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Examination Paper of Business Communication
IIBM Institute of Business Management
• This section consists of multiple choices and Short Notes type questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B109
Examination Paper Business Communication
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The most important goal of business communication is_________. (1)
a) favorable relationship between sender and receiver
b) organizational goodwill
c) receiver response
d) receiver understanding
II. Down ward communication flows from_________ to_________. (1)
e) Upper to lower
f) Lower to upper
g) Horizontal
h) Diagonal
III. Horizontal communication takes place
between_________. (1)
a. superior to subordinate
b. subordinate to superior
c. employees with same status
d. none of these
IV. The study of communication through touch is_________. (1)
a. chronemics
b. haptics
c. proxemics
d. semantic
V._____________ channel of communication is known as grapevine (1)
a. Formal
b. Informal
c. Horizontal
d. Vertical
VI. The following is (are) the most effective ways of communication. (1) a. Verbal b. Non verbal c. Written d. All of the above
Examination Paper of Business Communication
IIBM Institute of Business Management
END OF SECTION A
• This section consists of Caselets.
• Answer all the questions.
• Each Caselet carries 20marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. The handshake that conveys confidence is (1)
a. Limp
b. Firm
c. Loose
d. Double
VIII. ________ of the letter consists of main message. (1)
a. Heading
b. Body
c. Greeting
d. Closing
IX. Body of a letter is divided into ________
parts. (1)
a. 1
b. 2
c. 3
d. 4
X. X. A persuasive message will fail if_____ (1)
a. it does not focus on what is in it for the reader
b. it only lists facts
c. it moves too slowly
d. all of the above
Part Two:
1. Brief Grapevine communication? (5)
2. List the 7 C’s of Communication? (5)
3. Describe the various barriers of communication? (5)
4. Write the negotiation process. (5)
Section B: Caselets (40 marks)
Caselet 1
Barry and Communication Barriers Effective Communication as a Motivator One common complaint employees voice about supervisors is inconsistent messages – meaning one supervisor tells them one thing and another tells them something different. Imagine you are the supervisor/manager for each of the employees described below. As you read their case, give
Examination Paper of Business Communication
IIBM Institute of Business Management
consideration to how you might help communicate with the employee to remedy the conflict. Answer the critical thinking questions at the end of the case then compare your answers to the Notes to Supplement Answers section. Barry is a 27-year old who is a foodservice manager at a casual dining restaurant. Barry is responsible for supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Barry is Serv Safe® certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and hand washing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Barry in his food safety efforts because they know if a food safety outbreak were ever linked to their restaurant; it would likely put them out of business. Still, the owners note there are additional costs for training and making sure food is handled safely. One day Barry comes to work and is rather upset even before he steps into the restaurant. Things haven’t been going well at home and he was lucky to rummage through some of the dirty laundry and find a relatively clean outfit to wear for work. He admits he needs a haircut and a good hand scrubbing, especially after working on his car last evening. When he walks into the kitchen he notices several trays of uncooked meat sitting out in the kitchen area. It appears these have been sitting at room temperature for quite some time. Barry is frustrated and doesn’t know what to do. He feels like he is beating his head against a brick wall when it comes to getting employees to practice food safety. Barry has taken many efforts to get employees to be safe in how they handle food. He has huge signs posted all over the kitchen with these words: KEEP HOT FOOD HOT AND COLD FOOD COLD and WASH YOUR HANDS ALWAYS AND OFTEN. All employees are given a thermometer when they start so that they can temp food. Hand sinks, soap, and paper towels are available for employees so that they are encouraged to wash their hands frequently.
Questions
1. What are the communication challenges and barriers Barry faces? (10)
2. What solutions might Barry consider in addressing each of these challenges and barriers? (10)
Caselet 2
Mr. Dutta, newly appointed president of century Airlines, knew the company’s survival depended on customer service, which in turn depended on motivated employees. So he created the Century Spirit program to build team spirit by encouraging employee participation, individual initiative, and open communication. Among the program’s early successes was newspaper started by a group of flight attendants. The plane truth published information about benefits and work conditions as well as feature stories and humorous articles. It quickly became popular not only with flight attendant but with pilot, machinists, and baggage handlers.
As time went on, though, the plane truth began to run articles critical of the company. When management cut back worker’s hours, the, newspaper questioned what sacrifices the executive were making. When the technical services department releases figures showing long turnaround times, the paper questioned the machinist’s work ethic. Worried that customer might see the newspaper; Mr. Dutta wanted to cancel it. The president of the flight attendants union also wanted to see it was stirring up trouble with the machinists.
Examination Paper of Business Communication
IIBM Institute of Business Management
• This section consists of Applied Theory Questions.
• Answer all the questions.
• Each question carries 15marks.
• Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
Ms. Rachel, Century’s human resource director, was asked to stop the publication. But she hesitated. She knew the employee morale was on the brink, but she did not know whether the newspaper was venting worker’s frustrations and reinforcing team spirit or stirring up old animosities and bringing the whole company down. Was it creating more tension than unity or vice-versa?
Questions
1. What Communication issues are involved at Century Airlines? (10)
2. What Communication Channels are being Utilized (10)
Section C: Applied Theory (30 marks)
1. Explain the various non verbal communications with an example in business
Scenario? (15)
2. Delineate the types of parts of business report writing? (15)
S-2-010619

Examination Paper of Management Information Systems
IIBM Institute of Business Management
IIBM Institute of Business Management
SubjectCode-B110
Examination Paper
Management Information Systems
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.A person machine-system and a highly integrated grouping of information-processing functions designed to provide management with a comprehensive picture of specific operation is called (1)
a) DSSB
b) MISC
c) IISD
II. Which one of the following is not an important characteristic of useful and effective information? (1)
a) Accuracy
b) Timelines
c) Completeness
d) Economy
d) All of the above
III. The most important reason for failure of MIS is (1)
a) Use of improper tools for design
b) Noninvolvement of end-user
c) Improper specification
d) None of the above
IV. Top level Managers use (1)
a) Strategic information
b) Tactical information
c) Operational information
d) None of these
V.System is an important factor of MIS. There are various types of systems. Which one of the following is not a system? (1)
a) Physical system
b) Integrated system
c) Open system
d) Open system
VI. Which one of the following is not an approach for development of MIS? (1) a) Hierarchical approach b) Integrative approach c) Modular approach d) Elective approach
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Management Information Systems
IIBM Institute of Business Management
VII. Management is linked to information by (1)
a. Decisions
b. Data
c. Both [A] And [B]
d. None Of The Above
VIII. Which pattern reflects a pure executive form of management?
(1)
a. Functional
b. Line
c. Line and Staff
d. Committee
IX. The term financial engineering is related to (1)
a) Cost of production
b) Financial restructuring
c) Product planning
d) Capital issue
X. The goal of financial management is to (1)
a) Maximize the wealth of preference share holders
b) Maximize the wealth of debenture holders
c) Maximize the wealth of equity share holders
d) All of the above
Part Two:
1. What is purpose of information system from a business perspective? (5)
2. What are Enterprise System? How do they benefit businesses? (5)
3. Differentiate DSS from MIS. (5)
4. What do you mean by Data visualizations? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Management Information System
Caselet -1
A waiter takes an order at a table, and then enters it online via one of the six terminals located in the restaurant dining room. The order is routed to a printer in the appropriate preparation area: the cold item printer if it is a salad, the hot-item printer if it is a hot sandwich or the bar printer if it is a drink. A customer’s meal check-listing (bill) the items ordered and the respective prices are automatically generated. This ordering system eliminates the old three-carbon-copy guest check system as well as any problems caused by a waiter’s handwriting. When the kitchen runs out of a food item, the cooks send out an ‘out of stock’ message, which will be displayed on the dining room terminals when waiters try to order that item. This gives the waiters faster feedback, enabling them to give better service to the customers. Other system features aid management in the planning and control of their restaurant business. The system provides up-to-the-minute information on the food items ordered and breaks out percentages showing sales of each item versus total sales. This helps management plan menus according to customers’ tastes. The system also compares the weekly sales totals versus food costs, allowing planning for tighter cost controls. In addition, whenever an order is voided, the reasons for the void are keyed in. This may help later in management decisions, especially if the voids consistently related to food or service. Acceptance of the system by the users is exceptionally high since the waiters and waitresses were involved in the selection and design process. All potential users were asked to give their impressions and ideas about the various systems available before one was chosen.
Questions
1. What would make the system a more complete MIS rather than just doing transaction processing? (10)
2. Explain the probable effects that making the system more formal would have on the customers and the management? (10)
Caselet 2
The Company is considered to be a leader in the design and production of industrial and commercial air-conditioning equipment. While most of the products were standard items, a considerable number involving large sales volume were specially designed for installation in big office buildings and factories. Besides being an innovator in product design and having an exceptionally good customer service department, the company is well known for its high-quality products and its ability to satisfy the customer requirements promptly.
