NIBM MBA ASSIGNMENT ANSWER SHEET
Assignments of One Year MBA
Semester - II
1. Students are requested to go through the
instructions carefully.
2. The Assignment is a part of the internal
assessment.
3. Marks will be awarded for each Assignment,
which will be added to the total marks. Assignments carry equal marks.
4. Assignments should submit in your 'portal' on/before the 'completion date' mentioned.
5. Case study project is based on the elective
subject selected.
Please
submit your case study also in the portal on the 'completion date' of second
semester assignments.
Assignments Total
Marks :100
1.
International Law
What are the principles of
International Law. Explain.
The Society's Executive Council (on which I sit) includes current and former State Department lawyers, as well as others not prone to public criticism of the United States. Reflecting its political and philosophical diversity, the 4,000 member Society rarely takes positions on issues of international law. Panels at its meetings are deliberately framed to present contrasting views. Its scholarly journal eschews editorials.
However, there have been a handful of exceptions in the 60 years since World War II. The most recent occurred on March 30, when the Society adopted a seven-point resolution at its Centennial meeting. (The resolution, I should disclose, was principally drafted by my Notre Dame colleague, Professor Mary Ellen O'Connell).
On the surface, the resolution is a neutral statement of principles of international law. It does not mention the United States by name. That is as it should be. The principles bind all countries, and the U.S. is far from the only violator.
Still, the resolution would never have been presented, let alone adopted, unless it were widely understood by members of the Society as an implicit rebuke of the White House tendency (despite State Department qualms) to ride roughshod over some of the most basic principles of international law.
The principles cover use of force, war crimes, torture and other mistreatment of prisoners, arbitrary detention, command responsibility, and adherence to
Business English
- Explain the process of Communication.
Communication process consists of some interrelated steps or
parts through which messages are sent form sender to receiver. The process of
communication begins when the sender wants to transmit a fact, idea, opinion or
other information to the receiver and ends with receiver’s feedback to the
sender. The main components of communication process are sender, message,
channel, receiver and feedback. In the following, some definitions of the
communication process are quoted:
The
following diagram represents the communication process
Thus, it
is clear that communication
process is the set of some sequential steps involved in
transferring message as well as feedback. The process requires a sender who transmits
message through a channel to the receiver. Then the receiver decodes the
message and sends back some type of signal or feedback.
Steps
or elements of communication process
The
communication process refers to the steps through which communication takes
place between the sender and the receiver. This process starts with
conceptualizing an idea or message by the sender and ends with the feedback
from the receiver. In details, communication process consists of the following
eight steps:
National Institute of Business
Management
Chennai - 020
SECOND SEMESTER EMBA/MBA
Subject : International Law
Attend
any 4 questions. Each question carries
25 marks
(Each answer should be of minimum 2 pages /
of 300 words)
ANSWER SHEET
1.
Write an essay on the origin of International Legal order and its
nature.
The
international system has changed dramatically in the years since the end of the
Cold War has become a commonplace. But which changes are most profound, and
what is their significance for international legal order? The last decade of
the twentieth century generated dozens of hooks and articles hailing a
transformed world order and interpreting its political, economic, and social
consequences. We have more distance now. The first years of this century have
underscored the significance of changes in the structure of international
affairs — but they also demonstrate how difficult it is to interpret them with
confidence.
The
tradition of international law, across the globe, has been associated by more
than a century with a set of political and ethical commitments — to
multilateralism, institutionalism, humanitarianism, liberalism in the broadest
sense. The international legal order was a focal point for some the last
century’s most fateful political dramas — decolonization, human rights, arms
control, responses to genocide and environmental degradation — as well as the
site for any number of more routine pragmatic endeavors — law of the sea, of
the air, of space. But not all problems of significance found their way onto
the international legal agenda. The world of trade and investment, the world of
the market, of development, of technological change these were largely constructed
outside public legal order. Public law has seemed innocent of the choices by
which the world’s wealth is distributed and of the instruments which bind the
world’s cultures.
WTO
is an international organization that brings together two concepts of international
law. Leaving aside one or two specificities, it is a permanent negotiating
forum between sovereign states and is therefore a cooperation organization akin
to the international conferences under traditional international law. But it
also comprises a sophisticated dispute settlement mechanism which makes it an
integration organization, rooted in contemporary international law. In simple
terms, the WTO’s sophisticated dispute settlement mechanism makes it a
distinctive organization.
