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Human Resource
Management
Subject Code-B102
Section A:
Objective Type & Short Questions (30 marks)
· This section
consists of Multiple Choice and Short Answer type questions.
· Answer all the
questions.
· Objective Question
carries 1 mark each &Short Question carries 5 marks each.
Part One
Multiple Choices:
1. It is a cultural attitude marked by the
tendency to regard one’s own culture as superior to others
a. Geocentrism
b. Polycentrism
c. Ethnocentrism
d. Egocentrism
2. It is the systemic study of job
requirements & those factors that influence the performance of
those job requirements
a. Job analysis
b. Job rotation
c. Job circulation
d. Job description
Caselet
1
Uptron Electronics Limited, is
a pioneering and internationally reputed firm in the electronics
industry. It is one of the
largest firm in the country. It attracted employees from internationallyreputed
institute and industries by
offering high salaries, perks, etc. It has advertized for the position
of an electronic engineer
recently. Nearly 150 candidates applied for the jobMr. Sashidhar, an
electronics Engineering
Graduate from the Indian Institute Of Technology with 5 years working
experience in a medium sized
electronics firm, was selected from among the 130 candidates who took
tests and interview. The
interview board recommended an enhancement in his salary by Rs 5,000
more than his present salary
at his request. Mr Sashidhar was very happy to achieve this and he was
congratulated by a number of
people including his previous employer for his brilliant interview
performance, and wished him
good luck.
Mr Sashidhar joined Uptyron
Electronics Ltd., on 21st January, 2002, with greater enthusiasm. He
also found his job to be quite
comfortable and a challenging one and he felt it was prestigious to work
with this company during the
formative years of his career. He found his superiors as well as
subordinates to be friendly
and cooperative. But this climate did not live long. After one year of his
service, he slowly learnt
about a number of unpleasant stories about the company, management, the
superior subordinate
relations, rate of employee turnover, especially at higher level But he decided
to
stay on as he has promised
several things to the management in the interview. He wanted to please
and change the attitude of
management through his diligent performance, firm commitment and
dedication. He started
maximizing his contributions and the management got the impression that Mr.
Sashidhar had settled down and
will remain in the company.
After some time, the superiors
started riding rough- shod over Mr Sashidhar. He was overloaded with
multifarious jobs. His freedom
in deciding and executing was cut down. He was ill treated on a
number of occasions before his
subordinates. His colleagues also started assigning their
responsibilities to Mr
Sashidhar. Consequently there were imbalances in his family life and
organizational life. But he
seemed to be calm and contented. Management felt that Mr Sashidhar had
the potential to bear with
many more organizational responsibilities.
So the general manager was
quite surprised to see the resignation letter of Mr Sashidhar along with a
cheque equivalent to a month’s
salary one fine morning on 18th January,
2004. The General Manager
failed to convince Mr
Sashidhar to withdraw his resignation. The General Manager relieved him on
25th
January,
2004. The General Manager wanted to appoint a committee to go into the matter
immediately, but dropped the
idea later.
Questions:
1. What is wrong with the
recruitment policy of the company?
2. Why did Mr. Sashidhar’s resignation surprise the
General Manager?
Marketing
Management
Section A:
Objective Type & Short Questions (30 marks)
· This section
consists of multiple choices & short answer type questions.
· Answer all the
questions.
· Part One carries I
mark each & Part II carries 5 marks each.
Part One
Multiple Choices:
1. It is a concept where goods are
produced without taking into consideration the choices or tastes of
customers.
a. Marketing mix
b. Production concept
c. Marketing concept
d. Relationship marketing
2. It involves individuals who buys pro
Caselet 1
Ask the company top brass what „almost
there‟ means. The answer: a premier Indian retail company
that has come to be known as a specialty
chain of apparel and accessories. With 52 product categories
under one roof, Shoppers‟ Stop has a
line-up of 350 brands. Set up and headed by former Corona
employee, B. S. Nagesh, Shoppers‟ Stop is
India‟s answer to Selfridges and Printemps. As it proudly
announces, „We don‟t sell, we help you
buy.‟ Back in 1991, there was the question of what to retail.
