com or Mob : +91 9995105420 (09995105420)

Master of Business Administration-MBA Semester 3
MK0011 – Consumer Behaviour - 4 Credits
Assignment Set – 2
60 Marks
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Explain the influences of social class and groups on consumer behaviour. [10 marks]
Q.2 Do you think culture plays a role in consumer decision making process or in their behaviour. Mention some instances where culture influences consume behaviour. [10 marks]
Q.3 Evaluate Howard Sheth model of consumer behaviour. [10 marks]
Q.4 a) Identify the different organisational buying roles with examples. [05 marks]
b) What are the purchase and demand patterns observed in organisation buying behaviour? [05 marks]
Q.5 Discuss the different personality theories. [10 marks]
Q.6 What is positioning? Explain positioning strategies, approaches and errors. [10 marks]

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Master of Business Administration – MBA Semester 3
MK0010 – Sales, Distribution and Supply Chain Management - 4 Credits
Assignment Set – 1
Note: Each question carries 10 Marks. Answer all the questions.


Q.1 Mr. Suresh Jha is a sales manager of a reputed company. He wants to explain to new sales recruits about their responsibilities as sales personnel and also make them aware about the role of sales manager. Assume you are Suresh Jha and carry out this task.

Sales management refers to the administration of the personal selling component of an organization's marketing program. It includes the planning, implementation, and control of sales programs, as well as recruiting, training, motivating, and evaluating members of the sales force. The fundamental role of the sales manager is to develop and administer a selling program that effectively contributes to the achievement of the goals of the overall organization. The term "sales manager" may be properly applied to several members of an organization, including: marketing executives, managers of field sales forces, district and division managers, and product line sales administrators. This text emphasizes the role of managers that oversee a field sales force.
BACKGROUND
The discipline of marketing management emerged during the Industrial Revolution, when mass production resulted in the creation of large organizations, and technological advances related to transportation and communication enhanced access to geographic markets. The two developments contributed to a growing need for the management of groups of sales people in large companies.
During the 20th century, some observers have described four evolutionary stages of sales and marketing management. The first stage, which lasted until the beginning of the Great Depression, was characterized by an emphasis on engineering and production. Managers in those functional areas generally determined the company's goals and plans. They developed products and set prices with the assumption that the customers would naturally buy whatever they could get to the market. The job of the sales departments, then, was simply to facilitate the smooth flow of goods from the company to the consumer.
The maxim "build a better mousetrap and the people will come," was effectively dashed by the Depression, when producers found that selling products could be much more difficult than churning them out. Sales people and managers were elevated to a new status, and their input into product planning and organizational goal setting increased. It was also during this period that "hard sell" tactics, which still embody the stereotype often ascribed to automobile and aluminum siding salesmen, were developed. The hard sell philosophy reflected the propensity of most organizations to focus on getting the customer to want the product that was being offered rather than delivering what the customer desired. This second evolutionary stage extended from the 1930s into the 1950s.
During the 1960s and 1970s, companies in the United States began to embrace the concept of marketing, which initiated a shift of the organizational focus from selling to customer satisfaction and more efficient advertising and promotional practices. The adoption of marketing techniques essentially involved the integration of the selling side of business into related functions, such as budgeting, inventory control, warehousing, and product development. Despite the emergence of the marketing philosophy, however, most manufacturing companies continued to emphasize the production side of their business.
Sales management at U.S. companies entered a fourth evolutionary stage during the 1980s, characterized by a marked shift from a supply-side marketing orientation to customer orientation. Several factors prompted this change. Increased foreign competition, particularly from Japan, posed a serious threat to American companies, which were comparatively inefficient and unaware of customer wants. In addition, a slowdown in U.S. market growth resulted in greater competition between domestic rivals. Finally, a change in social orientation demanded that companies focus on creating and selling products that would provide a better quality of life, rather than a higher material standard of living. This change was evidenced by the proliferation of laws protecting the environment and mandating product safety.

Q.2 Explain these terms with examples: Sales forecasting, Sales budget, sales quotas and sales territories. [10 marks]
Q.3 What are the different ways through which sales force of an organisation can be compensated? Mention their merits and demerits. [10 marks]
Q.4 a) What is direct marketing and relationship marketing? Give examples. [05 marks]
b) Give a short note on value chain analysis. [05 marks]
Q.5 a) Explain the meaning of distribution channels. What are its objectives? [05 marks]
b) Differentiate between pull strategy and push strategy of supply chain. [05 marks]
Q.6 . Discuss the importance of logistics and its role in economy of a country. [10 marks] February 2011


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Master of Business Administration-MBA Semester 3
MK0010 – Sales, Distribution and Supply Chain Management - 4 Credits
Assignment Set – 2
60 Marks
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Discuss the types of distribution channels and decisions involving channel strategies. [10 marks]
Q.2 Classify the various distribution costs in proper categories. How would you allocate an analyse distribution costs? [10 marks]
Q.3 What are the types of warehousing generally seen and what is their benefits? [10 marks]
Q.4 Explain vertical, horizontal and multi-channel marketing systems with its features and benefits. [10 marks]
Q.5 Evaluate the various inventory reduction and cycle reduction strategies applicable in supply chain management. How does JIT help in this case? [10 marks]
Q.6 a) Distinguish wholesaler and retailer. [5 marks]
b) Give a brief note on WCSCM. [05 marks]

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Q.5 The cash flows associated with a project are given below:
Year Cash flow
0 (100,000)
1 25000
2 40000
3 50000
4 40000
5 30000

Calculate the a) payback period.
b) Benefit cost ratio for 10% cost of capital


Ans.

a) Payback period:

The cash flows and the cumulative cash flows of the projects is shown under in table

Table Cash flows and cumulative cash flows

Year
Project

Cash flows (Rs.)
Cumulative Cash flows
1
25,000
25,000
2
40,000
65,000
3
50,000
115,000
4
40,000
155,000
5
30,000
185,000

From the cumulative cash flow column the initial cash outlay of Rs. 1,00,000 lies between 2nd year and 3rd year in respect of project.
Therefore, payback period for project is:

=
= 2.54 years

Pay-back period for project B is 2.54 years.










b) Benefit cost ratio for 10% cost of capital

Table: Present Value (PV) of Cash inflows

Year
Cash in flows
PV factor at 15%
PV of Cash in flows
1
25,000
0.909
22,725
2
40,000
0.826
33,040
3
50,000
0.751
37,550
4
40,000
0.683
27,320
5
30,000
0.621
18,630

PV of Cash inflow
139,265

Initial Cash out lay
1,00,000

NPV
39,265


Benefit cost ratio =
PV of Cash inflow

Initial Cash outlay

=
139,265

1,00,000

= 1.39
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5. Consider the following transportation problem:
Godowns
Factory
1
2
3
4
5
6
Stock available
A
7
5
7
7
5
3
60
B
9
11
6
11
-
5
20
C
11
10
6
2
2
8
90
D
9
10
9
6
9
12
50
Demand
60
20
40
20
40
40
It is not possible to transport any quantity from factory B to Godown 5.
Determine:
(a) Initial solution by Vogel’s approximation method.
(b) Optimum basic feasible solution.
6. A machine operator processes five types of items on his machine each week, and must choose a sequence for them. The set-up cost per change depends on the item presently on the machine and the set-up to be made according to the following table:
From Item
To item
A
B
C
D
E
A

4
7
3
4
B
4

6
3
4
C
7
6

7
5
D
3
3
7

7
E
4
4
5
7

If he processes each type of item once and only once each week, how should he sequence the items on his machine in order to minimize the total set-up cost?
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Master of Business Administration-MBA Semester IV
Subject Code – MU0009
Subject Name –Change Management

Q.1 ‘Change is inevitable‟. In the light of this statement, explain what is change and how to manage change. Give one example of change that organizations are facing these days.

ANS: 1

“WILLINGNESS TO CHANGE IS A STRENGTH, EVEN IF IT MEANS PLUNGING PART OF THE COMPANY INTO TOTAL CONFUSION FOR A WHILE”. – JACK WELCH

INTRODUCTION TO CHANGE:
Change is something many of us are not ready to welcome in our lives, be it professional or personal. We tend to maintain status quo to a great extent. In the end, change wins. Even if you oppose it and do not give in, you have learnt something new in the process.

Every organization goes through tremendous change as it grows. In fact, change is what keeps it going. Adapting to change is a great asset to any organization. Take the case of Oracle which started as a database company. Today, it has grown into an one stop shop for enterprise applications. With the economic downturn that the US is facing today, it is one of the few organizations with the resilience to weather the recession.