Above all, the WTO comprises a true
legal order. If we go by professor Jean Salmon’s definition, “a body of rules
of law constituting a system and governing a particular society or grouping”,
we see that there exists, within the international legal order, a specific WTO
legal order. The WTO system has two essential attributes: valid rules, and
enforcement mechanisms. But the fact that it is specific does not mean that it
is insularized or isolated. These are firstly how this legal system fits into
the international legal order, and secondly, how it links in with the other
legal systems.
The idea of international law as
understood and practiced today owes its origins and foundational principles to
two sets of intertwined transnational movements that radically reshaped European
society during the late medieval period of European history, between the 15th
and 17th centuries.
The first was the overhaul of the place
of religion in European political life. Although varying from one society to
another in its speed and particulars, this movement saw justifications for
power transform from appealing to the divine and sacred to the mundane and
secular; that is, from belief in righteously anointed rulers to leadership
based on functional abilities. These transformations were fostered and
facilitated by splits and breaches within the institutions and power structures
of religious institutions including the emergence of Protestantism and of
reform movements within the Roman Catholic Church. This divorce of the legality
of temporal power from religious sanctification was enshrined in the Treaty of
Westphalia in 1648, generally taken as one of the preeminent constitutive
documents of modern international law.
The second late-medieval movement that
gave rise to modern international law was the fierce competition among European
societies for maritime voyages of discovery and the commerce that accompanied
such discoveries. During the so-called ‘age of discovery’, European kingdoms
and principalities vied to equip entrepreneurial merchants, geographers,
scientists, seafarers, and adventurers who sailed the high seas to discover,
conquer and trade with ‘new lands’ in the Americas, Africa and Asia. How to
regulate this competition became an integral element of international
law-making.
Thus, while internal European religious
fragmentation gave rise to and shaped international law doctrines as
secularism, sovereignty and self-determination, the forces of externally driven
competition contributed to other international law doctrines such as those
relating to the freedom of navigation on the high seas, freedom of commerce,
and the use of force. In turn, these generated exceptions, and
counter-exceptions, which resulted in the body of evolving doctrines and
principles that currently constitute international law.
Management information
System
Attend any 4 questions. Each question carries 25 marks
(Each
answer should be of minimum 2 pages / of 300 words)
Q2. Discuss the models
used for MIS development.
In MIS, the information is
recognized as a major resource like capital and time. If this resource has to
be managed well, it calls upon the management to plan for it and control it, so
that the information becomes a vital resource for the system.
·
The management information system needs good planning.
·
This system should deal with the management information not with data
processing alone.
·
It should provide support for the management planning, decision-making
and action.
·
It should provide support to the changing needs of business management.
Major challenges in MIS
implementation are:
·
Quantity, content and context of information - how much information and
exactly what should it describe.
·
Nature of analysis and presentation - comprehensibility of information.
·
Availability of information - frequency, contemporariness, on-demand or
routine, periodic or occasional, one-time info or repetitive in nature and so
on
·
Accuracy of information.
·
Reliability of information.
·
Security and Authentication of the system.
Planning
for MIS
MIS design and development process
has to address the following issues successfully:
·
There should be effective communication between the developers and users
of the system.
·
There should be synchronization in understanding of management,
processes and IT among the users as well as the developers.
·
Understanding of the information needs of managers from different
functional areas and combining these needs into a single integrated system.
·
Creating a unified MIS covering the entire organization will lead to a
more economical, faster and more integrated system, however it will increase in
design complexity manifold.
·
The MIS has to be interacting with the complex environment comprising
all other sub-systems in the overall information system of the organization.
So, it is extremely necessary to understand and define the requirements of MIS
in the context of the organization.
·
It should keep pace with changes in environment, changing demands of the
customers and growing competition.
·
It should utilize fast developing in IT capabilities in the best
possible ways.
·
Cost and time of installing such advanced IT-based systems is high, so
there should not be a need for frequent and major modifications.
·
It should take care of not only the users i.e., the managers but also
other stakeholders like employees, customers and suppliers.
Once the organizational planning
stage is over, the designer of the system should take the following strategic
decisions for the achievement of MIS goals and objectives:
·
Development Strategy: Example - an online, real-time batch.
·
System Development Strategy: Designer selects an approach to system
development like operational verses functional, accounting verses analysis.
·
Resources for the Development: Designer has to select resources.
Resources can be in-house verses external, customized or use of package.
·
Manpower Composition: The staffs should have analysts, and programmers.
Information system planning
essentially involves:
·
Identification of the stage of information system in the organization.
·
Identification of the application of organizational IS.
·
Evolution of each of this application based on the established evolution
criteria.
·
Establishing a priority ranking for these applications.
·
Determining the optimum architecture of IS for serving the top priority
applications.
