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HOSPITAL MANAGEMENT
Note: Each question carries 10 marks
Describe the stages of growth of hospitality industry.
Discuss the importance of training in hospitality sector.
3. Elaborate the concept of domestic and international tourism.
4. How do socio-cultural and economic scenarios get affected by tourism?
5. Describe the various departments of a hotel and their important functions.
6. Describe briefly the laws and guidelines, related to recognition of travel agency.
7. How will you successfully grow in the most competitive hospitality industry?
8. Suggest the long term plans and actions.
BUSINESS COMMUNICATION
CASE-1 (20 Marks)
Nestle has launched quality street ,lion and after 8 choclates imported from Europe. Qualtty Street is an
assortment of chocolates priced at Rs. 7 5 for 218 gm. After Eight is a popular adult chocolate priced at Rs.25
for 20 gm and Lion is a caramel wafer bar priced at Rs. 20 for a 45 gm bar. (Kit Kat )is priced at Rs. 6 for a 17
gm bar and has a chocolaty taste while Lion has a crunchy taste). The brands have different tastes and will
appeal to different target segments (though the target segment is one which may have already been exposed to
these brands during visits abroad). These brands have been introduced in metros in upmarket stores which sell
brands bears the label "lmported by Nestle India Ltd." indicating that they may be better than smuggled ones
(which may be stale).
Question :
Suggest suitable media /media vehicles for promoting these brands. Give reasons in support of your answer
What business communication media you will utilize if you have to launch a soap in rural India?
CASE -2 (20 Marks)
The herbal shampoo market is valued at around Rs. 100 crores. Ny/e, Ayur, Dqbur and Biotique are some of the
established brands in the market.
Helene Curtis (JK Group) has introduced a premium herbal shampoo (with variants Shikskai, henna and qmla
and brqhmi and josur) priced between Rs. 80 and Rs. 90 (500 ml) for different types of hair. The proposition is
the benefits offered by lhe variant based on the combination of herbs, benefits offered by the variants range
from extra protection and nourishment to colour, body and bounce. The shampoos have been launched under
the brand name Premium Herbsl Shsmpoos and they target urban housewives with a monthly household
income of Rs.25,000. The brand is distributed through 7 0,000 retail outlets and 120 Raymond shops. The
company has planned only point of purchase (POP) posters initially and may consider the electronic media
later. The shampoo has an annual advertising expenditure of Rs. 10 crores.
Question :
Comment on the marketing mix of JK's Premium Herbsl Shampoos ?
How can you make their communication more effective ?.
Page 2 of 2
CASE 3 (40 Marks)
Attempt all cases of the following: (10 marks each)
Iran Rafsanjan Co., Rafsanjan City, Iran has taken a marine insurance policy No. VB/84/3629/29 dated
20th December, 2005 from Albroz Insurance Co., Kerman City, Iran for the import of 500 tractor gears
from Apex Products (India) Ltd., Delhi. The exporter shipped the cargo on board vessel — SEEMA on
26th December, 2005 for Bandar Abbas Port of Iran.
As per the letter of credit condition, the exporter was required to fax the shipment details to Albroz
Insurance Company within 24 hours of the shipment. However, the exporter could not fax such details due
to change in telephone (fax) number of the insurance company.
Draft an express telegram to intimate shipment details.
ii) Yours is a multinational company having joint venture with a Chinese company. Plant is to be located at
Surat. The company immediately needs an Executive - Foreign Affairs (male/female) with ability of
“writing and speaking Chinese language.
Draft a recruitment advertisement for publication under classified column of a national daily. Salary-is no
bar for the right candidate. E-mail address -info@krishnafashions.com
iii) The local head office of State Bank of India is located at 11, Parliament Street, New Delhi-110001. The
bank wants to construct 76 flats at Noida for its employees and invite applications for pre-qualification of
contractors. Full details are available on its website - www.sbi.co.in or www.statebankofindia.com/
procurement_news.
Draft a notice for pre-qualification of contractors.
iv) The Joint Admission Board (JAB) of Indian Institutes of Technology in its meeting held on 17th
September, 2005 at Kolkata has taken some decisions with regard to Joint Entrance Examination (JEE)
2006, i.e., to appear in JEE, one must secure at least 60% marks (55% for SC/ST and PD) in 10+2
examination; a candidate can have only two attempts with effect from JEE-2006; and a candidate who
joins any of the IITs through JEE-2006 will not be permitted to appear in JEE in future.* It was also
decided that candidates, who have passed their qualifying examination in 2005 or earlier, will be allowed
to appear in JEE-2006 as the last chance, witji no consideration of marks or attempts at JEE subject to age
requirements. On behalf of the JAB, draft a suitable press release to be issued by organising chairman
highlighting these decisions.
BUSINESS ETHICS
CASE -1 (20 Marks)
Joan, an employee of Great American Market, was warned about her excessive absenteeism several
times, both verbally and in writing. The written warning included notice that "further violations will
result in disciplinary actions," including suspension or discharge.
A short time after the written warning was issued, Joan called work to say she was not going to be in
because her babysitter had called in sick and she had to stay home and care for her young child. Joan's
supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned
that if she did not report to work, she could be suspended. When Joan did not report for her shift,
Sylvia suspended her for fifteen days.
In a subsequent hearing, Joan argued that it was not her fault that the babysitter had canceled, and
protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a
good faith effort to find an alternate babysitter, nor had she tried to swap shifts with a co-worker.
Furthermore, Sylvia said that the lack of a babysitter was not a justifiable excuse for being absent.
Questions:
Was the suspension fair?
Did Joan act responsibly?
Should she be fired?
CASE-2 (20 Marks)
You own a cement company, and deal with most the local contractors for cement, sand, etc. You have
a reputation of high quality products, and for good customer service with your customers. Your
foreman has just run the standard quality control tests you have performed regularly on your products.
When the test results are ready, you discover that the new batch of product is 9% less durable than
your usual material. It is still well above all industry standards and meets all building codes and
requirements for the purposes for which it is intended, but it is, nevertheless, not up to your usual
standards. Throwing it away would cost your company many thousands of dollars.
You decide to sell the cement anyway.
Questions:
Should you tell your customers?
Should you discount the price?
Should you tell your employees, so they will be knowledgeable with the customers?
Would you use this cement on foundations for your own house?
Page 2 of 3
CASE-3 (20 Marks)
Fred, a 17-year employee with Sam's Sauna, was fired for poor job performance and poor attendance,
after accruing five disciplinary penalties within a 12-month period under the company's progressive
disciplinary policy. A week later, Fred told his former supervisor that he had a substance abuse
problem.
Although there was no employee assistance program in place and the company had not been aware of
Fred's condition, their personnel director assisted Fred in obtaining treatment by allowing him to
continue receiving insurance benefits and approved his unemployment insurance claim.
Fred subsequently requested reinstatement, maintaining that he had been rehabilitated since his
discharge and was fully capable of being a productive employee. He pointed to a letter written by his
treatment counselor, which said that his prognosis for leading a "clean, sober lifestyle" was a big
incentive for him. Fred pleaded for another chance, arguing that his past problems resulted from drug
addiction and that Sam's Saunas should have recognized and provided treatment for the problem.
Sam's Saunas countered that Fred should have notified his supervisor of his drug problem, and that
everything possible had been done to help him receive treatment. Moreover, the company stressed that
the employee had been fired for poor performance and absenteeism. Use of the progressive discipline
policy had been necessary because the employee had committed a string of offenses over the course of
a year, including careless workmanship, distracting others, wasting time, and disregarding safety rules.
Questions:
Should Fred be reinstated?
Was the company fair to Fred in helping him receive treatment?
Did the personnel director behave ethically toward Fred?
Did he act ethically for his company?
Would it be fair to other employees to reinstate Fred?
CASE-4 (20 Marks)
In January of last year, the S.S. Vulgass, an oil tanker of the Big Dirty Oil Company ran around in the
area just north of Vancouver, spilling millions of gallons of crude into the waters and onto the beaches
of British Columbia and southern Alaska. The damage to the beaches and wildlife and consequently to
the tourist industry, the ecology and the quality of life of the local residents is incalculable, but in any
case will require many millions of dollars for even the most minimal clean-up.
The ship struck a small atoll, well-marked on the navigational maps, but it was a dark night and the
boat was well off course. On further investigation, it was discovered that the Captain of the Vulgass,
Mr. Slosh, had been drinking heavily. Leaving the navigation of the ship to his first mate, Mr. Mudd,
he retired to his cabin, to "sleep it off." Mr. Mudd had never taken charge of the ship before, and it is
now clear that he misread the maps, misjudged the waters, maintained a speed that was inappropriate
and the accident occurred. Subsequent inquiries showed that Captain Slosh had been arrested on two
drunk driving convictions within months of the accident. The Vulgass itself, a double-hulled tanker,
was long due for renovation and, it was suggested, would not have cracked up if the hull had been
trebly reinforced, as some current tankers were.
Page 2 of 3
R. U. Rich, the Chief Executive Officer of Big Dirty Oil declared the accident a "tragedy" and offered
two million dollars to aid in the clean up. The Premier of British Columbia was outraged.