DEFINITION OF CHANGE:
Change denotes the transition that occurs between one states to another.
“Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things better”.

Master of Business Administration-MBA Semester IV
Subject Code – MU0009
Subject Name –Change Management

Q.1 “A team is formed by a set of people, who come together to perform specific tasks”; In the light of this statement, explain the various types of organizational teams and specify their nature.

r A team is a collection of individuals organized to accomplish a common purpose, who are interdependent, and who can be identified by themselves and observers as a team. Teams exist within a larger organization and interact with other teams and with the organization. Teams are one way for organizations to gather input from members, and to provide organization members with a sense of involvement in the pursuit organizational goals. Further, teams allow organizations flexibility in assigning members to projects and allow for cross-functional groups to be formed.
TYPES OF TEAMS
There are six major types of teams: informal, traditional, problem solving, leadership, self-directed, and virtual. Table 1 describes some of the characteristics of these six types of teams.
INFORMAL TEAMS.
Informal teams are generally formed for social purposes. They can help to facilitate employee pursuits of common concerns, such as improving work conditions. More frequently however, these teams form out of a set of common concerns and interests, which may or may not be the same as the organization’s. Leaders of these teams generally emerge from the membership and are not appointed by anyone in the organization.
TRADITIONAL TEAMS.
Traditional teams are the organizational groups commonly thought of as departments or functional areas. Leaders or managers of these teams are appointed by the organization and have legitimate power in the team. The team is expected to produce a product, deliver a service, or perform a function that the organization has assigned.
Six Types of Teams
Informal
• Social in nature
• Leaders may differ from those appointed by the organization

………………………………………………………………………………………………
Master of Business Administration-MBA Semester IV
Subject Code – MU0008
Subject Name – Talent Management and Employee Retention

Q.1) Explain the concept of Talent Management. Bring out the differences between talent, knowledge and skill. Is talent management a business problem? If yes, then why?

Answer 1:

Introduction
Talent management is a professional term that gained popularity in the late 1990s. It refers to the process of developing and fostering new workers through on boarding, developing and keeping current workers and attracting highly skilled workers at other companies to come work for your company. Talent management in this context does not refer to the management of entertainers. Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organization
What is talent management?
The term talent management means different things to different people. To some it is about the management of high-worth individuals or “the talented” whilst to others it is about how talent is managed generally – i.e. on the assumption that all people have talent which should be identified and liberated. This term is usually associated with competency-based human resource managementpractices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits. Talent management is the recruitment, development, promotion and retention of people, planned and executed in line with our organisation’s current and future business goals. Because it is aimed at building leadership strength in depth, it creates flexibility to meet rapidly changing market conditions. A structured talent management process will systematically close the gap between the human capital an organization currently has and the leadership talent it will eventually need to respond to tomorrow’s business challenges.
Talent Management as a Strategic Approach
We view talent management as a strategic approach to managing human capital throughout the career cycle: attracting, retaining, developing and transitioning your most important assets.
Attracting Talent: Creating Assessment and Selection Strategies and Processes
Attracting qualified talent is the critical first step in the talent management cycle. The improving economy, Baby Boomer retirement and other factors are creating keener competition for talent these days, making this critical step tougher than ever. So how do you get a leg up on the competition?
Matching the Right Candidate to the Boss
Matching the right person to the right job is an acknowledged need in organizations. But one of the toughest challenges in selection often overlooked is matching the right candidate to his immediate boss. What makes that goal particularly tough is when the boss does not have a clue what kind of candidate would work well with him. Working with various tools, we can design and customize assessment exercises and materials. We also identify critical competencies your

Master of Business Administration-MBA Semester IV
Subject Code – MU0008
Subject Name – Talent Management and Employee Retention

Q.1 Think of a situation in which you as a team leader have to explain why HRIS (Human Resource Information System) or IT is important in talent management and how it helps an organization. Supplement your answer with suitable examples.

Ans : In today’s corporate world human resources has come to play a very critical role in a business. Whether it concerns the hiring and firing of employees or whether it concerns employee motivation, the Human Resources department of any organization now enjoys a very central role in not only formulating company policies, but also in streamlining the business process.
To make a human resource department more effective and efficient new technologies are now being introduced on a regular basis so make things much simpler and more modernized. One of the latest human resource technologies is the introduction of a Human Resources Information System (HRIS); this integrated system is designed to help provide information used in HR decision making such as administration, payroll, recruiting, training, and performance analysis.

Human Resource Information System (HRIS) merges human resource management with information technology to not only simplify the decision making process, but also aid in complex negotiations that fall under the human resource umbrella. The basic advantage of a Human Resource Information System (HRIS) is to not only computerize employee records and databases but to maintain an up to date account of the decisions that have been made or that need to be made as part of a human resource management plan.

The four principal areas of HR that are affected by the Human Resource Information System (HRIS) include; payroll, time and labor management, employee benefits and HR management. These four basic HR functionalities are not only made less problematic, but they are ensured a smooth running, without any hitch. A Human Resources Information System (HRIS) thus permits a user to see online a chronological history of an employee from his /her position data, to personal details, payroll records, and benefits information.

The advantage of a Human Resource Information System (HRIS) in payroll is that it automates the entire payroll process by gathering and updating employee payroll data on a regular basis. It also gathers information such as employee attendance, calculating various deductions and taxes on salaries, generating automatic periodic paychecks and handling employee tax reports. With updated information this system makes the job of the human resource department very easy and simple as everything is available on a 24×7 basis, and all the information is just a click away.

In time and labor management a Human Resource Information System (HRIS) is advantageous because it lets human resource personnel apply new technologies to effectively gather and appraise employee time and work information. It lets an employee’s
………………………………………………………………………

Q.2 Mr. Anil is a manager in a manufacturing company. He thinks that his subordinates are inherently lazy, avoid work and need supervision to perform tasks and therefore he shows authority over his subordinates’. Explain the theories of McGregor. According to McGregor’s theory, what are Mr. Anil’s assumptions regarding his subordinates?

Theory X and Theory Y are theories of human motivation cr
developed by Douglas McGregor. They describe two very dif
toward workforce motivation. McGregor felt that companies f
one or the other approach. He also thought that the key to co
self-actualization with work is determined by the managerial
subordinates.

Master of Business Administration-MBA Semester IV
Subject Code – MU0007
Subject Name – Performance Management and Appraisal

Q.1 There are several techniques of performance appraisal, each with some benefits and limitations .List out and explain 8 commonly used appraisal techniques.

Session guide: Performance appraisal

Start the session by asking participants for their understanding of performance appraisal in their organizations. Is it a traditional approach, characterized by
(i) mere evaluation, excluding the planning and development function,
(ii) being linked with financial rewards and sanctions, and
(iii) being impersonal, bureaucratic, top down, secretive and centralized, which excludes participation of the employee being assessed?
If the approach is traditional evaluation, then it can hardly be motivating to an employee. Instead, it must focus more on filling a form giving quantitative rather than qualitative information. What influence would such a system have on an employee’s future performance? Observe that a performance appraisal system is a management tool which can help motivate and effectively utilize human resources. It includes performance planning, appraisal and counselling.
Show EXHIBIT 1 and discuss desirable features of a performance appraisal system. Emphasize the linkage between (i) past performance and future planning, and (ii) individual and organizational goals.
Using EXHIBIT 2, discuss the process of appraisal and the various stages involved. To begin with, realistic standards and measures have to be established to differentiate between different levels of performance. Then employees have to be informed as to what is expected of them and how their performance will be measured against the set standards and targets. Next comes planning for realization of performance expectation through use of resources and monitoring. Monitoring is to help remove difficulties rather than to interfere. Performance is documented in various ways during the appraisal stage and thereafter feedback is given. Emphasize that feedback should involve planning for the future as well. On the basis of appraisal and feedback, evaluation decisions have to be made, which include rewards or punishments. The final stage is development of performance.

Q.1 ‘Performance appraisal is an objective assessment of an individual’s performance against well defined benchmarks’. In the light of this statement, explain the benefits of appraisal.

