XAVIER INSTITUTE XIBMS EXAM QUESTION AND ANSWER PROVIDED WHATSAPP 91 9924764558
CONTACT
DR. PRASANTH BE BBA MBA PH.D. MOBILE /
WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Xaviers Institute
of Business Management Studies
MARKS: 80
COURSE: MBA
SUB: CORPORATE LAW
N.B.:
1 Attempt any Twelve Questions
2) Last two Questions are compulsory
Q.1. In the following statements only one is correct
statement. Explain Briefly?
(5 Marks)
i) An
invitation to negotiate is a good offer.
ii) A
quasi-contract is not a contract at all.
iii) An
agreement to agree is a valid contract.
Q.2. A ship-owner agreed to carry to cargo of sugar belonging to A from
Constanza to Busrah. He knew that there
was a sugar market in Busrah and that A was a sugar merchant, but did not know
that he intended to sell the cargo, immediately on its arrival. Owning to Shipment’s default, the voyage was
delayed and sugar fetched a lower price than it would have done had it arrived
on time. A claimed compensation for the
full loss suffered by him because of the delay.
Give your decision. Explain Briefly?
(5 Marks)
Q.3. The proprietors of a medical preparation called the “Carbolic Smoke
Ball” published in several newspapers the following advertisement:-
“£ 1000 reward will be paid by the Carbolic Smoke Ball Co. to
any person who contracts the increasing epidemic influenza after having used
the Smoke Ball three times daily for two weeks according to printed directions
supplied with each ball. £ 1000 is deposited with the Alliance Bank showing our
sincerity in the matter.
On the faith in this advertisement, the plaintiff bought a
Smoke Ball and used it as directed. She was attacked by influenza. She sued the company for the reward. Will she succeed? Explain Briefly (5 Marks)
Q.4. Fazal consigned four cases of Chinese crackers at
Fazal filed a suit against Railways for damages due to late
delivery of the goods which deprived him of the special profits at the festival
sale. Decide & explain briefly ?
(5 Marks)
Q.5. ‘Lifeoy’ Soap company advertised that it would give a reward of Rs.
2000 who contracted skin disease after using the ‘Lifeoy’ soap of the company
for a certain period according to the printed directions. Mrs. Jacob purchased the advertised ‘Lifeboy’
and contracted skin disease inspite of using this soap according to the printed
instructions. She claimed reward of Rs.
2000. The claim is resisted by the company on the ground that offer was not
made to her and that in any case she had not communicated her acceptance of the
offer. Decide whether Mrs. Jacob can
claim the reward or not. Give reasons.
Explain briefly?
(5 Marks)
Q.6. In each set of statements, only one is correct. State the correct statements & Explain
briefly?
a) i) A bailee has a
general lien on the goods bailed.
ii) The ownership of
goods pawned passes to the pawnee.
iii)
A gratuitous
bailment can be terminated by the bailor even
before the stated time.
b) i) A
substituted agent is as good an agent of the agent as a sub-
agent.
ii)
An ostensible
agency is as effective as an express agency.
iii)
A principal can
always revoke an agent’s authority. (5 Marks)
Q.7. A, an unpaid seller, sends goods to B by
railway. B becomes insolvent
And A sends a telegram to Railway authorities
not to deliver the goods to B. B. goes to the Parcel office of Railway Yard and
by presenting R. R. (Railway Receipt)
takes delivery of the goods and starts putting them in the cart. Meanwhile the Station Master comes running
with the telegram in hand and takes possession of the goods from B. Discuss the rights of A and B to the goods in
possession of Railway authorities. (5 Marks)
Q.8. X needs Rs. 10,000 but cannot raise this amount because his credit
is not good enough. Y whose credit is
good accommodates. X by giving him a
pronote made out in favour of X, though Y owes no money to X. X endorses the pronote to Z for value
received. Z who is holder in due
course demands payment from Y. Can Y refuse
and plead the arrangement between him and X Explain briefly? (5 Marks)
Q.9. Will C has the right of further negotiation in the following cases:
(B signs the endorsements) Explain
briefly? (5 Marks)
i) ‘Pay C for my
use’
ii) ‘Pay C’)
iii)
‘Pay C or order
for the account of B’
Q.10. A promissory note was made without mentioning any time for
payment. The holder added the words’ on
demand on the face of the instrument.