Should it be a supermarket or a
departmental store? Even an electronics store was considered. Finally,
common sense and understanding won out.
The safest bet, for the all-male team was to retail men‟s
wear. They knew the male psyche and felt
that they had discerning taste in men‟s clothing. The
concept would be that of a lifestyle store
in a luxurious space, which would make for a great shopping
experience. The first Shoppers‟ Stop store
took shape in Andheri, Mumbai, in October 1991, with an
investment of nearly Rs. 20 lakh. The
original concept that formed the basis of a successful marketing
campaign for seven years is here to stay.
And the result is an annual turnover of Rs. 160 crores and
five stores, nine years later. Everything
went right from the beginning, except for one strange
happening. More than 60 per cent of the
customers who walked into Shoppers‟ Stop in Mumbai were
women. This gave rise to ideas. Soon, the
store set up its women‟s section. Later, it expanded to
include children‟s wear and then,
household accessories. The second store in Bangalore came in
1995. The store at Hyderabad followed in
1998 with the largest area of 60,000 sq. ft. The New Delhi
and Jaipur stores were inaugurated in
1999. All this while, the product range kept increasing to suit
customer needs. The most recent experiment
was home furnishings. Secure in the knowledge that
organized retailing in global brands was
still in its infancy in India, Shoppers‟ Stop laid the ground
rules which the competition followed. The
biggest advantage for Shoppers‟ Stop is that it knows how
the Indian consumer thinks and feels while
shopping. Yes, feeling – for in India, shopping remains an
outing. And how does it compare itself to
foreign stores? While it is not modeled on any one foreign
retailer, the „basic construct‟ is taken
from the experience of a number of successfully managed retail
companies. It has leveraged expertise for
a critical component like technology from all over the
world, going as far as hiring expatriates
from Littlewoods and using state-of-the-art ERP models.
Shoppers‟ Stop went a step further by even
integrating its financial system with the ERP model.
Expertise was imported wherever it felt
that expertise available in-house was inadequate. But the
store felt there was one acute problem. A
shortage of the most important resource of them all was
trained humans. Since Indian business
institutes did not have professional courses in retail
management, people were hired from
different walks of life and the training programme was
internalized. By 1994, the senior executives
at Shoppers‟ Stop were taking lectures at management
institutes in Mumbai. The Narsee Monjee
Institute of Management Studies (NMIMS) even
restructured its course to include retail
management as a subject. Getting the company access to the
latest global retail trends and exchange
of information with business greats was an exclusive
membership to the Intercontinental Group
of Department Stores (IGDS). It allows membership by
invitation to one company from a country
and Shoppers‟ Stop rubs shoulders with 29 of the hottest
names in retailing – Selfridges from the
UK, C.K. Tang from Singapore, Lamcy Plaza from Dubai
and the like. With logistics I in place,
the accent moved to the customer. Shoppers‟ Stop conducted
Examination Paper of Marketing Management
surveys with ORG-MARG and Indian Market
Research Bureau (IMRB) and undertook in-house
wardrobe audits. The studies confirmed
what it already knew. The Indian customer is still evolving
and is very different from, say, a
European customer, who knows exactly what he wants to purchase,
walks up to a shelf, picks up the
merchandise, pays and walks out. In India, customers like to touch
and feel the merchandise, and scout for
options. Also, the majority of Indian shoppers still prefer to
pay in cash. So, transactions must be in
cash as against plastic money used the world over.
Additionally, the Indian customer likes
being served – whether it is food, or otherwise. The
company‟s customer profile includes people
who want the same salesperson each time they came to
the store to walk them through the shop
floors and assist in the purchase. Others came with families,
kids and maids in tow and expected to be
suitably attended to. Still others wanted someone to carry
the bags. So, the shops have self-help
counters, with an assistant at hand for queries or help. The inhouse
wardrobe audit also helped with another
facet of the business. It enabled Shoppers‟ Stop to
work out which brands to stock, based on
customer preferences. In fact, the USP of Shoppers‟ Stop
lies in judiciously selected global
brands, displayed alongside an in-house range of affordable
designer wear. The line-up includes
Levi‟s, Louis Philippe, Allen Solly, Walt Disney, Ray Ban and
Reebok, besides in-house labels STOP and
I. Brand selection is the same across the five locations,
though the product mix may be somewhat
city-based to accommodate cuts and styles in women‟s
wear, as well as allowing for seasonal
variations (winter in Delhi, for instance, is a case in point).