DEFINITION OF PERFORMANCE APPRAISAL
Performance appraisal is the process of reviewing employee ,documenting the review and delivering it to the employee in the form of feedback, against well defined benchmarks. Performance appraisal should evaluate, audit, motivate, identify training needs, develop the individual and plan for future performance
Performance appraisal is a management tool which is helpful in motivating and effectively utilizing human resources. Assessment of human potential is difficult, no matter how well designed and appropriates the performance planning and appraisal system is.
Performance appraisal is an objective assessment of an individual’s performance against well defined benchmarks. The performance being measured against such factor as job knowledge, quality and quantity of output, initiative leadership, supervision, co-operation etc.
Job analysis sets out requirements, which are translated into performance standards, which in turn form the basis for performance appraisal.

Performance Appraisal Performance Appraisal (PA) refers to all those procedures that are used to evaluate the personality performance potential of its group members
Performance appraisal serves the purpose of:
• providing information about human resources and their development;
• measuring the efficiency with which human resources are being used and improved;
• providing compensation packages to employees; and
• maintaining organizational control.
Objectives of Performance Appraisal : Objectives of Performance Appraisal Provide a basis for promotion/ transfer/ termination: Identify those employees who deserve promotion Or those who require lateral shift (transfer) or termination PA is used for career planning

Q.1 Remuneration plays an important role in job satisfaction. What are the essential steps involved in designing a remuneration plan?
Ans: Designing a remuneration plan involves the followings:



1. Job Analysis: The main purpose of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization.
It helps to understand the qualities needed by employees,defined through behavioral descriptors, to provide optimum work performance.
It obtains answers to such questions such as: 1. Why does job exists? 2. What physical and mental activities does the worker undertake? 3. When is the job to be performed? 4. Where is the job to be performed? 5. How does the worker do the job? 6. What qualifications are needed to perform the job? 7. What are the working conditions (such as levels of temperature, noise, offensive fumes, light) 8. What machinery or equipment is used in the job? 9. What constitutes successful performance?
There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analysis conducted by HR professionals, it is common to use more than one of these methods.

2. Job Documentation: To evaluate job content, it provide objective criteria for making pay comparison, ensure that jobs are classified according to content as opposed to individual personalities, effectively communicate the job duties to both supervisor and employees and help the organization defend it self against charges and discrimination.

3. Development of a job worth hierarchy: It is a result of job evaluation. There are six major methods which are divided in two groups according to their nature.

a) Whole job evaluation and are non-quantitative in nature
i- Ranking
ii- Classification
iii- Slotting

b) Factor evaluation and are quantitative in nature
i- Point factor
ii- Factor comparison
iii- Scored questionnaires

4. Pay survey: Wages and salary surveys ensure external equity. A wage and salary survey provides information as to what other organizations that compete for employees are paying. The survey could cover all jobs within an organization or limited to benchmark jobs.
The benchmark jobs have the following basic characteristics
i- Many workers in other companies have these jobs.
ii- They will not be changing in the immediate future in terms of tasks, responsibilities etc.
iii- They represent the full range in term of salary such that some are among the lowest paid in the group of jobs, others are in the middle range and some are at the high end of the pay scale.

Formal and informal surveys could be undertaken to collect data on benefits like insurance, medical leave, vacation pay etc. and offer a basis on which to take decision regarding employee benefits. Published sources also provide valuable information.Published sources also provide valuable information regarding industry-wise trends in salary structures in and around the country.
The published sources in India include:

i. Reports published by the Ministry of Labour
ii. Pay Commission Reports
iii. Reports of wage Bonds appointed by Government
iv. Reports of employee and employer’s organization
v. Trade journals of specific Industry

5. Pricing the Job: Establishment of pay Ranges:

In order to actually establish a pay structure, an organization needs to set rates of pay for the jobs in the job hierarchy. This will depend on the number of different levels of relative job value that are recognized by the organization and the difference in pay between the highest and lowest paid jobs in the pay structure. The focal point pf the pay range is the midpoint, an organization can determine the range minimum and maximum.

6. Pay rates and Pay Increases: This means deciding how to pay new employees, how and when to give employee increases, including how to move existing employees from minimum to maximum of their assigned pay grades, how to determine the pay increase for an employee being promoted from one job to another and what influence, if any, cost of labour increases will have on the determination of pay increases for employees.

7. Starting pay for new Employees: In order to avoid paying new employees the same as more experienced employees, most employers choose to start new employees closer to the minimum of the pay range. In general, an employee with minimum qualifications should be paid the minimum of the range. This general rule is not true when a new hire has skills which are in great demand or has skills or other expertise substantially above the minimum.

8. Employee Increases: There are several different types of base pay increases: General (across the board) increases, cost of living/ labour increases, promotion increases, step increases (based on longevity) and merit increases.

9. Performance appraisal: A performance appraisal, employee appraisal, performance review, or (career) development discussion[1] is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor[2]. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee’s recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee’s performance in a job based on considerations other than productivity alone.

10. Maintaining and Auditing a Compensation plan: Changes in the external market or internally within the organization can cause one or more parts of a compensation plan to become outdated. Part of the challenge in creating a compensation plan is to build in mechanisms that facilitate change when necessary, yet maintain control on a regular basis. Some actions an organization can take to maintain an updated compensation plan include regular review of job descriptions, monitoring of compensation levels versus companies with which there is competition for employees, and regular review of the pay structure including pay ranges and pay increase budgets. An audit is an excellent means to ensure that a compensation plan is being properly administered and maintained.

When planning to audit a compensation plan, an organization needs to consider the following:
Process measures – Are procedures and practices in place to ensure the compensation plan is being administered smoothly and efficiently?

Policy compliance – Are there procedures or other mechanisms in place to ensure that the compensation plan is being administered in accordance with policy?

Documentation adequacy – Is there adequate documentation in place to ensure that the administration of the compensation plan and compliance issues can be audited?

Overall results – Are there measures that can assess how well the compensation plan is achieving its goals and objectives?

After reviewing audit results, management can make recommendations on any improvements that may be necessary, allocate the necessary resources and follow-up to make sure the work is completed.

Master of Business Administration-MBA Semester IV
Subject Code – MU0006
Subject Name – Compensation Benefits

Q.1 Fringe benefits are important components of remuneration, although most organizations face confusion when it comes to administering a fringe benefits program. Design the steps needed to administer Fringe Benefits, in order to avoid problems in administering an indirect remuneration plan.

Ans: A fringe benefit is a form of pay (including property, services, cash or cash equivalent) in addition to stated play for the performance of services. Some forms of additional compensation are specifically designated as “fringe benefits” in the Internal Revenue Code; others, such as moving expenses or awards, have statutory provisions providing for special tax treatment but are not so designated by the Code. This publication uses the term broadly to refer to all remuneration other than stated pay for which special tax treatment is available. The definition of fringe benefits applies to services of employees and independent contractors; however, unless otherwise indicated, this guide applies to fringe benefits provided by an employer to an employee. (For a discussion of whether a worker is an employee or independent contractor, see Publication 15-A.) Fringe benefits for employees are taxable wages unless specifically excluded by a section of the Internal Revenue Code (IRC).

Fringe benefits are one of the means to ensure, maintain and increase the material welfare of employees. The physical and mental strain of workers in an industry is considerably alleviated by tax benefits through creating an environment that insulates them from fatigue and monotony.

Administration of Fringe Benefits:

Administration of Fringe Benefits Tax identified that a number of processes relating to the administration of FBT in Australian Government entities could be improved. This Guide has been produced to assist entities to administer their FBT obligations.

These problem can be avoided if the following lines are taken while administering indirect remuneration. The steps are:

1.Benifit objectives:

In establishing objectives, the management must consider several factors like employee preference for benefits, attendance, length of service, performance etc. The benefits accomplish four objectives;

1. Fostering external competitiveness,
2. Increasing cost effectiveness,
3. Meeting Individual employee’s needs and preferences,
4. Complying with legal compulsions.

2. Assessing Environment:
A company remuneration program is influenced by both external and internal factor.

External Factor:
The external factors are aspects such as govt. policy and regulations, Unions, and economic factors. The major govt. policies, which influence employee benefits and services, are wage regulations, tax policies, and specific benefits laws.

Unions are a dominant force to improve benefits and services.
Economic factors influence benefits decisions in competitive way. Struggling to achieve competitive prices for their product and service, managers look to reduce, at least curtail, increases in labour cost.

Competition in the labour market to attract and retain production employees creates pressure to match the benefits offered by others.

Internal factors:
Internal factors involve organisational strategies and objectives, employee preferences and demographics.
The preferences and demographics of a particular employee in an organisation also affect indirect remuneration.