State whether it amounted to material alteration and explain the effect
of such alteration. Explain briefly? (5 Marks)
Q.11. State whether the following instruments are valid promissory
notes:
i) I promise to pay Rs. 5000 to B on the dearth of ‘B’s uncle
provided that D in his will gives me a legacy sufficient for the promise of
payment of the said sum.
ii) I hereby acknowledge that I owe X Rs. 5,000 on account of rent
due and I agree that the said sum will be paid be me in regular installments.
iii)
I acknowledge
myself indebted to B in Rs. 5000 to be paid on demand for value received. (5 Marks)
Q.12. A Payee holder of a bill of exchange. He endorses it in blank and delivers it to
B. B endorses in full to C or
order. C without endorsement transfers
the bill to D. State giving reasons
whether D as bearer of the bill of exchange is entitled to recover the payment
from A or B or C. Explain briefly?
(5 Marks)
Q.13. Write a short note on the Doctrine of Indoor Management?
Explain briefly? (5 Marks)
Q.14. The shareholders at an annual general meeting passed a
resolution for the payment of dividend at a rate higher than that recommended
by the Board of Directors. Examine the
validity of the resolution. Explain briefly?
(5 Marks)
Q.15. In a prospectus issued by a company the
Managing Director stated that the company had paid dividend every year during
1921 – 27, which was a fact. However,
the company had sustained losses during the relevant period and had paid
dividends out of secret reserves accumulated in the past. Examine the consequences of the observation
made by the Managing Director. Explain briefly? (5 Marks)
Q.16. In a prospectus issued by a company the Managing Director
stated that the company had paid dividend every year during 1921-27, which was
a fact. However, the company had
sustained losses during the relevant period and had dividends out of secret
reserves accumulated in the past.
Examine the consequences of the observation made by the Managing
Director. Explain briefly? (5 Marks)
Q.17. A buys from B 400 shares in a company on the
faith of a share certificate issued by the company. A tender to the company a transfer deed duly
executed together with B’s share certificate.
The company discovers that the certificate in the name of B has been
fraudulently obtained and refuses to register the transfer. Advise A. Explain
briefly? (5 Marks)
Q.18. A insured his house against fire. Later while insure, A killed his wife,
severely injured his only son, set fire to the house and died in the fire. The son survived and sued the insurer for the
fire loss, advice the insurer. Explain
briefly? (5 Marks)
Q.19. a) Satrang Singh
admitted his only infant son in a private nursing home. As a result of strong dose of medicine
administered by the nursing attendant, the child has become mentally retarded.
Satrang Singh wants to make a complaint to the District Forum under the
Consumer Protection Act, 1986 seeking relief by way of compensation on the
ground that there was deficiency in service by the nursing home. Does his complaint give rise to a consumer
dispute? Who is the consumer in the
instant case? Explain briefly?
b) Smart booked a motor vehicle through one of the dealers. He was informed subsequently that the
procedure for purchasing the motor vehicle had changed and was called upon to
make further payment to continue the booking before delivery. On being aggrieved, Smart filed a complaint
with the State Commission under the Consumer Protection Act, 1986. Will he succeed? Explain briefly?
c) Brittle and Company, a small-scale industry, sought nursing and
financing facilities from its bankers by means of grant of further advances and
adequate margin money in anticipation of good demand for its products. In failing to obtain this and having become
sick, it proceeds against its bankers under the Consumer Protection Act, 1986,
Will it succeed? Explain briefly?
(5 Marks)
Q.20. X who was working as a truck driver had taken a general
insurance policy to cover the risk of injuries for a period from 1.11.1998 to
30.11.1999. He renewed the policy for a
further period of one year on 10.11.1999.