Stocking of brands is based on popular
demand – recently, Provogue, MTV Style, and Benetton have
been added. In-house labels are available
at competitive prices and target the value-for-money
customer and make up around 12 per cent of
Shoppers‟ Stop‟s business. Sometimes in-house brands
plug the price gap in certain product
categories. To cash in on this, the company has big plans for its
in-house brands: from re-branding to
repositioning, to homing in on product categories where existing
brands are not strong. Competition between
brands is not an issue, because being a trading house, all
brands get equal emphasis. The in-house
brand shopper is one who places immense trust in the
company and the quality of its goods and
returns for repeat buys. And the company reposed its faith
in regular customers by including them in
a concept called the First Citizen‟s Club (FCC). With
60,000 odd members, FCC customers account
for 10 per cent of entries and for 34 per cent of the
turnover. It was the sheer appeal of the
experience that kept pulling these people back. Not one to let
such an opportunity pass, the company ran
a successful ad campaign (that talks about just this factor)
in print for more than eight years. The
theme is still the same. In 1999, a TV spot, which liked the
shopping experience to the slowing down of
one‟s internal clock and the beauty of the whole
experience, was aired. More recently, ads
that spell out the store‟s benefits (in a highly oblique
manner) are being aired.
The campaign is based on entries entered
in the Visitors‟ Book. None of the ads has a visual or text –
or any heavy handedly direct reference to
the store or the merchandise. The ads only show shoppers
having the time of their lives in calm and
serene locales, or elements that make shopping at the store a
pleasure – quite the perfect getaway for a
cosmopolitan shopper aged between 25 and 45. The brief to
the agency, Contract, ensured that brand
recall came in terms of the shopping experience, not the
product. And it has worked wonders.
Value-addition at each store also comes in the form of special
care with car parks, power backup,
customer paging, alteration service and gift-wrapping. To top it
all, cafes and coffee bars make sure that
the customer does not step out of the store. In Hyderabad, it
has even created a Food Court. Although
the food counter was not planned, it came about as there
was extra space of 67,000 sq. ft. Carrying
the perfect experience to the shop floor is an attempt to
stack goods in vast open spaces neatly.
Every store has a generic structure, though regional customer
variances are accounted for. Each store is
on lease, and this is clearly Shoppers‟ Stop‟s most
expensive resource proposition – renting
huge spaces in prime properties across metros, so far
totaling 210,000 sq. ft of retail space.
Getting that space was easy enough for Shoppers‟ Stop, since
its promoter is the Mumbai-based Raheja
Group, which also owns 62 per cent of the share capital.
Examination Paper of Marketing Management
Questions:
1. What are the significant factors that
have led to the success of Shoppers‟ Stop?
2. How should Shoppers‟ Stop develop its demand forecasts?
Organizational
Behaviour
Section A:
Objective Type & Short Questions (30 marks)
· This section
consists of Multiple Choice and short notes type questions
· Answer all the
questions.
· Part one carries 1
mark each and part two carries 5 marks each.
Part A:-
Multiple Choices:-
1. Which of the following is not comes
under Maslow‟s needs theory?
1. Social needs
2. Affiliation needs
3. Physiological needs
4. Specification needs
2. Collegial model is an extension of:
a. Supportive model
b. Autocratic model
c. Custodial model
d. None of the above
3. Sigmund Freud‟s theory on personality
is:
a. Related with moral values
b. Related with sexual values
c. Related with social values
d. Related with parental values
\
Caselet 1
M/s. ABC Ltd is a medium-sized engineering
company producing a large-range of product lines
according to customer requirements. It has
earned a good reputation as a quick and reliable supplier to
its customers because of which its volume
of business kept on increasing. However, over the past one
year, the Managing Director of the company
has been receiving customer complaints due to delays in
dispatch of products and at times the
company has to pay substantial penalty for not meeting the
schedule in time. The Managing Director
convened an urgent meeting of various functional managers
to discuss the issue. The marketing
manager questioned the arbitrary manner of giving priority to
products in manufacturing line, causing
delays in wanted products and over-stocking of products
which are not required immediately.
