ONGOING ISBM EXAM ANSWER SHEETS PROVIDED
CONTACT
DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Advertising
Case Studies
case (20
Marks)
1. Much has been researched and written about how advertising works and produces its effects,but it is important to appreciate that
there are few definitive answers because of the nature of the subject itself.According to exposure and familiarity modle,simply
repeated exposure to advertising can develop preferences in the audience.The exposure effect occurs at some preconscious level as a
result of pictures,text,or colour in the ads.Another explanation is that repeated exposure to ads creates a feeling of familiarity with
the advertised product or service and familiarity leads to favourable evaluation and liking.Yet another explanation is that consumers
view high frequency of advertising or larger size of ads indicator of brand’s quality.Hierarchy models suggest that advertising
produces its effects by moving the consumer through a series of steps in a sequence_from becoming aware to ultimate purchase of
product or service.The sequential order suggests that advertising effects are produced over a period of time and that advertising may
not produse desired effects immediately.The type of purchase behavior depicted by these models is usually more relevant to highinvolvement
purchases.According to low-involvement learning modle, TV is described as low-involvement medium.Audience have
little opportunity to think about any commercial.It is just a fleeting moment in time.The commercial cannot be slowed down or
stopped as per the convenience of the audience.It is believed that frequent repetition of an ad on TV can impart reliability to the
product that can build brand preference,Many scholars view consumer involvement as an important variable that can help in
explaining message processing and purchase decision by consumers.Consumer involvement could be high or low and its nature may
be rational or emotional.Based on this view,Foote,Cone & Belding agency developed an advertising planning model.Kim-Lord grid
proposes that consumer may be simultaneously involved rationally and emotionally.The location… of product on Kim –Lord grid
can help determining whether the ad copy should be more emotional or rational .Cognitive response model proposes that at the time
of exposure to an ad ,the thoughts that emerge in consumers mind,called cognitive responses,can be counter-arguments or support
arguments and these thought influence consumer’s attitudes positively or negatively.According to ELM model,the depth of
information processing by the audience as a result of exposure to advertisement is a key factor in persuasion by influencing
attitudes.The depth of information processing would depend on the motivation and ability of the audience member.If either is
missing ,peripheral route to persuasion will result.But if the audience member has both the motivation and the ability to process
information,the central route to persuasion will occur.Attitudes formed as a result of central route to information processing are more
resistant to subsequent efforts to change with respect to attitude object.
Answer the following question.
Q1. What is the case all about?
Q2. What are the advantages of repeated exposure to ads?
case (20
Marks)
10. Shoppers ‘Delight’a large retail store,had above-average quality and competitive prices.It advertised its retail promotions in local
newspapers.Its TV advertising was mainly aimed at building store image and did not address retail promotions.The management
kewn it well that they had to advertise their retail promotions more,but they did not feel comfortable with the effectiveness of persent
efforts and wanted to better understand the impact of their present promotions.To better understand the effectiveness of the present
efforts,a study of advertising exposure,interpretation,and purchases was undertaken.Researchers conducted 50 in-depth interviews
with customers of the store’s target market to determine the appropriate product mix,price,ad copy and media,In addition,the store,s
image and that of its two competitors were measured.Based on the research findings,different product lines that would appeal to the
target customer were selected.The retail promotion was run for a full week.Full-page advertisements were released each day in the
two local Hindi newspapers,and also in one English newapaper that devotes six pages to the coverage of the state.Each evening,a
sample of 100 target market customers were interviewed by telephone as follows:1 .Target customers were asked if they had read the
newspaper that day .This was done to determine their exposure to advertisement.2.After a general description of the product lines,the
respondents were asked to recall any related retail advertisements they had seen or read.3.if the respondents were able to recall,they
were asked to describle the ad,the promoted products,sale prices,and the name of the sponsoring store.4.If the respondents were
accurate in their ad interpretation ,they were asked to express their intentions to purchase.5.Respondents were also asked for
suggestions to be incorporated in future promotions targeted at this consumer segment .Immediately after the close of
promotion,500target market customers were surveyed to determine what percentage of the target market actually purchased the
promoted products.It also determined which sources of information influenced them in their decision to purchase and the amount of
their purchase.Results of the study showed that ad exposure was 75% and ad awareness level was 68% and was considered as
high.Only 43% respondents exposed to and aware of the ad copay could accurately recall important details,such as the name of the
store promoting the retail sale.Just 43% correct interpretation was considered as low.Of those who could accurately interpret the ad
copay ,32% said they intended to respond by purchasing the advertised products and 68 per cent sad they had no intention to
buy.This yields an overall intention to buy of 7%.The largest area of lost opportunity was due to those who did not accurately
interpret the ad copay.The post-promotion survey indicated that only 4.2% of the target market customers made purchasesof the
promoted products during the promotion period.In terms of how these buyers learned of the promotion,46% mentioned newspaper
A(Hindi) ,27% newspaper B (Hindi),8% newspaper c( English), and 15% learned about sale through word-of-mouth
communication.The retail promotion was judged as successful in many ways,besides yielding sales worth Rs.900,000.However
,management was concerned about not achieving a higher level of ad comprehension,missing a significant sales opportunity.It was
believed that a better ad would have at least 75% correct comprehension among those aware of the ad .This in turn would almost
double sales without any additional cost.
Answer the following question.
Q1. give an overview of the case.
Q2. How and why the retail promotion was run for a full week?
case (20
Marks)
9. ”A while ago UK’s Advertising Standards Authority (ASA) told Liverpool-based Halewood international that their ad part of a 2
million pound campaign for their Lambrini drink was too sexy.ASA issued guidelines suggesting they use balding paunchy,middleaged
men instead of someone who was attractive and desirable.”The ad is in danger of implying that the drink may bring
sexual/social success, because the man in question looks quite attractive and desirable,”
Answer the following question.
Q1. Give an overview of the above case.
Q2. What is the role of ASA?
case (20
Marks)
15. . Unethical judgements lead to misleading and false advertising.Let us understand what is unethical and what is a lapse in the
application of ethics.Ethical dilemma is the outcome of an uneresolved interpretation of an ethical issue.We must appreciate the
difference between “having a right”and the “right thing to do “.For example should advertisers strive to persuade not so well-to-do
youth in urban and semi-urban areas to buy expensive sports shoes or brandedjeans?there is no law against such advertising but the
socially and morally responsible behavior may be to refrain,and so we have an ethical dilemma.It seems advertising professionals
find largely synonymous with legality and many consider advertising expensive jeans or sports shoes to all markets,including those
who should not buy them is “acceptable”ethical behavior.We must appreciate that one can be ethical only when there is the option of
being ethical.One cannot choose to be ethical when one cannot choose at all.Thus,ethics begins only where the law ends.Ethical
dilemmas can occur because advertisers typically sell brands,not just products.Even though functionally the products from different
manufacturers may be the same,advertisers present their brands as being different from other brands.In this process advertisers are
tempted to create false differences.Another situation creates dilemma when advertisers highlight only the good things about their
brand and omit any shortcomings.Whatever is said is not false,yet the ad dose not tell the whole truth.In contrast ethical lapse is
typically a clear of illegal behavior,not permitted by the law of the land.Plenty of laws govern what is legal in advertising but laws
ultimately reflect ethical judgements.As for the self-regulation,advertising and media associations,councils,and societies focus on
legalities rather than philosophies.The eternal question of when how by whom are these laws to be enforced in resolving ethical
dilemmas and lapses still remains.