Because of its rapid growth, the company had to be careful with its cash requirements, especially for accounts receivable and for inventories. For many years, the company had kept inventories under close control at a level equal to 1.7 times the monthly sales, or a turnover of nearly 6 times per year. But, all of a sudden, inventories soared to triple monthly sales, and the company found itself with Rs.30 crores of inventories above a normal level. Calculating a cost of carrying inventory at 30 percent of the value of
IIBM Institute of Business Management
Examination Paper of Management Information System
inventories (including the cost of money, storage and handling, and obsolescence), it was estimated that this excess inventory was costing the company Rs.9 crores per year in profits before taxes. In addition, it forced the to call on its bank for more loans than had company been expected.
Mr. Dcepak Mehra, president of Connair, was understandably worried and incensed when this matter came to his attention. He was told that the primary reasons for this rise in inventory were excessive buying of raw materials in advance because of anticipated shortages and the failure of a new computer software, with the result the people in the production and purchasing departments were not having complete information as to what was happening to inventory for several months.
Mr. Mehra, taking the stand that no company should let something like this surplus inventory occur without advance notice and that no manager can be expected to control a business on the basis of history, instructed his vice-president for finance to come up with a program to get better control of inventories in the future.
Questions for Discussion:
1. What do you find wrong with Connair’s controls? (10)
2. Are there any other techniques or approaches to control that you would suggest? (10)
Section C: Applied Theory (30 marks)
1. List and describe the information systems serving each of the major functional areas of business? (15)
2. What are the characteristics of MIS? How MIS do differs from TPS? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Production and Operations Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B107 Examination Paper
Production and Operations Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The purpose of the transportation approach for locational analysis is to minimize (1)
a) Total costs
b) Total shipping costs
c) Total variable costs
d) Total fixed costs
II. Which of the following would not generally be a motive for a firm to hold inventories? To (1)
e) Take advantage of quantity discounts
f) Minimize holding costs
g) Reduce stock out risks
h) Decouple production from distribution
III. Which of the following are assignable cause? (1)
a. Large variations in hardness of material
b. Tool wear
c. Errors in setting
d. All of the above
IV. Like roots of a tree, ________of organization is hidden from direct view.
(1)
a. Goodwill
b. Core competence
c. Higher management
d. Capital investment
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Production and Operations Management
IIBM Institute of Business Management
V.Inadequate production capacity ultimately leads to (1)
a. Poor quality
b. Poor Customer Service
c. Poor inventory control
d. All of the above
VI. Limitations of Traditional cost accounting are (1) a. Assumes factory as an isolated entity b. It measures only the cost of producing c. Both (A) and (B) d. None of the above
VII. Business is rated on which dimensions
(1)
a. Market attractiveness
b. Business strength
c. Both (A) and (B)
d. None of the above
VIII. How does ‘structure’ reduce external uncertainty arising out of human behavior (1)
a. Research and planning
b. Forecasting
c. Both (A) and (B)
d. None of the above
IX. Objective of Work Study is to improve _______ (1)
a. Cycle time
b. Productivity
c. Production
d. All of the above
X. Which of the following are activities of corrective maintenance? (1)
a. Overhauling
b. Emergency repairs
c. Modifications and improvements
d. All of the above
Part Two:
1. What are the dimensions of quality? (5)
2. What is Quality? (5)
3. What is Materials Planning? (5)
4. Need for Inventory Management – Why do Companies hold inventories? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Production and Operations Management
Caselet 1
The pizza business did well and by 1965, Thomas was able to open two more stores in the town -Pizza King and Pizza from the Prop. Within a year, Varti opened a pizza store in a neighborhood town with the same name, DomiNick’s Pizza. Thomas decided to change the name of his first store, DomiNick’s Pizza, and one of his employees suggested the name Domino’s Pizza(Domino’s). The advantage of this name Thomas felt was that it would be listed after DomiNick in the directory. Domino’s philosophy rested on two principles – limited menu and delivering hot and fresh pizzas within half-an-hour. In 1967, it opened the first franchise store in Ypsilanti, and in 1968, a franchise store in Burlington, Vermont. However, the company ran into problems when its headquarters (the first store) and commissary were destroyed by fire. In the early 1970s, the company faced problems again when it was sued by Amstar, the parent company of Domino Sugar for trademark infringement. Thomas started looking for a new name and came up with Red Domino’s and Pizza’s Dispatch. However, there wasn’t any need for it because Domino’s won the lawsuit in 1980.In 1982, Domino’s Pizza established Domino’s Pizza International (DPI) that was made responsible for opening Domino’s stores internationally. The first store was opened in Winnipeg, Canada. Within a year, DPI spread to more than 50 countries and in 1983, it inaugurated its1000th store. Around the same time, new pizza chains like Pizza Hut and Little Caesar established themselves in the USA. Domino’s Pizza faced intense competition because it had not changed its menu of traditional hand-tossed pizza. The other pizza chains offered low-priced breadsticks, salads and other fast food apart from pizzas. Domino’s faced tough competition from Pizza Hut in the home delivery segment also. Little Caesar was eating into Domino’s market share with its innovative marketing strategies. By 1989, Domino’s sales had reduced significantly and cash flows were affected due to the acquisition of assets. In 1993, Thomas took measures to expand Domino’s product line, in an attempt to revive the company and tackle competition. The company introduced pan pizza and bread sticks in the USA. In late 1993, Domino’s introduced the Ultimate Deep Dish Pizza and Crunchy Thin Crust Pizza. In 1994, it rolled out another non-pizza dish – Buffalo wings. Though Domino’s did not experiment with its menu for many years, the company adopted innovative ways in managing a pizza store. Thomas gave about 90% of the franchisee agreements in the USA to people who had worked as drivers with Domino’s. The company gave ownership to qualified people, after they had successfully managed a pizza store for a year and had completed a training course. Domino’s also gave franchises to candidates recommended by existing franchisees. Outside the USA, most of Domino’s stores were franchise-owned. Domino’s was also credited for many innovations in the pizza industry and setting standards for other pizza companies. It has developed dough trays, corrugated pizza boxes, insulated bags for delivering pizzas, and conveyor ovens.
In 1993, Domino’s withdrew the guarantee of delivering pizzas within 30-minutes of order andstarted emphasizing on Total Satisfaction Guarantee (TSG) which read: “If for any reason, you are dissatisfied with your Domino’s Pizza dining experience, we will re-make your pizza or refund your money.” Domino’s entered India in 1996 through a franchise agreement with VamBhartia Corp in Delhi. With the overwhelming success of the first outlet, the company opened another outlet in Delhi. By 2000, Domino’s had outlets in all major cities in India. When
IIBM Institute of Business Management
Examination Paper of Production and Operations Management
Domino’s entered India, the concept of home delivery was still in its nascent stages. It existed only in some major cities and was restricted to delivery by the friendly neighborhood fast food outlets. Eating out at ‘branded’ restaurants was more common. To penetrate the Indian market, Domino’s introduced an integrated home delivery system from a network of company outlets within 30 minutes of the order. Goutham Advani (Advani), Chief of Marketing, Domino’s Pizza India, said, “What really worked its way into the Indian mind set was the promised 30-minute delivery.” Domino’s also offered compensation: Rs.30/- off the price tag if there was a delay in delivery. For the first 4 years in India, Domino’s concentrated on its ‘Delivery’ strategy.
Domino’s Logistics Model
Analysts felt that Domino’s took a cue from McDonald’s supply chain model. However, they opined that the level of complexity in McDonald’s system in India was not as high as that of Domino’s. Commented Bhatia ,”McDonald’s operations are not as spread out as ours. They are in four cities while we are in 16.Centralizing wouldn’t work on such a geographical scale”. The logistics model adopted by Domino’s offered some obvious benefits including lower transportation costs, cheaper procurement and economies of scale. Domino’s had already cut out the duplication in procurement and processing of raw materials across each of the three commissaries. The old model of self-contained commissaries had another disadvantage: adding new outlets did not translate into greater economies of scale. Bhatia planned to extend the model to other parts of the country as well. The commissary was to be located near the largest market in that region. Bhatia said, “Our roll-out began only after we mapped out our procurement strategy.” Based on the agricultural map of India, Domino’s looked McDonald’s had one of the best logistics models in India. To maintain consistency and quality of its products, McDonald’s shipped all the raw materials lettuce, patties et al to a cold storage close to the main market. Based on a daily demand schedule that was prepared a day in advance, the required amount of raw material was transported to individual outlets to get the best product at the lowest cost.