On the same day, he met with an accident and suffered multiple injuries
including fractures. X submitted the
claim along with documents to the insurance company. The insurance company
repudiated the claim on the ground that the premium for the renewed policy was
received in the office only at
Q.21. Avinash booked his goods with Superfast Freight Carriers at
Q.22. With reference to the provisions of the Consumer Protection
Act, 1986, decide the following giving reasons in support of your answer.
i) Sukh Dukh Ltd. dispatched certain consignments of goods by road
through Fastrack Roadways Ltd. The goods were unloaded and stored in a godown
enroute on the suggestion of consignee. A
fire broke out in the neighbouring godown spread to the godown and goods were
destroyed. The Fastrack Roadways Ltd.
claimed that there was neither negligence nor deficiency in service on their
part and goods were being carried at “Owner risk” and since no special premium
was paid, they were not responsible for the loss caused by fire. Whether Fastrack Roadways Ltd. is liable to
pay damages to consignor?
ii) Life Insurance Corporation (LIC) formulated a scheme called
‘salary saving scheme’ under which employees of an organisation could buy an
insurance policy. Premium due on each
policy was collected by the employer from the salary of the employees nor did
it issue any premium notice. When the
widow of the deceased employee made a claim to LIC on the death of her husband,
the LIC repudiated the claim on the ground that four installments of premium
had not been paid. The widow was
approached the consumer forum for redressal. Is the LIC liable for deficiency
in service? Explain?
iii) Raman booked a ticket from
Q.23. With reference to the provisions of the Consumer Protection
Act, 1986, decide the following giving reasons in support of your answer.
i) Sohn sent all relevant documents in an envelope regarding
consignment of goods to a buyer in the
ii) Mahesh purchased a machine from Astute Ltd. to operate it
himself for earning his liverhood. He
took the assistance of a person to assist him in operating the machine. The machine developed fault during the
warranty period. He filed a claim in the consumer forum against the company for
deficiency in service. Astute Ltd.
alleged that Mahesh did not operate the machine himself but had appointed a
person exclusively to operate the machine.
Will Mahesh succeed?
iii) Pillai purchased a car by taking a loan from Kerala cooperative
Bank Ltd. and gave post-dated cheques to the bank not only in respect of
repayment of loan instalments but also of premium of insurance policy for two
succeeding years. On the expiry of the policy.
Pillai’s car met with an accident.
Will Pillai succeed in getting a claim against the
Bank ? (10
Marks)
Xaviers Institute
of Business Management Studies
Interior
Management
Max: 80 Marks
Answer Any 5 Questions
1. Define and differentiate
Interior design from Interior decoration.
2. What are
the various functions of different Interior spaces?
3. Give a brief account of “Folks-Arts” applied in any
Indian-traditional-interior.
4. Take any one particular Indian vernacular style of your choice
and Explain your understanding and interpretation of its traditional interior.
5. Explain briefly as to how lighting and acoustics can be
synchronized to bring out the desired effect of a “Music-concert” Hall.
6. Explain the
“Design Process” – How will you approach any design, applying the “Principles”
in practice.
7. Explain “Organic Interiors” – Combine this philosophy of
bringing “Nature” into the interiors, e.g in the design of a “Shopping Mall”.
8. Function and Aesthetics play an important role in any interior
design job. How will you explain your approach while designing a Textile show
room for kids?
9. What are the enhancement efforts on “spaces and design values”,
caused by lighting, accessories, landscaping, etc. – Explain with suitable
sketches.
10. Explain with suitable diagram, your design approach for an
Interior space of an “Architect’s office” within an outline of 10m x 7.5m Hall.
Assume data not provided.
11. Explain with suitable diagram, your design approach for an
Interior spaces of a “Jewllery and Diamond showroom” within a space of 9m x 6m
Hall. Assume data not provided.