Answer the following question.
Q1. Give an overview of the above case.
Q2. What is ethical lpase in ads?
Business Ethics
Answer the following question.
Q1. Discuss managers role in business ethics. (10 marks)
Q2. What is the relation of ethics in business? (10 marks)
Q3. Give need for consumer education. (10 marks)
Q4. Discuss seven points of mahatma Gandhi. (10 marks)
Q5. Give benefits of ISO 9000 quality systems. (10 marks)
Q6. What are some of the key strategies that a company can adopt to manage International Human Resource ? (10 marks)
Q7. List out the characteristics of direct distribution channel. (10 marks)
Q8. Explain exports of goods services in foreign exchange management act-1999. (10 marks)
Consumer Behaviour
Answer the following question.
Q1. Distinguish between rational and emotional buying motives with the help of examples? (10
marks)
Q2. Discuss the theories of learning (10
marks)
Q3. Discuss motive arousal (10
marks)
Q4. Write a note on price perceptions (10
marks)
Q5. Write a note on Motivational intensity (10
marks)
Q6. What are memory concepts relevant in advertising. (10
marks)
Q7. Define & explain the following with respect to consumer behavior, with examples Attitude (10
marks)
Q8. Explain the characteristics of Organizational buyers? State the factors affecting the same? Please explain the
individual consumer buying behavior?
(10
marks)
Finance Management
Answer the following question.
Q1. Why does diversification reduce risk? (10 marks)
Q2. State the decisions involved in Financial management (10 marks)
Q3. How negatively correlated investments behave in a market? (10 marks)
Q4. List and explain the three financial factors that influence the value of a business (10 marks)
Q5. Why do we add back non cash items to net profit while calculating cash flow from operating activities (10 marks)
Q6. Explain why financial planning is important to today’s chief executives? (10 marks)
Q7. Differentiate the real assets and securities. (10 marks)
Q8. Briefly explain what call provision is and in which case companies use this option. (10 marks)
Human Resource Management
Case Studies
CASE STUDY (20
Marks)
This case discusses software design and development company Menlo Innovations' (Menlo) approach towards project management
and innovation. Menlo's founder and president, Richard Sheridan (Sheridan) established the company in association with his
colleagues based on Thomas Edison's Invention Factory. Sheridan advocated the use of project management during software
implementation. Menlo adopted agile project management practices namely extreme programming that helped it simultaneously run
several projects successfully. This required employees to work in pairs encouraging knowledge sharing and learning from each other.
Similar to Edison's Invention Factory, the culture at Menlo was characterized by an open, flexible, and a collaborative working
environment. The case is about Menlo's flexible workplace practices that helped it in curbing attrition and employee retention while
its innovative approach to project management encouraged employee engagement and led to innovation. However, a few analysts
opined that it remained to be seen whether Menlo's flexible workplace approach could also be applied in a corporate environment.
Answer the following question.
Q1. Explain how Sheridan and the other co-founders at Menlo fostered innovation at the company.
Q2. Discuss the significance of project management in the success of a company.
Q3. Discuss the challenges faced in implementing such a system in a corporate environment.
CASE STUDY (20
Marks)
Phones 4u is the UK's leading independent mobile phone retailer for the youth and value segments, offering all networks and handset
brands, and is recognized for its success in engaging with these audiences through its unique standout marketing, social media
activity and through offering a market leading smartphone range. Leading the way in the mobile industry through its excellent
customer service, award-winning advertising and differentiated in-store experience, Phones 4u has over 500 stores and is still
growing. Phones 4u known for running the largest Ofsted accredited retail apprenticeship program in the UK. Significant investment
in the training and development along with a unique in store customer consultation process means Phones 4u delivers unrivalled
mobile expertise and advice tailored to individual customers’ needs. As a result, one in four new contract smartphones sold on the
high street are through Phones 4u. Due to a period of exceptional growth, the need arose to fill a number of vacancies in the South
HR team. It was imperative that the candidates recruited to these positions were an ideal fit in order to contribute to the continuing
success of the company. After briefing several agencies, Hudson HR stood out as the only consultancy able to deliver exactly what
was required. Essentially they needed a relationship that was built on trust and assurance of successful and sustainable delivery. Just
as crucial was a complete understanding of the client’s requirements on the recruitment consultancy’s part, not just of the company
and job roles, but also the team fit of both candidates into the current Phones 4u team. The initial contact with the Hudson HR
consultant proved fruitful – an instant rapport was created, which developed into a successful working relationship following faceto-
face meetings. Phones 4u felt from the start of the process that we really understood their needs which in turn helped us stand
apart from other agencies. The Hudson HR consultant took considerable care in ascertaining exactly what was required, whilst
finding out about the HR business partner herself, the team dynamic, team capability and how the team operates. Having all the
information and being diligent paid dividends; time was taken by Hudson HR to meet potential candidates and thoroughly establish
2/10/2018 Aeren Foundation
2/2
culture and team fit, as well as the relevant work skills and experience. Hudson HR also impressed by being constantly accessible –
consultants ensured that they were always available on their mobiles and continually kept all parties informed. It was also felt that
Hudson HR struck the right note with regard to approach; having avoided the “too pushy” method. On top of that, it was clear to
Phones 4u that we truly had their interest at heart. The end of a successful and enjoyable recruitment process saw a number of people
placed at Phones 4u who are all still there today and are excelling in their roles.
Answer the following question.
Q1. Give an over view of the case.
Q2. How did he multiple vacancies for recruitment exist in Phone 4 u? Discuss the recruitment procedure adopted by
Phone4 u company.
CASE STUDY (20
Marks)
General Energy is start-up oil and gas company, the global HR Director, who is based in Turkey was keen to recruit an HR and
Reward Manager to be based in the London office. The role is fairly unique as the ideal candidate required a strong reward
background with some HR generalist experience. Given the uniqueness of the role, the Global HRD was not sure exactly what
background and career path the possible candidates might have taken. She initially pitched the role between £50-£100k. The client
was aware of Hudson as we are the preferred supplier with the previous organization she worked for – Thames Water. We agreed that
we would work on this role on an exclusive basis and dedicate the time fully to finding the right candidate. As this was a brand new
role within a start-up company we suggested to the client that we would send CVs of candidates at various levels to enable the hiring
manager to assess the level and experience required. Filtering through CVs, the hiring manager was able to identify the type of
individual from a technical and cultural perspective that would suit the organization. We agreed that a candidate at the more senior
end was required as this role would need a candidate who has experience of designing and implementing reward projects. We did
offer a candidate the role but unfortunately the candidate was not confident in moving to a start-up organization. We however did
find another candidate who had previous oil and gas and start-up experience who was a better fit for the role. The candidate accepted
the offer and has enjoyed joining General Energy.