Thus, tomatoes would come from Bhubaneswar, spices from the south, baby corn from Nepal (where it’s 40% cheaper than in India) and vegetables from Sri Lanka. Similarly, Domino’s India planned to extend its operations to Nepal, Sri Lanka and Dhaka. The company planned to establish a commissary in Sri Lanka. Domino’s also identified specialty crops in each region. The commissary in that region was entrusted with the task of processing that specialty crop. For instance, the commissary for the eastern region in Kolkata was responsible for buying tomatoes, processing them and then sending them to all the other commissaries. Similarly, the northern commissary had to deliver pizza bases. This way, Domino’s minimized duplication as well as the dangers of perish ability. Once the new model was formalized, Bhatia planned to use Domino’s 25 refrigerated trucks to transport products for other companies on the same route. For instance, if an operator in Kochi(Kerala) needed to transport specialty cheese, he could use the Domino’s fleet to transport his products. Said Bhatia, “Not too many people have refrigerated trucks in the country. And we can offer them quality service because we will be giving them standards we use for ourselves.” Company sources said that enquiries from clients for such transport facilities had started coming in. Bhatia said he was in the process of selecting a person to head the logistics operation, which would be spun off as a separate profit centre. Bhatia seemed confident that the profit centre had the potential to bring in Rs 10 by 2006. However, he said the profit center would not be allowed to impede the growth of the pizza
IIBM Institute of Business Management
Examination Paper of Production and Operations Management
business, Domino’s core operation. Only those deliveries that did not delay or deroute the truck would be considered
Questions
1. Describe about the Article for Logistics and Operations Management Domino’s Pizza’s Process Technology (20)
Caselet 2
ABC Ltd. is the country’s largest manufacturer of spun yarn with well-established market. ABC Ltd. has good reputation for quality and service. Their marketing department identified that the potential for global market is expanding rapidly and hence the company undertook exercise for expansion of the capacity for export market. The company formed team of Marketing and Materials department to study the global logistics possibilities. After extensive study, the team came up with a report on global logistics and submitted that global logistics is essentially same as domestic due to following similarities: • The conceptual logistics framework of linking supply sources, plants, warehouses and customers is the same. • Both systems involve managing the movement and storage of products. • Information is critical to effective provision of customer service, management of inventory, vendor product and cost control. • The functional processes of inventory management, warehousing, order processing, carrier selection, procurement, and vendor payment are required for both. • Economic and safety regulations exist for transportation. The company had very economical and reliable transportation system in existence. For exports as well they decided to evaluate capabilities of their existing transporter and entrusted them with the job of transport till port. For customs formalities they engaged a good CHA after proper cost evaluation and entered into contract for freight with shipping company agent. The response for company’s export was very good and the company could get as many as 15 customers within first two months and reached to a level of USD 250,000 per month by the end of first half of the year. Based on this response the export volumes were expected to grow to a level of USD 400,000 per month by the end of the year. When the review was made at the end of the year, company found that export volumes had in fact come down to the level of USD 120,000 which was much lower than it had reached in the first half of the year. The managing committee had an emergency meeting to discuss this and the export manager was entrusted with the task of identifying the reasons for this decline. Mr. Ganesh decided to visit the customers for getting the first hand information. When he discussed the matter with the customers, the feedback on the quality and price were good but the customers were very upset on the logistic services due to delayed shipments, frequent changes in shipping schedules, improper documentation, improper identifications, package sizes, losses due to transit damages etc. After coming back, the export manager checked the dispatch schedules and found that production and ex-works schedules were all proper. Then he studied the logistics systems and found that the logistics cost was very high and all the logistics people were demotivated due to the overwork and were complaining of total lack of co-ordination and the system had become totally disorganized.
Questions
1. Explain the problems experienced by ABC Ltd. What is the main cause of these problems? (20)
END OF SECTION B
IIBM Institute of Business Management
Examination Paper of Production and Operations Management
Section C: Applied Theory (30 marks)
1. The Advantages & Disadvantages of Economic Order Quantity (EOQ)? (15)
2. Distinguish between just-in-time and just-in-case as stock management systems?(15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C

Examination Paper of Strategic Management
IIBM Institute of Business Management
IIBM Institute of Business Management
SubjectCode-B108 Examination Paper
Strategic Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I. Horizontal integration is concerned with
(1)
a) Production
b) Quality
c) Product planning
d) All of the above
II. It refers to formal and informal rules, regulations and procedures that complement the company structure (1)
a) Strategy
b) Systems
c) Environment
d) All of the above
III. Strategic management is mainly the responsibility of (1)
a. Lower management
b. Middle management
c. Top management
d. All of the above
IV. Formal systems are adopted to bring ________ & amalgamation of decentralized units into product groups.
(1)
a. Manpower
b. Co-ordination
c. Production
d. All of the above
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Strategic Management
IIBM Institute of Business Management
IV.Like roots of a tree, ________of organization is hidden from direct view. (1)
a. Performance
b. Strategy
c. Core competence
d. All of the above
V. The actual performance deviates positively over the budgeted performance. This is an indication of ……….. Performance. (1) a. Superior b. Inferior c. Constant d. Any of the above
VI. Criteria for making an evaluation is (are)
(1)
a. Consistency with goals
b. Consistency with environment
c. Money
d. All of the above
VII. Changes in company ………. also necessitates changes in the systems in various degrees (1)
a. structure
b. system
c. strategy
d. turnover
VIII. Micro environment is the ………. environment of a company. (1)
a. Working
b. Human
c. External
d. Internal
X Techniques used in environmental appraisal are (1)
a.Single-variable
extrapolation/multivariable
interaction analysis
b.Structured/ unstructured
expert/inexpert opinion
c.Dynamic modes and mapping
d.All of the above
Part Two:
1. Distinguish between a strategy and tactics. (5)
2. Give an outline of relation between ‘Strategy and Customer’ in brief? (5)
3. Explain in brief the concept of strategic thinking? (5)
4. What are the basic elements of planning? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Strategic Management
Caselet 1
Apple’s profitable but risky strategy
When Apple’s Chief Executive – Steven Jobs – launched the Apple iPod in 2001 and the iPhone in 2007, he made a significant shift in the company’s strategy from the relatively safe market of innovative, premium-priced computers into the highly competitive markets of consumer electronics. This case explores this profitable but risky strategy.
Early beginnings
To understand any company’s strategy, it is helpful to begin by looking back at its roots. Founded in 1976, Apple built its early reputation on innovative personal computers that were particularly easy for customers to use and as a result was priced higher than those of competitors. The inspiration for this strategy came from a visit by the founders of the company – Steven Jobs and Steven Wozniack – to the Palo Alto research laboratories of the Xerox Company in 1979. They observed that Xerox had developed an early version of a computer interface screen with the drop-down menus that are widely used today on all personal computers. Most computers in the late 1970s still used complicated technical interfaces for even simple tasks like typing – still called ‘word-processing’ at the time.
Jobs and Wozniack took the concept back to Apple and developed their own computer – the Apple Macintosh (Mac) – that used this consumer-friendly interface. The Macintosh was launched in 1984. However, Apple did not sell to, or share the software with, rival companies. Over the next few years, this non-co-operation strategy turned out to be a major weakness for Apple.
Battle with Microsoft
Although the Mac had some initial success, its software was threatened by the introduction of Windows 1.0 from the rival company Microsoft, whose chief executive was the well-known Bill Gates. Microsoft’s strategy was to make this software widely available to other computer manufacturers for a license fee – quite unlike Apple. A legal dispute arose between Apple and Microsoft because Windows had many on-screen similarities to the Apple product. Eventually, Microsoft signed an agreement with Apple saying that it would not use Mac technology in Windows 1.0. Microsoft retained the right to develop its own interface software similar to the original Xerox concept.
Coupled with Microsoft’s willingness to distribute Windows freely to computer manufacturers, the legal agreement allowed Microsoft to develop alternative technology that had the same on-screen result. The result is history. By 1990, Microsoft had developed and distributed a version of Windows that would run on virtually all IBM-compatible personal computers – see Case 1.2. Apple’s strategy of keeping its software exclusive was a major strategic mistake. The company was determined to avoid the same error when it
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Examination Paper of Strategic Management
came to the launch of the iPod and, in a more subtle way, with the later introduction of the iPhone.
Apple’s innovative products
Unlike Microsoft with its focus on a software-only strategy, Apple remained a full-line computer manufacturer from that time, supplying both the hardware and the software. Apple continued to develop various innovative computers and related products. Early successes included the Mac2 and PowerBooks along with the world’s first desktop publishing program – PageMaker. This latter remains today the leading program of its kind. It is widely used around the world in publishing and fashion houses. It remains exclusive to Apple and means that the company has a specialist market where it has real competitive advantage and can charge higher prices.
Not all Apple’s new products were successful – the Newton personal digital assistant did not sell well. Apple’s high price policy for its products and difficulties in manufacturing also meant that innovative products like the iBook had trouble competing in the personal computer market place.
Apple’s move into consumer electronics
Around the year 2000, Apple identified a new strategic management opportunity to exploit the growing worldwide market in personal electronic devices – CD players, MP3 music players, digital cameras, etc. It would launch its own Apple versions of these products to add high-value, user-friendly software. Resulting products included iMovie for digital cameras and I DVD for DVD-players. But the product that really took off was the iPod – the personal music player that stored hundreds of CDs. And unlike the launch of its first personal computer, Apple sought industry co-operation rather than keeping the product to itself.