Environmental groups began a consumer campaign against Big Dirty Oil, urging customers to cut up
and send in their Big Dirty Oil credit cards in protest. In a meeting to the shareholders just last month,
CEO Rich proudly announced the largest quarterly profit in the history of the Big Dirty Oil Company.
He dismissed the protests as "the outpourings of Greenies and other fanatics" and assured the
shareholders that his obligation was, and would always be, to assure the highest profits possible in the
turmoil of today's market.
Questions:
The question is, who is responsible?
Against whom should criminal charges be leveled?
What should be done, if anything, to punish the corporation itself?
What about the CEO?
PERSONNEL MANAGEMENT
SUBJECT: PERSONNEL MANAGEMENT
CASE STUDY : 1
Manpower planning is important aspect. Macro issues concerning factors like national population trends,
educational plans, economic growth rate, overall supply and demand for various categories of manpower will
certainly have an impact on the manpower plans of the enterprise.
These factors impinge on the enterprises plans the manpower planner needs to be aware of their impact. One
of the assumptions made in a less developed country like India, with surplus labour, is that there are large
number of trained manpower available for any specific skill requirement. It is generally not so.
Define the term “Manpower Planning”?
Discuss “Manpower Planning makes for different purposes at different level”?
Explain some other pay-offs from Manpower Planning to the enterprise?
Objectives of Manpower Planning. Explain in detail?
CASE STUDY : 2
The process of selection involves three stages – Recruitment, Selection and Placement. Recruitment refers to
making the vacancies known to potential applicants and thereby generating applications for position. This is
generally done through advertisement in mass media, employment exchange, private employment agencies,
deputation, word of mouth and campus recruitment.
Once these applications are generated, the actual selection begins. The number of methods can be used to
select. These may include application form, selection tests, interviews, business games, physical
examination. Finally the employee’s are placed in the appropriate positions.
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91 9924764558 OR +91 9447965521
Define the term “Word of Mouth”.
Define the objective and importance of advertisement in the process of Recruitment?
Define the term selection in brief.
Explain the methods of selection?
CASE STUDY : 3
Open and two way communication ensures survival of the organization. It is means to make members work
together. Formal communication can be downward and upward. Despite its significance communication
can suffer from distortions both intended as well as unconscious. Some of the reasons for distortions are
tendency to evaluate pre-existing attitudes, sterotypes, values and perceptions. Feedback can help improve
the quality of communication. Feedback however should be prompt both positive and negative, focus an
action and behavior instead of individual.
Distinguish between one way versus two way communication.
Define the tem formal and informal organizational communication?
Explain the most common channels available for downward communication in an organization?
What do you mean by communication filters?
CASE STUDY : 4
The quality of work life (QWL) research programme, which has been in progress for sometimes now, has
tried to understand human behavior in the work situation in order to enhance productivity job satisfaction
and employee involvement. QWL takes a holistic view of the employee at the work place. The focus has
shifted from time to time. QWL related activities are several but revolve around work restructuring, job
design, participative problem solving, reward systems and work environment.
What do you understand by the concept of QWL?
Identify its major activities and concerns?
Discuss the relevance of QSL in the Indian context?
‘Flexible working time arrangement can be an answer to the multifarious roles of the Indian worker’,
Evaluate.
SUBJECT: PRINCIPLE & PRACTICE OF MANAGEMENT
Marks: 80
CASE STUDY : 1
International Case : Carrefour — Which Way to Go?
Wal-Mart's biggest global competitor is the big French retailer Carretour, a firm that has hypermarkets, big
stores offering a variety of goods. It has made large investments around the globe in Latin America and China.
But not all is well as competitors taking market share its home market, for instance. There has been even
speculation of a takeover by Wal-Mart or Tesco, an English chain. Mr. Barnard has been ousted after heading
the company for 12 years; he was replaced by Jose Luis Durant who is of German-Spanish descent. Although
the global expansion is cited by some as success, it may be even a big mistake. It withdrew from Japan and
sold 29 hypermarkets in Mexico. Carrefour also had problems competing with Tesco in Slovakia and the
Czech Republic. In Germany, the company faced tough competition from Aldi and Lidle, two successful
discounters. On the other hand, it bought stores in Poland, Italy, Turkey, and opened new stores in China,
South Korea, and Columbia. Carrefour has become more careful in selecting markets. But. the company is
eager to enter the Indian market, but found out in late 2006 that Wal-Mart will do so as well.
In France, where Carrefour is well established, the company made the big mistake in its pricing policy. It
probably started with the 1999 merger with Promodes, the French discount chain. Carrefour confused the
French clientele by losing its low-cost image; whether the image can be changed remains to be seen. Mr.
Durant, the new CEO since 2005, embarked on the new strategy by offering 15 percent new products in its
hypermarkets and 10 percent in its supermarkets. Moreover, he wants to employ more staff, extend the
operating hours in certain hypermarkets, cutting prices, trying small stores, and pushing down decision
making. Mr. Durant aims to stay only in countries where Carrefour is among the top retailers.
Questions:
How should Mr. Durant assess the opportunities in various countries around the world?
Should Carrefour adopt Wal-Mart's strategy of "low prices everyday"? What would be the advantage or
disadvantage of such a strategy?
How could Carrefour differentiate itself from Wal-Mart?
4. Identify cultures in selected countries that need to be considered in order to be successful?
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91 9924764558 OR +91 9447965521
CASE STUDY : 2
International Case : Reengineering the Business Process at Procter & Gamble
Procter & Gamble (P&G), a multinational corporation known for products such as diapers, shampoo, soap, and
toothpaste, was committed to improving value to the customer. Its products were sold through various
channels, such as grocery retailers, wholesalers, mass merchandisers, and club stores. The flow of goods in the
retail grocery channel was from the factory's warehouse to the distributors' warehouses before going to the
grocery stores where customers selected the merchandise from the shelves.
The improvement-driven company was not satisfied with its performance and developed a variety of programs
to improve its service and the efficiency of its operation. One such program was electronic data interchange,
which provided daily information from the retail stores to P&G. The installation of the system resulted in
better service, reduced inventory levels, and labor-cost savings. Another approach, the continuous
replenishment program, provided additional benefits for P&G as well as for its retailer customers. Eventually,
the entire ordering system was redesigned, with the result of dramatic performance improvements. The
reengineering efforts also required restructuring of the organization. P&G had been known for its brand
management for more than 50 years. But in the late 1980s and early 1990s, the brand management approach
pioneered by the company in the 1930s required rethinking and restructuring. In a drive to improve efficiency
and coordination, several brands were combined with authority and responsibility given to category managers.
Such a manager would determine overall pricing and product policies. Moreover, the category managers had
the authority to withdraw weak brands, thus avoiding conflict between similar brands. They were also held
responsible for the profit of the product category they were managing. The switch to category management
required not only new skills but also a new attitude.
Questions:
The reengineering efforts of P&G focused on the business process system. Do you think other processes,
such as the human system, or other managerial policies need to be considered in a process redesign?
What do you think was the reaction of the brand managers, who may have worked under the old system for
many years, when the category management structure was installed?
As a consultant, would you have recommended a top-down or a bottom-up approach, or both, to process
redesign and organizational change?
What are the advantages and disadvantages of each approach.
CASE STUDY : 3
International Case : The Restructuring of Daimler-Benz
In a 1996 address to stockholders and friends of Daimler-Benz, CEO Jurgen Schrempp reviewed the position
of the diversified company. He started by saying "1995 was a dramatic year in the history of Daimler-Benz." It
was also a year that the board of management made a major break with the past.
Daimler-Benz, with more than 300,000 employees worldwide, consisted of four major groups: The first, by far
the biggest and most successful group, was Mercedes-Benz with about 200,000 employees. It is best known
for its passenger cars and commercial vehicles. The second was the AEG Daimler-Benz industries in the
business of rail systems, microelectronics, heavy diesel engines, energy systems technology, and automation.
The third was the Aerospace Group in the business of aircraft (the company has a more than one-third interest
in the Airbus consortium), space systems, defense and civil systems, and propulsion systems. Finally, there
was the Inter Services Group consisting of systemshaus, financial services, insurance brokerage, trading,
marketing services, mobile communications services, and real
estate management.
Daimler-Benz went through various development phases. From 1985 to 1990, it diversified into aerospace and
electrical engineering. The aim was to become an integrated high-tech group. This diversification was further
consolidated in the next phase that extended from 1990 to 1995. Under the leadership of Schrempp, the core
business was redefined and the strategy refocused.
A 1995-96 portfolio review showed the need for refocusing on what the company could do best. Top
management reevaluated its strategies and its core businesses based on economic criteria and the strategic fit
of the various activities. It became clear that the company's strengths were in car manufacturing, the truck
business, and the railroad sector. Mercedes Benz, for example, had a strong competitive position with its cars
and trucks in Europe, North America, and Latin America. Vans were also relatively strong in Europe, and
buses had a good competitive position in Latin America. Based on this analysis, the strategies for potential
growth were through globalization and the development of new product segments.