Production Control Manager complained that he does not have
adequate staff to plan and control the production
function; and whatever little planning he does, is
generally overlooked by shop floor
manager. Shop floor managers complained of unrealistic
planning, excessive machine breakdowns,
power failure, and shortage of materials for scheduled
products because of which it is impossible
to stick to the schedule. Maintenance manager says that he
does not get important spares required for
equipment maintenance because of which he cannot repair
machines at a faster rate. Inventory
control manager says that on one hand the company often accuses
him of carrying too much stock and on
other hand people are grumbling over shortages. Fed up by
mutual mud-slinging, the Managing Director
decided to appoint you, a bright management consultant
with training in business management to
suggest ways and means to put his “house in order”.
Questions:-
1. What would you suggest to avoid delays
in dispatch of products?
2. What action should be taken by various functional managers to meet
the scheduled dates?
Principles and Practices
of Management
Subject Code-B101
Section A:
Objective Type & Short Questions (30 marks)
· This section
consists of multiples choice and short notes type questions
· Part one carries 1
mark each & part two carries 5 marks each.
· Attempt all questions
Part One
Multiple Choices:
1. A plan is a trap laid to capture the
________
a. Future
b. Past
c. Policy
d. Procedure
Caselet 1
Mr. Vincent, the Manager of a large
supermarket, was taking a management course in the evening
programme at the local college. The
Professor had given an interesting but disturbing lecture the
previous night on the various approaches
to management. Vincent had always thought that
management involved just planning,
organizing and controlling. Now this Professor was saying that
management could also be thought of as
quantitative models, systems theory and analysis, and even
something called contingency
relationships. Vincent had always considered himself a good manager,
and his record with the supermarket chain
had proved it. He thought of himself, “I have never used
operations research models, thought of my
store as an open system, or developed or utilized any
contingency relationship. By doing a
little planning ahead, organizing the store, and making some
things got done, I have been a successful
manager. That other stuff just does not make sense. All the
professor was trying to do was complicate
things. I guess I will have to know it for the test, but I am
sticking with my old plan, organize and
control approach to managing my store.”
Questions:
1. Critically analyze Mr. Vincent‟s
reasoning.
2. If you were the professor and you knew
what was going through Vincent‟s mind, what would you say to Vincent?
Business
Communication
Section A:
Objective Type & Short Questions (30 marks)
· This section
consists of multiple choices and Short Notes type questions.
· Answer all the
questions.
· Part one questions
carry 1 mark each & Part Two questions carry 4 marks each.
Part one:
Multiple choice:
1. __________is an essential function of
Business Organizations:
a. Information
b. Communication
c. Power
d. None of the above
2. Physiological Barriers of listening
are:
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above
Caselet 1
Mr. and Mrs. Sharma went to Woodlands
Apparel to buy a shirt. Mr. Sharma did not read the
price tag on the piece selected by him. At
the counter, while making the payment he asked for
the price. Rs. 950 was the answer.
Meanwhile, Mrs. Sharma, who was still
shopping came back and joined her husband. She was
glad that he had selected a nice black
shirt for himself. She pointed out that there was a 25%
discount on that item. The counter person
nodded in agreement.
Mr. Sharma was thrilled to hear that “It
means the price of this shirt is just Rs. 712. That‟s
fantastic”, said Mr. Sharma.
He decided to buy one more shirt in blue
color.
In no time, he returned with the second
shirt and asked them to be packed. When he received the
cash memo for payment, he was astonished
to find that he had to pay Rs. 1,900 and Rs. 1,424.
Mr. Sharma could hardly reconcile himself
to the fact that the counter person had quoted the
discounted price which was Rs. 950. The
original price printed on the price tag was Rs. 1,266.
Questions
1. What should Mr. Sharma have done to
avoid the misunderstanding?
2. Discuss the main features involved in this case.
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