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DR. PRASANTH BE 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
SUB: Business Communication
N. B. : 1) Attempt any Four Case studies
2) All case studies carry equal marks.
No: 1
A REPLY SENT TO AN ERRING CUSTOMER
Dear Sir,
Your letter of the 23rd, with a cheque for Rs. 25,000/- on account, is to hand.
We note what you say as to the difficulty you experience in collecting your
outstanding accounts, but we are compelled to remark that we do not think you
are treating us with the consideration we have a right to expect.
It is true that small remittances have been forwarded from time to time, but the
debit balance against you has been steadily increasing during the past twelve
months until it now stands at the considerable total of Rs. 85,000/-
Having regard to the many years during which you have been a customer of this
house and the, generally speaking, satisfactory character of your account, we are
reluctant to resort to harsh measures.
We must, however, insist that the existing balance should be cleared off by regular
installments of say Rs. 10,000/- per month, the first installment to reach us by the
7th. In the meantime you shall pay cash for all further goods; we are allowing you
an extra 3% discount in lieu of credit.
We shall be glad to hear from you about this arrangement, as otherwise we shall
have no alternative but definitely to close your account and place the matter in
other hands.
Yours truly,
Questions:
1. Comment on the appropriateness of the sender’s tone to a customer.
2. Point out the old – fashioned phrases and expressions.
3. Rewrite the reply according to the principles of effective writing in business.
NO. 2
WAVE
(ATV : Advertising Radio FM Brand)
A young, gorgeous woman is standing in front of her apartment window
dancing to the 1970s tune, “All Right Now” by the one – hit band free. Across the
street a young man looks out of his apartment window and notices her. He moves
closer to the window, taking interest. She cranks up the volume and continues
dancing, looking out the window at the fellow, who smiles hopefully and waves
meekly. He holds up a bottle of wine and waves it, apparently inviting her over
for a drink. The lady waves back. He kisses the bottle and excitedly says, “Yesss.”
Then, he gazes around his apartment and realizes that it is a mess. “No !” he
exclaims in a worried tone of voice. Frantically, he does his best to quickly clean
up the place, stuffing papers under the sofa and putting old food back in the
refrigerator, He slips on a black shirt, slicks back his hair, sniffs his armpit, and
lets out an excited , “Yeahhh!” in eager anticipation of entertaining the young lady.
He goes back to the window and sees the woman still dancing away. He points to
his watch, as if to say “ Come on. It is getting late.” As she just continues dancing,
he looks confused. Then a look of sudden insight appears on his face, “Five,” he
says to himself. He turns on his radio, and it too is playing “All Right Now.” The
man goes to his window and starts dancing as he watches his lady friend continue
stepping. “Five, yeah,” he says as he makes the “okay” sign with his thumb and
forefinger. He waves again. Everyone in the apartment building is dancing by
their window to “All Right Now.” A super appears on the screen: “Are you on the
right wavelength ?”
Questions :
1. What is non – verbal communication ? Why do you suppose that
this commercial relies primarily on non-verbal communication
between a young man and a gorgeous woman ? What types of non –
verbal communication are being used in this case ?
2. Would any of the non-verbal communications in this spot (ad) not
work well in another culture ?
3. What role does music play in this spot ? Who is the target market ?
4. Is the music at all distracting from the message ?
5. How else are radio stations advertised on TV ?
NO. 3
ARVIND PANDEY CAUGHT IN BUSINESS WEB
Arvind Pandey is a project manager at Al Saba Construction Company in
Muscat. It s a flourishing company with several construction projects in Muscat
and abroad. It is known for completing projects on time and with high quantity
construction. The company’s Chairman is a rich and a highly educated Omani. A
German engineer is Arvind’s Vice – President for urban and foreign construction
projects.
Three months ago, Al Saba had submitted a tender for a major construction
project in Kuwait. Its quotation was for $ 25 million. In Kuwait the project was
sponsored and announced by a US – based construction company called Fuma.
According to Al Saba, their bid of $ 25 million was modest but had included a high
margin of profit.
On 25 April, Arvind was asked to go to Kuwait to find out from the Fuma
project manager the status of their construction proposal. Arvind was delighted
to know that Fuma had decided to give his company. (Al Saba) the construction
project work. The project meant a lot of effort and money in planning the proposed
construction in Kuwait.
