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Examination Paper of Financial Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B-103
Examination Paper Financial Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Investment is the… (1)
a) Net additions made to the nation’s capital stocks
b) Person’s commitment to buy a flat or house
c) Employment of funds on assets to earn returns
d) Employment of funds on goods and services that are used in production process
II. Financial Management is mainly concerned with... (1)
a) All aspects of acquiring and utilizing financial resources for firms activities
b) Arrangement of funds
c) Efficient Management of every business
d) Profit maximization
III. The Primary goal of the financial management is….. (1)
a. To maximize the return
b. To minimize the risk
c. To maximize the wealth of owners
d. To maximize profit
IV. In his traditional role the finance Manager is responsible for (1)
a. Proper utilization of funds
b. Arrangement of financial resources
c. Acquiring capital assets of the organization
d. Efficient management of capital
This section consists of multiple choices and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Financial Management
IIBM Institute of Business Management
V.Market Value of the shares are decided by
(1)
a. The respective companies
b. The investment market
c. The government
d. Shareholders
VI. The only feasible purpose of financial management is (1) a. Wealth maximization b. Sales maximization c. Profit maximization d. Assets maximization
VII. Financial management process deals with (1)
a. Investments
b. Financing decisions
c. Both a and b
d. None of the above
VIII. Agency cost consists of
(1)
a. Binding
b. Monitoring
c. Opportunity and structure cost
d. All of the above
IX. Finance Function comprises
(1)
a. Safe custody of funds only
b. Expenditure of funds only
c. Procurement of finance only
d. Procurement & effective use of funds
X.Financial management mainly focuses on (1)
a. Efficient management of every business
b. Brand dimension
c. Arrangement of funds
d. All elements of acquiring and using means of financial resources for financial activities
Part Two:
1. What Is The Financial Management Reform? (5)
2. Why Was The FMR Introduced? (5)
3. What Changes Will The FMR Introduce? (5)
4. What Is Financial Management Information System (FMIS)? (5)
END OF SECTION A
Examination Paper of Financial Management
IIBM Institute of Business Management
Section B: Caselets (40 marks)
Caselet 1
Your employer, a mid-sized human resources management company, is considering expansion into related fields, including the acquisition of Temp Force Company, an employment agency that supplies word processor operators and computer programmers to businesses with temporary heavy workloads. Your employer is also considering the purchase of a bigger staff & McDonald (B&M), a privately held company owned by two friends, each with 5 million shares of stock. B&M currently has free cash flow of $24 million, which is expected to grow at a constant rate of 5%. B&M’s financial statements report marketable securities of $100 million, debt of $200 million, and preferred stock of $50 million. B&M’s weighted average cost of capital (WACC) is 11%. Answer the following questions
Questions
1. Describe briefly the legal rights and privileges of common stockholders. (20)
Caselet 2
Casino is a large electrical construction company having a turnover of Rs.100 crores per annum. Since a few years the company has not been doing well in terms of profits. In order to find out the reason, a group of independent auditors were deployed to examine the operations of the company. The item they felt that needed closer attention was the budget control of new construction work. The audit showed that most electrical designs for new construction were carried out at the headquarters of the company by a project manager. In preparing a budget for a new project, he checked the expenses for similar jobs in the past, then simply multiplied them by various factors. The auditors found that during the past two years, most budgets were greatly overestimated. Incidentally, it was about two years ago that the project manager was given the primary responsibility for budgeting. In this role, he would submit his budget to the Expenditure Control Committee, consisting of higher-level managers who had only a limited interest in budgeting. It was to this committee that the project manager submitted requests for additional money whenever needed. Most of the requests were approved.
The chief auditor felt that the project team tended to "expand" the time needed to complete the task whenever the members thought the budget made it possible. In other words, they "adjusted" their productivity to match the money allocated to the project.
The auditors noted that other contractors could do similar jobs for 20% less money. They concluded that a new control procedure was needed.