Launched in late 2001, the iPod was followed by the iTunes Music Store in 2003 in the USA and 2004 in Europe – the Music Store being a most important and innovatory development. iTune was essentially an agreement with the world’s five leading record companies to allow legal downloading of music tracks using the internet for 99 cents each. This was a major coup for Apple – it had persuaded the record companies to adopt a different approach to the problem of music piracy. At the time, this revolutionary agreement was unique to Apple and was due to the negotiating skills of Steve Jobs, the Apple Chief Executive, and his network of contacts in the industry. Apple’s new strategy was beginning to pay off. The iPod was the biggest single sales contributor in the Apple portfolio of products.
In 2007, Apple followed up the launch of the iPod with the iPhone, a mobile telephone that had the same user-friendly design characteristics as its music machine. To make the iPhone widely available and, at the same time, to keep control, Apple entered into an exclusive contract with only one national mobile telephone carrier in each major country – for example, AT&T in the USA and O2 in the UK. Its mobile phone was premium priced – for
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Examination Paper of Strategic Management
example, US$599 in North America. However, in order to hit its volume targets, Apple later reduced its phone prices, though they still remained at the high end of the market. This was consistent with Apple’s long-term, high-price, high-quality strategy. But the company was moving into the massive and still-expanding global mobile telephone market where competition had been fierce for many years.
And the leader in mobile telephones – Finland’s Nokia – was about to hit back at Apple, though with mixed results. But other companies, notably the Korean company Samsung and the Taiwanese company, HTC, were to have more success later.
So, why was the Apple strategy risky?
By 2007, Apple’s music player – the iPod – was the premium-priced, stylish market leader with around 60 per cent of world sales and the largest single contributor to Apple’s turnover. Its iTune download software had been re-developed to allow it to work with all Windows-compatible computers (about 90 percent of all PCs) and it had around 75 percent of the world music download market, the market being worth around US$1000 million per annum. Although this was only some 6 percent of the total recorded music market, it was growing fast. The rest of the market consisted of sales of CDs and DVDs direct from the leading recording companies.
In 2007, Apple’s mobile telephone – the iPhone – had only just been launched. The sales objective was to sell 10 million phones in the first year: this needed to be compared with the annual mobile sales of the global market leader, Nokia, of around 350 million handsets. However, Apple had achieved what some commentators regarded as a significant technical breakthrough: the touch screen. This made the iPhone different in that its screen was no longer limited by the fixed buttons and small screens that applied to competitive handsets. As readers will be aware, the iPhone went on to beat these earlier sales estimates and was followed by a new design, the iPhone 4 in 2010.
The world market leader responded by launching its own phones with touch screens. In addition, Nokia also launched a complete download music service. Referring to the new download service, Rob Wells, senior Vice President for digital music at Universal commented: ‘This is a giant leap toward where we believe the industry will end up in three or four years’ time, where the consumer will have access to the celestial jukebox through any number of devices.’ Equally, an industry commentator explained: ‘[For Nokia] it could be short-term pain for long-term gain. It will steal some of the thunder from the iPhone and tie users into the Nokia service.’ Readers will read this comment with some amazement given the subsequent history of Nokia’s smart phones that is described in Case 9.2.
‘Nokia is going to be an internet company. It is definitely a mobile company and it is making good progress to becoming an internet company as well,’ explained Olli PekkaKollasvuo, Chief Executive of Nokia. There also were hints from commentators that Nokia was likely to make a loss on its new download music service. But the company was determined to ensure that Apple was given real competition in this new and unpredictable market.
IIBM Institute of Business Management
Examination Paper of Strategic Management
Here lay the strategic risk for Apple. Apart from the classy, iconic styles of the iPod and the iPhone, there is nothing that rivals cannot match over time. By 2007, all the major consumer electronics companies – like Sony, Philips and Panasonic – and the mobile phone manufacturers – like Nokia, Samsung and Motorola – were catching up fast with new launches that were just as stylish, cheaper and with more capacity. In addition, Apple’s competitors were reaching agreements with the record companies to provide legal downloads of music from websites.
Apple’s competitive reaction
As a short term measure, Apple hit back by negotiating supply contracts for flash memory for its iPod that were cheaper than its rivals. Moreover, it launched a new model, the iPhone 4 that made further technology advances. Apple was still the market leader and was able to demonstrate major increases in sales and profits from the development of the iPod and iTunes. To follow up this development, Apple launched the Apple Tablet in 2010 – again an element of risk because no one really knew how well such a product would be received or what its function really was. The second generation Apple tablet was then launched in 2011 after the success of the initial model. But there was no denying that the first Apple tablet carried some initial risks for the company.
All during this period, Apple’s strategic difficulty was that other powerful companies had also recognized the importance of innovation and flexibility in the response to the new markets that Apple itself had developed. For example, Nokia itself was arguing that the markets for mobile telephones and recorded music would converge over the next five years. Nokia’s Chief Executive explained that much greater strategic flexibility was needed as a result: ‘Five or ten years ago, you would set your strategy and then start following it. That does not work anymore. Now you have to be alert every day, week and month to renew your strategy.’
If the Nokia view was correct, then the problem for Apple was that it could find its market-leading position in recorded music being overtaken by a more flexible rival – perhaps leading to a repeat of the Apple failure 20 years earlier to win against Microsoft. But at the time of updating this case, that looked unlikely. Apple had at last found the best, if risky, strategy.
Questions
1. using the concepts in this chapter undertake a competitive analysis of both Apple and Nokia – who is stronger? (10)
2. What are the problems with predicting how the market and the competition will change over the next few years? What are the implications for strategy development? (10)
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Examination Paper of Strategic Management
Caselet 2
Mr. Ashwin is the marketing manager of the cosmetics. division of the Medwin Drug Company. The company was well known as a leader in new proprietary drug and toiletry products and had a good record of profitability. The cosmetics division had been especially successful in women’s toiletries and .1/4.-o..,unctitk.:s and in the introduction of new products, It always based its new-product development on market research respect to what Would appeal to women and, after almost invariably test marketing a new product in a few almost invarariably test marketing a new product in selected cities, launched it with a heavy advertising and sales promotion program. It had hoped in this way not only to get a large initial share of the markets but also to become so well entrenched that competitors. who soon copy a successful product would not dislodge it from its market share.
After being cautioned by the president of Medwin Drug about the necessity for watching costs more carefully, the division manager became increasingly concerned with two opposing factors in his marketing strategy: ( 1) test marketing of new products (offering them for sale first in a few test cities with area advertising and sales programs) tended increasingly to give competitors advance information on new products, and certain competitors had been able to copy a product almost as soon as Medwin could offer it nationally and profited thereby from Medwin’s advertising; and (2) national advertising and sales promotion expenses were rising so fast that a single major product failure would have an important impact on division profits, on which his annual bonus was primarily determined. On the one hand, he recognized the wisdom of test marketing, but he disliked the costs and dangers involved. On the other hand, he hardly wished to take an unknown risk of embarking on a national program until a test showed that the product did in fact have a good market demand. Yet, he wondered whether all products should be test marketed.
Mr. Ashwin was asked to put this problem to his marketing department subordinates and ask them what should be done. To give the strategy some meaning, he used as a case at point the company’s new hair conditioner which had been developed on the basis of promising, although preliminary, market research. He asked his sales manager whether he thought the product would succeed and what he thought his “best estimate” of sales would be. He also asked his advertising manager to give some cost estimates on launching the product.
Mr. Kiran, division sales manager, thought a while, then said he was convinced that the product was a winner and that his best estimate would be sales of Rs. 5 crores per year for at least five years. Mr. Desai, the advertising manager, said that the company could launch the product for a cost of Rs. 1 crore the first year and some Rs. 25 lakhs per year thereafter. He also pointed out that the test-marketing program would cost Rs. 15 lakhs, of which half would be saved if these test cities were merely a part of a national program, and that the testing program would delay the national program for six months. But he warned Mr. Ashwin that test marketing would save the gamble of so much money on the national promotion program. At this point, Mr. Sachdev, the new marketing research manager, suggested that the group might come to a better decision if they used a proper decision-making technique.