Answer the following question.
Q1. Debate the difficulties being faced by the organization in recruiting a reward manager.
Q2. Explain the selection procedure used in the recruitment of HR and Reward Manager.
CASE STUDY (20
Marks)
On May 29, 2009, the Emeryville, California-based computer animation Production Company Pixar Animation Studios (Pixar)
released its tenth feature film, Up, which was billed to become a hit like all its earlier nine films. Experts felt that Pixar’s
unprecedented success was due to the culture of innovation developed and nurtured at the company. They felt that its internal
training and employee education program, Pixar University, was one of the devices that the company employed to take forward its
innovation agenda. Making the shift from an idea-centered business to a people-centered business was another.
Answer the following question.
Q1. How, according to you, does the Pixar University help foster creativity and innovation at Pixar?
International Business
Answer the following question.
Q1. What are the factors that affect international pricing ? (10
marks)
Q2. What are the stages involved in new product development at international market ? (10
marks)
Q3. Discuss the evolution of International trade theory. (10
marks)
Q4. What are the different forces of globalisation ? (10
marks)
Q5. Discuss about organization structure of the WTO (10
marks)
Q6. What are the benefits of banks for promoting exporters under the scheme? (10
marks)
Q7. What are the steps taken by government to improve FDI? (10
marks)
Q8. What are the different dimensions of economic environment? What are the steps taken by government to improve
FDI?
(10
marks)
Marketing Management
Case Studies
CASE STUDY (20
Marks)
In early 2001, Gujarat Cooperative Milk Marketing Federation (GCMMF) planned to leverage its brand equity and distribution
network to turn Amul2 into India's biggest food brand. Verghese Kurien, Chairman of GCMMF, set a sales target of Rs.10 bn by
2006 as against sales of Rs 2.3 bn in 2001. In 2001, GCMMF entered the fast food market in India with the launch of vegetable
pizzas under the brand name SnowCap in Ahmedabad, Gujarat. GCMMF was also planning to launch its pizzas in other western
Indian cities like Mumbai, Surat, and Baroda. Depending on the response in these cities, GCMMF would decide to introduce its
pizzas in other cities in India. The pizzas were offered in four flavours: plain tomato-onion-capsicum, fruit pizza (pineapple-topped),
mushroom and 'Jain pizzas' (pizzas without onion or garlic). GCMMF launched the pizzas in the Rs.20-25 price range. The existing
players in the pizza market, like Domino's, Pizza Hut and Nirula's offered pizzas at nothing less than Rs.39. Analysts felt that
GCMMF's move would force the existing players to reduce their prices in the long run. GCMMF planned to open 3,000 pizza retail
franchise outlets all over the country by 2005. The pizzas would be made at the retail outlets. The technical training and the recipe
for the pizza would be provided by GCMMF. It would also negotiate with bulk suppliers of vegetables to get these at wholesale
rates. These would be provided to the retailers. The main cost component of the pizza is the mozarella cheese. GCMMF would offer
the cheese at a bulk rate of Rs.140 per kg, compared to the market price of Rs 146 per kg, thus saving the retailers Rs.6 per kg.
GCMMF on its part would have a ready market for its cheese products.
Answer the following question.
Q1. Give an overview of the case.
Q2. Explain in detail the diversion strategy of Gujarat Cooperative Milk Marketing Federation (GCMMF), “Amul”.
CASE STUDY (20
Marks)
The very first major move which Paul S. Otellini took, after becoming the new CEO of Intel Corporation, was changing the
company's 16-year old logo. The change was not only in the tag line but also in the famous Intel's "dropped-e" corporate logo. The
company was the market leader in its microprocessor segment and the famous tag line, 'Intel inside', was closely associated with its
success. A sudden shift from its year-old and well known corporate logo to a new one, was quite unlikely Intel. Moreover, the
company was planning to diversify to other businesses, apart from its core PC segment, thus, decided to change from 'Intel Inside' to
'Leap Ahead'. There were many instances where companies had changed their corporate logos and also succeeded in maintaining
their images in the market. This case allows room for discussing whether Intel has made the right move or not.
Answer the following question.
Q1. Discuss the new marketing initiatives taken by Intel.
Q2. Debate on whether this initiative would help Intel to succeed in future.
CASE STUDY (20
Marks)
2/10/2018 Aeren Foundation
2/2
Mr. Harish Jain, CEO of Energetic Enterprises, has established the firm for the manufacture and marketing of an innovative product.
The firm earned a reputation of its product within two years of its inception and enjoyed monopoly position in the market for its
product. Now it has a turnover of about Rs.80 crores. Three years back, some firms entered the market and offered cheap substitutes
which were of better quality. This year, Mr. Harish Jain is worried because about 40% of the market share has already been taken
away by the new firms and he is not able to check this trend. Mr. Jain has been looking after both production and marketing
functions though finance is being looked after by a finance manager having a professional degree in chartered accountancy. Mr. Jain
has recently lowered the price of his product to fight competition, but even this has not helped. He has now approached you for
advice to stabilize his sales volume.
Answer the following question.
Q1. Analyze the case.
Q2. Identify the strong and weak points of this case.
Q3. What environmental factors have caused a worry to Mr.Jain?
Q4. As a consultant, what strategies would you suggest to check further fall in market share?
CASE STUDY (20
Marks)
M/s SKYLINE Airlines is a large scale diversified group, since 1980. Due to recent global economic challenges Company is facing
problems with customer orientation. The firm is having declining sales & very few new customers. You have been asked to do the
best in this situation as the Marketing manager for the company
Answer the following question.
Q1. How to coin marketing concept of this company to boost sales?
Q2. What will you do to increase the customer’s base and retain old customers?
Q3. Draft a procedure for grievances.
Q4. Redesign a customer service process.
Operation Management
Answer the following question.
Q1. How are steady-state results achieved in a simulation? (10
marks)
Q2. Define the strategic goals of supply chain management and indicate how element of a supply chain (purchasing,
production, inventory and transportation and distribution) has an impact of these goals?
(10
marks)
Q3. Define the four basic waiting line structures and give an example of each? (10
marks)
Q4. Discuss the concept of robust design? Given an example of a robust product or service? (10
marks)
Q5. What is the logic of Taguchi methods? (10
marks)
Q6. List four basic operations strategies. (10
marks)
Q7. Explain the difference between total and partial productivity. (10
marks)
Q8. What is production/operations? (10
marks)
2/10/2018 Aeren Foundation
1/2
INDIAN SCHOOL OF BUSINESS MANAGEMENT AND
ADMINISTRATION
AN ISO 9001:2008 CERTIFIED INTERNATIONAL B-SCHOOL
Name : Sudip Bera Marks : 80
Course : Executive Masters in Business Administration (EMBA
Subject : Principles and Practice of Management
Case Studies
Case (20
Marks)
You are the head of a large department and several supervisors report to you. Recently you were confronted with a knotty problem. It
seems that one of the supervisors had gotten into a loud and disagreeable argument with an employee. You called the supervisor to
your office to hear his story. The supervisor admitted losing his temper and shouting at the employee, but he believed it was justified.