In 1996, top management reassessed the company's position and its 1995 unsatisfactory results from its
operations. It was discovered that the company was exposed to currency fluctuations that affected profitability.
The company's image was also blurred because of the ventures into many different kinds of industries. The
management board decided to cut its losses and chart a new direction for the company, with greater emphasis
on profitability. The organization structure was tightened and certain businesses were divested. In fact, policy
decision from an earlier period were reversed. The unprofitable AEG Group and the Dutch aircraft
manufacturer Fokker did not receive financial support. Since both the Dutch government and Daimler-Benz
withdrew support, Fokker filed for bankruptcy. Although these and other drastic decisions helped reduce the
1995 financial losses, the company's goal was not to emphasize maximizing short-term profitability but to
work toward medium- and long-term profitability.
A number of other managerial decisions were made to achieve the ambitious goals of reducing costs and
improving profitability. Employees close to the operations were empowered to make decisions necessary to
carry out their tasks. The organization structure was simplified and decentralized so that organizational units
could respond faster to environmental changes. Moreover, the new organization structure was designed to
promote an entrepreneurial spirit. Control was exercised through a goal-driven, performance-based reward
system. At the same time, the new structure was designed to promote cooperation. In 1997, the board of
management restructured and integrated the Mercedes-Benz Group into Daimler-Benz. Consequently,
Mercedes-Benz's chief, Helmut Werner, who had been given credit for a successful model policy, resigned
from the company.
Questions:
What is your assessment of Daimler-Benz's operations in many different fields?
Should the various groups operate autonomously? What kinds of activities should be centralized?
Daimler-Benz is best known for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the first
place and why did it venture into the Aerospace and Inter Services businesses?
Given the apparent mistakes in acquiring non-automotive businesses, what should Jurgen Schrempp do
now?
CASE STUDY : 4
International Case : Global Car Industry
How the Lexus Was Born-and Continued Its Success in the United States, but will Lexus Succeed in Japan?
One of the best examples of global competition is in the car industry. As the Japanese gained market share in
America, U.S. car makers required the Japanese to self-impose quotas on cars exported to the United States.
This encouraged Japanese firms not only to establish their plants in the United States but also to build bigger
and more luxurious cars to compete against the higher-priced U.S. cars- and the expensive European cars such
as the Mercedes and the BMW.
One such Japanese car is the Lexus, by Toyota. This car is aimed at customers who would like to buy a
Mercedes or BMW but cannot afford either. With a sticker price of $35,000, the Lexus is substantially less
expensive than comparable European imports. In 1983, Toyota set out to develop the best car in the worldmeasured
against the Mercedes and the BMW. The aim was to produce a quiet, comfortable, and safe car that
could travel at 150 miles per hour and still avoid the gas guzzler tax imposed on cars getting less than 22.5
miles per gallon. This seemed to be an idea of conflicting goals: cars being fast seemed irreconcilable with
cars being at the same time fuel-efficient. To meet these conflicting goals, each subsystem of the car had to be
carefully scrutinized, improved whenever possible, and integrated with the total design. The first version of the
32-valve V-8 engine did not meet the fuel economy requirement. The engineers applied a problem-solving
technique called "thoroughgoing countermeasures at the source." This means an attempt to improve every
component until the design objectives are achieved. Not only the engine but also the transmission and other
parts underwent close scrutiny to make the car meet U.S. fuel requirements.
Toyota's approach to achieving quality is different from that of German car manufacturers. The latter use
relatively labor-intensive production processes. In contrast, Toyota's advanced manufacturing technology aims
at high quality through automation requiring only a fraction of the work force used by German car makers.
Indeed, this strategy, if successful, may be the secret weapon to gain market share in the luxury car market.
Questions:
Prepare a profile of the potential buyer of the Lexus.
What should Mercedes and BMW do to counteract the Japanese threat in the United States and Europe?
Why has the Lexus model been very successful in the U.S. but has not been marketed in Japan?
(Suggestion: Review the frequency of repair records of luxury cars. Also talk to Lexus dealers or Lexus
owners).
Do you think Lexus will succeed in Japan? Why or why not
SUB : Architectural Management
Attempt all questions:
By collecting the information from the relevant and authenticated sources, make a report
on the
following:
a) Sustainable development
b) Conservation
c) Schemes for slum area improvement
d) Traffic control systems in India in comparison with foreign country.
e) Road transport and Rail transport schemes for city transport and compare them.
f) Parking problems
You are entrusted with evaluating a building as a “Complete System”. How would you
do this effectively. You may hold interviews of builders/owners of shops and office
premises and other customers regarding achievements and problems.
Carry out a critical study of the Architectural pattern of
a) 19th Century
b) 20th Century
c) Early 21st Century
Based on your study, project your opinions and suggestions for further development.
You will agree that all about urban planning and landscape is equally true for rural
design and landscape. However, the scale is different, cost of the land is less, size of
the plot is bigger and with the closeness of nature, achievement is comparatively easy.
What is important is the approach.
Keeping in mind that every village to be developed into a mini town with aesthetic
landscape, what would be your approach in order to achieve the desired level as stated
above.
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91 9924764558 OR +91 9447965521
Case Study of a House
The brief
One hall/dining, one bedroom, toilet, kitchenette, verandah, economical structural system,
minimum furniture. Total area around 60 sq. m.
The design
“The virtues of geometry” is the theme of this design. Since it is a guest house, the user is
not going to stay for more than two to three days. Thus there will be no specific suggestion
about the shape of the rooms. To achieve economy, the virtue of geometry of a circle is
utilized. The periphery is less for the same area of a circle than a square or rectangular
shaped structure. Thus the length of the wall is reduced to achieve economy. This also
makes the 23 cm load bearing structure more stable, like a well. An open verandah with
built-in seating and kitchenette and with rectangular shaped toilet is added opposite to each
other. A common RCC slab joining these volumes do not allot chajjas for the windows placed
at the junction points. To ensure further economy, the 45 sloping AC sheet roofing allows
storage space for kitchen and conceals the overhead water storage tank over the toilet. The
two skylights, one for dressing in the bedroom and one over the folding dining table allows
adequate light for the central dark portion. Thus, the total composition becomes a unique
combination of cylindrical, cube and triangular shapes. The major furniture is of built-in type
which minimizes the cost, and needs less maintenance. Owners of this guest house wanted
more weightage to be given for economy and maintenance, which I have succeeded in
getting.
The Outcome
Virtues of geometry with structural logic can create good designs. Aesthetical and
economical considerations give permanent quality to the structure, making it an architectural
object and not just a building.
Issues to be Addressed :
Study all details shown in the plan, the axonometric view and orientation, and comment
on the
total planning.
Find out the total plinth area by preparing working drawings.
State various measures proposed to achieve economy in cost.
Give a thought to solar system for heating water, landscaping treatments, and plan’s
usefulness
for farm house.
SUBJECT : INVENTORY MANAGEMENT
COURSE : ADMTM Total Marks : 80
Section A : Marks 3 each
Q.1
What is ABC analysis?
Give four examples of MRP?
What is meant by lead time?
Define standardization?
What are the various inventory models?
(f) What are the functions of inventory?
(g) Explain briefly the various types of inventories?
(h) Define traffic management?
(i) What is the need for feedback inventory information system?
(j) Give two factors considered for choosing equipments for material handling?
Section B Marks 10 each attempt any 5
Comptek computers wants to reduce a large stock of PCs it is discontinuing. It has offered a
university book store a quantity discount pricing schedule as follows:
(please see the attachment)
Quantity Price (Rs.)
1-49 14,000
50-89 11,000
>90 9000
The annual carrying cost for the bookstore for a PC is Rs. 190, the ordering cost is Rs. 2,500
and annual demand for this particular model is estimated to be 200 units. The bookstore wants
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
to determine if it should take advantage of this discount or order the basic EOQ size.
Explain the following terms:
Lead time
Re-order point
Stock out cost
Set-up cost.
What is the purpose of safety stock? How will the use of safety stock affect the EOQ? How
will the safety stock affect the total annual carrying cost of the material?
Describe the relation between Material requirement planning and Master productions schedule.
What are the advantages and limitations of MRP?
Q5) What are the objectives of stores management? How do you decide about the location and
layout of an effective store in an organization?
Q6) What is the purpose of JIT? Why are flexible resources essential for JIT? Wow are suppliers
affected by JIT?
SUBJECT : MANUFACTURING PLANNING AND CONTROL
COURSE : ADMTM Total Marks : 80
Time : 3 Hours
N.B. : 1. All Questions are compulsory
2. Illustrate your answers with suitable sketches wherever possible.
3. All question carry equal marks.
What are the typical tasks performed by the MPC system and how do these task affect the
company operation. What is the cope of ERP implementation and how are the various modules of
the software organized.
What are the communication linkages between demand management, other MPC modules and
customers? And what the fundamental activities in sales and operation planning and what
techniques can be uses explain in brief.
Write the short note on four of the following:
I) Master production Schedule
II) Function of Manufacturing planning and control
III)Computer integrated manufacturing
IV)Breadth of purchasing in MPC.