Xaviers Institute
of Business Management Studies
MARKS: 80 ( Each case study for 20 Marks)
Subject – Principles and
Practice of Management
Communicating in
a Crisis
The crisis the school had just reopened after this two week break. The same morning, a fire suddenly broke out on the third floor and spread to other floors, blocking the stairways. There was widespread panic, as the children started jumping off the balconies, injuring themselves in the process. The Principal and staff had a tough time trying to calm down the children and take control of the situation. Fire engines were called and several of them arrived and began their fire fighting operations. In the meanwhile, many parents also arrived and tried to enter the building to speak to the Principal. The phones were ringing continuously. There was total chaos.
Question 1 :- How communication crises arise?
Question 2 :- What Principal should do to calm down the angry parents?
Question 3 :- How school will regain its reputation? What services school should provide in order to maintain its reputation?
Case Study 2
Case Study on
The power of Non-Verbal Communication
The Power of Nonverbal Communication Soon after I graduated from engineering college, I accepted a position with the Sundaram Foundry, a medium-sized firm located in a small town in Tamil Nadu. It was a good position, since I was the assistant to Mr. Vishwanath, the General Manager and president of this family owned company, although there were many technical problems, the work was extremely interesting and I soon learnt all about the foundry business. The foundry workers were mostly older men and were a closely knit team. Many of them were related and had been in the foundry for several years. Therefore, they felt that they knew the business in and out and that a technical education had no value. In fact, Mr. Vishwanath had mentioned to me even at the time of my joining, that I was the only engineer ever to be employed in the foundry. He also let me know that the foundry workers, although a good group, were very clannish, since they had been working together for several years. Therefore, it would probably take them some time to accept me. I introduced myself to the group of foundry workers, a few days after my joining. As I went around in turn, I felt them eyeing me coldly. As I went down the main aisle of the foundry, I heard them talking to each other in low voices and laughing. I found their behavior to be very childish and felt that it was best to ignore these signs of hostility. I thought that if I ignored them, they would automatically stop these antics. A few weeks after this incident, I happened to visit the enamel shop. As I entered, I noticed a worker cleaning the floor with a hose, from which water flowed at high pressure. I was aware that it was the practice to clean the shop at least once a week. I turned my back on the worker and was busy near a dipping tank, when I suddenly felt the force of a stream of water hitting me. I was almost knocked down by the pressure and slipped on the wet floor. When I turned around, the worker looked away in the other direction, as if he had not noticed this happening. However, I was pretty sure that he had intentionally turned the hose on me.
Question 1 - What message did the foundry workers and the new engineer convey to each other through their non-verbal behavior?
Question 2 - Mr. Vishwanath, the General Manager and President, was not often present at the foundry. What could this non-verbal behavior mean to the workers and the new engineer?
Question 3. How could the engineer, the foundry workers and Mr. Vishwanath be more effective, both verbally and nonverbally?
Question 4. What do you suggest that the engineer should do, after the hosing incident?
Case Study 3
BS GETS A D-PLUS ON DIVERSITY FROM MULTIETHNIC
COALITOIN
On February 3, 2000, President and CEO of CBS Leslie Moonves signed a pact with Kweisi Mfume, president and CEO of the national association for advancement of colored people (NAACP), who had joined forces with the Hispanic media coalition, and the American Indians in film and television to request the CBS help to increase Indians in film and television to request that CBS help to increase ethnic presence in the television industry. The agreement stipulated the CBS would increase minority participation both on and off screen by June 30.
In April 2000, CBS announced the appointment of Josie Thomas to the newly created position of senior vice president of Diversity at CBS Television. Her job was to improve outreach and recruitment, hiring, promotion, and monitoring practices in all divisions of CBS. That fall Moonves announced that 16 of the 21 CBS shows, including news magazines, would prominently feature minorities. “We think we are a leader in this area,” Moonves said “We think we are ahead of the curves”
Despite Mooves’s Statement that as “broadcasters, we believe strongly that it is our duty to reflect the public that makes up our viewing audience,” there were many who did not feel the company was sincere in its efforts to improve hiring practices. The national Hispanic Foundation for the Arts criticized CBS for not scheduling “American Family,” A pilot drama about middle – class Hispanic family. Moonves said “American Family” simply did not fit in CBS’s schedule, since there were already too many strong dramas planned. He said he took the unusual step of allowing the show’s producer to pitch the CBS-developed networks but no one picked it up. Meanwhile, the June 30 deadline had come and gone without much outward sign of change at CBS television.