He had been observing the employee over the year the man had been with the company. During this period the employee had been
frequently late, and his absentee rate was above average. In addition, the supervisor went on to say that the employee was a
socializer on the job, frequently leaving his work to talk to other employees and to use the telephone for personal calls. The
supervisor then said that the proverbial last straw caused his outburst. The employee had come in late, and after about an hour of
work he made a telephone call which the supervisor had timed as lasting 14 minutes. The supervisor then started his tirade. The
employee denied being on the telephone that long, the supervisor called him a liar, and they continued the vituperative exchange
which ended when you called the supervisor to your office. After listening to the supervisor, you asked him if he had disciplined the
employee before, since apparently he had a poor record. You also asked if the employee had been placed on probation or had been
warned. The supervisor looked at you sheepishly and seemed reluctant to answer. You pressed him, for an answer, and he finally
blurted out that he was afraid to discipline the employee because he was black. He stated that the impression he had from you and
higher management was that black employees should be given special treatment so that they would feel welcome and not
discriminated against. He felt the company wanted to impress the public with its forward-looking employment practices and didn’t
want any trouble with the black community. As a result, he was lax in discipline and had kept a hands-off approach with all black
employees until his outburst. He said he couldn’t stand it anymore, and the 14-mintue telephone call caused him to lose his temper.
Answer the following question.
Q1. Why would a supervisor find it difficult to communicate with a black employee?
Q2. Could the company have done anything to offset the misunderstanding the supervisor apparently had about the
treatment of black employees?
Q3. To what extent did the supervisor’s lack of communication encourage the employee to think his behavior was
satisfactory? Explain.
Q4. What would you now tell the supervisor?
Case (20
Marks)
Medical Secretaries at Spire Sussex Hospital are delighted with the reporting capabilities of Health code’s e practice manager
system. Spire Sussex is one of 38 hospitals within the Spire Healthcare group, one of the country’s leading private hospital groups.
Located near Hastings, the hospital offers a range of services, including cosmetic surgery, orthopedics, psychiatry and gynecology,
treating thousands of insured and self-funded patients each year. Of more than 70 consultants who practice at Spire Sussex, half
entrust their billing and credit control to the hospital’s medical secretaries, a department which has expanded by 60% since it was
established in 1997. Catherine Good sell, PA to the Hospital Director, reports that her team process between 80 and 100 invoices
2/10/2018 Aeren Foundation
2/2
each week and manage the hospital accounts for each consultant using Health code’s e Practice manager. Spire Sussex Hospital pays
a monthly subscription for the online system and then charges the consultants concerned. Catherine recalls the decision to use Health
code: “We looked at other practice management systems but only Health code was able to offer the functionality we needed at the
right price. This was an important consideration because we wanted consultants who were going to use the system to be confident
they were getting the best value for money.” She is now in no doubt that Spire Sussex Hospital made the right choice: “It is so much
quicker to send bills to insurer’s electronically using e Practice manager rather than through the post and we can be confident that the
validated invoice has been received and can be processed straight away. When bulk payments are received from insurers, we can
reallocate the money to each patient’s account swiftly and accurately. “But for us the system’s greatest asset is its excellent reporting
capabilities, particularly debt analysis which makes it quicker and easier to keep track of overdue payments. We were also delighted
that Health code’s technicians were able to create a bespoke transaction report for us which shows only the specific information we
need for each patient and the amount outstanding. It has made life so much easier.” E Practice manager’s detailed reports enables
Spire Sussex’s medical secretaries to send out timely account statements and regular reminder letters. This means queries from
insured patients about shortfalls, or from insurers about the treatment provided to a patient can be flagged and resolved quickly.
Catherine adds that her team finds the system’s secure messaging feature particularly useful to keep in touch with private medical
insurers without compromising patient confidentiality. Overall, Catherine believes that e-Practice manager has been a great
investment. She concludes: “I’m delighted to say that we have never looked back. The system is really intuitive which has made it
quick and easy to learn and yet it provides all the functionality we need. Most importantly, our consultants tell us it is working well
for them too.”
Answer the following question.
Q1. Explain the role of e-Practice Manager in Sussex Hospital.
Q2. Is this system helpful for such health organizations? Explain.
Case (20
Marks)
National Printers LTD, is a nationwide company engaged in printing and packaging industry with a market share of around 20 per
cent. Its corporate office at Mumbai, is a buzz with the appointment of director, personnel, Mr.Shashikant and today he’s to present
his ideas in first meeting he has called. The meeting attended by three Vice-President, heads of finance, marketing and around 45
managers, started and he was called upon to present his views. Mr.Shashikant started, “my division is responsible for developing
performance standards evaluation and personnel development of line managers. I want to specially focus on larger issue of
developing their abilities the company has relied upon evaluation by superiors and personnel department. But may I suggest, that the
performance of the manager should be evaluated by adding one more element, i.e., information obtained from their subordinates.”
He added, “I propose a procedure for obtaining information on key parameters as viewed by the subordinates. The procedure is
simple. Each manager and his subordinates will meet in presence of personnel trainer and discuss the concept. One trainer would
then complete a question which would indicate his/her expertise, people skills, functional skills, etc. the subordinates will judge the
manager on numerical scale and also provide base for such rating. The responses should be kept anonymous, if desired”. “Once all
the information is received, trainers will meet managers, brief them and discuss. The purpose is to develop a plan where provisions
of corrective actions, training programs and skill enhancement can be suggested”. Mr.Shashikant concluded by reaffirming that the
exercise will provide valuable information and feedback and also help managers to develop themselves. He said once the offer is
accepted, standards for performance shall be developed by the top management and then further steps would be taken.
Answer the following question.
Q1. As a manager with this company. What’s your reaction to this offer?
Q2. Give reasons, if you agree for training on skill development based on the performance report
Case (20
Marks)
This case gives an overview of the critical condition of the air pollution in New Delhi (India) in 2015. It discusses the causes, major
pollutants, effects and the government measures to control the air pollution levels. One of the government measures was the Odd
even formula, a plan to restrict private cars on the Delhi roads. The case also explains the details, strategies and regulations with
respect to the formula and highlights the mixed reviews on its working. of such incidents. On December 22, 2015, the Delhi High
Court commented that the air pollution condition in the national capital was of an “emergency nature”. According to The Economic
Times dated December 21, 2015, the Central Pollution Control Board reported that the Air Quality Index in New Delhi varied from
poor, very poor, to severe in the month of November and the first 10 days of December 2015. The Center for Science and
Environment stated that increased air pollution was the cause of 10,000 to 30,000 deaths in New Delhi annually.
Answer the following question.
Q1. Discuss the condition of air pollution in Delhi in the year2015.
Q2. What is CSR (Corporate Social Responsibility)? Explain the various measures taken by the government to control
the air pollution.