But before Arvind could tank the Fuma project manager, he was told that
their bird should be raised to $ 28 million. Arvind was surprised. He tried to
convince the Fuma project manager that his (Arvind company had the bast
reputation for doing construction work in a cost effective way . However, he could
always raise the bid by $ 3 million. But he wanted to know why he was required
to do so.
The Fuma manager’s reply was, “That’s the way we do our business in this
part of the world, $ 1 million will go to our Managing Director in the US, I shall
get $ 1 million, you, Mr. Pandey, will get $ 1 million in a specified account in Swiss
Bank.
Arvind asked, “ But why me ?”
“ So that you never talk about it to any one.” The Fuma Project Manager
said.
Arvind promised never to leak it out to any one else. And he tried to bargain
to raise the bid by $ 2 million. For. Arvind was familiar with the practice of “ pay
– offs” involved in any such thing. He thought it was against his loyalty to his
company and his personal ethics.
Arvind promised the Fuma project manager that the bid would be raised to
$ 28 million and fresh papers would be put in. He did not want to lose the job.
He came back to Muscat and kept trying to figure out how he should place
the whole thing before his German Vice President. He obviously was at a loss.
Questions :
1. Analyse the reasons for Arvind Pandey’s dilemma.
2. Does Arvind Pandey really face a dilemma ?
3. In your view what should Arvind Pandey do ? Should he disclose it
to his German Vice President ?
NO. 4.
COMPANY ACCEPTING A CONTRACT
A computer company was negotiating a very large order with a large size
corporation. They had a very good track record with this client.
In this corporation, five different departments had pooled their
requirements and budgets. A committee was formed which had representation
from all the departments. The corporation wanted the equipment on a long lease
and not outright purchase. Further, they wanted all the hardware and software
form one supplier. This meant that there should be bought – out items from many
suppliers since no one supplier could meet all the requirements of supply from its
range of products.
The corporation provided an exhaustive list of very difficult terms and
conditions and pressurized the vendors to accept. The computer company who was
finally awarded the contract had agreed to overall terms that were fine as far as
their own products were concerned but had also accepted the same terms for the
brought – out items. In this case, the bought – out items were to be imported
through a letter of credit. The percentage of the bought – out items versus their
own manufacture was also very high. One of the terms accepted was that the
“system” would be accepted over a period of 10 days after all the hardware had
been linked up and software loaded.
The computer company started facing trouble immediately on supply.
There were over 100 computers over a distance connected with one another with
software on it. For the acceptance tests, it had been agreed that the computer
company would demonstrate as a pre-requisite the features they had claimed
during technical discussions.
Now, as you are aware, if a Hero Honda motorcycle claims 80 km to a litre
of petrol, it is under ideal test conditions and if a motorcycle from the showroom
were to be tried for this test before being accepted, it would never pass the test. In
corporation’s case, due to internal politics, the corporation persons from one
department – who insisted on going exactly by the contract – did not sign
acceptance since the “ system” could not meet the ideal test conditions.
Further, in a classic case of, “ for want of a horse – shoe, payment for the
horse was held up”, the computer company tried to get the system accepted and
payment released. The system was so large that at any point of time over a period
of 10 days something small or the other always gave problems. But the corporation
took the stand that as far as they were concerned the contract clearly were
concerned the contract clearly mentioned that the “system” had to be tested as a
whole and not module by module.
Questions :
1. Comment on the terms and conditions placed by the corporation.
2. What factors influenced the computer company’s decision to accept the
contract ?
3. Was it a win – win agreement ? Discuss ?
NO. 5
EMPLOYMENT INTERVIEW OF R P SINHA
Mr. R P Sinha is a MBA. He is being interviewed for the position of
Management Trainee at a reputed company. The selection committee’s is chaired
by a lady Vice – President. Mr. Sinha’s interview was as follows :
Committee : Good morning !
Mr. Sinha : Good morning to Sirs and Madam !
Chairperson : Please, sit down.
Mr. Sinha : Thank you (sits down at the edge of the chair, keeps his portfolio on
the table)
Q. Chairperson : You are Mr. R. P. Sinha
A Sinha : Yes, Madam. This is how I am called.