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Financial Management
IIBM Institute of Business Management
Questions
1. What do you think of the budgeting process? (10)
2. What kind of control procedure should the auditors recommend? (10)
Section C: Applied Theory (30 marks)
1. Differentiate Between the Financial Management and Financial Accounting? (15)
2. Explain Briefly The Limitations of Financial Ratios? (15)
S-2-010619
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
Examination Paper of Human Resource Management
IIBM Institute of Business Management
This section consists of multiple choices and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B102
Examination Paper
Human Resource Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The following is (are) concerned with developing a pool of candidates in line with the human resources plan (1)
a) Development
b) Training
c) Recruitment
d) All of the above
II. The following is (are) the key components of a business process Re-engineering program? (1)
a) Product development
b) Service delivery
c) Customer satisfaction
d) All of the above
III. The actual achievements compared with the objectives of the job is (1)
a) Job performance
b) Job evaluation
c) Job description
d) None of the above
IV. Performance development plan is set for the employee by his immediate boss. (1)
a) Employer
b) Department Head
c) Immediate boss
d) Any of the above
V.The following type of recruitment process is said to be a costly affair. (1)
a) Internal recruitment
b) External recruitment
c) Cost remains same for both types VI. The following is (are) the objective(s) of inspection. (1) a) Quality product b) Defect free products c) Customer satisfaction d) All of the above
Examination Paper of Human Resource Management
IIBM Institute of Business Management
END OF SECTION A
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. Which of the following is an assumption of rationality to rationale decision making? (1)
a. Preferences are clear
b. Final choice will maximize payoff
c. The problem is clear and unambiguous
d. All of the above
VIII. ___________ is accepting solutions that are "good enough". (1)
a. Bounded rationality
b. Satisficing
c. Escalation of commitment
d. None of the above
IX. The three important components in aligning business strategy with HR practice: (1)
a) Business Strategy, Human Resource Practices, Organizational Capabilities
b) Marketing Strategy, Human Resource Practices, Organizational Capabilities
c) Business Strategy, Human Resource Practices, Organizational structure
X. The basic managerial skill(s) is(are) (1)
a) To supervise
b) To stimulate
c) To motivate
d) All of the above
d) Marketing Strategy, Human Resource
Practices, Organizational structure
Part Two:
1. What is the nature of Human Resource Management? (5)
2. What is Human Resource Development (HRD) (5)
3. Discuss the future trends and challenges of HRM? (5)
4. What is manpower planning? (5)
Section B: Caselets (40 marks)
Examination Paper of Human Resource Management
IIBM Institute of Business Management
Caselet 1
Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a sales trainee in a sales office of a large computer hardware firm located in Chennai.
Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivandrum.
The sales growth of the products in his area was highly satisfactory owing to the developmental initiatives taken by respective State Governments in spreading computer education.
Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of office equipment sold by the company for Sanjay’s reference.
After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided
him with the material collected. Thereafter Raghvan excused himself and did not return.
Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving
office.
Questions
1. What do you think about Raghavan’s training program? (10)
2. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)
Caselet 2
Preeti was promoted three months ago from reservations supervisor to front-desk manager for Regency Hotel, an independent, 330-room hostelry. She enjoys her new management responsibilities and is pleased that the occupancy rate averaged 94 percent last month, way above the industry average. But at times she feels stressed by the confusion of managing all front-end operations of the hotel, from reservations and cashiering to the bell desk and concierge. She feels most at home handling the reservation function, a task she always enjoyed as a trainee because she likes to help people. About once a week the staff in the reservation function overbooks rooms, usually because of incomplete scans of conference sales files. Customers with reservations w,0110 arrive late are upset when they have to be referred 1, nearby hotels. Whenever overbooking occurs, Ms. eti takes over direct control of the reservations operation herself, often personally handling reservations for two or three days until order seems to return.