Question:
1. Which decision-making technique can be used in this situation? Why? (20)
IIBM Institute of Business Management
Examination Paper of Strategic Management
Section C: Applied Theory (30 marks)
1. What are the main characteristics of strategic decisions? (15)
2. What specific entrepreneurial aspects include the strategy formation process? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Managerial Economics
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B106
Examination Paper
Managerial Economics
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Demand is determined by
(1)
a) Price of the product
b) Relative prices of other goods
c) Tastes and habits
d) All of the above
II. When a firm’s average revenue is equal to its average cost, it gets (1)
a) Super profit
b) Normal profit
c) Sub normal profit
d) None of the above
III. Managerial economics generally refers to the integration of economic theory with business
(1)
a) Ethics
b) Management
c) Practice
d) All of the above
IV. Which of the following was not immediate cause of 1991 economic crisis (1)
a) Rapid growth of population
b) Severe inflation
c) Expanding Fiscal deficit
d) Rising current account deficit
V.Money functions refers to : (1)
a) Store of value
b) Medium of Exchange
c) Standard of deferred payments
d) All of the above VI. Given the price, if the cost of production increases because of higher price of raw materials, the supply (1) a) Decreases b) Increases c) Remains same d) Any of the above
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Managerial Economics
IIBM Institute of Business Management
VII. Total Utility is maximum when (1)
a. Marginal Utility is maximum
b. Marginal Utility is Zero
c. Both of the above
d. None Of The Above
VIII. Cardinal approach is related to (1)
a. Equimarginal Curve
b. Law of diminishing returns
c. Indifference Curve
d. All of the above
IX. Marginal Utility curve of a consumer is also his (1)
a) Supply Curve
b) Demand Curve
c) Both of above
d) None of above
X. Government of India has replaced FERA by (1)
a) The competition Act
b) FRBMA
c) MRTP Act
d) FEMA
Part Two:
1. What is Managerial Economics? What is its relevance to Engineers/Managers? (5)
2. “Managerial Economics is economics that is applied in decision making” Explain? (5)
3. Differentiate b/w, Micro economics vs. macroeconomics? (5)
4. Factors Affecting Price Elasticity of Demand? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
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Examination Paper of Managerial Economics
Caselet1
Dabur is among the top five FMCG companies in India and is positioned successfully on the specialist herbal platform. Dabur has proven its expertise in the fields of health care, personal care, home care and foods. The company was founded by Dr. S. K. Burman in 1884 as small pharmacy in Calcutta (now Kolkata), India. And is now led by his great grandson Vivek C. Burman, who is the Chairman of Dabur India Limited and the senior most representative of the Burman family in the company. The company headquarter is in Ghaziabad, India, near the Indian capital New Delhi, where it is registered. The company has over 12 manufacturing units in India and abroad. The international facilities are located in Nepal, Dubai, Bangladesh, Egypt and Nigeria. S.K. Burman, the founder of Dabur, was trained as a physician. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. Soon, he started preparing natural remedies based on Ayurveda for diseases such as Cholera, Plague and Malaria. Due to his cheap and effective remedies, he became to be known as ‘Daktar’ (Indian izedversion of ‘doctor’). And that is how his venture Dabur got its name—derived from Daktar Burman. The company faces stiff competition from many multinational and domestic companies. In the Branded and Packaged Food and Beverages segment major companies that are active include Hindustan Lever, Nestle, Cadbury and Dabur. In case of Ayurvedic medicines and products, the major competitors are Baidyanath, Vicco, Jhandu, Himani and other pharmaceutical companies.
Vision statement of Dabur says that the company is “dedicated to the health and wellbeing of every household”. The objective is to “significantly accelerate profitable growth by providing comfort to others”. For achieving this objective Dabur aims to:
 Focus on growing core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology.
 Be the preferred company to meet the health and personal grooming needs of target consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of Ayurveda and herbs with modern science.
 Be a professionally managed employer of choice, attracting, developing and retaining quality personnel.
 Be responsible citizen with a commitment to environmental protection.
 Provide superior returns, relative to our peer group, to our shareholders.
Chairman of the company
Vivek C. Burman joined Dabur in 1954 after completing his graduation in Business Administration from the USA. In 1986 he was appointed as the Managing Director of Dabur and in 1998 he took over as Chairman of the Company.
IIBM Institute of Business Management
Examination Paper of Managerial Economics
Under Vivek Burman’s leadership, Dabur has grown and evolved as a multi-crore business house with a diverse product portfolio and a marketing network that traverses the whole of India and more than 50 countries across the world. As a strong and positive leader, Vivek C. Burman had motivated employees of Dabur to “do better than their best”—a credo that gives Dabur its status as India’s most trusted nature-based products company.
Leading brands
More than 300 diverse products in the FMCG, Healthcare and Ayurveda segments are in the product line of Dabur. List of products of the company include very successful brands like Vatika, Anmol, Hajmola, Dabur Amla Chyawanprash, Dabur Honey and Lal Dant Manjan with turnover of Rs.100 crores each.
Strategic positioning of Dabur Honey as food product, lead to market leadership with over 40% market share in branded honey market; Dabur Chyawanprash is the largest selling Ayurvedic medicine with over 65% market share. Dabur is a leader in herbal digestives with 90% market share. Hajmola tablets are in command with 75% market share of digestive tablets category. Dabur Lal Tail tops baby massage oil market with 35% of total share.
CHD (Consumer Health Division), dealing with classical Ayurvedic medicines, has more than 250 products sold through prescription as well as over the counter. Proprietary Ayurvedic medicines developed by Dabur include Nature Care Isabgol, Madhuvaani and Trifgol.
However, some of the subsidiary units of Dabur have proved to be low margin business; like Dabur Finance Limited. The international units are also operating on low profit margin. The company also produces several “me – too” products. At the same time the company is very popular in the rural segment.
Questions
1. What is the objective of Dabur? Is it profit maximisation of growth maximisation? (10)
2. Do you think the growth of Dabur from a small pharmacy to a large multinational company is an indicator of the advantages of joint stock company against the proprietorship form? Elaborate. (10)
Caselet2
The Regina Company„ one of the largest inakets of vacuum cleaners recent’) had scv cfc ptollkins with the quality of its products. The market responsc to this 1ak of quality caused financial problems for Ow company. in late 1995. Regina began having return rates as high as 30 to 50 percent on some of its Housekeeper and Housekeeper Plus models. These models were sold primarily through discount stores. Further, Regina’s Spectrum vacuum cleaner, an upgraded version sold in specialty stores, was introduced in 1995 with many quality problems. ef The specific problems identified for the Housekeeper and Housekeeper Plus models were associated with faulty belts and weak suction. In the Spectrum model, the agitator was melting; and making a loud noise, the foot pedals were breaking, and the steel-encased motor (which had been advertised as the
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Examination Paper of Managerial Economics
power source for the vacuum cleaner) had been replaced with a less desirable. less reliable motor.
As a result of these problems, Target stores discontinued Regina’s Housekeeper Plus model after reporting that “at least half of those sold were returned.” At Starmart, which accounts for about a quarter of the Housekeeper sales, I. out of every 5 machines sold was returned. To help service customer complaints, Regina set up an 800 telephone number for customers to contact the firm. directly. The sales returns caused Regina’s shareholders to question the 1995 fiscal earnings report. Furthermore, both inventories and accounts receivable doubled during the 1995 fiscal year. At the end of that period, Regina’s chairman and 40 percent stockholders
Resigned. The chairman’s resignation was closely followed by a company announcement stating that the financial results reported for the 1995 fiscal year were materially incorrect and had been withdrawn. This announcement brought a suit from shareholders who had bought Reoina stock on the basis of the 1995 camings report. It also prompted an audit of the 1995 results and a request to another accounting organization to work on Regina’s business and accounting controls. A few months later, Regina ‘agreed to be acquired by a unit of Magnum, a vacuum cleaner and Water-purification Company. Under Magnum, Regina shut down production while engineers worked to solve the problems inherent in the Housekeeper and Housekeeper Plus vacuums, particularly the suction difficulties. In September 1998, Magnum and Regina decided to separate the two companies again. Since then, Regina has been regaining market share with its Housekeeper models. The ‘vacuums are popular because they carry on-board tools.
Questions:
1. What type of controls would you have established to preclude the major returns experienced by Regina? (10)
2. How would you have controlled the finished-goods -inventory to avoid its growing to twice the size that it was in the previous year. (10)
Section C: Applied Theory (30 marks)
1. What is the importance of demand analysis in business decision? (15)
2. Explain individual demand function and market demand function. (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Enterprise Resource Planning
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
SubjectCode-B102Examination Paper
Enterprise Resource Planning
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
1. Which of the following describes an ERP system? (1)
a. ERP systems provide a foundation for collaboration between departments
b. ERP systems enable people in different business areas to communicate
c. ERP systems have been widely adopted in large organizations to store critical knowledge used to make the decisions that drive the organization’s performance.
2. The responsibilities of the office manager in a firm that produces electronics spares is: (1)
a. Everything in the office runs efficiently
b. Furniture and other equipment in the office is adequate
c. Processing all the incoming official mail and responding to some
d. All of the above
d. All of the above
3. Physiological Barriers of listening are:
(1)
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above
4. What is the main function of Business Communication: (1)
a. Sincerity
b. Positive language
c. Persuasion
d. Ethical standard
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
5. Which presentation tend to make you speak more quickly the unusual: (1)
a. Electronic
b. Oral
c. Both „a‟ and”b”
d. None of the above
6. Labov’s Storytelling Model based on: (1)
a. Communication through speech
b. Language learning
c. Group Discussions
d. None of the above
7. Diagonal Communication is basically the: (1)
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
8. Direct Eye contact of more than 10 seconds can create: (1)
a. Discomfort &Anxiety
b. Emotional relationship between listeners and speakers
c. Excitement
d. None of the above
9. How to make Oral Communication Effective? (1)
a. By Clarity
b. By Brevity
c. By Right words
d. All of the above
10. Encoding means: (1)
a. Transmission
b. Perception
c. Ideation
d. None of the above
Part Two:
1. Define ERP? (5)
2. What are ERP packages? (5)
3. What are the reasons for the explosive growth of the ERP market? (5)
4. What is Business Integration and how do the ERP systems achieve it? (5)
Section B: Caselets (40 marks)
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
Caselet1
With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. Running IQMS’ manufacturing ERP system delivered via Hosted Managed Services (HMS) provides Ventura Manufacturing the most economical system architecture for greater scalability and efficiency as well as to attain disaster recovery goals.