3. Competitiveness:
Generally organisations offer benefits to match or outstrip those offered by competitors. These are assessed through market surveys conducted by professional associations and consultants. These survey provide data on the various benefits offered, their coverage, eligibility and costs.

ComQ.1 What are the sources to collect data for marketing research?

Ans: Sources to collect data for marketing research: Data serves as the basis or raw material for analysis. The relevance, adequacy and reliability of data determine the quality of the findings of study. The sources of data may be classified into (a) primary sources (b) secondary sources. (a) Primary Data Sources: Primary data sources are original sources from which the researcher directly collects data that has not been previously collected, e.g., collection of data by the researcher on brand awareness, brand preference, brand loyalty etc. Primary data is first hand information collected through various methods such as surveys, experiments and observation. (b) Secondary Sources of Data: These are sources containing data which has been collected and compiled for another purpose . Secondary data sources may be internal sources, such as annual reports, financial statements, sales reports, inventory records, minutes of meetings and other information that is available within the firm, in the form of a marketing information system. They may also be external sources such as government agencies, publish sources, trade associations and commercial sources. ing soon by divya@gmail.com



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The following nine steps are suggestive measures to provide new dimensions to the management of projects.
Step 1:
Believing in discontinuity and not continuity with incremental improvements
Continuity or the status quo is a function of quantum of changes. Incremental improvements are valid only when the rate of change is not excessive. Both the continuity and incremental improvements are linked with the rate of change and quantum. Beyond a threshold of rate of change, one cannot go with the continuity and incremental improvements. The modern day Internet and technological based world has witnessed the unprecedented rate of change and explosion in the quantum of changes. It is this process which has resulted in making continuity theory as baseless. Continuity in principle is to preserve the past where as discontinuity breaks the linkage with the past to the extent it can have fewer constraints to move into the future. There is no choice except to believe in discontinuity as only then mind and body is prepared to accept the unknowns and be ready to face it and control thereafter.
Step2:
Owning the problems and sharing the solutions
More one owns problem, more he becomes experienced. It is not the number of years of service one has performed for a company but how much number of problems was faced and owned is now becoming the benchmark to define an experienced person from inexperienced. The true spirit of entrepreneurial outlook is to own the problems and solve the same and in this process make Money. The fixed mould mentality is to empower the problems to be faced outside than oneself and get the credit for solutions.
Step 3:
Breaking the status quo mentality
No change means perpetuation of the Present into the Future. This is in contradiction to the nature as Future is not the extension of Present. Breaking the status quo mentality implies in taming the future as it is the future which becomes Present at some point of time. Focusing into Future and affecting the Present is antiestablishment and require concerted efforts to move out from the comfortable zones. Project managers can hardly afford to have status quo mentality as day in and day out they are involved in acting in present to affect Future. At times, when we do not get away from the status quo mentality, contradictions fall apart everywhere in the project between the two types of group- the champions of future and those who believe in extending Present.
Step 4:
Stepping out of comfortable zone
As apart of the step 3 and in a way extension of it, the comfortable zone is to dear to break and cross. Fear of uncertainties makes the comfortable zone more comfortable than if the fear did not exist. The project managers of tomorrow are those who have so called comfortable zone carve out from that area which conventionally is uncomfortable and that is the zone of uncertainties. If we seek comforts in conquering the uncertainties with planning and indomitable spirit of winning, then we are able to provide project leadership and inspire the team members to plunge into risk taking.
Step 5:
Human Capital by passing Financial Capital
While the agriculture society witnessed the Nature as the foremost, the 20th century saw the men-machine interaction as the key factor for the capital formation. 21st century in this Internet age is beginning to see the human capital surpassing the financial capital. Venture capitalists were all over the place to fund any idea, which they thought would create a brave new world. Its consequent failure in the last couple of years could not be attributed to the over faith in Human capital but absence of effective filtering mechanism from good to bad idea. While Return On Investment (ROI) could be seen as financial driven phenomena, Return On Time Invested (ROTI) is basically based human efforts and its deployment. ROTI will be more meaningful to ROI in the context of new processes on their way to unfold in the beginning of 21st century.
Step 6:
Transform work culture from 5 to 7 dimensions
Conventionally we all live in the conventional 5 dimensions of space i.e. X, Y and Z, Time and Mind. We need to supplement on these 5 dimensions the additional 2 dimensions of Passion and Joy If we do what we want do then the gap between Wish and Reality is so little that one is in position to provide its very best. It is his/her added 2 dimensions, which make the total difference. The new miracles in project management will take place when we bring the work of joy like in the art domain of music and paintings in our project work.
Step 7:
Real number of encounters replacing number of years of experience
The experience profile should be redefined by the number of encounters and problems faced instead of number of years. The wisdom evolved based on encounters is far richer than accumulated simply by repeating the same encounters n number of times in one’s employee ship. The secret is to increase the encounters meaningful to ones own dream or passion profile.
Step 8:
Seeking meaning out of change
Change is first degree. It is a must. Change can be threat or an opportunity. It depends how one looks at it. If change is resisted, it becomes all the more difficult to see the real outcome of the change as it is partly distorted. Project implies change and that too a temporary one. It is essential to make people to have a real communication about the change. One of the major strategies to bring about a change is to communicate, communicate and communicate.
Step 9:
Detachment from the fruits of the results
To act is within one’s control. To get the reward as a reaction to the action is not within one’s purview. Too much emphasis on that part, which is not within our control, is a wasteful exercise instead concentrates on actions to the best of one’s ability. The results so arrived at must be analyzed from the cause and effect relationship and constant learning must be made out of all such actions or group of actions. Attachment with the

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Ans. Projects too have to chore through their life-cycles adhering to a system. Every project irrespective of its size, scope has to adapt a system. A system in the project management refers to the existence of interrelationship of activities in a project. The absence of a system makes a project die.
No matter what project it is that you’re preparing for, the project management life cycle can assist you in narrowing your focus, keeping your objectives in order and finishing said project on time, on budget and with a minimum of headaches. Every project management life cycle contains five steps: Initiation, Planning, Execution, Monitoring/Control and Closure. No one step is more important than the other and each step plays a crucial role in getting your project off the ground, through the race, down the stretch and across the finish line.
Phases of Project management life cycle
1) Initiation
In this first step you provide an over-view of the project in addition to the strategy you plan on using in order to achieve the desired results. During the Initiation phase you’ll appoint a project manager who in turn will — based on their experience and skills — select his team members. And lest you think you need to be a Bill Gates or Donald Trump in order to see your project take on a life of it’s own, fear not: there are some great technological tools available to get you through the Initiation phase of the project management life cycle.
2) Planning
The all-important second step of any successful project management life cycle is planning and should include a detailed breakdown and assignment of each task of your project from beginning to end. The Planning Phase will also include a risk assessment in addition to defining the criteria needed for the successful completion of each task. In short, the working process is defined, stake holders are identified and reporting frequency and channels explained.
3 & 4) Execution and Control
Steps Three and Four take you into deeper water. When it comes to the project management cycle, execution and control just may be the most important of the five steps in that it ensures project activities are properly executed and controlled. During the Execution and Control phases, the planned solution is implemented to solve the problem specified in the project’s requirements. In product and system development, a design resulting in a specific set of product requirements is created. This convergence is measured by prototypes, testing, and reviews. As the Execution and Control phases progress, groups across the organization become more deeply involved in planning for the final testing, production, and support.
5) Closure
By the time you reach Step Five — Closure — the project manager should be tweaking the little things to ensure that the project is brought to its proper conclusion. The Closure phase is typically highlighted by a written formal project review report which contains the following elements: a formal acceptance of the final product (by the client), Weighted Critical Measurements (a match between the initial requirements laid out by the client against the final delivered product), lessons learned, project resources, and a formal project closure notification to higher management.
The Project Management Cycle saves time and keeps everyone on the team focused. Fortunately, modern technology provides a variety of templates that will take you from A-to-Z (or in this case from Start-to-Finish) making the Project Management Cycle user friendly no matter what your level of management experience!
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Work in operational research and management science may be characterized as one of three categories: [3]

b Fundamental or foundational work takes place in three mathematical disciplines: probability, optimization, and dynamical systems theory.

c Modeling work is concerned with the construction of models, analyzing them mathematically, implementing them on computers, solving them using software tools, and assessing their effectiveness with data. This level is mainly instrumental, and driven mainly by statisticsand econometrics.

d Application work in operational research, like other engineering and economics' disciplines, attempts to use models to make a practical impact on real-world problems.