But sometimes while Ms. Preeti is off focusing on the reservations task, other problems arise. On five days last month, clerks at the reception desk checked in every "walk-in" who appeared without reservations. They assumed there would be ample no-shows among those holding reservations. On one occasion, Regency ended up oversold by 24 rooms. Mr. Alex, the hotel general manager, is concerned about Ms. Preeti's development into her new management position. He knows Ms. Preeti is proud of the high occupancy levels (which mean greater profits) and doesn't want to destroy that pride. However, he sees her as more interested in
Examination Paper of Human Resource Management
IIBM Institute of Business Management
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
individual staff tasks (such as making reservations) than in the complexities of managing, training, and motivating her staff. He has talked with Ms. Preeti about balancing her activities as a manager. Alex emphasized that she needs to make sure her staff knows the systems and guidelines and be firm with employees who continue to check in guests when the hotel obviously will be overbooked. He plans to meet with her in a three-month performance review to see if he can shift her motivational expectations about the job.
Question:
1. Do Ms. Preeti's problems seem to be the result of her lack of motivational immaturity or of her lack of motivational attention to her people? (20)
Section C: Applied Theory (30 marks)
1. What are the future challenges before managers? (15)
2. What is the process of HRP? (15)
S-2-010619
Examination Paper of Managerial Economics
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B106
Examination Paper
Managerial Economics
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Demand is determined by
(1)
a) Price of the product
b) Relative prices of other goods
c) Tastes and habits
d) All of the above
II. When a firm’s average revenue is equal to its average cost, it gets (1)
a) Super profit
b) Normal profit
c) Sub normal profit
d) None of the above
III. Managerial economics generally refers to the integration of economic theory with business
(1)
a) Ethics
b) Management
c) Practice
d) All of the above
IV. Which of the following was not immediate cause of 1991 economic crisis (1)
a) Rapid growth of population
b) Severe inflation
c) Expanding Fiscal deficit
d) Rising current account deficit
V.Money functions refers to : (1)
a) Store of value
b) Medium of Exchange
c) Standard of deferred payments
d) All of the above VI. Given the price, if the cost of production increases because of higher price of raw materials, the supply (1) a) Decreases b) Increases c) Remains same d) Any of the above
This section consists of multiple choices and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Managerial Economics
IIBM Institute of Business Management
VII. Total Utility is maximum when (1)
a. Marginal Utility is maximum
b. Marginal Utility is Zero
c. Both of the above
d. None Of The Above
VIII. Cardinal approach is related to (1)
a. Equimarginal Curve
b. Law of diminishing returns
c. Indifference Curve
d. All of the above
IX. Marginal Utility curve of a consumer is also his (1)
a) Supply Curve
b) Demand Curve
c) Both of above
d) None of above
X. Government of India has replaced FERA by (1)
a) The competition Act
b) FRBMA
c) MRTP Act
d) FEMA
Part Two:
1. What is Managerial Economics? What is its relevance to Engineers/Managers? (5)
2. “Managerial Economics is economics that is applied in decision making” Explain? (5)
3. Differentiate b/w, Micro economics vs. macroeconomics? (5)
4. Factors Affecting Price Elasticity of Demand? (5)
Section B: Caselets (40 marks)
END OF SECTION A
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Managerial Economics
Caselet1
Dabur is among the top five FMCG companies in India and is positioned successfully on the specialist herbal platform. Dabur has proven its expertise in the fields of health care, personal care, home care and foods. The company was founded by Dr. S. K. Burman in 1884 as small pharmacy in Calcutta (now Kolkata), India. And is now led by his great grandson Vivek C. Burman, who is the Chairman of Dabur India Limited and the senior most representative of the Burman family in the company. The company headquarter is in Ghaziabad, India, near the Indian capital New Delhi, where it is registered. The company has over 12 manufacturing units in India and abroad. The international facilities are located in Nepal, Dubai, Bangladesh, Egypt and Nigeria. S.K. Burman, the founder of Dabur, was trained as a physician. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. Soon, he started preparing natural remedies based on Ayurveda for diseases such as Cholera, Plague and Malaria. Due to his cheap and effective remedies, he became to be known as ‘Daktar’ (Indian izedversion of ‘doctor’). And that is how his venture Dabur got its name—derived from Daktar Burman. The company faces stiff competition from many multinational and domestic companies. In the Branded and Packaged Food and Beverages segment major companies that are active include Hindustan Lever, Nestle, Cadbury and Dabur. In case of Ayurvedic medicines and products, the major competitors are Baidyanath, Vicco, Jhandu, Himani and other pharmaceutical companies.