Compare CPM and PERT
b) With the help of block diagram explain hierarchy of capacity planning decision.
c) Describe the function vendor development and vendor management.
Q3) a) State the seven wastes as being the targets of continuous improvement in Just in Time.
b) There are five jobs of which is to be processes through three machines A, B, and, C in order
ABC Processing time in hour are
Job A B C
1 3 4 7
2 8 5 9
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
3 7 1 5
4 5 2 6
5 4 3 10
Determine the optimum sequence for the five jobs and the minimum elapsed time.
c) Compare the bill of materials and cookbook recipe.
d) Explain the practical steps involved in solving PERT problems.
Explain Role of demand management in manufacturing, planning and control with suitable
example?
b) State advantages, limitation and Application of Linear programming. What basic concepts and
module are used for shop floor and vendor scheduling and control.
c) Describe the function vendor development and vendor management
SUBJECT : PURCHASING & MATERIALS MANAGEMENT
COURSE : ADMTM Total Marks : 80
N.B. : 1) All Questions are compulsory
Illustrate your answers with suitable sketches wherever possible.
Figure to the right indicate full marks.
Define and discuss the significance of the materials management concept. [06 Marks]
What is the role of Materials Management in improving materials productivity?
Explain briefly. [06 Marks]
Explain the various materials codification methods. How Standardization reduces cost in the
Materials Management? [08 Marks]
Q2) a) Explain the concept of choice and rationalization of materials [08 Marks]
b) What is the value analysis? What are the different types of values? Describe the importance
of value analysis in an industrial enterprise. [08 Marks]
c) Discuss the computer based inventory management system with diagram and
explain in details. [04 Marks]
Q3) a) What are the activities of purchase research? In which areas can purchase
research is conducted? Explain purchase library concept. [08 Marks]
b) What is negotiation? Enumerate and discuss various tactics that may be used by
buyer while negotiating price with a supplier. [08 Marks]
c) Explain the term vender development and vender rating in details. Also explain
the benefit of vendor rating [06 Marks]
Q4) a) List and explain in brief the factors influencing make or buy decisions [08 Marks]
b) The Sahu Pump Corporation uses 60,000 valves per year and the usage is fairly constant at
5000 valves per month. Each valve costs the company Rs. 1.50. The carrying cost for the
company has been estimated at 15 % of the average inventory investment. The cost to place
an order and process the delivery is Rs. 30
i) Calculate economic order quantity
ii) What is the stock turnover rate ignoring safety stock if EOQ is ordered
frequently? [06 Marks]
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
What is variety reduction? Explain the areas of variety reduction [08 Marks
SUBJECT : DESIGNING & MANAGING THE SUPPLY CHAIN
COURSE : ADMTM Total Marks : 80
Time : 3 Hours
N.B. : 1) All Questions are compulsory
2) Illustrate your answers with suitable sketches wherever possible.
3) Figure to the right indicate full marks.
Q1) Solve any four of the following
a) Explain the push/pull view of supply chain.
b) Explain, what is the competitive strategy of supply chain.
c) Discuss the goal of Supply Chain.
d) Describe the major obstacle that must be overcome to successfully manage a supply chain.
Q2) a) Identify the major drivers of supply chain performance and discuss the role of each driver in
creating strategic fit between the supply chain strategy and the competitive strategy.
b) Evaluate the strengths and weakness of different modes of transportation
Q3) Attempt any three of the following
a) List the various view of supply chain and discuss one of them.
b) Describe how the company achieves strategic fit between its supply chain strategy and
competitive strategy.
c) Discuss the impact of replenishment policies on supply chain on safety inventory.
d) Discuss the role of distribution in the supply chain.
Q4) Write the short note on any five of the following.
a) Role of transportation in supply chain
b) Role of sourcing in supply chain.
c) Safety inventory management in Supply chain
d) Coordination in supply chain.
e) Role of Information technology in Supply chain.
f) E-Business and supply chain management
OPERATIONS MANAGEMENT
CASE-1 (16 Marks)
Bloomsday Outfitters produces T-shirts for road races. They need to acquire some new stamping
machines to produce 30,000 good T-shirts per month. Their plant operates 200 hours per month, but
the new machines will be used for T-shirts only 60 percent of the time and the output usually includes
5 percent that are "seconds" and unusable. The stamping operation takes 1 minute per T-shirt, and the
stamping machines are expected to have 90 percent efficiency considering adjustments, changeover of
patterns, and unavoidable downtime. How many stamping machines are required?
CASE-2 (16 Marks)
In the table given below the Distribution Manager is expected to service these DCs as per the demands
placed. If the actual sales after completing week one is as follows, what would be the quantities that
would need amendment as far as Distribution Manager is concerned to service for week two and
onwards?
After week one the actual sales to Forecasted sales for week one ratio is as under: Mumbai did 80 % of
forecast , Lucknow did 75 % of forecast Kolkata did 60 % of week one forecast Chennai did 125 % of
forecast and Delhi did 150 % of week one forecast
Note : Kolkata will receive transit stocks in week 2 .
CASE-3 (16 Marks)
After working for 30 years, Ramjee Somjee Dutt opted for VRS and started a courier company and did
very well in the first four years. He was now looking for expansion of his business and decided to
venture into Road transportation business between Chennai and Mumbai and Mumbai and Delhi as he
felt that he could do well on this line. However before taking a final decision he hires your
Management Consultant firm formed by yourself. He has requested you to work out the Price to quote
his clients for these two routes considering the costs involved. He expects to earn a minimum profit of
Rs 1000 per day per truck after meeting all expenses. Your analysis of market conditions tell you the
following:
Vehicle cost Rs 7 lacs Depreciation 15 % Maintenance costs per day Rs 150 Drivers monthly Salary
Rs 5000 : Attendants monthly salary Rs 3000 . Misc expenses Rs 200 per day. Driver allowance is Rs
125 per day and attendant gets Rs 75. Diesel cost per liter is Rs 25 and the vehicle gives an average
mileage of 4 km to a liter. The Financial institutions offer loans at 10 % interest pa, which Ramjee has
been negotiating. It has been observed that on an average the vehicle covers 400 km per day. The
distance between Mumbai to Delhi is 1500 km and Mumbai to Chennai is 1350 km. The driver gets
rest day in Mumbai only for one day after they return from any trip.
CASE-4 (16 Marks)
A company is operating in two unrelated businesses. The first one is making common salt, which is
sold in one-kilogram consumer packs. The second business is making readymade garments. The owner
of the businesses has decided to implement Materials Requirement Planning (MRP) in one of the two
businesses, which is likely to give him greater benefit. Assuming that the current turnover and profits
of both the units are comparable, compare the relative benefits and limitations of Materials
Requirement Planning (MRP) for these two businesses.
CASE-5 (16 Marks)
A Manufacturer of motorcycles buys spark plugs at Rs.15 each. Now he wishes to manufacture the
plugs in his own factory. The estimated cost for the manufacture of spark plugs is around
Rs.50,000=00 and the variable cost comes to Rs.5 per spark plug. The Production Manager advises the
Manufacturer that the factory should go for manufacturing instead of procuring them from the open
market.
List out reasons for the decision of the Production Manager backed up by the necessary data
PROJECT MANAGEMENT
Attempt all questions
Give a detailed description on “Detailed Project Report”. Indicate the Pros and Cons of it also.
(10 Marks)
What is Project Management Information System? Why is a Project Management Information
System considered to be of immense importance in a project? In designing a Project Management
Information System what parameters are to be spelt out clearly in line with the objectives of the
Project management Information System? (20 Marks)
3. Technology and processes play crucial role in certain projects. What the key issues are in regards
to choice of technology, equipment and processes at the stage of formulation of Detailed Project
Report?
(10 Marks)
4. Given the activity mean and Standard Deviation, Find the probability that the project will take
more than 10 weeks to complete. (20 Marks)
Activity
Mean Standard Deviation
1 – 2 5 1
2 – 3 4 1
1 - 3 8 1
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5. For the following network data ,
(20 Marks)
(a) Identify the Critical Path and its duration
(b) Calculate the total network slack time.
Job
(Activity)
Network
Initial Node
Network
Final Node
Estimated Time(days)
A 1 2 2
B 1 3 3
C 1 4 3
D 2 5 3
E 2 9 3
F 3 5 1
G 3 6 2
H 3 7 3
I 4 7 5
J 4 8 3
K 5 6 3
L 6 9 4
M 7 9 4
N 8 9 3
O 9 10 2
ISBM BMS MBA DMS EMBA ANSWER CASE STUDY SOLUTIONS PROJECT REPORTS
PROJECT GUIDANCES,
ASSIGNMENT ANSWERS ETC…
OF
MBA EMBA MSW BBA BBM BMS BCOM
ALL INDIAN & FOREIGN UNIVERSITIES
UPES IGNOU ISBM IIBM KSBM PSBM ISMS NIBM IIBMS XAVIER NIBM IIMRT IBSAMS ETC..