The major subdisciplines in modern operational research, as identified by the journal Operations Research ,[4] are:

 Computing and information technologies

 Decision analysis

 Environment, energy, and natural resources

 Financial engineering

 Manufacturing, service sciences, and supply chain management

 Marketing Engineering [5]

 Policy modeling and public sector work

 Revenue management

 Simulation

 Stochastic models

 Transportation

MB0048 Roll No : 521026396





Limitations OF OPERATION RESEARCH:

Dependence on an Electronic Computer: O.R. techniques try to find out an optimal solution taking into account all the factors. In the modern society, these factors are enormous and expressing them in quantity and establishing relationships among these require voluminous calculations that can only be handled by computers.

Non-Quantifiable Factors: O.R. techniques provide a solution only when all the elements related to a problem can be quantified. All relevant variables do not lend themselves to quantification. Factors that cannot be quantified find no place in O.R. models.

Distance between Manager and Operations Researcher: O.R. being specialist's job requires a mathematician or a statistician, who might not be aware of the business problems. Similarly, a manager fails to understand the complex working of O.R. Thus, there is a gap between the two.

Money and Time Costs: When the basic data are subjected to frequent changes, incorporating them into the O.R. models is a costly affair. Moreover, a fairly good solution at present may be more desirable than a perfect O.R. solution available after sometime.

Implementation: Implementation of decisions is a delicate task. It must take into account the complexities of human relations and behaviour.
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The operations research analyst has a wide variety of methods available for problem solving. For mathematical programming models there are optimization techniques appropriate for almost every type of problem, although some problems may be difficult to solve. For models that incorporate statistical variability there are methods such as probability analysis and simulation that estimate statistics for output parameters. In most cases the methods are implemented in computer programs. It is important that at least some member of an OR study team be aware of the tools available and be knowledgeable concerning their capabilities and limitations.

MB0048 Roll No : 521026396




Operations research (also referred to as decision science, or management science) is an

interdisciplinary mathematical science that focuses on the effective use of technology by organizations. In contrast, many other science & engineering disciplines focus on technology giving secondary considerations to its use.

Employing techniques from other mathematical sciences — such as mathematical modeling, statistical analysis, and mathematical optimization — operations research arrives at optimal or near-optimal solutions to complex decision-making problems. Because of its emphasis on human-technology interaction and because of its focus on practical applications, operations research has overlap with other disciplines, notably industrial engineering and management science, and draws on psychology and organization science. Operations Research is often concerned with determining the maximum (of profit, performance, or yield) or minimum (of loss, risk, or cost) of some real-world objective. Originating in military efforts before World War II, its techniques have grown to concern problems in a variety of industries


b. Discuss the usefulness of Operation Research in decision making process and the role of computers in this field. [5 Marks]


Operation Research allowed us to seize the initiative in the marketplace. We have moved forward like a bullet train and it is our competitors that are scrambling not to get run over."

Executives in every kind of organisation – large and small, private and public, for-profit and not-for-profit – are using operational research (O.R.) to unlock the value in their data, model complex systems, and make better decisions with less risk. Whether O.R. is used to inform high-level strategy or improve day-to-day operations, the results speak for themselves:
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Organized approach to the study of information needs of a management at every level in making operational, tactical, and strategic decisions. Its objective is to design and implement man-machine procedures, processes, and routines that provide suitably detailed reports in an accurate, consistent, and timely manner. Modern, computerized systems continuously gather relevant data, both from inside and outside the organization. This data is then processed, integrated, and stored in a centralized database (or data warehouse) where it is constantly updated and made available to all who have the authority to access it, in a form that suits their purpose.
Characteristics of MIS:
MIS is mainly designed to take care of the needs of the managers in the organization.
MIS aids in integrating the information generated by various departments of the organization.
MIS helps in identifying a proper mechanism of storage of data.
MIS also helps in establishing mechanism to eliminate redundancies in data.
MIS as a system can be broken down into sub systems.
The role and significance of MIS in business and its classification is explained. It is possible to understand the various phases of development in MIS based on the type of system required in any organization.
Functions of MIS
1. Data processing
It includes the collection, transmission, storage, processing and output of data. It simplifies the statistics and reduces to the lowest cost by supplying an unified format.
2. Function of prediction
It predicts the future situation by applying modern mathematics, statistics or simulation.
3. Function of plan
It arranges reasonably the plans of each functional department in accordance with the restrictions afforded by enterprises and provides the appropriate planning reports according to different management.
4. Function of control
It monitors and inspects the operation of plans and comprises with the differences between operation and plan in accordance with the data afforded by every functional department, and be assistant to managers to control timely each method by analyzing the reasons why the differences comes into being.
5. Function of assistance
It derives instantly the best answers of related problems by applying to various of mathematics’ mode and analyzing a plentiful data stored in computers in the hope of using rationally human resource, financial resource, material resource and information resource for relative abundant economic benefits.
Disadvantages of MIS
1.highly senstive requires constant monitoring.
2.buddgeting of MIS extremely difficult.
3.Quality of outputs governed by quality of inputs.
4.lack of flexiblity to update itself.
5.effectiveness decreases due to frequent changes in top management
6.takes into account only qualitative factors and ignores non-qualitative factors like morale of worker, attitude of worker etc..
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The product mix of a business includes product lines and individual products. A product line is a set of products in the product mix that are closely interrelated either because they serve in a similar way, sold to the similar client groups or have same price range. A product is a unique component in the product line that is different in size, cost, look, or some other attribute. Product choices at these levels are normally of 2 sorts: Those that have variety and range of the product line and those that are modified in the product mix occur over time.
Product Mix is the total number of product choices a company offers their customer. If you make muffins, and you offer Blueberry and Cranberry, your product mix has 2 choices. The product mix grows as the number of features on the product grows. A true evaluation of the mix can ONLY be done with a feature/option level analysis. That is because customers buy features and options. The strength of the mix is based on how well the feature choices are capturing sales and market demand.
Strategies involved in Product Mix and Product Line
When the product is a part of product-mix, there are five kinds of strategies involved:
I. Product Line Pricing In product line pricing, management must decide on the price steps to set between various products in a line. This should take into account the differences in products features, customer evaluations, competitor’s prices etc.
II. Optional-Product Pricing The pricing of optional or accessory products along with the main product. For example, a car buyer may choose to order a CD changer as an optional product.
III. Captive-Product Pricing Setting a price for products which must be used along with the main product. For example, HP makes printers and cartridges. It makes very low margins on its printer (the main product) but very high margins on cartridges .
IV. By-Product Pricing Setting a price for the by-products. Like in processing meats, petroleum products, chemicals etc. Using by-product pricing, the manufacturer will find a market for the by-products and should accept any price that covers more than the cost of storing and delivering them. For example, at Alba, water is obtained as a by-product while manufacturing aluminum. This water can now be sold to the market.
V. Product Bundle Pricing Combining several products and offering the bundle at a reduced price. For example, fast food restaurants bundle a burger, French fires and soft drink at a combo price.
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Ans. A Marketing Information System can be defined as ‘a system in which marketing information is formally gathered, stored, analysed and distributed to managers in accord with their informational needs on a regular basis’.
Set of procedures and practices employed in analyzing and assessing marketing information, gathered continuously from sources inside and outside of a firm. Timely marketing information provides basis for decisions such as product development or improvement, pricing, packaging, distribution, media selection, and promotion.
Characteristics of MIS
Philip Kotler defines MIS as “a system that consists of people, equipment and procedures to gather,
sort, analyze, evaluate and distribute needed, timely and accurate information to marketing decision
makers.
Its characteristics are as follows:
1. It is a planned system developed to facilitate smooth and continuous flow of information.
2. It provides pertinent information, collected from sources both internal and external to the company, for use as the basis of marketing decision making.
3. It provides right information at the right time to the right person.
A well designed MIS serves as a company’s nerve centre, continuously monitoring the market
environment both inside and outside the organization. In the process, it collects lot of data and stores
in the form of a database which is maintained in an organized manner. Marketers classify and
analyze this data from the database as needed.
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The financial management come a long way by shifting its focus from traditional approach to modern approach. The modern approach focuses on wealth maximization rather than profit maximization. This gives a longer term horizon for assessment, making way for sustainable performance by businesses.