CONTACT
DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Advertising
Case Studies
case (20
Marks)
1. Much has been researched and written about how advertising works and produces its effects,but it is important to appreciate that
there are few definitive answers because of the nature of the subject itself.According to exposure and familiarity modle,simply
repeated exposure to advertising can develop preferences in the audience.The exposure effect occurs at some preconscious level as a
result of pictures,text,or colour in the ads.Another explanation is that repeated exposure to ads creates a feeling of familiarity with
the advertised product or service and familiarity leads to favourable evaluation and liking.Yet another explanation is that consumers
view high frequency of advertising or larger size of ads indicator of brand’s quality.Hierarchy models suggest that advertising
produces its effects by moving the consumer through a series of steps in a sequence_from becoming aware to ultimate purchase of
product or service.The sequential order suggests that advertising effects are produced over a period of time and that advertising may
not produse desired effects immediately.The type of purchase behavior depicted by these models is usually more relevant to highinvolvement
purchases.According to low-involvement learning modle, TV is described as low-involvement medium.Audience have
little opportunity to think about any commercial.It is just a fleeting moment in time.The commercial cannot be slowed down or
stopped as per the convenience of the audience.It is believed that frequent repetition of an ad on TV can impart reliability to the
product that can build brand preference,Many scholars view consumer involvement as an important variable that can help in
explaining message processing and purchase decision by consumers.Consumer involvement could be high or low and its nature may
be rational or emotional.Based on this view,Foote,Cone & Belding agency developed an advertising planning model.Kim-Lord grid
proposes that consumer may be simultaneously involved rationally and emotionally.The location… of product on Kim –Lord grid
can help determining whether the ad copy should be more emotional or rational .Cognitive response model proposes that at the time
of exposure to an ad ,the thoughts that emerge in consumers mind,called cognitive responses,can be counter-arguments or support
arguments and these thought influence consumer’s attitudes positively or negatively.According to ELM model,the depth of
information processing by the audience as a result of exposure to advertisement is a key factor in persuasion by influencing
attitudes.The depth of information processing would depend on the motivation and ability of the audience member.If either is
missing ,peripheral route to persuasion will result.But if the audience member has both the motivation and the ability to process
information,the central route to persuasion will occur.Attitudes formed as a result of central route to information processing are more
resistant to subsequent efforts to change with respect to attitude object.
Answer the following question.
Q1. What is the case all about?
Q2. What are the advantages of repeated exposure to ads?
case (20
Marks)
10. Shoppers ‘Delight’a large retail store,had above-average quality and competitive prices.It advertised its retail promotions in local
newspapers.Its TV advertising was mainly aimed at building store image and did not address retail promotions.The management
kewn it well that they had to advertise their retail promotions more,but they did not feel comfortable with the effectiveness of persent
efforts and wanted to better understand the impact of their present promotions.To better understand the effectiveness of the present
efforts,a study of advertising exposure,interpretation,and purchases was undertaken.Researchers conducted 50 in-depth interviews
with customers of the store’s target market to determine the appropriate product mix,price,ad copy and media,In addition,the store,s
image and that of its two competitors were measured.Based on the research findings,different product lines that would appeal to the
target customer were selected.The retail promotion was run for a full week.Full-page advertisements were released each day in the
two local Hindi newspapers,and also in one English newapaper that devotes six pages to the coverage of the state.Each evening,a
sample of 100 target market customers were interviewed by telephone as follows:1 .Target customers were asked if they had read the
newspaper that day .This was done to determine their exposure to advertisement.2.After a general description of the product lines,the
respondents were asked to recall any related retail advertisements they had seen or read.3.if the respondents were able to recall,they
were asked to describle the ad,the promoted products,sale prices,and the name of the sponsoring store.4.If the respondents were
accurate in their ad interpretation ,they were asked to express their intentions to purchase.5.Respondents were also asked for
suggestions to be incorporated in future promotions targeted at this consumer segment .Immediately after the close of
promotion,500target market customers were surveyed to determine what percentage of the target market actually purchased the
promoted products.It also determined which sources of information influenced them in their decision to purchase and the amount of
their purchase.Results of the study showed that ad exposure was 75% and ad awareness level was 68% and was considered as
high.Only 43% respondents exposed to and aware of the ad copay could accurately recall important details,such as the name of the
store promoting the retail sale.Just 43% correct interpretation was considered as low.Of those who could accurately interpret the ad
copay ,32% said they intended to respond by purchasing the advertised products and 68 per cent sad they had no intention to
buy.This yields an overall intention to buy of 7%.The largest area of lost opportunity was due to those who did not accurately
interpret the ad copay.The post-promotion survey indicated that only 4.2% of the target market customers made purchasesof the
promoted products during the promotion period.In terms of how these buyers learned of the promotion,46% mentioned newspaper
A(Hindi) ,27% newspaper B (Hindi),8% newspaper c( English), and 15% learned about sale through word-of-mouth
communication.The retail promotion was judged as successful in many ways,besides yielding sales worth Rs.900,000.However
,management was concerned about not achieving a higher level of ad comprehension,missing a significant sales opportunity.It was
believed that a better ad would have at least 75% correct comprehension among those aware of the ad .This in turn would almost
double sales without any additional cost.
Answer the following question.
Q1. give an overview of the case.
Q2. How and why the retail promotion was run for a full week?
case (20
Marks)
9. ”A while ago UK’s Advertising Standards Authority (ASA) told Liverpool-based Halewood international that their ad part of a 2
million pound campaign for their Lambrini drink was too sexy.ASA issued guidelines suggesting they use balding paunchy,middleaged
men instead of someone who was attractive and desirable.”The ad is in danger of implying that the drink may bring
sexual/social success, because the man in question looks quite attractive and desirable,”
Answer the following question.
Q1. Give an overview of the above case.
Q2. What is the role of ASA?
case (20
Marks)
15. . Unethical judgements lead to misleading and false advertising.Let us understand what is unethical and what is a lapse in the
application of ethics.Ethical dilemma is the outcome of an uneresolved interpretation of an ethical issue.We must appreciate the
difference between “having a right”and the “right thing to do “.For example should advertisers strive to persuade not so well-to-do
youth in urban and semi-urban areas to buy expensive sports shoes or brandedjeans?there is no law against such advertising but the
socially and morally responsible behavior may be to refrain,and so we have an ethical dilemma.It seems advertising professionals
find largely synonymous with legality and many consider advertising expensive jeans or sports shoes to all markets,including those
who should not buy them is “acceptable”ethical behavior.We must appreciate that one can be ethical only when there is the option of
being ethical.One cannot choose to be ethical when one cannot choose at all.Thus,ethics begins only where the law ends.Ethical
dilemmas can occur because advertisers typically sell brands,not just products.Even though functionally the products from different
manufacturers may be the same,advertisers present their brands as being different from other brands.In this process advertisers are
tempted to create false differences.Another situation creates dilemma when advertisers highlight only the good things about their
brand and omit any shortcomings.Whatever is said is not false,yet the ad dose not tell the whole truth.In contrast ethical lapse is
typically a clear of illegal behavior,not permitted by the law of the land.Plenty of laws govern what is legal in advertising but laws
ultimately reflect ethical judgements.As for the self-regulation,advertising and media associations,councils,and societies focus on
legalities rather than philosophies.The eternal question of when how by whom are these laws to be enforced in resolving ethical
dilemmas and lapses still remains.