CONTACT: DR PRASANTH MBA PH.D. DME
Mob: +91 9447965521 OR +91 9924764558
Email: prasanththampi1975@gmail.com
Website: www.casestudyandprojectreports.com
HOSPITAL MANAGEMENT
Note: Each question carries 10 marks
Describe the stages of growth of hospitality industry.
Discuss the importance of training in hospitality sector.
3. Elaborate the concept of domestic and international tourism.
4. How do socio-cultural and economic scenarios get affected by tourism?
5. Describe the various departments of a hotel and their important functions.
6. Describe briefly the laws and guidelines, related to recognition of travel agency.
7. How will you successfully grow in the most competitive hospitality industry?
8. Suggest the long term plans and actions.
BUSINESS COMMUNICATION
CASE-1 (20 Marks)
Nestle has launched quality street ,lion and after 8 choclates imported from Europe. Qualtty Street is an
assortment of chocolates priced at Rs. 7 5 for 218 gm. After Eight is a popular adult chocolate priced at Rs.25
for 20 gm and Lion is a caramel wafer bar priced at Rs. 20 for a 45 gm bar. (Kit Kat )is priced at Rs. 6 for a 17
gm bar and has a chocolaty taste while Lion has a crunchy taste). The brands have different tastes and will
appeal to different target segments (though the target segment is one which may have already been exposed to
these brands during visits abroad). These brands have been introduced in metros in upmarket stores which sell
brands bears the label "lmported by Nestle India Ltd." indicating that they may be better than smuggled ones
(which may be stale).
Question :
Suggest suitable media /media vehicles for promoting these brands. Give reasons in support of your answer
What business communication media you will utilize if you have to launch a soap in rural India?
CASE -2 (20 Marks)
The herbal shampoo market is valued at around Rs. 100 crores. Ny/e, Ayur, Dqbur and Biotique are some of the
established brands in the market.
Helene Curtis (JK Group) has introduced a premium herbal shampoo (with variants Shikskai, henna and qmla
and brqhmi and josur) priced between Rs. 80 and Rs. 90 (500 ml) for different types of hair. The proposition is
the benefits offered by lhe variant based on the combination of herbs, benefits offered by the variants range
from extra protection and nourishment to colour, body and bounce. The shampoos have been launched under
the brand name Premium Herbsl Shsmpoos and they target urban housewives with a monthly household
income of Rs.25,000. The brand is distributed through 7 0,000 retail outlets and 120 Raymond shops. The
company has planned only point of purchase (POP) posters initially and may consider the electronic media
later. The shampoo has an annual advertising expenditure of Rs. 10 crores.
Question :
Comment on the marketing mix of JK's Premium Herbsl Shampoos ?
How can you make their communication more effective ?.
Page 2 of 2
CASE 3 (40 Marks)
Attempt all cases of the following: (10 marks each)
Iran Rafsanjan Co., Rafsanjan City, Iran has taken a marine insurance policy No. VB/84/3629/29 dated
20th December, 2005 from Albroz Insurance Co., Kerman City, Iran for the import of 500 tractor gears
from Apex Products (India) Ltd., Delhi. The exporter shipped the cargo on board vessel — SEEMA on
26th December, 2005 for Bandar Abbas Port of Iran.
As per the letter of credit condition, the exporter was required to fax the shipment details to Albroz
Insurance Company within 24 hours of the shipment. However, the exporter could not fax such details due
to change in telephone (fax) number of the insurance company.
Draft an express telegram to intimate shipment details.
ii) Yours is a multinational company having joint venture with a Chinese company. Plant is to be located at
Surat. The company immediately needs an Executive - Foreign Affairs (male/female) with ability of
“writing and speaking Chinese language.
Draft a recruitment advertisement for publication under classified column of a national daily. Salary-is no
bar for the right candidate. E-mail address -info@krishnafashions.com
iii) The local head office of State Bank of India is located at 11, Parliament Street, New Delhi-110001. The
bank wants to construct 76 flats at Noida for its employees and invite applications for pre-qualification of
contractors. Full details are available on its website - www.sbi.co.in or www.statebankofindia.com/
procurement_news.
Draft a notice for pre-qualification of contractors.
iv) The Joint Admission Board (JAB) of Indian Institutes of Technology in its meeting held on 17th
September, 2005 at Kolkata has taken some decisions with regard to Joint Entrance Examination (JEE)
2006, i.e., to appear in JEE, one must secure at least 60% marks (55% for SC/ST and PD) in 10+2
examination; a candidate can have only two attempts with effect from JEE-2006; and a candidate who
joins any of the IITs through JEE-2006 will not be permitted to appear in JEE in future.* It was also
decided that candidates, who have passed their qualifying examination in 2005 or earlier, will be allowed
to appear in JEE-2006 as the last chance, witji no consideration of marks or attempts at JEE subject to age
requirements. On behalf of the JAB, draft a suitable press release to be issued by organising chairman
highlighting these decisions.
BUSINESS ETHICS
CASE -1 (20 Marks)
Joan, an employee of Great American Market, was warned about her excessive absenteeism several
times, both verbally and in writing. The written warning included notice that "further violations will
result in disciplinary actions," including suspension or discharge.
A short time after the written warning was issued, Joan called work to say she was not going to be in
because her babysitter had called in sick and she had to stay home and care for her young child. Joan's
supervisor, Sylvia, told her that she had already exceeded the allowed number of absences and warned
that if she did not report to work, she could be suspended. When Joan did not report for her shift,
Sylvia suspended her for fifteen days.
In a subsequent hearing, Joan argued that it was not her fault that the babysitter had canceled, and
protested that she had no other choice but to stay home. Sylvia pointed out that Joan had not made a
good faith effort to find an alternate babysitter, nor had she tried to swap shifts with a co-worker.
Furthermore, Sylvia said that the lack of a babysitter was not a justifiable excuse for being absent.
Questions:
Was the suspension fair?
Did Joan act responsibly?
Should she be fired?
CASE-2 (20 Marks)
You own a cement company, and deal with most the local contractors for cement, sand, etc. You have
a reputation of high quality products, and for good customer service with your customers. Your
foreman has just run the standard quality control tests you have performed regularly on your products.
When the test results are ready, you discover that the new batch of product is 9% less durable than
your usual material. It is still well above all industry standards and meets all building codes and
requirements for the purposes for which it is intended, but it is, nevertheless, not up to your usual
standards. Throwing it away would cost your company many thousands of dollars.
You decide to sell the cement anyway.
Questions:
Should you tell your customers?
Should you discount the price?
Should you tell your employees, so they will be knowledgeable with the customers?
Would you use this cement on foundations for your own house?
Page 2 of 3
CASE-3 (20 Marks)
Fred, a 17-year employee with Sam's Sauna, was fired for poor job performance and poor attendance,
after accruing five disciplinary penalties within a 12-month period under the company's progressive
disciplinary policy. A week later, Fred told his former supervisor that he had a substance abuse
problem.
Although there was no employee assistance program in place and the company had not been aware of
Fred's condition, their personnel director assisted Fred in obtaining treatment by allowing him to
continue receiving insurance benefits and approved his unemployment insurance claim.
Fred subsequently requested reinstatement, maintaining that he had been rehabilitated since his
discharge and was fully capable of being a productive employee. He pointed to a letter written by his
treatment counselor, which said that his prognosis for leading a "clean, sober lifestyle" was a big
incentive for him. Fred pleaded for another chance, arguing that his past problems resulted from drug
addiction and that Sam's Saunas should have recognized and provided treatment for the problem.
Sam's Saunas countered that Fred should have notified his supervisor of his drug problem, and that
everything possible had been done to help him receive treatment. Moreover, the company stressed that
the employee had been fired for poor performance and absenteeism. Use of the progressive discipline
policy had been necessary because the employee had committed a string of offenses over the course of
a year, including careless workmanship, distracting others, wasting time, and disregarding safety rules.
Questions:
Should Fred be reinstated?
Was the company fair to Fred in helping him receive treatment?
Did the personnel director behave ethically toward Fred?
Did he act ethically for his company?
Would it be fair to other employees to reinstate Fred?
CASE-4 (20 Marks)
In January of last year, the S.S. Vulgass, an oil tanker of the Big Dirty Oil Company ran around in the
area just north of Vancouver, spilling millions of gallons of crude into the waters and onto the beaches
of British Columbia and southern Alaska. The damage to the beaches and wildlife and consequently to
the tourist industry, the ecology and the quality of life of the local residents is incalculable, but in any
case will require many millions of dollars for even the most minimal clean-up.
The ship struck a small atoll, well-marked on the navigational maps, but it was a dark night and the
boat was well off course. On further investigation, it was discovered that the Captain of the Vulgass,
Mr. Slosh, had been drinking heavily. Leaving the navigation of the ship to his first mate, Mr. Mudd,
he retired to his cabin, to "sleep it off." Mr. Mudd had never taken charge of the ship before, and it is
now clear that he misread the maps, misjudged the waters, maintained a speed that was inappropriate
and the accident occurred. Subsequent inquiries showed that Captain Slosh had been arrested on two
drunk driving convictions within months of the accident. The Vulgass itself, a double-hulled tanker,
was long due for renovation and, it was suggested, would not have cracked up if the hull had been
trebly reinforced, as some current tankers were.