A myopic person or business is mostly concerned about short term benefits. A short term horizon can fulfill objective of earning profit but may not help in creating wealth. It is because wealth creation needs a longer term horizon Therefore, Finance Management or Financial Management emphasizes on wealth maximization rather than profit maximization. For a business, it is not necessary that profit should be the only objective; it may concentrate on various other aspects like increasing sales, capturing more market share etc, which will take care of profitability. So, we can say that profit maximization is a subset of wealth and being a subset, it will facilitate wealth creation

Giving priority to value creation, managers have now shifted from traditional approach to modern approach of financial management that focuses on wealth maximization. This leads to better and true evaluation of business. For e.g., under wealth maximization, more importance is given to cash flows rather than profitability. As it is said that profit is a relative term, it can be a figure in some currency, it can be in percentage etc. For e.g. a profit of say $10,000 cannot be judged as good or bad for a business, till it is compared with investment, sales etc. Similarly, duration of earning the profit is also important i.e. whether it is earned in short term or long term.

In wealth maximization, major emphasizes is on cash flows rather than profit. So, to evaluate various alternatives for decision making, cash flows are taken under consideration. For e.g. to measure the worth

of a project, criteria like: ― present value of its cash inflow – present value of cash outflows (net present value) is taken. This approach considers cash flows rather than profits into consideration and also use discounting technique to find out worth of a project. Thus, maximization of wealth approach believes that money has time value.

An obvious question that arises now is that how can we measure wealth. Well, a basic principle is that ultimately wealth maximization should be discovered in increased net worth or value of business. So, to measure the same, value of business is said to be a function of two factors - earnings per share and capitalization rate. And it can be measured by adopting following relation:

Value of business = EPS / Capitalization rate

At times, wealth maximization may create conflict, known as agency problem. This describes conflict between the owners and managers of firm. As, managers are the agents appointed by owners, a strategic investor or the owner of the firm would be majorly concerned about the longer term performance of the business that can lead to maximization of shareholder‘s wealth. Whereas, a manager might focus on taking such decisions that can bring quick result, so that he/she can get credit for good performance.

Roll No : 521026396


However, in course of fulfilling the same, a manager might opt for risky decisions which can put on stake the owner‘s objectives.

Hence, a manager should align his/her objective to broad objective of organization and achieve a tradeoff between risk and return while making decision; keeping in mind the ultimate goal of financial management i.e. to maximize the wealth of its current shareholdershe objections are:-

(i) Profit cannot be ascertained well in advance to express the probability of return as future is uncertain. It is not at possible to maximize what cannot be known.

(ii) The executive or the decision maker may not have enough confidence in the estimates of future returns so that he does not attempt future to maximize. It is argued that firm's goal cannot be to maximize profits but to attain a certain level or rate of profit holding certain share of the market or certain level of sales. Firms should try to 'satisfy' rather than to 'maximize'

(iii) There must be a balance between expected return and risk. The possibility of higher expected yields are associated with greater risk to recognise such a balance and wealth Maximization is brought in to the analysis. In such cases, higher capitalisation rate involves. Such combination of expected returns with risk variations and related capitalisation rate cannot be considered in the concept of profit maximization.

(iv) The goal of Maximization of profits is considered to be a narrow outlook. Evidently when profit maximization becomes the basis of financial decisions of the concern, it ignores the interests of the community on the one hand and that of the government, workers and other concerned persons in the enterprise on the other hand.

Keeping the above objections in view, most of the thinkers on the subject have come to the conclusion that the aim of an enterprise should be wealth Maximization and not the profit Maximization. Prof. Soloman of Stanford University has handled the issued very logically. He argues that it is useful to make a distinction between profit and 'profitability'. Maximization of profits with a vie to maximising the wealth of shareholders is clearly an unreal motive. On the other hand, profitability Maximization with a view to using resources to yield economic values higher than the joint values of inputs required is a useful goal. Thus the proper goal of financial management is wealth maximization.
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divya

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Last replied to at April 29, 2011, 2:40 pm

Modern approach of financial management provides a conceptual and analytical framework for financial decision making. According to this approach there are 4 major decision areas that confront the Finance Manager these are:-


1. Investment Decisions

2. Financing Decisions

3. Dividend Decisions
4. Financial Analysis, Planning and Control Decisions

a) Investment Decisions;

Investment decisions are made by investors and investment managers.

Investors commonly perform investment analysis by making use of fundamental analysis, technical analysis, screeners and gut feel.

Investment decisions are often supported by decision tools. The portfolio theory is often applied to help the investor achieve a satisfactory return compared to the risk taken.


b) Financing Decisions;

What are the three types of financial management decisions? For each type of decision, give an example of a business transaction that would be relevant.

• There are three types of financial management decisions: Capital budgeting, Capital structure, and Working capital management.

• Capital budgeting is the process of planning and managing a firm's long-term investments. The key to capital budgeting is size, timing, and risk of future cash flows is the essence of capital budgeting. For example, yesterday I received a call from our manager over our Sand & Gravel Operations. He is looking into buying a new crusher (to crush stone into gravel and sand). I helped him today evaluate the return on investment for this opportunity. It quite a lot of work, but we determined that buying the new crusher would bring in 60,000 more tons of production/sales within the 1st year of owning the machine.

• Capital Structure refers to the

c) Dividend Decisions


The Dividend Decision is a decision made by the directors of a company. It relates to the amount and timing of any cash payments made to the company's stockholders. The decision is an important one for




the firm as it may influence its capital structure and stock price. In addition, the decision may determine the amount of taxation that stockholders pay.

There are three main factors that may influence a firm's dividend decision:

 Free-cash flow

 Dividend clienteles

 Information signalling


Under this theory, the dividend decision is very simple. The firm simply pays out, as dividends, any cash that is surplus after it invests in all available positive net present value projects.

A key criticism of this theory is that it does not explain the observed dividend policies of real-world companies. Most companies pay relatively consistent dividends from one year to the next and managers tend to prefer to pay a steadily increasing dividend rather than paying a dividend that fluctuates dramatically from one year to the next. These criticisms have led to the development of other models that seek to explain the dividend decision.

Dividend clienteles

A particular pattern of dividend payments may suit one type of stock holder more than another. A retiree may prefer to invest in a firm that provides a consistently high dividend yield, whereas a person with a high income from employment may prefer to avoid dividends due to their high marginal tax rate on income. If clienteles exist for particular patterns of dividend payments, a firm may be able to maximise its stock price and minimise its cost of capital by catering to a particular clientele. This model may help to explain the relatively consistent dividend policies followed by most listed companies.

A key criticism of the idea of dividend clienteles is that investors do not need to rely upon the firm to provide the pattern of cash flows that they desire. An investor who would like to receive some cash from their investment always has the option of selling a portion of their holding. This argument is even more cogent in recent times, with the advent of very low-cost discount stockbrokers. It remains possible that there are taxation-based clienteles for certain types of dividend policies.

Information signalling


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Business Process Modeling
A process is a coordinated set of activities designed to produce a specific outcome. There are processes for saving a file, constructing a building, and cooking a meal. In fact, there is a process for almost everything we do. A business process is a type of process designed to achieve a particular business objective.
Business processes consist of many components, including:
 The data needed to accomplish the desired business objective
 Individual work tasks that manipulate, review, or act upon the data in some way
 Decisions that affect the data in the process or the manner in which the process is conducted
 The movement of data between tasks in the process
 Individuals and groups which perform tasks
Processes can be manual or automated, fully documented or simply knowledge in the minds of one or more people. They can be simple or complex. They can be formal, requiring exact adherence to all details; or flexible, provided the desired outcome is achieved.
Logical Process Modeling
Logical Process Modeling is the representation of a business process, detailing all the activities in the process from gathering the initial data to reaching the desired outcome. These are the kinds of activities described in a logical process model:
 Gathering the data to be acted upon
 Controlling access to the data during the process execution
 Determining which work task in the process should be accomplished next
 Delivering the appropriate subset of the data to the corresponding work task
 Assuring that all necessary data exists and all required actions have been performed at each task
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Divya