Answer the following question.
Q1. Give an overview of the above case.
Q2. What is ethical lpase in ads?
Business Ethics
Answer the following question.
Q1. Discuss managers role in business ethics. (10 marks)
Q2. What is the relation of ethics in business? (10 marks)
Q3. Give need for consumer education. (10 marks)
Q4. Discuss seven points of mahatma Gandhi. (10 marks)
Q5. Give benefits of ISO 9000 quality systems. (10 marks)
Q6. What are some of the key strategies that a company can adopt to manage International Human Resource ? (10 marks)
Q7. List out the characteristics of direct distribution channel. (10 marks)
Q8. Explain exports of goods services in foreign exchange management act-1999. (10 marks)
Consumer Behaviour
Answer the following question.
Q1. Distinguish between rational and emotional buying motives with the help of examples? (10
marks)
Q2. Discuss the theories of learning (10
marks)
Q3. Discuss motive arousal (10
marks)
Q4. Write a note on price perceptions (10
marks)
Q5. Write a note on Motivational intensity (10
marks)
Q6. What are memory concepts relevant in advertising. (10
marks)
Q7. Define & explain the following with respect to consumer behavior, with examples Attitude (10
marks)
Q8. Explain the characteristics of Organizational buyers? State the factors affecting the same? Please explain the
individual consumer buying behavior?
(10
marks)
Finance Management
Answer the following question.
Q1. Why does diversification reduce risk? (10 marks)
Q2. State the decisions involved in Financial management (10 marks)
Q3. How negatively correlated investments behave in a market? (10 marks)
Q4. List and explain the three financial factors that influence the value of a business (10 marks)
Q5. Why do we add back non cash items to net profit while calculating cash flow from operating activities (10 marks)
Q6. Explain why financial planning is important to today’s chief executives? (10 marks)
Q7. Differentiate the real assets and securities. (10 marks)
Q8. Briefly explain what call provision is and in which case companies use this option. (10 marks)
Human Resource Management
Case Studies
CASE STUDY (20
Marks)
This case discusses software design and development company Menlo Innovations' (Menlo) approach towards project management
and innovation. Menlo's founder and president, Richard Sheridan (Sheridan) established the company in association with his
colleagues based on Thomas Edison's Invention Factory. Sheridan advocated the use of project management during software
implementation. Menlo adopted agile project management practices namely extreme programming that helped it simultaneously run
several projects successfully. This required employees to work in pairs encouraging knowledge sharing and learning from each other.
Similar to Edison's Invention Factory, the culture at Menlo was characterized by an open, flexible, and a collaborative working
environment. The case is about Menlo's flexible workplace practices that helped it in curbing attrition and employee retention while
its innovative approach to project management encouraged employee engagement and led to innovation. However, a few analysts
opined that it remained to be seen whether Menlo's flexible workplace approach could also be applied in a corporate environment.
Answer the following question.
Q1. Explain how Sheridan and the other co-founders at Menlo fostered innovation at the company.
Q2. Discuss the significance of project management in the success of a company.
Q3. Discuss the challenges faced in implementing such a system in a corporate environment.
CASE STUDY (20
Marks)
Phones 4u is the UK's leading independent mobile phone retailer for the youth and value segments, offering all networks and handset
brands, and is recognized for its success in engaging with these audiences through its unique standout marketing, social media
activity and through offering a market leading smartphone range. Leading the way in the mobile industry through its excellent
customer service, award-winning advertising and differentiated in-store experience, Phones 4u has over 500 stores and is still
growing. Phones 4u known for running the largest Ofsted accredited retail apprenticeship program in the UK. Significant investment
in the training and development along with a unique in store customer consultation process means Phones 4u delivers unrivalled
mobile expertise and advice tailored to individual customers’ needs. As a result, one in four new contract smartphones sold on the
high street are through Phones 4u. Due to a period of exceptional growth, the need arose to fill a number of vacancies in the South
HR team. It was imperative that the candidates recruited to these positions were an ideal fit in order to contribute to the continuing
success of the company. After briefing several agencies, Hudson HR stood out as the only consultancy able to deliver exactly what
was required. Essentially they needed a relationship that was built on trust and assurance of successful and sustainable delivery. Just
as crucial was a complete understanding of the client’s requirements on the recruitment consultancy’s part, not just of the company
and job roles, but also the team fit of both candidates into the current Phones 4u team. The initial contact with the Hudson HR
consultant proved fruitful – an instant rapport was created, which developed into a successful working relationship following faceto-
face meetings. Phones 4u felt from the start of the process that we really understood their needs which in turn helped us stand
apart from other agencies. The Hudson HR consultant took considerable care in ascertaining exactly what was required, whilst
finding out about the HR business partner herself, the team dynamic, team capability and how the team operates. Having all the
information and being diligent paid dividends; time was taken by Hudson HR to meet potential candidates and thoroughly establish
2/10/2018 Aeren Foundation
2/2
culture and team fit, as well as the relevant work skills and experience. Hudson HR also impressed by being constantly accessible –
consultants ensured that they were always available on their mobiles and continually kept all parties informed. It was also felt that
Hudson HR struck the right note with regard to approach; having avoided the “too pushy” method. On top of that, it was clear to
Phones 4u that we truly had their interest at heart. The end of a successful and enjoyable recruitment process saw a number of people
placed at Phones 4u who are all still there today and are excelling in their roles.
Answer the following question.
Q1. Give an over view of the case.
Q2. How did he multiple vacancies for recruitment exist in Phone 4 u? Discuss the recruitment procedure adopted by
Phone4 u company.
CASE STUDY (20
Marks)
General Energy is start-up oil and gas company, the global HR Director, who is based in Turkey was keen to recruit an HR and
Reward Manager to be based in the London office. The role is fairly unique as the ideal candidate required a strong reward
background with some HR generalist experience. Given the uniqueness of the role, the Global HRD was not sure exactly what
background and career path the possible candidates might have taken. She initially pitched the role between £50-£100k. The client
was aware of Hudson as we are the preferred supplier with the previous organization she worked for – Thames Water. We agreed that
we would work on this role on an exclusive basis and dedicate the time fully to finding the right candidate. As this was a brand new
role within a start-up company we suggested to the client that we would send CVs of candidates at various levels to enable the hiring
manager to assess the level and experience required. Filtering through CVs, the hiring manager was able to identify the type of
individual from a technical and cultural perspective that would suit the organization. We agreed that a candidate at the more senior
end was required as this role would need a candidate who has experience of designing and implementing reward projects. We did
offer a candidate the role but unfortunately the candidate was not confident in moving to a start-up organization. We however did
find another candidate who had previous oil and gas and start-up experience who was a better fit for the role. The candidate accepted
the offer and has enjoyed joining General Energy.