Q. Chairperson : You have passed MBA with 1st Division.
A. Sinha : Yes, Madam.
Q. Chairperson : Why do you want to work in our organization ?
A Sinha : It is just like that. Also, because it has good reputation.
Q. Member A : This job is considered to be quite stressful. Do you think you can
manage the stress involved.
A. Sinha : I think there is too much talk about stress these days. Sir, would you
tell clearly what you mean by stress ? I am very strong for any stress.
Q. Member B : What are your strengths ?
A. Sinha : Sir, who am I talk boastfully about my strengths. You should tell me
my strengths.
Q. Member C : What are your weaknesses ?
A. Sinha : I become angry very fast.
Q. Member A : Do you want to ask us any questions ?
A Sinha : Yes Sir ! What are the future chances for one who starts as a
management trainee ?
The member tells M. Sinha the typical career path for those starting as
Management Trainee. The Chairperson thanks Mr. Sinha. Mr. Sinha promptly
says in reply, “you are welcome,” and comes out.
Questions :
1. Do you find Mr. Sinha’s responses to various questions effective ?
Give reasons for your view on each answer given by Mr. Sinha.
2. Rewrite the responses that you consider most effective to the above
questions in a job interview.
3. Mr. Sinha has observed the norm of respectful behaviour and polite
conversation. But, do you think there is something gone wrong in his case ?
Account for your general impression of Mr. Sinha’s performance at the
interview.
Human
Resource Management
Total
Marks – 80
Instructions:
1.
Attempt all questions.
2.
Make suitable assumptions wherever necessary.
3.
Figures to the right indicate full marks.
Q.1
(a)
Write a short note on human element and
productivity. 08
(b) Explain the Maslow’s theory for human need. 08
Q.2
(a) Write a short note on X and Y theory of Mc Gregor. 08
(b) Explain the importance of human resource in industrial
environment. 08
OR
(b) Explain the relation between morale and productivity. 08
Q.3
(a) Define job satisfaction. State the factors affecting the job
satisfaction.08
(b) Explain the style of leadership. 08
OR
Q.3
(a)
Describe the role of the group in the
organisation. 08
(b) Explain the concept of group dynamics. 08
Q.4
(a) Explain the importance of training. 08
(b) Explain the role of supervisor as a trainer. 08
OR
Q.
4 (a)
State five factors affecting decision
making. 08
(b) Write a short note on decision making and goal achievement. 08
Q.5
(a) State the factors obstructing change. 08
(b) Explain strategies to manage change. 08
OR
Q.5
(a)
Explain at least three factors of Report. 08
(b) Explain
the objectives of communication. 08
Xaviers Institute of Business Management Studies
Principles & Practice of Management
Marks - 80
(Please attempt any 4 of the below mentioned case studies. Each Case study is for 20 marks)
Read the following case and answer the questions given at the end of the case.
LOSING A GOOD MAN
Sundar Steel Limited was a medium-sized steel company manufacturing special steels of
various types and grades. It employed 5,000 workers and 450 executives.
Under the General Manager operation, maintenance, and headed by a chief. The Chief of
and under him Mukherjee Maintenance Engineer. The total was 500 workers, 25
executives, (Production), there were services groups, each Maintenance was Shukla was
working as the strength of Maintenance and 50 supervisors.
Chatterjee was working in Maintenance as a worker for three years. He was efficient. He
had initiative and drive. He performed his duties in a near perfect manner. He was a
man of proven technical ability with utmost drive and dash. He was promoted as
Supervisor. Chattejee, now a Supervisor, was one day passing through the Maintenance
Shop on his routine inspection. He found a certain worker sitting idle. He pulled him up
for this. The worker retaliated by abusing him with filthy words. With a grim face and
utter frustration, Chatterjee reported the matter to Mukherjee. The worker who insulted
Chatterjee was a "notorious character" , and no supervisor dared to confront him.
Mukherjee took a serious view of the incident and served a strong warning letter to the
worker. Nothing very particular about Chatterjee or from him came to the knowledge of
Mukherjee. Things were moving smoothly. Chatterjee was getting along well with others
But after about three years, another serious incident took place. A worker came drunk to
duty, began playing cards, and using very filthy language. When Chatterjee strongly
objected to this, the worker got up and slapped Chatterjee. Later, the worker went to his
union - and reported that Chatterjee had assaulted him while he was performing his
duties.