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Ans. Just in Time (JIT) is a management philosophy aimed at eliminating waste and continuously improving quality. Credit for developing JIT as a management strategy goes to Toyota. Toyota JIT manufacturing started in the aftermath of World War II.
Although the history of JIT traces back to Henry Ford who applied Just in Time principles to manage inventory in the Ford Automobile Company during the early part of the 20th Century, the origins of the JIT as a management strategy traces to Taiichi Onho of the Toyota Manufacturing Company. He developed Just in Time strategy as a means of competitive advantage during the post World War II period in Japan.
The post-World War II Japanese automobile industry faced a crisis of existence, and companies such as Toyota looked to benchmark their thriving American counterparts. The productivity of an American car worker was nine times that of a Japanese car worker at that time, and Taiichi Onho sought ways to reach such levels.
Two pressing challenges however prevented Toyota from adopting the American way:
1. American car manufacturers made “lots” or a “batch” of a model or a component before switching over to a new model or component. This system was not suited to the Japanese conditions where a small market required manufacturing in small quantities.
2. The car pricing policy of US manufacturers was to charge a mark-up on the cost price. The low demand in Japan led to price resistance. The need of the hour was thus to reduce manufacturing costs to increase profits.
To overcome these two challenges, Taiichi Onho identified waste as the primary evil. The categories of waste identified included
 overproduction
 inventory or waste associated with keeping dead stock
 time spent by workers waiting for materials to appear in the assembly line
 time spend on transportation or movement
 workers spending more time than necessary processing an item
 waste associated with defective items
Taiichi Onho then sought to eliminate waste through the just-in-timephilosophy, where items moved through the production system only as and when needed.
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MB0045-Financial Management
S1 - Q5 & Q6
S2 - Q5 & Q6
Set 1
Q5 - The cash flows associated with a project are given below:
Year Cash flow
0 (100,000)
1 25000
2 40000
3 50000
4 40000
5 30000
Calculate the a) payback period.
b) Benefit cost ratio for 10% cost of capital
Q 6 A company’s earnings and dividends are growing at the rate of 18% pa. The growth rate is expected to continue for 4 years. After 4 years, from year 5 onwards, the growth rate will be 6% forever. If the dividend per share last year was Rs. 2 and the investors required rate of return is 10% pa, what is the intrinsic price per share or the worth of one share.

Set 2
Q.5- A company’s earnings and dividends are growing at the rate of 18% pa. The growth rate is expected to continue for 4 years. After 4 years, from year 5 onwards, the growth rate will be 6% forever. If the dividend per share last year was Rs. 2 and the investors required rate of return is 10% pa, what is the intrinsic price per share or the worth of one share.
Q.6 Given the following information, what will be the price per share using the Walter model.
Earnings per share Rs. 40
Rate of return on investments 18%
Rate of return required by shareholders 12%
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Assignment Set-1
Q.5. Use Two-Phase simplex method to solve: [10 Marks]
Minimize z= + +
Subject to constraints: - + =5
- ≤ 3
+ ≥ 4
≥ 0, ≥ 0 and is unrestricted.
Q. 6. Use Branch and Bound method to solve the following L.P.P: [10 Marks]
Maximize z= 7 + 9
Subject to constraints: - + 3 ≤6
7 + ≤ 35
≤ 7
, ≥ 0 and are integers.



Assignment Set-2
Q. 3. a. What are the properties of a game? Explain the “best strategy” on the basis of minmax criterion of optimality. [5 Marks]
b. State the assumptions underlying game theory. Discuss its importance to business decisions.
Q. 4. a. Compare CPM and PERT explaining similarities and mentioning where they mainly differ. [5 Marks]
b. What is meant by graphing in Network Analysis?

6. A machine operator processes five types of items on his machine each week, and must choose a sequence for them. The set-up cost per change depends on the item presently on the machine and the set-up to be made according to the following table:
From Item
To item
A
B
C
D
E
A

4
7
3
4
B
4

6
3
4
C
7
6

7
5
D
3
3
7

7
E
4
4
5
7

If he processes each type of item once and only once each week, how should he sequence the items on his machine in order to minimize the total set-up cost?
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Sunita Last replied to at June 26, 2011, 10:20 am

MBA SEMESTER II
MB0048 –Operation Research- 4 Credits
(Book ID: B1137)
Assignment Set- 1 (60 Marks)

5. Use Two-Phase simplex method to solve: [10 Marks]
Minimize z= + +
Subject to constraints: - + =5
- ≤ 3
+ ≥ 4
≥ 0, ≥ 0 and is unrestricted.
6. Use Branch and Bound method to solve the following L.P.P: [10 Marks]
Maximize z= 7 + 9
Subject to constraints: - + 3 ≤6
7 + ≤ 35
≤ 7
, ≥ 0 and are integers.


And

MBA SEMESTER II
MB0048 –Operation Research- 4 Credits
(Book ID: B1137)
Assignment Set- 2 (60 Marks)

3. a. What are the properties of a game? Explain the “best strategy” on the basis of minmax criterion of optimality. [5 Marks]
b. State the assumptions underlying game theory. Discuss its importance to business decisions. [5 Marks]
4. a. Compare CPM and PERT explaining similarities and mentioning where they mainly differ. [5 Marks]
b. What is meant by graphing in Network Analysis? [5 Marks]
5. Consider the following transportation problem:
Godowns
Factory
1
2
3
4
5
6
Stock available
A
7
5
7
7
5
3
60
B
9
11
6
11
-
5
20
C
11
10
6
2
2
8
90
D
9
10
9
6
9
12
50
Demand
60
20
40
20
40
40
It is not possible to transport any quantity from factory B to Godown 5.
Determine:
(a) Initial solution by Vogel’s approximation method.
(b) Optimum basic feasible solution.
6. A machine operator processes five types of items on his machine each week, and must choose a sequence for them. The set-up cost per change depends on the item presently on the machine and the set-up to be made according to the following table:
From Item
To item
A
B
C
D
E
A

4
7
3
4
B
4

6
3
4
C
7
6

7
5
D
3
3
7

7
E
4
4
5
7

If he processes each type of item once and only once each week, how should he sequence the items on his machine in order to minimize the total set-up cost?
(Hint: A-> E -> C-> B-> D-> A Cost: 20)


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Q3. Differentiate between Automated flow line and Automated assembly line with example. Write a note on Rapid Prototyping.


Answer:
Automated flow lines : When several automated machines are linked by a transfer system which moves the parts by using handling machines which are also automated, we have an automated flow line. After completing an operation on a machine, the semifinished parts are moved to the next machine in the sequence determined by the process requirements a flow line is established. The parts at various stages from raw material to ready for fitment or assembly are processed continuously to attain the required shapes or acquire special properties to enable them to perform desired functions. The materials need to be moved, held, rotated, lifted, positioned etc. for completing different operations.
Sometimes, a few of the operations can be done on a single machine with a number of attachments. They are moved further to other machines for performing further operations. Human intervention may be needed to verify that the operations are taking place according to standards. When these can be achieved with the help of automation and the processes are conducted with self regulation, we will have automated flow lines established. One important consideration is to balance times that different machines take to complete the operations assigned to them. It is necessary to design the machines in such a way that the operation times are the same throughout the sequence in the flow of the martial. In fixed automation or hard automation, where one component is manufactured using several operations and machines it is possible to achieve this condition – or very nearly. We assume that product life cycles are sufficiently stable to invest heavily on the automated flow lines to achieve reduced cost per unit. The global trends are favouring flexibility in the manufacturing systems. The costs involved in changing the set up of automated flow lines are high. So, automated flow lines are considered only when the product is required to be made in high volumes over a relatively long period. Designers now incorporate flexibility in the machines which will take care of small changes in dimensions by making adjustments or minor changes in the existing machine or layout. The change in movements needed can be achieved by programming the machines. Provision for extra pallets or tool holders or conveyors are made in the original design to accommodate anticipated changes. The logic to be followed is to find out whether the reduction in cost per piece justifies the costs of designing, manufacturing and setting up automated flow lines. Group Technology, Cellular Manufacturing along with conventional Product and Process Layouts are still resorted to as they allow flexibility for the production system. With methodologies of JIT and Lean Manufacturing finding importance and relevance in the competitive field of manufacturing, many companies have found that well designed flow lines suit their purpose well. Flow lines compel engineers to put in place equipments that balance their production rates. It is not possible to think of inventories (Work
In Process) in a flow line. Bottlenecks cannot be permitted. By necessity, every bottleneck gets focused upon and solutions found to ease them. Production managers see every bottleneck as an opportunity to hasten the flow and reduce inventories. However, it is important to note that setting up automated flow lines will not be suitable for many industries

Automated Assembly Lines : All equipments needed to make a finished product are laid out in such a way as to follow the sequence in which the parts or subassemblies are put together and fitted. Usually, a frame, body, base will be the starting point of an assembly. The frame itself consists of a construction made up of several components and would have been ‘assembled’ or ‘fabricated’ in a separate bay or plant and brought to the assembly line. All parts or subassemblies are fitted to enable the product to be in readiness to perform the function it was designed to. This process is called assembly.
Methodologies of achieving the final result may vary, but the basic principle is to fit all parts together and ensure linkages so that their functions are integrated and give out the desired output. Product Layouts are designed so that the assembly tasks are performed in the sequence they are designed. You will note that the same task gets repeated at each station continuously. The finished item comes out at the end of the line

The material goes from station 1 to 5 sequentially. Operation 2 takes longer time, say twice as long. To see that the flow is kept at the same pace we provide two locations 2a and 2b so that operations 3, 4 an 5 need not wait. At 5, we may provide more personnel to complete operations. The time taken at any of the locations should be the same. Otherwise the flow is interrupted. In automated assembly lines the moving pallets move the materials from station to station and moving arms pick up parts, place them at specified places and fasten them by pressing, riveting, screwing or even welding. Sensors will keep track of these activities and move the assemblies to the next stage. An operator will oversee that the assemblies are happening and there are no stoppages. The main consideration for using automated assembly lines is that the volumes justify the huge expenses involved in setting up the system.