Ventura is an award-winning semi-automated assembly and production company that serves the automotive, office furniture, education seating, and molding and assembly of optical silicone industries globally. Headquartered in Zeeland, Michigan, the company has multiple plants in Zeeland in addition to plants in Budaörs, Hungary, Saltillo, Mexico and Shanghai, China.
As demand for Ventura’s services grew and the company began attracting customers worldwide, it was apparent the dependency on a single ERP system on-premise in Zeeland, Michigan was becoming an impediment to faster growth. “Relying on a single system to manage our global plants was proving to be a huge scale challenge,” said Joel Boyles, IT Team Lead at Ventura Manufacturing.
Ventura’s customer base is globally-based and to serve them as responsively and effectively as possible, Ventura made the decision to open new production plants in Hungary and Shanghai, China.
With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. The IT Teams at Ventura prides itself on offering live support to any plant, anywhere in the world that needs help, anytime. “When we just had the plants in Mexico and Hungary, our existing staff could scale to support the calls coming from plants for help with their IT systems and take care of ERP-related tasks,” Joel said. When the Shanghai, China facility went online, Ventura was reaching the limits of scale and speed with their IT teams and the system running on-premise in Zeeland.
As demands increased on the system, so did concerns over Availability and Disaster Recovery Objectives the IT Team had defined. Two metrics that are of specific interest to Ventura’s IT team are the Recovery Time Objective (RTO) and Recovery Point Objective (RPO). IT defined the RTO goal as 8 hours and the RPO as 15 minutes, achievable on a 24/7 basis. To accomplish these goals, Ventura would need to create an entirely new system platform that could scale more efficiently with their growing business. The new platform would also need to increase the speed of system updates, which had been a problematic area in the past for the single system to complete.
Joel Boyles, IT Team Lead, says the challenges of scalability and disaster recovery are what drove the urgency for Ventura to decide that Hosted Managed Services (HMS) from IQMS was the best possible solution. “Plant system updates including MRP were taking at least 2 hours
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Examination Paper of Enterprise Resource Planning
per plant, which translated into our IT teams having 24/7 shifts in our Zeeland-based IT offices,” Joel said. “Clearly we had to redefine our system architecture for greater scalability and speed.”
Ventura chose IQMS’ Enterprise IQ delivered via Hosted Managed Services (HMS) because it was the most economical and fastest option for solving the system performance challenges and attaining the disaster recovery goals the company has. Under the IQMS HMS purchase option, software licenses are owned in perpetuity by Ventura and hardware and platform software is provided by the IQMS data center. IQMS is managing the Ventura systems today in a secure data center environment. Ventura’s IT team can gain access to key system metrics and key performance indicators anytime via any browser-enabled laptop, tablet or smart phone.
Questions
1. How Ventura Defined A Global Roadmap To Greater Speed And Reliability? ( 20)
Caselet 2
Enterprise resource planning (ERP) is business management software—usually a suite of integrated applications—that a company can use to store and manage data from every stage of business, including:
•Product planning, cost and development
•Manufacturing
•Marketing and sales
•Inventory management
•Shipping and payment
Functions of ERP
• ERP provides an integrated real-time view of core business processes, using common databases maintained by a database management system. ERP systems track business resources—
 cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll.
• The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that entered the data.
• ERP facilitates information flow between all business functions,
ERP Implementation
Success
Company Background
 Cadbury is a British multinational confectionery company owned by Mondelēz International.
 It is the second largest confectionery brand in the world after Wrigley’s.
 Founder: John Cadbury
 Founded in: 1824, B Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food Drinks, Candy and Gum category. In the Chocolate
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
Confectionery business, Cadbury has maintained its undisputed leadership over the years.
ERP Implementation
Cadbury turns out, in recent years, Kraft implemented SAP ERP 6.0 (System Analysis and Program Development) in what SAP called one of its largest global ERP implementations. Kraft credited ERP with reducing operational costs. 11,000 employees were sending data to the company’s SAP solution and it was linked to 1,750 applications by 2008. That same year, Kraft aslo added SAP’s master data management solution, Net Weaver, with an eye toward integrating legacy systems.
• Cadbury was left with a glut of chocolate products at the start of the year, after the installation of a new SAP-based enterprise resource planning (ERP) system led to an excess of chocolate bars building up at the end of 2005.
• The new U.K. computer system is part of a five-year IT transformation project, called “Probe”, aimed at integrating the Cadbury Schweppes’ supply chain, purchasing, manufacturing, distribution, sales and marketing systems on a global, SAP-based
ERP platform
• Cadbury Schweppes is aiming for an ultimate savings from the Probe project, but its implementation has been far from smooth. The project was beset by problems and delays when it was first introduced in Australia in 2002.
Benefits of ERP
• Cadbury was on a fast paced growth and could not continue with the existing systems and the pace was too slow due to added inefficiencies. ERP added efficiency and guided the led all the issues fast paced growth.
• The implementation of ERP brought in a new way of warehouse management system and brought in structure to branch offices and the depots.
• While implementing the ERP systems, the company has built it upon the past strengths of the company thereby not losing out on its competitive
• The initial implementation took time and then the successive implementations took lesser time and cost and there is a huge advantage in saving cost while in the implementation phase itself.
• The reaction from competition does not matter in this because this is not a change that was advertised to the market. This is an internal process restructuring and was a welcome change within the company which badly needed the change.
• The company also has built in a robust regular feedback system to monitor the changes and check if they go according to the initial plan. The entire implementation is cross functional and hence it is important that there is a high increase in the efficiency. The ERP vendor was also selected from among the best in class vendors which helped the process occur in a streamlined fashion and avoided any possible chances of hiccups during the initial
implementation phase.
The system has also been deployed up to the vendors. They have a portal called vendor connect
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
where they can see their inventory movement and make plans accordingly. Hence the restructuring happens not only internally but also across to the supplier which will add on to the benefits that are accrued.
It was considered at low cost and high result implementation which by itself highlights the success and the benefits.
Questions
1. Why did the Big Bang approach fail for The Hershey Company ? (20)
Section C: Applied Theory (30 marks)
1. What is the difference between ERP and CRM software? (15)
2. What are some of the risks associated with ERP software? (15)
S-2-010619

Examination Paper of Financial Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B-103
Examination Paper Financial Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Investment is the… (1)
a) Net additions made to the nation’s capital stocks
b) Person’s commitment to buy a flat or house
c) Employment of funds on assets to earn returns
d) Employment of funds on goods and services that are used in production process
II. Financial Management is mainly concerned with… (1)
a) All aspects of acquiring and utilizing financial resources for firms activities
b) Arrangement of funds
c) Efficient Management of every business
d) Profit maximization
III. The Primary goal of the financial management is….. (1)
a. To maximize the return
b. To minimize the risk
c. To maximize the wealth of owners
d. To maximize profit
IV. In his traditional role the finance Manager is responsible for (1)
a. Proper utilization of funds
b. Arrangement of financial resources
c. Acquiring capital assets of the organization
d. Efficient management of capital
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Financial Management
IIBM Institute of Business Management
V.Market Value of the shares are decided by
(1)
a. The respective companies
b. The investment market
c. The government
d. Shareholders
VI. The only feasible purpose of financial management is (1) a. Wealth maximization b. Sales maximization c. Profit maximization d. Assets maximization
VII. Financial management process deals with (1)
a. Investments
b. Financing decisions
c. Both a and b
d. None of the above
VIII. Agency cost consists of
(1)
a. Binding
b. Monitoring
c. Opportunity and structure cost
d. All of the above
IX. Finance Function comprises
(1)
a. Safe custody of funds only
b. Expenditure of funds only
c. Procurement of finance only
d. Procurement & effective use of funds
X.Financial management mainly focuses on (1)
a. Efficient management of every business
b. Brand dimension
c. Arrangement of funds
d. All elements of acquiring and using means of financial resources for financial activities
Part Two:
1. What Is The Financial Management Reform? (5)
2. Why Was The FMR Introduced? (5)
3. What Changes Will The FMR Introduce? (5)
4. What Is Financial Management Information System (FMIS)? (5)
END OF SECTION A
Examination Paper of Financial Management
IIBM Institute of Business Management
Section B: Caselets (40 marks)
Caselet 1
Your employer, a mid-sized human resources management company, is considering expansion into related fields, including the acquisition of Temp Force Company, an employment agency that supplies word processor operators and computer programmers to businesses with temporary heavy workloads. Your employer is also considering the purchase of a bigger staff & McDonald (B&M), a privately held company owned by two friends, each with 5 million shares of stock. B&M currently has free cash flow of $24 million, which is expected to grow at a constant rate of 5%. B&M’s financial statements report marketable securities of $100 million, debt of $200 million, and preferred stock of $50 million. B&M’s weighted average cost of capital (WACC) is 11%. Answer the following questions
Questions
1. Describe briefly the legal rights and privileges of common stockholders. (20)
Caselet 2
Casino is a large electrical construction company having a turnover of Rs.100 crores per annum. Since a few years the company has not been doing well in terms of profits. In order to find out the reason, a group of independent auditors were deployed to examine the operations of the company. The item they felt that needed closer attention was the budget control of new construction work. The audit showed that most electrical designs for new construction were carried out at the headquarters of the company by a project manager. In preparing a budget for a new project, he checked the expenses for similar jobs in the past, then simply multiplied them by various factors. The auditors found that during the past two years, most budgets were greatly overestimated. Incidentally, it was about two years ago that the project manager was given the primary responsibility for budgeting. In this role, he would submit his budget to the Expenditure Control Committee, consisting of higher-level managers who had only a limited interest in budgeting. It was to this committee that the project manager submitted requests for additional money whenever needed. Most of the requests were approved.