Vision statement of Dabur says that the company is “dedicated to the health and wellbeing of every household”. The objective is to “significantly accelerate profitable growth by providing comfort to others”. For achieving this objective Dabur aims to:
Focus on growing core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology.
Be the preferred company to meet the health and personal grooming needs of target consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of Ayurveda and herbs with modern science.
Be a professionally managed employer of choice, attracting, developing and retaining quality personnel.
Be responsible citizen with a commitment to environmental protection.
Provide superior returns, relative to our peer group, to our shareholders.
Chairman of the company
Vivek C. Burman joined Dabur in 1954 after completing his graduation in Business Administration from the USA. In 1986 he was appointed as the Managing Director of Dabur and in 1998 he took over as Chairman of the Company.
IIBM Institute of Business Management
Examination Paper of Managerial Economics
Under Vivek Burman’s leadership, Dabur has grown and evolved as a multi-crore business house with a diverse product portfolio and a marketing network that traverses the whole of India and more than 50 countries across the world. As a strong and positive leader, Vivek C. Burman had motivated employees of Dabur to “do better than their best”—a credo that gives Dabur its status as India’s most trusted nature-based products company.
Leading brands
More than 300 diverse products in the FMCG, Healthcare and Ayurveda segments are in the product line of Dabur. List of products of the company include very successful brands like Vatika, Anmol, Hajmola, Dabur Amla Chyawanprash, Dabur Honey and Lal Dant Manjan with turnover of Rs.100 crores each.
Strategic positioning of Dabur Honey as food product, lead to market leadership with over 40% market share in branded honey market; Dabur Chyawanprash is the largest selling Ayurvedic medicine with over 65% market share. Dabur is a leader in herbal digestives with 90% market share. Hajmola tablets are in command with 75% market share of digestive tablets category. Dabur Lal Tail tops baby massage oil market with 35% of total share.
CHD (Consumer Health Division), dealing with classical Ayurvedic medicines, has more than 250 products sold through prescription as well as over the counter. Proprietary Ayurvedic medicines developed by Dabur include Nature Care Isabgol, Madhuvaani and Trifgol.
However, some of the subsidiary units of Dabur have proved to be low margin business; like Dabur Finance Limited. The international units are also operating on low profit margin. The company also produces several “me – too” products. At the same time the company is very popular in the rural segment.
Questions
1. What is the objective of Dabur? Is it profit maximisation of growth maximisation? (10)
2. Do you think the growth of Dabur from a small pharmacy to a large multinational company is an indicator of the advantages of joint stock company against the proprietorship form? Elaborate. (10)
Caselet2
The Regina Company„ one of the largest inakets of vacuum cleaners recent') had scv cfc ptollkins with the quality of its products. The market responsc to this 1ak of quality caused financial problems for Ow company. in late 1995. Regina began having return rates as high as 30 to 50 percent on some of its Housekeeper and Housekeeper Plus models. These models were sold primarily through discount stores. Further, Regina's Spectrum vacuum cleaner, an upgraded version sold in specialty stores, was introduced in 1995 with many quality problems. ef The specific problems identified for the Housekeeper and Housekeeper Plus models were associated with faulty belts and weak suction. In the Spectrum model, the agitator was melting; and making a loud noise, the foot pedals were breaking, and the steel-encased motor (which had been advertised as the
IIBM Institute of Business Management
Examination Paper of Managerial Economics
power source for the vacuum cleaner) had been replaced with a less desirable. less reliable motor.