Chatterjee had no idea that the situation would take such a turn. He, therefore, never
bothered to report the matter to his boss or collect evidence in support of his case.
The union took the case to Shukla and prevailed over him to take stern action against
Chatterjee. Shukla instructed Mukherjee to demote Chatterjee to the rank of a worker.
Mukherjee expressed his apprehension that in such a case Chatterjee will be of no use to
the department, and. the demotion would adversely affect the morale of all sincere and
efficient supervisors. But Chatterjee was demoted.
Chatterjee continued working in the organisation with all his efficiency, competence, and
ability for two months. Then he resigned stating that he had secured better employment
elsewhere. Mukherjee was perturbed at this turn of events. While placing Chatterjee's
resignation letter before Shukla, he expressed deep concern at this development.
Shukla called Chief of Personnel for advice on this delicate issue. The Chief of Personnel
said, "l think the incident should help us to appreciate the essential qualification required
for a successful supervisor. An honest and hardworking man need not necessarily prove
to be an effective supervisor. Something more is required for this as he has to get things
done rather than do himself." Mukherjee said, "l have a high opinion of Chatterjee. He
proved his technical competence and was sincere at his work. Given some guidance on
how to deal, with the type of persons he had to work with, the sad situation could h.ave
been avoided." Shukla said, "l am really sorry to lose Chatterjee, He was very honest
and painstaking in his work. But I do not know how I could have helped him; I wonder
how he always managed to get into trouble with workers. we know they are illiterates
and some of them are tough. But a supervisor must have the ability and presence of
mind to deal with such men. I have numerous supervisors, but I never had to teach
anybody how to supervise his men."
Questions:
(a) Identify the problems in this case.
(b) Do you think the decision taken by shukla is in keeping with the faith, trust and
creating developmental climate in the organisation? Critically evaluate
(c) How would you help in improving rough and tough behavior of employees?
Read the following case and answer the questions given at the end.
ABC manufacturing
The ABC Manufacturing Company is a metal working plant under the direction of a plant
manager who is known as a strict disciplinarian. One day a foreman noticed Bhola, one
of the workers, at the time-clock punching out two cards his own and the card of Nathu,
a fellow worker. Since it was the rule of the company that each man must punch out his
own card, the foreman asked Bhola to accompany him to the Personnel Director, who
interpreted the incident as a direct violation of a rule and gave immediate notice of
discharge to both workers. The two workers came to see the Personnel Director on the
following day. Nathu claimed innocence on the ground that he had not asked for his card
to be punched and did not know at the time that it was being punched. He had been
offered a ride by a friend who had already punched out and who could not wait for him
to go through the punch-out procedure. Nathu was worried about his wife who was ill at
home and was anxious to reach home as quickly as possible. He planned to take his card
to the foreman the next morning for reinstatement, a provision sometimes exercised in
such cases. These circumstances were verified by Bhola. He claimed that he had
punched Nathu's card the same time he punched his own, not being conscious of any
wrongdoing.
The Personnel Director was inclined to believe the story of the two men but did not feel
he could reverse the action taken. He recognized that these men were good workers and
had good records prior to this incident. Nevertheless, they had violated a rule for which
the penalty was immediate discharge. He also reminded them that it was the policy of
the company to enforce the rules without exception.
A few days later the Personnel Director, the Plant Manager, and the Sales Manager sat
together at lunch. The Sales Manager reported that he was faced with the necessity of
notifying one of their best customers that his order must be delayed because of the
liability of one department to conform to schedule. The department in question was the
one from which the two workers had been discharged. Not only had it been impossible to
replace these men to date, but disgruntlement over the incident had led to significant
decline in the cooperation of the other workers. The Personnel Director and the Sales
Manager took the position that the discha rge of these two valuable men could have
been avoided if there had been provision for onsidering the circumstances of the case.
They pointed out that the incident was costly to the company in the possible loss of a
customer, in the dissatisfaction within the employee group, and in the time and money
that would be involved in recruiting and training replacements. The Plant Manager could
not agree with this point of view. "We must have rules if we are to have efficiency; and
the rules are no god unless we enforce them. Furthermore, if we start considering all
these variations in circumstances, we will find ourselves loaded down with everybody
thinking he is an exception." He admitted that the grievances were frequent but
countered with the point that they could be of little consequence if the contract agreed
to by the union was followed to the letter.