Rapid Prototyping : Prototyping is a process by which a new product is developed in small numbers so as to determine the suitability of the materials, study the various methods of manufacture, type of machinery required and to develop techniques to overcome problems that my be encountered when full scale manufacture is undertaken. Prototypes do meet the specifications of the components that enter a product and performance can be measured on those. It helps in confirming the design and any shortcomings can be rectified at low cost. If serious defects or problems arise during the manufacture, a thorough change in design or even its replacement may be considered. To arrive at decisions to make use of the advantages stated above, it is important that the prototypes are made within the shortest possible time. Rapid prototyping facilitates this. It uses virtual designs from Computer Aided Design – CAD or animation modeling which transforms dimensional data to 3dimensional views. The physical space of the product is amenable to have cross sections made.
Cross sections taken at very close positions gives thin layers which enable the generation of a solid model of the designed product. The data that is thus created helps build a solid model exactly as per the drawings. Any shape can be generated in this method. Advanced technologies like – SLS ( Selective Laser Sintering), FDM (Fused Deposition Modeling), LOM (Laminated Object Manufacture), EBM (Electronic Beam Melting) are some of Rapid Prototype Modeling Processes.
Since the basis data about the product is already available in CAD, the above processes can produce models in a matter of a few days. Conventional machines like lathes, milling machines, grinding machines, EDM (Electro Discharge Machining) also help in the production of prototypes. Because of their advantages Rapid Prototyping is being increasingly used. A bimonthly
magazine TCT Magazine – calling the Rapid Prototyping as Time Compressing Techniques – is dedicated to the publication of latest developments in this field as researched and developed by practitioners around the world.


by smitha@gmail.com



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smumba Last replied to at March 9, 2011, 2:14 pm

Basically, organizational coordination and control is taking a systematic approach to figuring out if you're doing what you wanted to be doing or not. It's the part of planning after you've decided what you wanted to be doing. Below are some of the major approaches to organizational control and coordination.

Many People Are Averse to Management "Control"
New, more "organic" forms or organizations (self-organizing organizations, self-managed teams, network organizations, etc.) allow organizations to be more responsive and adaptable in today's rapidly changing world. These forms also cultivate empowerment among employees, much more than the hierarchical, rigidly structured organizations of the past.
Many people assert that as the nature of organizations has changed, so must the nature of management control. Some people go so far as to claim that management shouldn't exercise any form of control whatsoever. They claim that management should exist to support employee's efforts to be fully productive members of organizations and communities -- therefore, any form of control is completely counterproductive to management and employees.
Some people even react strongly against the phrase "management control". The word itself can have a negative connotation, e.g., it can sound dominating, coercive and heavy-handed. It seems that writers of management literature now prefer use of the term "coordinating" rather than "controlling".
"Coordination" Must Exist or There's No Organization -- Only an "Experience"
Regardless of the negative connotation of the word "control", it must exist or there is no organization at all. In its most basic form, an organization is two or more people working together to reach a goal. Whether an organization is highly bureaucratic or changing and self-organizing, the organization must exist for some reason, some purpose, some mission (implicit or explicit) -- or it isn't an organization at all. The organization must have some goal. Identifying this goal requires some form of planning, informal or formal. Reaching the goal means identifying some strategies, formal or informal. These strategies are agreed upon by members of the organization through some form of communication, formal or informal. Then members set about to act in accordance with what they agreed to do. They may change their minds, fine. But they need to recognize and acknowledge that they're changing their minds.
This form of ongoing communication to reach a goal, tracking activities toward the goal and then subsequent decisions about what to do is the essence of management coordination. It needs to exist in some manner -- formal or informal.
The following are rather typical methods of coordination in organizations. They are used as means to communicate direction and guide behaviors in that direction. The function of the following methods is not to "control", but rather to guide. If, from ongoing communications among management and employees, the direction changes, then fine. The following methods are changed accordingly.
Note that many of the following methods are so common that we often don't think of them as having anything to do with coordination at all. No matter what one calls the following methods -- coordination or control -- they're important to the success of any organization.
Various Administrative Controls
Organizations often use standardized documents to ensure complete and consistent information is gathered. Documents include titles and dates to detect different versions of the document. Computers have revolutionized administrative controls through use of integrated management information systems, project management software, human resource information systems, office automation software, etc. Organizations typically require a wide range of reports, e.g., financial reports, status reports, project reports, etc. to monitor what's being done, by when and how.
Delegation
Delegation is an approach to get things done, in conjunction with other employees. Delegation is often viewed as a major means of influence and therefore is categorized as an activity in leading (rather than controlling/coordinating). Delegation generally includes assigning responsibility to an employee to complete a task, granting the employee sufficient authority to gain the resources to do the task and letting the employee decide how that task will be carried out. Typically, the person assigning the task shares accountability with the employee for ensuring the task is completed. See Delegation.
Evaluations
Evaluation is carefully collecting and analyzing information in order to make decisions. There are many types of evaluations in organizations, for example, evaluation of marketing efforts, evaluation of employee performance, program evaluations, etc. Evaluations can focus on many aspects of an organization and its processes, for example, its goals, processes, outcomes, etc. See
Evaluations (many kinds)
Financial Statements (particularly budget management)
Once the organization has establish goals and associated strategies (or ways to reach the goals), funds are set aside for the resources and labor to the accomplish goals and tasks. As the money is spent, statements are changed to reflect what was spent, how it was spent and what it obtained. Review of financial statements is one of the more common methods to monitor the progress of programs and plans. The most common financial statements include the balance sheet, income statement and cash flow statement. Financial audits are regularly conducted to ensure that financial management practices follow generally accepted standards, as well. See For-Profit Financial Management and Nonprofit Financial Management.
Performance Management (particularly observation and feedback phases)
Performance management focuses on the performance of the total organization, including its processes, critical subsystems (departments, programs, projects, etc.) and employees. Most of us have some basic impression of employee performance management, including the role of performance reviews. Performance reviews provide an opportunity for supervisors and their employees to regularly communicate about goals, how well those goals should be met, how well the goals are being met and what must be done to continue to meet (or change) those goals. The employee is rewarded in some form for meeting performance standards, or embarks on a development plan with the supervisor in order to improve performance. See Basic Overview of Performance Management.
Policies and Procedures (to guide behaviors in the workplace)
Policies help ensure that behaviors in the workplace conform to federal and state laws, and also to expectations of the organization. Often, policies are applied to specified situations in the form of procedures. Personnel policies and procedures help ensure that employee laws are followed (e.g., laws such as the Americans with Disabilities Act, Occupational Health and Safety Act, etc.) and minimize the likelihood of costly litigation. A procedure is a step-by-step list of activities required to conduct a certain task. Procedures ensure that routine tasks are carried out in an effective and efficient fashion. See Personnel Policies.
Quality Control and Operations Management
The concept of quality control has received a great deal of attention over the past twenty years. Many people recognize phrases such as "do it right the first time, "zero defects", "Total Quality Management", etc. Very broadly, quality includes specifying a performance standard (often by benchmarking, or comparing to a well-accepted standard), monitoring and measuring results, comparing the results to the standard and then making adjusts as necessary. Recently, the concept of quality management has expanded to include organization-wide programs, such as Total Quality Management, ISO9000, Balanced Scorecard, etc. Operations management includes the overall activities involved in developing, producing and distributing products and services. See Quality Management and Operations Management.




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