The chief auditor felt that the project team tended to “expand” the time needed to complete the task whenever the members thought the budget made it possible. In other words, they “adjusted” their productivity to match the money allocated to the project.
The auditors noted that other contractors could do similar jobs for 20% less money. They concluded that a new control procedure was needed.
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Financial Management
IIBM Institute of Business Management
Questions
1. What do you think of the budgeting process? (10)
2. What kind of control procedure should the auditors recommend? (10)
Section C: Applied Theory (30 marks)
1. Differentiate Between the Financial Management and Financial Accounting? (15)
2. Explain Briefly The Limitations of Financial Ratios? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B102
Examination Paper
Human Resource Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The following is (are) concerned with developing a pool of candidates in line with the human resources plan (1)
a) Development
b) Training
c) Recruitment
d) All of the above
II. The following is (are) the key components of a business process Re-engineering program? (1)
a) Product development
b) Service delivery
c) Customer satisfaction
d) All of the above
III. The actual achievements compared with the objectives of the job is (1)
a) Job performance
b) Job evaluation
c) Job description
d) None of the above
IV. Performance development plan is set for the employee by his immediate boss. (1)
a) Employer
b) Department Head
c) Immediate boss
d) Any of the above
V.The following type of recruitment process is said to be a costly affair. (1)
a) Internal recruitment
b) External recruitment
c) Cost remains same for both types VI. The following is (are) the objective(s) of inspection. (1) a) Quality product b) Defect free products c) Customer satisfaction d) All of the above
Examination Paper of Human Resource Management
IIBM Institute of Business Management
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. Which of the following is an assumption of rationality to rationale decision making? (1)
a. Preferences are clear
b. Final choice will maximize payoff
c. The problem is clear and unambiguous
d. All of the above
VIII. ___________ is accepting solutions that are “good enough”. (1)
a. Bounded rationality
b. Satisficing
c. Escalation of commitment
d. None of the above
IX. The three important components in aligning business strategy with HR practice: (1)
a) Business Strategy, Human Resource Practices, Organizational Capabilities
b) Marketing Strategy, Human Resource Practices, Organizational Capabilities
c) Business Strategy, Human Resource Practices, Organizational structure
X. The basic managerial skill(s) is(are) (1)
a) To supervise
b) To stimulate
c) To motivate
d) All of the above
d) Marketing Strategy, Human Resource
Practices, Organizational structure
Part Two:
1. What is the nature of Human Resource Management? (5)
2. What is Human Resource Development (HRD) (5)
3. Discuss the future trends and challenges of HRM? (5)
4. What is manpower planning? (5)
Section B: Caselets (40 marks)
Examination Paper of Human Resource Management
IIBM Institute of Business Management
Caselet 1
Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a sales trainee in a sales office of a large computer hardware firm located in Chennai.
Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivandrum.
The sales growth of the products in his area was highly satisfactory owing to the developmental initiatives taken by respective State Governments in spreading computer education.
Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of office equipment sold by the company for Sanjay’s reference.
After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided
him with the material collected. Thereafter Raghvan excused himself and did not return.
Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving
office.
Questions
1. What do you think about Raghavan’s training program? (10)
2. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)
Caselet 2
Preeti was promoted three months ago from reservations supervisor to front-desk manager for Regency Hotel, an independent, 330-room hostelry. She enjoys her new management responsibilities and is pleased that the occupancy rate averaged 94 percent last month, way above the industry average. But at times she feels stressed by the confusion of managing all front-end operations of the hotel, from reservations and cashiering to the bell desk and concierge. She feels most at home handling the reservation function, a task she always enjoyed as a trainee because she likes to help people. About once a week the staff in the reservation function overbooks rooms, usually because of incomplete scans of conference sales files. Customers with reservations w,0110 arrive late are upset when they have to be referred 1, nearby hotels. Whenever overbooking occurs, Ms. eti takes over direct control of the reservations operation herself, often personally handling reservations for two or three days until order seems to return.
But sometimes while Ms. Preeti is off focusing on the reservations task, other problems arise. On five days last month, clerks at the reception desk checked in every “walk-in” who appeared without reservations. They assumed there would be ample no-shows among those holding reservations. On one occasion, Regency ended up oversold by 24 rooms. Mr. Alex, the hotel general manager, is concerned about Ms. Preeti’s development into her new management position. He knows Ms. Preeti is proud of the high occupancy levels (which mean greater profits) and doesn’t want to destroy that pride. However, he sees her as more interested in
Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
individual staff tasks (such as making reservations) than in the complexities of managing, training, and motivating her staff. He has talked with Ms. Preeti about balancing her activities as a manager. Alex emphasized that she needs to make sure her staff knows the systems and guidelines and be firm with employees who continue to check in guests when the hotel obviously will be overbooked. He plans to meet with her in a three-month performance review to see if he can shift her motivational expectations about the job.
Question:
1. Do Ms. Preeti’s problems seem to be the result of her lack of motivational immaturity or of her lack of motivational attention to her people? (20)
Section C: Applied Theory (30 marks)
1. What are the future challenges before managers? (15)
2. What is the process of HRP? (15)
S-2-010619

Examination Paper of Marketing Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B104
Examination Paper
Marketing Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.“Image building” objectives are common in _____ type of market structure. (1)
a) Competition
b) Oligopoly
c) Monopoly
d) Monopsony
II. The concept of marketing mix was developed by______ (1)
a) N.H Borden
b) Philip Katter
c) Satanton
d) W.Anderson
III. Marketing mix consists of ___ (1)
a) Production recognition
b) Price structure
c) Distribution planning
d) All of these
IV. The concept of marketing mix involves a deliberate and careful choice of organization, product, price promotion, place strategies and___ (1)
a) Policies
b) Concept
c) Planning
d) All of these
V.Operating cost for new system is added into implementation cost and is then divided by gains by improvements in productivity is called (1)
a) Economic Value Added
b) Analysis Of Benefits
c) Return On Investment
d) Return On Public Offering VI. Pricing strategy used to set prices of products that are must be used with main product is called (1) a) Optional Product Pricing b) Product Line Pricing c) Competitive Pricing d) Captive Product Pricing e
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management
VII. New product pricing strategy through which companies set lower prices to gain large market share is classified as
(1)
a. Optional Product Pricing
b. Skimming Pricing
c. Penetration Pricing
d. Captive Product Pricing
VIII. Company marketing mix that target market segments very broadly is called (1)
a. Mass Marketing
b. Segmented Marketing
c. Niche Marketing
d. Micromarketing
IX. What does the term PLC stands for?
(1)
a) Product life cycle
b) Production life cycle
c) Product long cycle
d) Production long cycle
X. Which of the following is not a characteristic of “Market Introduction Stage” in PLC? (1)
a) Demands has to be created
b) Costs are low
c) Makes no money at this stage
d) Slow sales volume to start
e) There is little or no competition
Part Two:
1. Name and define the four Ps of the marketing mix? (5)
2. Definition of ‘Pricing Strategies’? (5)
3. What is the role of a Marketing Plan? (5)
4. Describe the difference in Push & Pull distribution strategies? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Marketing Management
Caselet1
Because of its imaginative marketing, excellent new products, and fine service to customers, the Westside Business Computers and Equipment Company grew to be a leader in its field, with sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But the president of the company, Mr. Desai, soon realized that the organization structure, which had served the company so well, no longer fitted the company’s needs.
For years the company had been organized along functional lines, with vice-presidents in charge of production, purchasing, finance, marketing, personnel, engineering, and research and development. In its growth, the company had expanded its product lines beyond business computers to include photocopying machines, projectors, and motion-picture cameras. As time passed on, concern had arisen that its organization structure did not provide for profit responsibility below the office of the president, did not appear to fit the far-flung nature of the business now being conducted in many foreign countries, and seemed to emphasize the “walls” impeding effective coordination between the functional departments of marketing, production, and engineering. There seemed to be too many decisions that could not be made at any level lower than the president’s office.