Page 2 of 3
R. U. Rich, the Chief Executive Officer of Big Dirty Oil declared the accident a "tragedy" and offered
two million dollars to aid in the clean up. The Premier of British Columbia was outraged.
Environmental groups began a consumer campaign against Big Dirty Oil, urging customers to cut up
and send in their Big Dirty Oil credit cards in protest. In a meeting to the shareholders just last month,
CEO Rich proudly announced the largest quarterly profit in the history of the Big Dirty Oil Company.
He dismissed the protests as "the outpourings of Greenies and other fanatics" and assured the
shareholders that his obligation was, and would always be, to assure the highest profits possible in the
turmoil of today's market.
Questions:
The question is, who is responsible?
Against whom should criminal charges be leveled?
What should be done, if anything, to punish the corporation itself?
What about the CEO?
PERSONNEL MANAGEMENT
SUBJECT: PERSONNEL MANAGEMENT
CASE STUDY : 1
Manpower planning is important aspect. Macro issues concerning factors like national population trends,
educational plans, economic growth rate, overall supply and demand for various categories of manpower will
certainly have an impact on the manpower plans of the enterprise.
These factors impinge on the enterprises plans the manpower planner needs to be aware of their impact. One
of the assumptions made in a less developed country like India, with surplus labour, is that there are large
number of trained manpower available for any specific skill requirement. It is generally not so.
Define the term “Manpower Planning”?
Discuss “Manpower Planning makes for different purposes at different level”?
Explain some other pay-offs from Manpower Planning to the enterprise?
Objectives of Manpower Planning. Explain in detail?
CASE STUDY : 2
The process of selection involves three stages – Recruitment, Selection and Placement. Recruitment refers to
making the vacancies known to potential applicants and thereby generating applications for position. This is
generally done through advertisement in mass media, employment exchange, private employment agencies,
deputation, word of mouth and campus recruitment.
Once these applications are generated, the actual selection begins. The number of methods can be used to
select. These may include application form, selection tests, interviews, business games, physical
examination. Finally the employee’s are placed in the appropriate positions.
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Define the term “Word of Mouth”.
Define the objective and importance of advertisement in the process of Recruitment?
Define the term selection in brief.
Explain the methods of selection?
CASE STUDY : 3
Open and two way communication ensures survival of the organization. It is means to make members work
together. Formal communication can be downward and upward. Despite its significance communication
can suffer from distortions both intended as well as unconscious. Some of the reasons for distortions are
tendency to evaluate pre-existing attitudes, sterotypes, values and perceptions. Feedback can help improve
the quality of communication. Feedback however should be prompt both positive and negative, focus an
action and behavior instead of individual.
Distinguish between one way versus two way communication.
Define the tem formal and informal organizational communication?
Explain the most common channels available for downward communication in an organization?
What do you mean by communication filters?
CASE STUDY : 4
The quality of work life (QWL) research programme, which has been in progress for sometimes now, has
tried to understand human behavior in the work situation in order to enhance productivity job satisfaction
and employee involvement. QWL takes a holistic view of the employee at the work place. The focus has
shifted from time to time. QWL related activities are several but revolve around work restructuring, job
design, participative problem solving, reward systems and work environment.
What do you understand by the concept of QWL?
Identify its major activities and concerns?
Discuss the relevance of QSL in the Indian context?
‘Flexible working time arrangement can be an answer to the multifarious roles of the Indian worker’,
Evaluate.
SUBJECT: PRINCIPLE & PRACTICE OF MANAGEMENT
Marks: 80
CASE STUDY : 1
International Case : Carrefour — Which Way to Go?
Wal-Mart's biggest global competitor is the big French retailer Carretour, a firm that has hypermarkets, big
stores offering a variety of goods. It has made large investments around the globe in Latin America and China.
But not all is well as competitors taking market share its home market, for instance. There has been even
speculation of a takeover by Wal-Mart or Tesco, an English chain. Mr. Barnard has been ousted after heading
the company for 12 years; he was replaced by Jose Luis Durant who is of German-Spanish descent. Although
the global expansion is cited by some as success, it may be even a big mistake. It withdrew from Japan and
sold 29 hypermarkets in Mexico. Carrefour also had problems competing with Tesco in Slovakia and the
Czech Republic. In Germany, the company faced tough competition from Aldi and Lidle, two successful
discounters. On the other hand, it bought stores in Poland, Italy, Turkey, and opened new stores in China,
South Korea, and Columbia. Carrefour has become more careful in selecting markets. But. the company is
eager to enter the Indian market, but found out in late 2006 that Wal-Mart will do so as well.
In France, where Carrefour is well established, the company made the big mistake in its pricing policy. It
probably started with the 1999 merger with Promodes, the French discount chain. Carrefour confused the
French clientele by losing its low-cost image; whether the image can be changed remains to be seen. Mr.
Durant, the new CEO since 2005, embarked on the new strategy by offering 15 percent new products in its
hypermarkets and 10 percent in its supermarkets. Moreover, he wants to employ more staff, extend the
operating hours in certain hypermarkets, cutting prices, trying small stores, and pushing down decision
making. Mr. Durant aims to stay only in countries where Carrefour is among the top retailers.
Questions:
How should Mr. Durant assess the opportunities in various countries around the world?
Should Carrefour adopt Wal-Mart's strategy of "low prices everyday"? What would be the advantage or
disadvantage of such a strategy?
How could Carrefour differentiate itself from Wal-Mart?
4. Identify cultures in selected countries that need to be considered in order to be successful?
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91 9924764558 OR +91 9447965521
CASE STUDY : 2
International Case : Reengineering the Business Process at Procter & Gamble
Procter & Gamble (P&G), a multinational corporation known for products such as diapers, shampoo, soap, and
toothpaste, was committed to improving value to the customer. Its products were sold through various
channels, such as grocery retailers, wholesalers, mass merchandisers, and club stores. The flow of goods in the
retail grocery channel was from the factory's warehouse to the distributors' warehouses before going to the
grocery stores where customers selected the merchandise from the shelves.
The improvement-driven company was not satisfied with its performance and developed a variety of programs
to improve its service and the efficiency of its operation. One such program was electronic data interchange,
which provided daily information from the retail stores to P&G. The installation of the system resulted in
better service, reduced inventory levels, and labor-cost savings. Another approach, the continuous
replenishment program, provided additional benefits for P&G as well as for its retailer customers. Eventually,
the entire ordering system was redesigned, with the result of dramatic performance improvements. The
reengineering efforts also required restructuring of the organization. P&G had been known for its brand
management for more than 50 years. But in the late 1980s and early 1990s, the brand management approach
pioneered by the company in the 1930s required rethinking and restructuring. In a drive to improve efficiency
and coordination, several brands were combined with authority and responsibility given to category managers.
Such a manager would determine overall pricing and product policies. Moreover, the category managers had
the authority to withdraw weak brands, thus avoiding conflict between similar brands. They were also held
responsible for the profit of the product category they were managing. The switch to category management
required not only new skills but also a new attitude.
Questions:
The reengineering efforts of P&G focused on the business process system. Do you think other processes,
such as the human system, or other managerial policies need to be considered in a process redesign?
What do you think was the reaction of the brand managers, who may have worked under the old system for
many years, when the category management structure was installed?
As a consultant, would you have recommended a top-down or a bottom-up approach, or both, to process
redesign and organizational change?
What are the advantages and disadvantages of each approach.
CASE STUDY : 3
International Case : The Restructuring of Daimler-Benz
In a 1996 address to stockholders and friends of Daimler-Benz, CEO Jurgen Schrempp reviewed the position
of the diversified company. He started by saying "1995 was a dramatic year in the history of Daimler-Benz." It
was also a year that the board of management made a major break with the past.
Daimler-Benz, with more than 300,000 employees worldwide, consisted of four major groups: The first, by far
the biggest and most successful group, was Mercedes-Benz with about 200,000 employees. It is best known
for its passenger cars and commercial vehicles. The second was the AEG Daimler-Benz industries in the
business of rail systems, microelectronics, heavy diesel engines, energy systems technology, and automation.
The third was the Aerospace Group in the business of aircraft (the company has a more than one-third interest
in the Airbus consortium), space systems, defense and civil systems, and propulsion systems. Finally, there
was the Inter Services Group consisting of systemshaus, financial services, insurance brokerage, trading,
marketing services, mobile communications services, and real
estate management.
Daimler-Benz went through various development phases. From 1985 to 1990, it diversified into aerospace and
electrical engineering. The aim was to become an integrated high-tech group. This diversification was further
consolidated in the next phase that extended from 1990 to 1995. Under the leadership of Schrempp, the core
business was redefined and the strategy refocused.