National Institute of Business
Management
Chennai - 020
SECOND SEMESTER EMBA/MBA
Subject : Strategic
Management
Attend
any 4 questions. Each question carries
25 marks
(Each answer should be of minimum 2 pages /
of 300 words)
- What is Strategic thinking and Strategic Management? Explain.
While these scholarly discussions are
intellectually stimulating, we are left lacking a simple and practical
explanation to differentiate between the two. Strategic planning without
strategic thinking will digress into a sluggish and lifeless process of setting
goals and measuring objectives. Strategic thinking without strategic
planning/management will cannibalize itself in a quest for structure and
process. Strategic thinking informs strategic planning/management.
Strategic planning/management gives voice, action and structure to strategic
thinking.
The purpose of
strategic thinking is to envision or develop a solution. It is also to enable brainstorming
of approaches that can help to meet the strategic intent and goals of a
specific project or initiative. The purpose of strategic planning, on the other
hand, is to conceptualize and create the actual steps or actions that will
result in the project or the goals to get delivered.
Strategic thinking is
a skill. You can develop it, leverage it or improve it. Strategic planning is a
process. It has to be conducted or carried out. So while thinking in a certain
manner can be a natural or a nurtured attribute, planning strategically is a
process that drives results or needs tactical actions to be defined within its
framework.
While both can be
done by individuals or in groups, usually strategic thinking is more of a
personal or individual competency and attribute. Strategic planning involves
multiple people or a team to come together. A leader or manager can do both –
think and plan strategically. But the former has better results when done alone
and the latter yields greater results when done in a group.
While these two go hand-in-hand, many people
who are able to think strategically and conceptualize are not able to plan in
the same manner, and vice versa. So there is a distinct difference in
inclination to usually do either of these in an effective manner, within
individuals.
These are the primary differences between
strategic thinking and planning. They do seem to be linked in a seamless
manner, which is how they can have a significant impact. But fundamentally they
are different and the effect they have on organizations, or teams, is
different. Strategic thinking can provide the right direction, but actual goal
achievement takes place due to strategic planning. Conversely, strategic
planning can help in implementing an approach, but without strategic thinking
it will not yield the results that are needed.
Professionals looking to move into a
leadership role need to master both. Know more about strategic thinking and
planning by enrolling into an online course in Strategic Management.
Strategic
Thinking is a planning process that applies innovation, strategic planning and
operational planning to develop business strategies that have a greater chance
for success.
Answer sheet
Elective: Healthcare and Hospital
Management (Part -1)
Attend any 4 questions. Each
question carries 25 marks
(Each
answer should be of minimum 2 pages / of 300 words)
Q1. Explain the important components of Hospital
products.
Hospitals today cannot afford to overspend or waste
resources, yet facilities must stay at the cutting-edge of surgical technology.
For hospital administrators, maintaining the facility, managing the staff and
coordinating product contracts can become overwhelming. In such cases, many
hospital administrators may consider a group purchasing organization for
additional support. Additionally with the implementation of healthcare reform,
GPOs will be an important component to how healthcare organizations will drive
down costs to survive economically.
"The bases for all GPO services are around developing contracts for their members to use. The hospitals are looking for a GPO to provide support for them through contracts and products," says Randy Walter, executive vice president of Amerinet. "Additionally, a lot of GPOs have started looking at other ways to help drive down costs across the enterprise of healthcare providers." Here, Mr. Walter discusses what hospitals should be looking for as they select the appropriate GPO.
Important components of Hospital products
1. Contract portfolio flexibility. Hospitals should be aware of how flexible the GPO is with portfolio contracts. If the GPO only offers contracts with a single supplier, this eliminates contract options for a provider and can be problematic if a physician needs/requires products and/or equipment from another supplier. The GPO should be able to offer a flexible contract portfolio with multiple suppliers in the portfolio in order to provide options for the hospital staff. Once the contract is set, the GPO needs to provide tools to ensure the hospitals are billed for the contracted rate based on the GPO contract.
Additionally, some GPOs offer hospital officials the opportunity to draw up a customized contract for working with a product or supplier outside of the GPO's base portfolio. This is an important feature for hospitals administrators wanting to drive savings or meet specific organizational goals in a specific area.
"There are certainly hospitals that like to do their own contract negotiations and maintain their own agreements and Amerinet supports those facilities that choose to take that path. The advantage we can provide is that if an organization wants to do their own contracts they can work on the strategic contract categories for the facility while Amerinet works on the other contracts in areas that are not a high priority for the internal staff," says Mr. Walter. This allows the hospital procurement staff to focus on contracts that are important to their facility and allows Amerinet to be an extension of their internal teams to augment the contracting team.
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