Josie Thomas is
committed to CBS’s new mandate for multicultural diversity. Twelve of CBS’ prime
time series will have minorities in permanent roles and other series will have
minority in recurring role. Fore of the network’s shows- C.S.I., the district,
the fugitive and welcome to
Since signing the agreement, CBS has established a strong working relationship with national minority supplier council in order to help minority supplier council and women’s businesses. The company has bolstered its internship program to include paid internships on the west coast, pairing up interns with their areas of interest, Such as finance or entertainment. There are 10 minority interns in the program. Moreover, CBS has now made diversity a factor in employee job performance evaluation. “Each area of the network has developed a detailed plan for diversity,” said Thomas. “Manager will be reviewed with respect to their diversity efforts and that will be a factor in compensation decisions.” Ms. Thomas noted that Ghen Maynard, an Asian American Pacific Islander, had just been promoted form director to vice president of alternative programming for the entertainment division.
“Will all believe there is a long way to go,” Thomas said. “What I have found is there are some things that already exist that are positive, such as news magazines having minority anchors. We think ‘city of angels’ renewal was an important step. The ratings were mediocre to low, and we did feel the program was a risk. It says a lot about our commitment”
In June 2001, the coalition gave the Big 4 Broadcast Networks (all of whom had signed an agreement) a report card for their efforts to diversity shows on – air and behind the scenes. CBS got a D-plus.
Mr. Nogales, of
the National Hispanic Media Coalition, said he was disappointed “We expect
progress; we signed for progress” “The numbers in comparison to last year
actually look better”
The pressure being put on the networks- including threats of “boycott” and legal action – is having results. At CBS the number of minority writers and producer has more than tripled, from four to fourteen, including six executive or co executive producer however, obstacles to a fully integrated future remain serious-particularly because of misconceptions about the nature of the television audience and about the way pop culture works. Network executive worry that “ghetto shows” might promote stereotypes. They wonder if shows like The cosby show are “black” enough. Then again, they think that casting too many minorities may drive white viewers away. Some network executives are afraid to cast minority actors in “negative” roles because they may be criticized for it minority writers, who have been getting more work lately, wonder if they are not just “tokens”; and despite some progress it is still almost impossible for Hispanic actor to get non- Hispanic roles.
Both the NAACP and the coalition have been battling discrimination for years. CBS is just finding out that a profound change toward pluralism can take place only with true insight on the part of management. CBS spokesperson Chris Ender says “We have made tremendous strides to increase diversity on screen, behind the camera and in the executive suites. However we certainly recognize that more can be done and more will be done.”
As far as
Questions
Question 1:- What advantages would accrue to CBS if it becomes a more diverse workplace?
Question 2:- Where would you have placed CBS on the organizational diversity continuum and where would you place CBS now? Why?
Question 3:- Which approach (es) to pluralism best sums up the diversity policy that is being developed at CBS? Explain
Question 4:- How do the attitudes of management at CBS as depicted in your case study affect the company’s progress toward forming a more diverse workforce? Explain.
Case Study 4
McDonald’s
Listening Campaign
At the end of
2002, the world's largest quick service retailer made its first ever quarterly
loss and faced a number of challenges. It responded by launching its Plan to
Win program, part of a global strategy to modernize the business, followed by
the Listening Campaign in the UK. Here, Ali Carruthers explains how the two
initiatives were linked in the
In 2003, things were looking bleak for McDonald's. Its share price was the lowest it had been in a decade and it faced a series of seemingly insurmountable problems: It was demonized by the UK media in the fierce debate raging over obesity; it faced huge competition on the high street; and it was suffering under a wave of Anti-Americanism in the wake of the wars in Afghanistan and Iraq.