Questions
(a) Identify the core issues in the case
(b) Place yourself in the position of the Personnel Director. Which of the following
courses of action would you have chosen and why?
(i) Would you have discharged both men?
(ii) Would you have discharged Bhola only?
(iii) Would you have discharged Nathu only?
(iv) Would you have discharged neither of them? Justify your choice of decision.
(c) What policy and procedural changes would you recommend for handling such cases
in future?
Read the case and answer the questions given at the end of the case.
PK Mills
PK Mills manufactures woolen clothes. Over the years, it has earned an envious
reputation in the market. People associate PK Mills with high quality woolen garments.
Most of the existing employees have joined the company long back and are nearing
retirement stage. The process of replacing these old employees with younger ones,
drawn from the nearby areas, has already begun. Recently, the quality of the garments
has deteriorated considerably. Though the company employs the best material that is
available, the workmanship has gone down. Consequently, the company has lost its
customers in the surrounding areas to a great extent. The company stands, in the eyes
of general public, depreciated and devalued. The production manager, in a frantic bid to
recover lost ground, held several meetings with his staff but all in vain. The problem, of
course, has its roots in the production department itself. The young workers have
started resisting the bureaucratic rules and regulations vehemently. The hatred against
regimentation and tight control is total. The old workers, on the verge of retirement, say
that conditions have changed considerably in recent years. In. The days gone by, they
say, they were guided by a process of self-control in place of bureaucratic control. Each
worker did his work diligently and honestly under the old set-up. In an attempt to
restructure the organizational set-up, the managers who have been appointed
afterwards brought about radical changes. Workers under the new contract had very
little freedom in the workplace. They are expected to bend their will to rules and
regulations. Witnessing the difference between the two 'cultures' the young workers,
naturally, began to oppose the regulatory mechanism devised by top management. The
pent-up feelings of frustration and resentment against management, like a gathering
storm, have resulted in volcanic eruptions leading to violent arguments between young
workers and foremen on the shop-floor. In the process production has suffered, both
quantitatively and qualitatively. The production manager in an attempt to weather out
the storm, is seriously thinking of bringing about a radical change in the control process
that is prevailing now in the organization.
Questions:
(a) What are the core issues the case?
(b) Do you agree with the statement "The problem, of course, has its roots in the
production department itself”? Reason out your stand.
(c) Critically evaluate the finding that old supervisors complain and new workers to resist
any type of control.
(d) What type of control system would you suggest to the company to improve the
production?
The AB Steel Plant
The Vice President for Production at the AB Steel Plant was giving the Production
Department Manager, Mr. Singh, a hard time for not doing anything about his work
group which was perpetually coming late to work and was behind schedule in the
performance quotas for several months now. The vice President's contention was that if
the production' crew was consistently tardy, the production process was delayed by
about 15 minutes on an average per member per day, and this was no way for the
department to meet the assigned quotas. "They are losing about 6 to 8 hours of
production time per member per month, and you don't seem one bit concerned about it,"
he yelled at the manager. He added that he was pretty upset about the 'lax management
style' of the manager and very clearly stated that unless the manager did something
about the tardiness problem, another manager who can manage the crew effectively' will
have to be found.
Mr. Singh knows that he has an able and good group of workers but he also realizes that
they are bored with their work and do not have enough incentives to meet the
production quotas. Hence, they seem to respond to the situation by taking it easy and
coming late to work by a few minutes every day. Mr. Singh has also noticed that they
were taking turns leaving the workplace a few minutes early in the evenings. Even
though Singh was aware of this, entire he pretended not to notice the irregularities and
was satisfied that once the workers started their work, they were pretty good at their
jobs and often helped to meet rush orders whenever they knew that Mr. Singh was in a
bind.
Questions:
(a) What do you think is the real, problem in this case?
(b) How do you perceive the stand of Mr. Singh? Analyze critically.
(c) What intervention should Mr. Singh use to rectify the type, of situation he is
presently confronted with? Discuss giving the reasons.
(d) Discuss the implications of effecting them with your recommendations.
Dealing with an Employee’s Problem
Ms. Renu had graduated with a degree in foreign languages. As the child of a military
family, she had visited many parts of the world and had travelled extensively in Europe.