Answer the following question.
Q1. Debate the difficulties being faced by the organization in recruiting a reward manager.
Q2. Explain the selection procedure used in the recruitment of HR and Reward Manager.
CASE STUDY (20
Marks)
On May 29, 2009, the Emeryville, California-based computer animation Production Company Pixar Animation Studios (Pixar)
released its tenth feature film, Up, which was billed to become a hit like all its earlier nine films. Experts felt that Pixar’s
unprecedented success was due to the culture of innovation developed and nurtured at the company. They felt that its internal
training and employee education program, Pixar University, was one of the devices that the company employed to take forward its
innovation agenda. Making the shift from an idea-centered business to a people-centered business was another.
Answer the following question.
Q1. How, according to you, does the Pixar University help foster creativity and innovation at Pixar?
International Business
Answer the following question.
Q1. What are the factors that affect international pricing ? (10
marks)
Q2. What are the stages involved in new product development at international market ? (10
marks)
Q3. Discuss the evolution of International trade theory. (10
marks)
Q4. What are the different forces of globalisation ? (10
marks)
Q5. Discuss about organization structure of the WTO (10
marks)
Q6. What are the benefits of banks for promoting exporters under the scheme? (10
marks)
Q7. What are the steps taken by government to improve FDI? (10
marks)
Q8. What are the different dimensions of economic environment? What are the steps taken by government to improve
FDI?
(10
marks)
Marketing Management
Case Studies
CASE STUDY (20
Marks)
In early 2001, Gujarat Cooperative Milk Marketing Federation (GCMMF) planned to leverage its brand equity and distribution
network to turn Amul2 into India's biggest food brand. Verghese Kurien, Chairman of GCMMF, set a sales target of Rs.10 bn by
2006 as against sales of Rs 2.3 bn in 2001. In 2001, GCMMF entered the fast food market in India with the launch of vegetable
pizzas under the brand name SnowCap in Ahmedabad, Gujarat. GCMMF was also planning to launch its pizzas in other western
Indian cities like Mumbai, Surat, and Baroda. Depending on the response in these cities, GCMMF would decide to introduce its
pizzas in other cities in India. The pizzas were offered in four flavours: plain tomato-onion-capsicum, fruit pizza (pineapple-topped),
mushroom and 'Jain pizzas' (pizzas without onion or garlic). GCMMF launched the pizzas in the Rs.20-25 price range. The existing
players in the pizza market, like Domino's, Pizza Hut and Nirula's offered pizzas at nothing less than Rs.39. Analysts felt that
GCMMF's move would force the existing players to reduce their prices in the long run. GCMMF planned to open 3,000 pizza retail
franchise outlets all over the country by 2005. The pizzas would be made at the retail outlets. The technical training and the recipe
for the pizza would be provided by GCMMF. It would also negotiate with bulk suppliers of vegetables to get these at wholesale
rates. These would be provided to the retailers. The main cost component of the pizza is the mozarella cheese. GCMMF would offer
the cheese at a bulk rate of Rs.140 per kg, compared to the market price of Rs 146 per kg, thus saving the retailers Rs.6 per kg.
GCMMF on its part would have a ready market for its cheese products.
Answer the following question.
Q1. Give an overview of the case.
Q2. Explain in detail the diversion strategy of Gujarat Cooperative Milk Marketing Federation (GCMMF), “Amul”.
CASE STUDY (20
Marks)
The very first major move which Paul S. Otellini took, after becoming the new CEO of Intel Corporation, was changing the
company's 16-year old logo. The change was not only in the tag line but also in the famous Intel's "dropped-e" corporate logo. The
company was the market leader in its microprocessor segment and the famous tag line, 'Intel inside', was closely associated with its
success. A sudden shift from its year-old and well known corporate logo to a new one, was quite unlikely Intel. Moreover, the
company was planning to diversify to other businesses, apart from its core PC segment, thus, decided to change from 'Intel Inside' to
'Leap Ahead'. There were many instances where companies had changed their corporate logos and also succeeded in maintaining
their images in the market. This case allows room for discussing whether Intel has made the right move or not.
Answer the following question.
Q1. Discuss the new marketing initiatives taken by Intel.
Q2. Debate on whether this initiative would help Intel to succeed in future.
CASE STUDY (20
Marks)
2/10/2018 Aeren Foundation
2/2
Mr. Harish Jain, CEO of Energetic Enterprises, has established the firm for the manufacture and marketing of an innovative product.
The firm earned a reputation of its product within two years of its inception and enjoyed monopoly position in the market for its
product. Now it has a turnover of about Rs.80 crores. Three years back, some firms entered the market and offered cheap substitutes
which were of better quality. This year, Mr. Harish Jain is worried because about 40% of the market share has already been taken
away by the new firms and he is not able to check this trend. Mr. Jain has been looking after both production and marketing
functions though finance is being looked after by a finance manager having a professional degree in chartered accountancy. Mr. Jain
has recently lowered the price of his product to fight competition, but even this has not helped. He has now approached you for
advice to stabilize his sales volume.
Answer the following question.
Q1. Analyze the case.
Q2. Identify the strong and weak points of this case.
Q3. What environmental factors have caused a worry to Mr.Jain?
Q4. As a consultant, what strategies would you suggest to check further fall in market share?
CASE STUDY (20
Marks)
M/s SKYLINE Airlines is a large scale diversified group, since 1980. Due to recent global economic challenges Company is facing
problems with customer orientation. The firm is having declining sales & very few new customers. You have been asked to do the
best in this situation as the Marketing manager for the company
Answer the following question.
Q1. How to coin marketing concept of this company to boost sales?
Q2. What will you do to increase the customer’s base and retain old customers?
Q3. Draft a procedure for grievances.
Q4. Redesign a customer service process.
Operation Management
Answer the following question.
Q1. How are steady-state results achieved in a simulation? (10
marks)
Q2. Define the strategic goals of supply chain management and indicate how element of a supply chain (purchasing,
production, inventory and transportation and distribution) has an impact of these goals?
(10
marks)
Q3. Define the four basic waiting line structures and give an example of each? (10
marks)
Q4. Discuss the concept of robust design? Given an example of a robust product or service? (10
marks)
Q5. What is the logic of Taguchi methods? (10
marks)
Q6. List four basic operations strategies. (10
marks)
Q7. Explain the difference between total and partial productivity. (10
marks)
Q8. What is production/operations? (10
marks)
2/10/2018 Aeren Foundation
1/2
INDIAN SCHOOL OF BUSINESS MANAGEMENT AND
ADMINISTRATION
AN ISO 9001:2008 CERTIFIED INTERNATIONAL B-SCHOOL
Name : Sudip Bera Marks : 80
Course : Executive Masters in Business Administration (EMBA
Subject : Principles and Practice of Management
Case Studies
Case (20
Marks)
You are the head of a large department and several supervisors report to you. Recently you were confronted with a knotty problem. It
seems that one of the supervisors had gotten into a loud and disagreeable argument with an employee. You called the supervisor to
your office to hear his story. The supervisor admitted losing his temper and shouting at the employee, but he believed it was justified.