As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign divisions, each with complete profit responsibility. However, after this reorganization was in effect, he began to feel that the divisions were not adequately controlled. There developed considerable duplication in purchasing and personnel functions, each division manager ran his or her operations without regard to company policies and strategies, and it became apparent to the president that the company was disintegrating into a number of independent parts.
Having seen several large companies get into trouble when a division suffered large losses, Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew some of the authority delegations to the division managers and required them to get top corporate management approval on such important matters as (1) any capital expenditures over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies and policies, (4) plant expansion, and (5) changes in personnel policies.
The division general managers were understandably unhappy when they saw some of their independence taken away from them. They openly complained that the company was not very sure about the organizational structure that it wants to follow. The president, worried about his position, calls you in as a consultant to advise him on what to do.
Questions
1. Do you agree on what Mr. Desai did to regulate control was correct? (10)
2. What would you have done under these circumstances? (10)
Caselet2
IIBM Institute of Business Management
Examination Paper of Marketing Management
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-week trip auditing customer accounts and prospective accounts in the southern states. His primary intention was to do follow-up work on prospective accounts contacted by sales staff members during the past six months. Prospective clients were usually furniture dealers or large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts were fictitious. The people had obviously turned in falsely documented field reports and expense statements. Company salespeople had actually called upon 3 of 22 reported furniture stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed approximately 85 percent of the goodwill contacts. Further study showed that all salespeople had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were experienced senior individuals. Angry as he was, he would have preferred, firing them. But he was responsible for sales and realized that replacing the staff would seriously cripple the sales program for the coming year.
Questions
1. As Mr. Sachin, what would you do now to resolve the problem of the false reports? (10)
2. What could Mr. Sachin have done to prevent this problem? (10)
Section C: Applied Theory (30 marks)
1. What is marketing mix in marketing management? What are the seven (7) elements of marketing? (15)
2. What are the goals or objectives of marketing? (15)
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 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by (1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and profitable
c) Challenging, emotional and constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of perception
concepts to OB? (1)
a. The perceptions people form about each other
b. The perceptions people form about their employer
c. The perceptions people form about their culture
IV. Goal setting theory is pioneered by (1)
a. Stacy Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction VI. In which stage of the conflict process does conflict become visible? (1) a. Illumination b. Intentions c. Behavior d. Cognition
VII. In ————–leadership, there is a complete centralization of authority in the leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.
The store’s sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her personal target Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store’s target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors, neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment design were state of the art at the time of their design, a result of the importance research and development engineering for the department’s future.
As the division grew and Avionics’s success with Doppler systems brought large increases in sales, Mr. Ketan’s preoccupations became considerably more managerially than technical. He began to reassess some of his own thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division’s activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program’s product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.
Question:
1. What is the principal problem with ANC’s existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C

Examination Paper of Principles and Practices of Management
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B101
Examination Paper
Principles and Practices of Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I. Management as a Science defines…..Tick the correct one.(1)
a) Perfection through practice
b) Practical Knowledge
c) Creativity
d) Test of Validity & Predictability
II. Indirect Reward involves: (1)
a. Wages
b. Provident Fund
c. Praise& Rewards
d. Incentives
III. This is the part of the management process which actuates the organization members to work efficiently and effectively for the attainment of organizational objectives. Which management function describes this? (1)
a) Planning
b) Organizing
c) Staffing
d) Directing
e) Controlling
IV. It is the function of manning the organization structure and keeping it
manned. The main purpose is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. (1)
a. Manpower Planning
b. Recruitment
c. Performance Appraisal
d. Staffing
e. Training & Development
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
V. This type of Organization flows “Flat Hierarchy”. (1)
a. Traditional
b. Modern
c. None of them
d. All of them
VI. It is deciding in advance – what to do, when to do & how to do. It bridges the gap from where we are & where we want to be.(1)
a. Staffing
b. Organizing c
c. Planning
d. Directing
e. None of them
VII. Decentralization may lead to the problem of co-ordination at the level of an enterprise as the decision-making authority is not concentrated. (1)
a. True
b. False
VIII. “Understanding” is the essence of communication. This only happens when there is an intention of not understanding and not being understood by those involved in a communication situation. (1)
a. True
b. False
IX. Here delegation is not entrusted the work neither he is given the responsibility and authority formally. It does not create any obligation.(1)
a. Formal Delegation
b. Informal Delegation
c. None of them
d. All of them
X. The organization must have a supreme authority and a clear line of authority should run from that person (or group) down through the hierarchy, e.g., from the Chairman—the Managing Director—Plant Manager— Production Manager— Foreman-rank and file of employees. (1) a. Principle of Delegation b. Principle of Balance c. Scalar Principle d. Principle of change
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Part B:
1. Define Administration. In which respect it is different from
Management? (5)
2. What do you understand by the term “Level of Management”? Briefly describe the different levels of Management. (5)
3. Factors involved in Decentralization of Authority. (5)
4. Write a short note on the Principles of Unity of Command. (5)
Section B: Caselets (40 marks)
Caselet1
Rajiv Gupta, President of the Universal Food Products Company, was tired of being the only one in his company actually responsible for profits. While he had good vice-presidents in charge of advertising, sales, finance, purchasing, production, and product research, he realized that he could not hold any of them responsible for company profits, as much as he would like to. He often found it difficult even to hold them responsible for the contribution from their respective areas to company profits. The sales vice-president, for instance, had rather reasonably complained that he could not be fully responsible for sales when the advertising was ineffective, or in a situation when the products customers wanted were not readily available from manufacturing department, or when he did not have the new products he needed to meet market competition. Likewise, the manufacturing vice president had some justification when he made the point that he could not hold down costs and still be able to produce short runs so as to fill orders on short notice; moreover, financial controls would not allow the company to carry a large inventory of everything. Mr. Rajiv had considered breaking his company down into six or seven segments by setting up product divisions with a manger over each with profit responsibility. But he found that this would not be feasible or economical since many of the company’s branded food products were produced using the same equipment and used the same raw materials, and a salesperson calling on a store or supermarket could far more economically handle a number of related products ….than one or a few. Consequently, Mr. Rajiv came to the conclusion that the best thing for him to do was to set up six product managers reporting to a product marketing manager. Each product
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
manager would be given responsibility for one or a few products and would oversee for each product, all aspects of product research, manufacturing, advertising, and sales, thereby the person becoming responsible for the performance and profits of the products under his/her portfolio. Mr. Rajiv realized that he could not give these product managers actual line of authority over the various operating departments of the company since that will cause each vice president and his or her department to report to six product managers and the product marketing manager, as well as the president. He was concerned with this problem. But, he knew that some of the most successful larger companies in the world had used the product manager system. Mr. Rajiv resolved to put in the product manager system as outlined and hoped for the best. But he wondered how he could avoid the problem of confusion in reporting relationship
Questions
1. Do you agree with Mr. Rajiv’s program? If it were you, would you have done it differently? Explain. (10)
2. Exactly what is your suggestion that may help to avoid any confusion in this organizational structure? (10)
Caselet2
As Ms. Mansi began to devote all of her time to managing The Arbor, she was dismayed byfinding the anomalies what she believed to be a fairly haphazard management system. While the developer of the retail complex was clearly an astute entrepreneur, she began to feel that he had not paid enough attention to detail in the course of day-to-day operating procedures.
She and Mr. Das had learnt a lot about management from their experience with SLS. Mr. Das for example, had found that the most effective way of running the business involved buying only from reputable suppliers, keeping all plants well fertilized and pruned while they were in inventory, and checking with customers after landscape jobs had been completed to ensure that they were satisfied.
When she bought The Arbor, Ms. Mansi talked with a friend who managed a store at the regional shopping mall in town. Her friend explained how the mall development company had elaborate rules and procedures for its tenants. These rules and procedures dictated store hours, appearance standards, lease terms, promotional and advertising policies, and just about everything imaginable.
The Arbor, however, was a different story. There were no written policies for tenants. As a result, there was considerable variation in how they were managed. Some stores opened on Sunday or in the evening, for example, while others did not; some tenants had long-term leases while others had no current lease at all.
To address these and other issues, Ms. Mansi called a meeting of all the tenants and expressed her concerns. To her surprise, she found that they already were aware of each of her issues, as well as some others that she had not yet had time to consider. They argued, however, that the current system was really the best for The Arbor. As a small operation, each tenant knew all the others, and they worked together to keep things in good order. They thought it was fine that they kept different hours — few customers came to The Arbor just to walk around and shop. Customers usually came to visit specific stores and were aware of the store’s hours. The tenants even
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
END OF SECTION B
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
expressed their opinion about the lease situation as a fine condition. Some wanted the security afforded by a lease, while others preferred the flexibility of no lease.
Questions
1. What are the different control examples illustrated in this situation? (10)
2. What kind of control systems might be the most useful for retailers? (10)
Section C: Applied Theory (30 marks)
1. Define Management & its functions? (15)
2. Explain the various concepts of Management. (15)
S-2-010619
END OF SECTION C

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Sunday 29 May 2022

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