Despite these broadening experiences, she had never given much thought to a career
until her recent divorce.
Needing to provide her own income, Ms. Renu began to look for work. After a fairly
intense but unsuccessful search for a job related to her foreign language degree, she
began to evaluate her other skills. She had become a proficient typist in college and
decided to look into secretarial work. Although she still wanted a career utilizing her
foreign language skills, she felt that the immediate financial pressures would be eased in
a temporary secretarial position.
Within a short period fo time, she was hired as a clerk/typist in a typical pool at Life
Insurance Company. Six months later, she became the top typist in the pool and and
was assigned as secretary to Mrs. Khan' manager of marketing research. She was
pleased to get out of the pool and to get a job that had more variety in the tasks to
perform. Besides, she also got a nice raise in pay.
Everything seemed to proceed well for the next nine months. Mrs. Khan was pleased
with Renu's work, and she seemed happy with her work. Renu applied for a few other
more professional jobs in other areas during this time. However, each time her
application was rejected for lack of related education and/or experience in the area.
Over the next few months, Khan noticed changes in Renu. She did not always dress as
neatly as she had in the past, she was occasionally late for work, some of her lunches
extended to two hours, and most of her productive work was done in the morning hours.
Khan did not wish to say anything because Renu had been doing an excellent job and
her job tasks still were being accomplished on time. However, Renu's job behavior
continued to worsen. She began to be absent frequently on Mondays or Fridays. The
two-hour lunch periods became standard, and her work performance began to
deteriorate. In addition, Khan began to suspect that Renu was drinking heavily, due to
her appearance some mornings and behavior after two-hour lunches.
Khan decided that she must confront Renu with the problem. However, she wanted to
find a way to held her without losing a valuable employee. Before she could set up a
meeting, Renu burst through her floor after lunch one day and said:
"I want to talk to you Mrs. Khan"
"That's fine," Khan replied. "Shall we set a convenient time?"
"No! I want to talk now."
"OK, why don't you sit down and let's talk?"
Khan noticed that Renu was slurring her words slightly and she was not too steady.
"Mrs. Khan, I need some vacation time."
"I'm sure we can work that out. You've been with company for over a year and have two
weeks’ vacation coming."
"No, you don't understand. I want to start it tomorrow."
"But, Renu, we need to plan to get a temporary replacement. We can't just let your job
go for two weeks".
"Why not? Anyway anyone with an IQ above 50 can do my job. Besides, I need the time
off. "
"Renu, are you sure you are all right ?"
"Yes, I just need some time away from the job."
Khan decided to let Renu have the vacation, which would allow her some time to decide
what to do about the situation.
Khan thought about the situation the next couple of days. It was possible that Renu was
an alcoholic.
However, she also seemed to have a negative reaction to her job. Maybe Renu was
bored with her job. She did not have the experience or job skills to move to a different
type of job at present. Khan decided to meet with the Personnel Manager and get some
help developing her options to deal with Renu's problem.
Questions:
(a) What is the problem in your opinion? Elaborate.
(b) How would you explain the behavior of Renu and Mrs. Khan? Did Mrs. Khan handle
the situation timely and properly?
(c) Assume that you are the Personnel Manager. What are the alternatives available with
Mrs. Khan?
(d) What do you consider the best alternative? Why?
Xaviers
Institute of Business Management Studies
Quantitative
Techniques
Please attempt any eight questions. (10
Marks X 08 Questions)
Total Marks - 80
1. Define
Linear Programming. What are the essential Characteristics required for a
linear programming model?
2. What
is the major limitation of the graphical method?
3. Explain
the procedure involved in the simplex method to determine the optimum solution?
4. What
are a basic variable and a non basic variable?
5. Discuss
the role of sensitivity analysis in linear programming.
6. What
is the difference between a balanced transportation problem and an unbalanced
transportation problem?
7. What
is an assignment problem? Give its areas of application?
8. Explain
the steps involved in solving an assignment problem.
9. What
is the difference between CPM and PERT?
10.
What are the critical path activities and
why are they considered important?
11.
What is a sequencing problem?
12.
What are the advantages of sequencing?
13.
What is the replacement of items? Why is
it important?
14.
What is meant by a Fair Game?
15.
What is simulation? Give a few areas of
its application.