A 1995-96 portfolio review showed the need for refocusing on what the company could do best. Top
management reevaluated its strategies and its core businesses based on economic criteria and the strategic fit
of the various activities. It became clear that the company's strengths were in car manufacturing, the truck
business, and the railroad sector. Mercedes Benz, for example, had a strong competitive position with its cars
and trucks in Europe, North America, and Latin America. Vans were also relatively strong in Europe, and
buses had a good competitive position in Latin America. Based on this analysis, the strategies for potential
growth were through globalization and the development of new product segments.
In 1996, top management reassessed the company's position and its 1995 unsatisfactory results from its
operations. It was discovered that the company was exposed to currency fluctuations that affected profitability.
The company's image was also blurred because of the ventures into many different kinds of industries. The
management board decided to cut its losses and chart a new direction for the company, with greater emphasis
on profitability. The organization structure was tightened and certain businesses were divested. In fact, policy
decision from an earlier period were reversed. The unprofitable AEG Group and the Dutch aircraft
manufacturer Fokker did not receive financial support. Since both the Dutch government and Daimler-Benz
withdrew support, Fokker filed for bankruptcy. Although these and other drastic decisions helped reduce the
1995 financial losses, the company's goal was not to emphasize maximizing short-term profitability but to
work toward medium- and long-term profitability.
A number of other managerial decisions were made to achieve the ambitious goals of reducing costs and
improving profitability. Employees close to the operations were empowered to make decisions necessary to
carry out their tasks. The organization structure was simplified and decentralized so that organizational units
could respond faster to environmental changes. Moreover, the new organization structure was designed to
promote an entrepreneurial spirit. Control was exercised through a goal-driven, performance-based reward
system. At the same time, the new structure was designed to promote cooperation. In 1997, the board of
management restructured and integrated the Mercedes-Benz Group into Daimler-Benz. Consequently,
Mercedes-Benz's chief, Helmut Werner, who had been given credit for a successful model policy, resigned
from the company.
Questions:
What is your assessment of Daimler-Benz's operations in many different fields?
Should the various groups operate autonomously? What kinds of activities should be centralized?
Daimler-Benz is best known for its Mercedes-Benz cars. Why do you think Daimler bought AEG in the first
place and why did it venture into the Aerospace and Inter Services businesses?
Given the apparent mistakes in acquiring non-automotive businesses, what should Jurgen Schrempp do
now?
CASE STUDY : 4
International Case : Global Car Industry
How the Lexus Was Born-and Continued Its Success in the United States, but will Lexus Succeed in Japan?
One of the best examples of global competition is in the car industry. As the Japanese gained market share in
America, U.S. car makers required the Japanese to self-impose quotas on cars exported to the United States.
This encouraged Japanese firms not only to establish their plants in the United States but also to build bigger
and more luxurious cars to compete against the higher-priced U.S. cars- and the expensive European cars such
as the Mercedes and the BMW.
One such Japanese car is the Lexus, by Toyota. This car is aimed at customers who would like to buy a
Mercedes or BMW but cannot afford either. With a sticker price of $35,000, the Lexus is substantially less
expensive than comparable European imports. In 1983, Toyota set out to develop the best car in the worldmeasured
against the Mercedes and the BMW. The aim was to produce a quiet, comfortable, and safe car that
could travel at 150 miles per hour and still avoid the gas guzzler tax imposed on cars getting less than 22.5
miles per gallon. This seemed to be an idea of conflicting goals: cars being fast seemed irreconcilable with
cars being at the same time fuel-efficient. To meet these conflicting goals, each subsystem of the car had to be
carefully scrutinized, improved whenever possible, and integrated with the total design. The first version of the
32-valve V-8 engine did not meet the fuel economy requirement. The engineers applied a problem-solving
technique called "thoroughgoing countermeasures at the source." This means an attempt to improve every
component until the design objectives are achieved. Not only the engine but also the transmission and other
parts underwent close scrutiny to make the car meet U.S. fuel requirements.
Toyota's approach to achieving quality is different from that of German car manufacturers. The latter use
relatively labor-intensive production processes. In contrast, Toyota's advanced manufacturing technology aims
at high quality through automation requiring only a fraction of the work force used by German car makers.
Indeed, this strategy, if successful, may be the secret weapon to gain market share in the luxury car market.
Questions:
Prepare a profile of the potential buyer of the Lexus.
What should Mercedes and BMW do to counteract the Japanese threat in the United States and Europe?
Why has the Lexus model been very successful in the U.S. but has not been marketed in Japan?
(Suggestion: Review the frequency of repair records of luxury cars. Also talk to Lexus dealers or Lexus
owners).
Do you think Lexus will succeed in Japan? Why or why not
SUB : Architectural Management
Attempt all questions:
By collecting the information from the relevant and authenticated sources, make a report
on the
following:
a) Sustainable development
b) Conservation
c) Schemes for slum area improvement
d) Traffic control systems in India in comparison with foreign country.
e) Road transport and Rail transport schemes for city transport and compare them.
f) Parking problems
You are entrusted with evaluating a building as a “Complete System”. How would you
do this effectively. You may hold interviews of builders/owners of shops and office
premises and other customers regarding achievements and problems.
Carry out a critical study of the Architectural pattern of
a) 19th Century
b) 20th Century
c) Early 21st Century
Based on your study, project your opinions and suggestions for further development.
You will agree that all about urban planning and landscape is equally true for rural
design and landscape. However, the scale is different, cost of the land is less, size of
the plot is bigger and with the closeness of nature, achievement is comparatively easy.
What is important is the approach.
Keeping in mind that every village to be developed into a mini town with aesthetic
landscape, what would be your approach in order to achieve the desired level as stated
above.
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91 9924764558 OR +91 9447965521
Case Study of a House
The brief
One hall/dining, one bedroom, toilet, kitchenette, verandah, economical structural system,
minimum furniture. Total area around 60 sq. m.
The design
“The virtues of geometry” is the theme of this design. Since it is a guest house, the user is
not going to stay for more than two to three days. Thus there will be no specific suggestion
about the shape of the rooms. To achieve economy, the virtue of geometry of a circle is
utilized. The periphery is less for the same area of a circle than a square or rectangular
shaped structure. Thus the length of the wall is reduced to achieve economy. This also
makes the 23 cm load bearing structure more stable, like a well. An open verandah with
built-in seating and kitchenette and with rectangular shaped toilet is added opposite to each
other. A common RCC slab joining these volumes do not allot chajjas for the windows placed
at the junction points. To ensure further economy, the 45 sloping AC sheet roofing allows
storage space for kitchen and conceals the overhead water storage tank over the toilet. The
two skylights, one for dressing in the bedroom and one over the folding dining table allows
adequate light for the central dark portion. Thus, the total composition becomes a unique
combination of cylindrical, cube and triangular shapes. The major furniture is of built-in type
which minimizes the cost, and needs less maintenance. Owners of this guest house wanted
more weightage to be given for economy and maintenance, which I have succeeded in
getting.
The Outcome
Virtues of geometry with structural logic can create good designs. Aesthetical and
economical considerations give permanent quality to the structure, making it an architectural
object and not just a building.
Issues to be Addressed :
Study all details shown in the plan, the axonometric view and orientation, and comment
on the
total planning.
Find out the total plinth area by preparing working drawings.
State various measures proposed to achieve economy in cost.
Give a thought to solar system for heating water, landscaping treatments, and plan’s
usefulness
for farm house.
SUBJECT : INVENTORY MANAGEMENT
COURSE : ADMTM Total Marks : 80
Section A : Marks 3 each
Q.1
What is ABC analysis?
Give four examples of MRP?
What is meant by lead time?
Define standardization?
What are the various inventory models?
(f) What are the functions of inventory?
(g) Explain briefly the various types of inventories?
(h) Define traffic management?
(i) What is the need for feedback inventory information system?
(j) Give two factors considered for choosing equipments for material handling?
Section B Marks 10 each attempt any 5
Comptek computers wants to reduce a large stock of PCs it is discontinuing. It has offered a
university book store a quantity discount pricing schedule as follows:
(please see the attachment)
Quantity Price (Rs.)
1-49 14,000
50-89 11,000
>90 9000
The annual carrying cost for the bookstore for a PC is Rs. 190, the ordering cost is Rs. 2,500
and annual demand for this particular model is estimated to be 200 units. The bookstore wants
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
to determine if it should take advantage of this discount or order the basic EOQ size.
Explain the following terms:
Lead time
Re-order point
Stock out cost
Set-up cost.
What is the purpose of safety stock? How will the use of safety stock affect the EOQ? How
will the safety stock affect the total annual carrying cost of the material?
Describe the relation between Material requirement planning and Master productions schedule.
What are the advantages and limitations of MRP?
Q5) What are the objectives of stores management? How do you decide about the location and
layout of an effective store in an organization?
Q6) What is the purpose of JIT? Why are flexible resources essential for JIT? Wow are suppliers
affected by JIT?
SUBJECT : MANUFACTURING PLANNING AND CONTROL
COURSE : ADMTM Total Marks : 80
Time : 3 Hours
N.B. : 1. All Questions are compulsory
2. Illustrate your answers with suitable sketches wherever possible.
3. All question carry equal marks.
What are the typical tasks performed by the MPC system and how do these task affect the
company operation. What is the cope of ERP implementation and how are the various modules of
the software organized.