Added to this was
the fact that the restaurants themselves were beginning to look dated and
Speaking earlier
this year to the BBC, the
The Plan to Win
The senior management put their heads together and devised the Plan to Win program, which went public in the last quarter of 2003. A key part of its focus was a shift to more choice and variety foods, with salads appearing permanently on the menu for the first time in the organization's history. Key restaurants began to receive make over and a supporting advertising campaign with international stars was planned, all of which were intended to turn the food chain's image around.
But just as things
were beginning to look up for the organization, trouble raised its head again
in the shape of the documentary film "Supersize me," which in turn
re-ignited the obesity debate in the media. It was then discovered that one of
the salads McDonald's was marketing contained more calories than one of its
hamburgers. The
The Listening
Campaign. The company responded promptly. Working with agency Blue Rubicon, the
in-house communication and media relations team devised the Listening Campaign.
It made the most of the arrival of new
The key ingredient was listening to customers and staff and then showing the results of this. "Part of the reason [for doing it] was that we had to introduce Peter very quickly to employees, customers and stakeholders," says head of internal communications AIi Carruthers. "It was also signaling that he'd continue to work to change our culture and lead the drive for a real transparency of approach. We've been building on that work ever since."
Focus groups for stakeholders
The communication team made the most of Beresford's time by booking ahead so that local franchisees could meet him when he travelled to regional centers for customer focus groups. Next, Listening Groups were created for the company's regional offices with corporate rather than restaurant-based employees taking part. Initial meetings were centered around three classic focus group questions:
* What works?
* What would you change?
* How would you change it?
In each session, six to 10 employees took part and the sessions lasted around two hours. After the first session, an action plan was drawn up and fed back to the employees in a second round of focus groups. Then the agreed proposed changes were put in place by the organization.
Proposed changes put in place
A range of short, medium and long term actions have been instigated as a result of the focus groups. These include a firm commitment to hold monthly town-hall sessions to regularly address key issues within the organization. "We've agreed to use these sessions to feature various departmental heads," says Carruthers.
"That's so people can put names to faces, understand the organizational structure better and get an understanding of what goes on outside their own departments." The company has also committed itself to involving a new group of employees every six months, and to being more transparent about its promotion process and how people are assessed for promotion. It now holds regular Plan to Win meetings, which are related to the global strategy. "We're using the town-hall sessions to communicate the global strategy to thebroader office group rather than just senior management so there's a wider understanding of what we're doing," says Carruthers.
The company has also committed to a peer-nominated quarterly recognition scheme for the regional and head offices. It's planned that the town halls will also be used in the recognition scheme. "People need to say well done to each other and be acknowledged by the senior team," says Carruthers.
A change in company culture
According to Carruthers, the strategy has been recognized globally - a drive for greater face-to-face communication, more transparency, a growth in leadership behavior and accountability. "Basically we've been trying to make people feel they're able to ask questions," she says. "There's nothing wrong with challenging the status quo as long as it's done in a constructive and respectful way. If we can use some of those ideas we can probably make it a more enjoyable place for everyone to work."
There's no doubt that the Listening Campaign has had an impact on the senior team and general employees alike. Carruthers has had feedback from both groups and believes the exercise has been an eye-opener for the senior team: "They frequently mention experiences they've had in those groups. There's nothing quite like hearing issues for yourself; the good ones and the more awkward ones."
The feedback from focus-group participants has been very good; employees say they feel listened to and think their feedback is being taken on board. "They feel confident to ask questions or send e-mails directly to people they thought wouldn't have listened to their suggestions previously. It's changing the culture. Anything that builds trust and transparency is good. Now it's about delivering on the changes that we said we'd make."
A hotline to the CEO
A hotline to the CEO has made the company's drive for transparency and commitment to employees even more credible. The "Ask Peter" e-mail address was established when Beresford took up his post and has seen a fair amount of traffic. "It's word of mouth - people see that it's well responded to," says Carruthers. She sees it as important to be straight with employees about how e-mails are dealt with and who sees them. "We're very up-front about the fact that I see all e-mails as well as Peter, but if we forward them to other departments, they'll be anonymous."