As a result of these problems, Target stores discontinued Regina's Housekeeper Plus model after reporting that "at least half of those sold were returned." At Starmart, which accounts for about a quarter of the Housekeeper sales, I. out of every 5 machines sold was returned. To help service customer complaints, Regina set up an 800 telephone number for customers to contact the firm. directly. The sales returns caused Regina's shareholders to question the 1995 fiscal earnings report. Furthermore, both inventories and accounts receivable doubled during the 1995 fiscal year. At the end of that period, Regina's chairman and 40 percent stockholders
Resigned. The chairman’s resignation was closely followed by a company announcement stating that the financial results reported for the 1995 fiscal year were materially incorrect and had been withdrawn. This announcement brought a suit from shareholders who had bought Reoina stock on the basis of the 1995 camings report. It also prompted an audit of the 1995 results and a request to another accounting organization to work on Regina's business and accounting controls. A few months later, Regina 'agreed to be acquired by a unit of Magnum, a vacuum cleaner and Water-purification Company. Under Magnum, Regina shut down production while engineers worked to solve the problems inherent in the Housekeeper and Housekeeper Plus vacuums, particularly the suction difficulties. In September 1998, Magnum and Regina decided to separate the two companies again. Since then, Regina has been regaining market share with its Housekeeper models. The 'vacuums are popular because they carry on-board tools.
Questions:
1. What type of controls would you have established to preclude the major returns experienced by Regina? (10)
2. How would you have controlled the finished-goods -inventory to avoid its growing to twice the size that it was in the previous year. (10)
Section C: Applied Theory (30 marks)
1. What is the importance of demand analysis in business decision? (15)
2. Explain individual demand function and market demand function. (15)
S-2-010619
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
Examination Paper of Marketing Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B104
Examination Paper
Marketing Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.“Image building” objectives are common in _____ type of market structure. (1)
a) Competition
b) Oligopoly
c) Monopoly
d) Monopsony
II. The concept of marketing mix was developed by______ (1)
a) N.H Borden
b) Philip Katter
c) Satanton
d) W.Anderson
III. Marketing mix consists of ___ (1)
a) Production recognition
b) Price structure
c) Distribution planning
d) All of these
IV. The concept of marketing mix involves a deliberate and careful choice of organization, product, price promotion, place strategies and___ (1)
a) Policies
b) Concept
c) Planning
d) All of these
V.Operating cost for new system is added into implementation cost and is then divided by gains by improvements in productivity is called (1)
a) Economic Value Added
b) Analysis Of Benefits
c) Return On Investment
d) Return On Public Offering VI. Pricing strategy used to set prices of products that are must be used with main product is called (1) a) Optional Product Pricing b) Product Line Pricing c) Competitive Pricing d) Captive Product Pricing e
This section consists of multiple choices and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management
VII. New product pricing strategy through which companies set lower prices to gain large market share is classified as
(1)
a. Optional Product Pricing
b. Skimming Pricing
c. Penetration Pricing
d. Captive Product Pricing
VIII. Company marketing mix that target market segments very broadly is called (1)
a. Mass Marketing
b. Segmented Marketing
c. Niche Marketing
d. Micromarketing
IX. What does the term PLC stands for?
(1)
a) Product life cycle
b) Production life cycle
c) Product long cycle
d) Production long cycle
X. Which of the following is not a characteristic of “Market Introduction Stage” in PLC? (1)
a) Demands has to be created
b) Costs are low
c) Makes no money at this stage
d) Slow sales volume to start
e) There is little or no competition
Part Two:
1. Name and define the four Ps of the marketing mix? (5)
2. Definition of 'Pricing Strategies'? (5)
3. What is the role of a Marketing Plan? (5)
4. Describe the difference in Push & Pull distribution strategies? (5)
Section B: Caselets (40 marks)
END OF SECTION A
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Marketing Management
Caselet1
Because of its imaginative marketing, excellent new products, and fine service to customers, the Westside Business Computers and Equipment Company grew to be a leader in its field, with sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But the president of the company, Mr. Desai, soon realized that the organization structure, which had served the company so well, no longer fitted the company’s needs.