What are the communication linkages between demand management, other MPC modules and
customers? And what the fundamental activities in sales and operation planning and what
techniques can be uses explain in brief.
Write the short note on four of the following:
I) Master production Schedule
II) Function of Manufacturing planning and control
III)Computer integrated manufacturing
IV)Breadth of purchasing in MPC.
Compare CPM and PERT
b) With the help of block diagram explain hierarchy of capacity planning decision.
c) Describe the function vendor development and vendor management.
Q3) a) State the seven wastes as being the targets of continuous improvement in Just in Time.
b) There are five jobs of which is to be processes through three machines A, B, and, C in order
ABC Processing time in hour are
Job A B C
1 3 4 7
2 8 5 9
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
3 7 1 5
4 5 2 6
5 4 3 10
Determine the optimum sequence for the five jobs and the minimum elapsed time.
c) Compare the bill of materials and cookbook recipe.
d) Explain the practical steps involved in solving PERT problems.
Explain Role of demand management in manufacturing, planning and control with suitable
example?
b) State advantages, limitation and Application of Linear programming. What basic concepts and
module are used for shop floor and vendor scheduling and control.
c) Describe the function vendor development and vendor management
SUBJECT : PURCHASING & MATERIALS MANAGEMENT
COURSE : ADMTM Total Marks : 80
N.B. : 1) All Questions are compulsory
Illustrate your answers with suitable sketches wherever possible.
Figure to the right indicate full marks.
Define and discuss the significance of the materials management concept. [06 Marks]
What is the role of Materials Management in improving materials productivity?
Explain briefly. [06 Marks]
Explain the various materials codification methods. How Standardization reduces cost in the
Materials Management? [08 Marks]
Q2) a) Explain the concept of choice and rationalization of materials [08 Marks]
b) What is the value analysis? What are the different types of values? Describe the importance
of value analysis in an industrial enterprise. [08 Marks]
c) Discuss the computer based inventory management system with diagram and
explain in details. [04 Marks]
Q3) a) What are the activities of purchase research? In which areas can purchase
research is conducted? Explain purchase library concept. [08 Marks]
b) What is negotiation? Enumerate and discuss various tactics that may be used by
buyer while negotiating price with a supplier. [08 Marks]
c) Explain the term vender development and vender rating in details. Also explain
the benefit of vendor rating [06 Marks]
Q4) a) List and explain in brief the factors influencing make or buy decisions [08 Marks]
b) The Sahu Pump Corporation uses 60,000 valves per year and the usage is fairly constant at
5000 valves per month. Each valve costs the company Rs. 1.50. The carrying cost for the
company has been estimated at 15 % of the average inventory investment. The cost to place
an order and process the delivery is Rs. 30
i) Calculate economic order quantity
ii) What is the stock turnover rate ignoring safety stock if EOQ is ordered
frequently? [06 Marks]
AN ISO 9001 : 2000 CERTIFIED INTERNATIONAL B-SCHOOL
What is variety reduction? Explain the areas of variety reduction [08 Marks
SUBJECT : DESIGNING & MANAGING THE SUPPLY CHAIN
COURSE : ADMTM Total Marks : 80
Time : 3 Hours
N.B. : 1) All Questions are compulsory
2) Illustrate your answers with suitable sketches wherever possible.
3) Figure to the right indicate full marks.
Q1) Solve any four of the following
a) Explain the push/pull view of supply chain.
b) Explain, what is the competitive strategy of supply chain.
c) Discuss the goal of Supply Chain.
d) Describe the major obstacle that must be overcome to successfully manage a supply chain.
Q2) a) Identify the major drivers of supply chain performance and discuss the role of each driver in
creating strategic fit between the supply chain strategy and the competitive strategy.
b) Evaluate the strengths and weakness of different modes of transportation
Q3) Attempt any three of the following
a) List the various view of supply chain and discuss one of them.
b) Describe how the company achieves strategic fit between its supply chain strategy and
competitive strategy.
c) Discuss the impact of replenishment policies on supply chain on safety inventory.
d) Discuss the role of distribution in the supply chain.
Q4) Write the short note on any five of the following.
a) Role of transportation in supply chain
b) Role of sourcing in supply chain.
c) Safety inventory management in Supply chain
d) Coordination in supply chain.
e) Role of Information technology in Supply chain.
f) E-Business and supply chain management
OPERATIONS MANAGEMENT
CASE-1 (16 Marks)
Bloomsday Outfitters produces T-shirts for road races. They need to acquire some new stamping
machines to produce 30,000 good T-shirts per month. Their plant operates 200 hours per month, but
the new machines will be used for T-shirts only 60 percent of the time and the output usually includes
5 percent that are "seconds" and unusable. The stamping operation takes 1 minute per T-shirt, and the
stamping machines are expected to have 90 percent efficiency considering adjustments, changeover of
patterns, and unavoidable downtime. How many stamping machines are required?
CASE-2 (16 Marks)
In the table given below the Distribution Manager is expected to service these DCs as per the demands
placed. If the actual sales after completing week one is as follows, what would be the quantities that
would need amendment as far as Distribution Manager is concerned to service for week two and
onwards?
After week one the actual sales to Forecasted sales for week one ratio is as under: Mumbai did 80 % of
forecast , Lucknow did 75 % of forecast Kolkata did 60 % of week one forecast Chennai did 125 % of
forecast and Delhi did 150 % of week one forecast
Note : Kolkata will receive transit stocks in week 2 .
CASE-3 (16 Marks)
After working for 30 years, Ramjee Somjee Dutt opted for VRS and started a courier company and did
very well in the first four years. He was now looking for expansion of his business and decided to
venture into Road transportation business between Chennai and Mumbai and Mumbai and Delhi as he
felt that he could do well on this line. However before taking a final decision he hires your
Management Consultant firm formed by yourself. He has requested you to work out the Price to quote
his clients for these two routes considering the costs involved. He expects to earn a minimum profit of
Rs 1000 per day per truck after meeting all expenses. Your analysis of market conditions tell you the
following:
Vehicle cost Rs 7 lacs Depreciation 15 % Maintenance costs per day Rs 150 Drivers monthly Salary
Rs 5000 : Attendants monthly salary Rs 3000 . Misc expenses Rs 200 per day. Driver allowance is Rs
125 per day and attendant gets Rs 75. Diesel cost per liter is Rs 25 and the vehicle gives an average
mileage of 4 km to a liter. The Financial institutions offer loans at 10 % interest pa, which Ramjee has
been negotiating. It has been observed that on an average the vehicle covers 400 km per day. The
distance between Mumbai to Delhi is 1500 km and Mumbai to Chennai is 1350 km. The driver gets
rest day in Mumbai only for one day after they return from any trip.
CASE-4 (16 Marks)
A company is operating in two unrelated businesses. The first one is making common salt, which is
sold in one-kilogram consumer packs. The second business is making readymade garments. The owner
of the businesses has decided to implement Materials Requirement Planning (MRP) in one of the two
businesses, which is likely to give him greater benefit. Assuming that the current turnover and profits
of both the units are comparable, compare the relative benefits and limitations of Materials
Requirement Planning (MRP) for these two businesses.
CASE-5 (16 Marks)
A Manufacturer of motorcycles buys spark plugs at Rs.15 each. Now he wishes to manufacture the
plugs in his own factory. The estimated cost for the manufacture of spark plugs is around
Rs.50,000=00 and the variable cost comes to Rs.5 per spark plug. The Production Manager advises the
Manufacturer that the factory should go for manufacturing instead of procuring them from the open
market.
List out reasons for the decision of the Production Manager backed up by the necessary data
PROJECT MANAGEMENT
Attempt all questions
Give a detailed description on “Detailed Project Report”. Indicate the Pros and Cons of it also.
(10 Marks)
What is Project Management Information System? Why is a Project Management Information
System considered to be of immense importance in a project? In designing a Project Management
Information System what parameters are to be spelt out clearly in line with the objectives of the
Project management Information System? (20 Marks)
3. Technology and processes play crucial role in certain projects. What the key issues are in regards
to choice of technology, equipment and processes at the stage of formulation of Detailed Project
Report?
(10 Marks)
4. Given the activity mean and Standard Deviation, Find the probability that the project will take
more than 10 weeks to complete. (20 Marks)
Activity
Mean Standard Deviation
1 – 2 5 1
2 – 3 4 1
1 - 3 8 1
ANSWERS PROVIDED. CON: DR PRASANTH MBA PH.D. MOBILE: +91 9924764558 OR +91 9447965521
5. For the following network data ,
(20 Marks)
(a) Identify the Critical Path and its duration
(b) Calculate the total network slack time.
Job
(Activity)
Network
Initial Node
Network
Final Node
Estimated Time(days)
A 1 2 2
B 1 3 3
C 1 4 3
D 2 5 3
E 2 9 3
F 3 5 1
G 3 6 2
H 3 7 3
I 4 7 5
J 4 8 3
K 5 6 3
L 6 9 4
M 7 9 4
N 8 9 3
O 9 10 2
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