He had been observing the employee over the year the man had been with the company. During this period the employee had been
frequently late, and his absentee rate was above average. In addition, the supervisor went on to say that the employee was a
socializer on the job, frequently leaving his work to talk to other employees and to use the telephone for personal calls. The
supervisor then said that the proverbial last straw caused his outburst. The employee had come in late, and after about an hour of
work he made a telephone call which the supervisor had timed as lasting 14 minutes. The supervisor then started his tirade. The
employee denied being on the telephone that long, the supervisor called him a liar, and they continued the vituperative exchange
which ended when you called the supervisor to your office. After listening to the supervisor, you asked him if he had disciplined the
employee before, since apparently he had a poor record. You also asked if the employee had been placed on probation or had been
warned. The supervisor looked at you sheepishly and seemed reluctant to answer. You pressed him, for an answer, and he finally
blurted out that he was afraid to discipline the employee because he was black. He stated that the impression he had from you and
higher management was that black employees should be given special treatment so that they would feel welcome and not
discriminated against. He felt the company wanted to impress the public with its forward-looking employment practices and didn’t
want any trouble with the black community. As a result, he was lax in discipline and had kept a hands-off approach with all black
employees until his outburst. He said he couldn’t stand it anymore, and the 14-mintue telephone call caused him to lose his temper.
Answer the following question.
Q1. Why would a supervisor find it difficult to communicate with a black employee?
Q2. Could the company have done anything to offset the misunderstanding the supervisor apparently had about the
treatment of black employees?
Q3. To what extent did the supervisor’s lack of communication encourage the employee to think his behavior was
satisfactory? Explain.
Q4. What would you now tell the supervisor?
Case (20
Marks)
Medical Secretaries at Spire Sussex Hospital are delighted with the reporting capabilities of Health code’s e practice manager
system. Spire Sussex is one of 38 hospitals within the Spire Healthcare group, one of the country’s leading private hospital groups.
Located near Hastings, the hospital offers a range of services, including cosmetic surgery, orthopedics, psychiatry and gynecology,
treating thousands of insured and self-funded patients each year. Of more than 70 consultants who practice at Spire Sussex, half
entrust their billing and credit control to the hospital’s medical secretaries, a department which has expanded by 60% since it was
established in 1997. Catherine Good sell, PA to the Hospital Director, reports that her team process between 80 and 100 invoices
2/10/2018 Aeren Foundation
2/2
each week and manage the hospital accounts for each consultant using Health code’s e Practice manager. Spire Sussex Hospital pays
a monthly subscription for the online system and then charges the consultants concerned. Catherine recalls the decision to use Health
code: “We looked at other practice management systems but only Health code was able to offer the functionality we needed at the
right price. This was an important consideration because we wanted consultants who were going to use the system to be confident
they were getting the best value for money.” She is now in no doubt that Spire Sussex Hospital made the right choice: “It is so much
quicker to send bills to insurer’s electronically using e Practice manager rather than through the post and we can be confident that the
validated invoice has been received and can be processed straight away. When bulk payments are received from insurers, we can
reallocate the money to each patient’s account swiftly and accurately. “But for us the system’s greatest asset is its excellent reporting
capabilities, particularly debt analysis which makes it quicker and easier to keep track of overdue payments. We were also delighted
that Health code’s technicians were able to create a bespoke transaction report for us which shows only the specific information we
need for each patient and the amount outstanding. It has made life so much easier.” E Practice manager’s detailed reports enables
Spire Sussex’s medical secretaries to send out timely account statements and regular reminder letters. This means queries from
insured patients about shortfalls, or from insurers about the treatment provided to a patient can be flagged and resolved quickly.
Catherine adds that her team finds the system’s secure messaging feature particularly useful to keep in touch with private medical
insurers without compromising patient confidentiality. Overall, Catherine believes that e-Practice manager has been a great
investment. She concludes: “I’m delighted to say that we have never looked back. The system is really intuitive which has made it
quick and easy to learn and yet it provides all the functionality we need. Most importantly, our consultants tell us it is working well
for them too.”
Answer the following question.
Q1. Explain the role of e-Practice Manager in Sussex Hospital.
Q2. Is this system helpful for such health organizations? Explain.
Case (20
Marks)
National Printers LTD, is a nationwide company engaged in printing and packaging industry with a market share of around 20 per
cent. Its corporate office at Mumbai, is a buzz with the appointment of director, personnel, Mr.Shashikant and today he’s to present
his ideas in first meeting he has called. The meeting attended by three Vice-President, heads of finance, marketing and around 45
managers, started and he was called upon to present his views. Mr.Shashikant started, “my division is responsible for developing
performance standards evaluation and personnel development of line managers. I want to specially focus on larger issue of
developing their abilities the company has relied upon evaluation by superiors and personnel department. But may I suggest, that the
performance of the manager should be evaluated by adding one more element, i.e., information obtained from their subordinates.”
He added, “I propose a procedure for obtaining information on key parameters as viewed by the subordinates. The procedure is
simple. Each manager and his subordinates will meet in presence of personnel trainer and discuss the concept. One trainer would
then complete a question which would indicate his/her expertise, people skills, functional skills, etc. the subordinates will judge the
manager on numerical scale and also provide base for such rating. The responses should be kept anonymous, if desired”. “Once all
the information is received, trainers will meet managers, brief them and discuss. The purpose is to develop a plan where provisions
of corrective actions, training programs and skill enhancement can be suggested”. Mr.Shashikant concluded by reaffirming that the
exercise will provide valuable information and feedback and also help managers to develop themselves. He said once the offer is
accepted, standards for performance shall be developed by the top management and then further steps would be taken.
Answer the following question.
Q1. As a manager with this company. What’s your reaction to this offer?
Q2. Give reasons, if you agree for training on skill development based on the performance report
Case (20
Marks)
This case gives an overview of the critical condition of the air pollution in New Delhi (India) in 2015. It discusses the causes, major
pollutants, effects and the government measures to control the air pollution levels. One of the government measures was the Odd
even formula, a plan to restrict private cars on the Delhi roads. The case also explains the details, strategies and regulations with
respect to the formula and highlights the mixed reviews on its working. of such incidents. On December 22, 2015, the Delhi High
Court commented that the air pollution condition in the national capital was of an “emergency nature”. According to The Economic
Times dated December 21, 2015, the Central Pollution Control Board reported that the Air Quality Index in New Delhi varied from
poor, very poor, to severe in the month of November and the first 10 days of December 2015. The Center for Science and
Environment stated that increased air pollution was the cause of 10,000 to 30,000 deaths in New Delhi annually.
Answer the following question.
Q1. Discuss the condition of air pollution in Delhi in the year2015.
Q2. What is CSR (Corporate Social Responsibility)? Explain the various measures taken by the government to control
the air pollution.
No comments:
Post a Comment