A combination of high and low technology adds to the feeling of personal contact: Beresford will often answer e-mails with a hand-written reply. In one famous instance he replied to nearly 100 in one week. "It doesn't always happen that way, but it's these things that make a difference. People see it's coming from him and it's quite a personal touch."
Committing to communication, A new round of Listening focus groups with fresh employees is due to kick off in October. The whole cycle of questions, action-planning and feedback will be replayed. "We're working with a new group of employees because we want to keep changing and avoid having a formalized council of volunteers," says Carruthers. "They'll look at what they think has happened so far, whether anything could have been done differently and then we'll hold a review of the proposals."
It's a genuine commitment to keep the focus groups running on an ongoing basis. Carruthers is also expecting that the flexibility and fresh new faces will ensure that new topics arise: "They're things that inevitably come up along the way and get added to the agenda for change. We just need to follow them through and then tell people the results."
The results
Since Beresford's Listening Tour there's been a turnaround in the media coverage of McDonald's, which has been much more positive. The Listening Campaign is changing the internal culture of the company and its focus group cycles are becoming permanent two-way communication channels.
Results back in August this year from the last employee survey showed that internal communication is now ranked by employees as number four out of 25 departments. "The communications strategy has helped people become aware of who we are and what we do," says Carruthers. The Listening Campaign has also helped McDonald's raise its profile externally, as it was nominated in this year's UK Chartered Institute of Public Relations Excellence Awards and short-listed for Best Use of Media Relations in the PR Week Awards.
Questions
Question1. Based on this case, develop guidelines for improving communication with each of different stakeholders, through better listening.
Question 2:- What are the essentials for the effective communication?
Question 3:-
Write about McDonald marketing plan
which they have implemented for the success?
Question 4:- Do the SWOT analysis of
following:-
- McDonald
- Food Industry
Xaviers Institute
of Business Management Studies
PROJECT MANAGEMENT
Maximum Marks: 100
Note:
(i) Attempt any three questions from Section A, each carrying 20 marks.
(ii) Section B is
compulsory and carries 40 marks.
SECTION A
1. Detailed Project Report (DPR) forms the
foundation on which the entire superstructure of the project is built -
"If it is weak, project cannot weather turbulent times ahead." Bring
out the do's and don'ts of a good DPR.
2. Explain the following methods of
forecasting demand :
(a) Exponential Smoothing
(b) Adaptive Exponential Smoothing
(c) Exponential Smoothing with trend and seasonal data
(d) Double Exponential Smoothing
3. Why do we need different types of cost
estimates in projects? Discuss five such estimates. On what factors is their
level or degree of accuracy dependent?
4. Why is a Project Management Information
System of immense importance in a project? Discuss the objectives of Project
Management Information System. In designing a Project Management Information
System what parameters are to be spelt out clearly?
5. Explain the importance of "Project
Review" in the context of control of a project. What are the elements of
controls in projects? How is cybernetics concepts applied to project
management?
SECTION B
6. The activities, duration and direct
activity costs are given below. The indirect cost is Rs. 3000 per week.
Starting from the normal duration obtain the crash cost and duration of the
project.
|
Activity |
Time
in Weeks |
Cost |
Cost
to Expedite |
||
|
Normal |
Crash |
Normal |
Crash |
||
|
1
- 2 |
2 |
2 |
3000 |
3000 |
--- |
|
2
- 3 |
4 |
3 |
4000 |
5000 |
1000 |
|
2
- 6 |
8 |
8 |
6000 |
6000 |
---- |
|
3
- 4 |
3 |
2 |
2000 |
3500 |
1500 |
|
3
- 5 |
2 |
2 |
2000 |
2000 |
---- |
|
4
- 6 |
4 |
3 |
4000 |
5000 |
1000 |
|
5
- 6 |
3 |
3 |
4000 |
4000 |
---- |
|
6
- 7 |
8 |
5 |
8000
|
12000 |
1333 |
No comments:
Post a Comment