For years the company had been organized along functional lines, with vice-presidents in charge of production, purchasing, finance, marketing, personnel, engineering, and research and development. In its growth, the company had expanded its product lines beyond business computers to include photocopying machines, projectors, and motion-picture cameras. As time passed on, concern had arisen that its organization structure did not provide for profit responsibility below the office of the president, did not appear to fit the far-flung nature of the business now being conducted in many foreign countries, and seemed to emphasize the "walls" impeding effective coordination between the functional departments of marketing, production, and engineering. There seemed to be too many decisions that could not be made at any level lower than the president's office.
As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign divisions, each with complete profit responsibility. However, after this reorganization was in effect, he began to feel that the divisions were not adequately controlled. There developed considerable duplication in purchasing and personnel functions, each division manager ran his or her operations without regard to company policies and strategies, and it became apparent to the president that the company was disintegrating into a number of independent parts.
Having seen several large companies get into trouble when a division suffered large losses, Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew some of the authority delegations to the division managers and required them to get top corporate management approval on such important matters as (1) any capital expenditures over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies and policies, (4) plant expansion, and (5) changes in personnel policies.
The division general managers were understandably unhappy when they saw some of their independence taken away from them. They openly complained that the company was not very sure about the organizational structure that it wants to follow. The president, worried about his position, calls you in as a consultant to advise him on what to do.
Questions
1. Do you agree on what Mr. Desai did to regulate control was correct? (10)
2. What would you have done under these circumstances? (10)
Caselet2
IIBM Institute of Business Management
Examination Paper of Marketing Management
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-week trip auditing customer accounts and prospective accounts in the southern states. His primary intention was to do follow-up work on prospective accounts contacted by sales staff members during the past six months. Prospective clients were usually furniture dealers or large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts were fictitious. The people had obviously turned in falsely documented field reports and expense statements. Company salespeople had actually called upon 3 of 22 reported furniture stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed approximately 85 percent of the goodwill contacts. Further study showed that all salespeople had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were experienced senior individuals. Angry as he was, he would have preferred, firing them. But he was responsible for sales and realized that replacing the staff would seriously cripple the sales program for the coming year.
Questions
1. As Mr. Sachin, what would you do now to resolve the problem of the false reports? (10)
2. What could Mr. Sachin have done to prevent this problem? (10)
Section C: Applied Theory (30 marks)
1. What is marketing mix in marketing management? What are the seven (7) elements of marketing? (15)
2. What are the goals or objectives of marketing? (15)
S-2-010619
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by (1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and profitable
c) Challenging, emotional and constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of perception
concepts to OB? (1)
a. The perceptions people form about each other
b. The perceptions people form about their employer
c. The perceptions people form about their culture
IV. Goal setting theory is pioneered by (1)
a. Stacy Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
This section consists of multiple choices and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction VI. In which stage of the conflict process does conflict become visible? (1) a. Illumination b. Intentions c. Behavior d. Cognition
VII. In --------------leadership, there is a complete centralization of authority in the leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.
The store's sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her personal target Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store's target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors, neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment design were state of the art at the time of their design, a result of the importance research and development engineering for the department's future.
As the division grew and Avionics's success with Doppler systems brought large increases in sales, Mr. Ketan's preoccupations became considerably more managerially than technical. He began to reassess some of his own thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his
This section consists of Caselets.
Answer all the questions.
Each Caselet carries 20marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division's activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program's product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.
Question:
1. What is the principal problem with ANC's existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
This section consists of Applied Theory Questions.
Answer all the questions.
Each question carries 15marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
