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Examination Paper of Business Communication

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-B109

Examination Paper Business Communication

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.The most important goal of business communication is_________. (1)

a) favorable relationship between sender and receiver

b) organizational goodwill

c) receiver response

d) receiver understanding

II. Down ward communication flows from_________ to_________. (1)

e) Upper to lower

f) Lower to upper

g) Horizontal

h) Diagonal

III. Horizontal communication takes place

between_________. (1)

a. superior to subordinate

b. subordinate to superior

c. employees with same status

d. none of these

IV. The study of communication through touch is_________. (1)

a. chronemics

b. haptics

c. proxemics

d. semantic

V._____________ channel of communication is known as grapevine (1)

a. Formal

b. Informal

c. Horizontal

d. Vertical

VI. The following is (are) the most effective ways of communication. (1) a. Verbal b. Non verbal c. Written d. All of the above

Examination Paper of Business Communication

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. The handshake that conveys confidence is (1)

a. Limp

b. Firm

c. Loose

d. Double

VIII. ________ of the letter consists of main message. (1)

a. Heading

b. Body

c. Greeting

d. Closing

IX. Body of a letter is divided into ________

parts. (1)

a. 1

b. 2

c. 3

d. 4

X. X. A persuasive message will fail if_____ (1)

a. it does not focus on what is in it for the reader

b. it only lists facts

c. it moves too slowly

d. all of the above

Part Two:

1. Brief Grapevine communication? (5)

2. List the 7 C’s of Communication? (5)

3. Describe the various barriers of communication? (5)

4. Write the negotiation process. (5)

Section B: Caselets (40 marks)

Caselet 1

Barry and Communication Barriers Effective Communication as a Motivator One common complaint employees voice about supervisors is inconsistent messages – meaning one supervisor tells them one thing and another tells them something different. Imagine you are the supervisor/manager for each of the employees described below. As you read their case, give

Examination Paper of Business Communication

IIBM Institute of Business Management

consideration to how you might help communicate with the employee to remedy the conflict. Answer the critical thinking questions at the end of the case then compare your answers to the Notes to Supplement Answers section. Barry is a 27-year old who is a foodservice manager at a casual dining restaurant. Barry is responsible for supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Barry is Serv Safe® certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and hand washing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Barry in his food safety efforts because they know if a food safety outbreak were ever linked to their restaurant; it would likely put them out of business. Still, the owners note there are additional costs for training and making sure food is handled safely. One day Barry comes to work and is rather upset even before he steps into the restaurant. Things haven’t been going well at home and he was lucky to rummage through some of the dirty laundry and find a relatively clean outfit to wear for work. He admits he needs a haircut and a good hand scrubbing, especially after working on his car last evening. When he walks into the kitchen he notices several trays of uncooked meat sitting out in the kitchen area. It appears these have been sitting at room temperature for quite some time. Barry is frustrated and doesn’t know what to do. He feels like he is beating his head against a brick wall when it comes to getting employees to practice food safety. Barry has taken many efforts to get employees to be safe in how they handle food. He has huge signs posted all over the kitchen with these words: KEEP HOT FOOD HOT AND COLD FOOD COLD and WASH YOUR HANDS ALWAYS AND OFTEN. All employees are given a thermometer when they start so that they can temp food. Hand sinks, soap, and paper towels are available for employees so that they are encouraged to wash their hands frequently.

Questions

1. What are the communication challenges and barriers Barry faces? (10)

2. What solutions might Barry consider in addressing each of these challenges and barriers? (10)

Caselet 2

Mr. Dutta, newly appointed president of century Airlines, knew the company’s survival depended on customer service, which in turn depended on motivated employees. So he created the Century Spirit program to build team spirit by encouraging employee participation, individual initiative, and open communication. Among the program’s early successes was newspaper started by a group of flight attendants. The plane truth published information about benefits and work conditions as well as feature stories and humorous articles. It quickly became popular not only with flight attendant but with pilot, machinists, and baggage handlers.

As time went on, though, the plane truth began to run articles critical of the company. When management cut back worker’s hours, the, newspaper questioned what sacrifices the executive were making. When the technical services department releases figures showing long turnaround times, the paper questioned the machinist’s work ethic. Worried that customer might see the newspaper; Mr. Dutta wanted to cancel it. The president of the flight attendants union also wanted to see it was stirring up trouble with the machinists.

Examination Paper of Business Communication

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

Ms. Rachel, Century’s human resource director, was asked to stop the publication. But she hesitated. She knew the employee morale was on the brink, but she did not know whether the newspaper was venting worker’s frustrations and reinforcing team spirit or stirring up old animosities and bringing the whole company down. Was it creating more tension than unity or vice-versa?

Questions

1. What Communication issues are involved at Century Airlines? (10)

2. What Communication Channels are being Utilized (10)

Section C: Applied Theory (30 marks)

1. Explain the various non verbal communications with an example in business

Scenario? (15)

2. Delineate the types of parts of business report writing? (15)

S-2-010619

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

IIBM Institute of Business Management

Examination Paper MM.100

Export Import Management

Section A: Objective Type & Short Questions (30 Marks)

 This section consists of Multiple Choice and Short Note type questions.

 Answer all the questions

 Part one carries 1 mark each and Part two carries 4 marks each.

Part One:

Multiple Choices:

1. In case of goods being rejected or wrong shipments which section of customer act provides

drawback facility on the customer‟s duty?

a. Section 47

b. Section 88

c. Section 74

d. Section 40

2. Risks arising out of foreign law due to______________

a. Lack of knowledge about foreign market

b. Expensive and complex litigation

c Both „a‟ & „b‟

d. None of the above

3. Import LC is also known as _______________

a. Letter of Debt

b. Bills of exchange

c. Open account

d. Letter of credit

4. How much digits are there in IEC number?

a. 8

b. 10

c. 12

d. 15

5. What is the full form of RFID?

a. Rural Fund Information Development

b. Request For International Development

c. Radio Frequency Identification System

d. Radio Frequency Internal System

6. The Export Inspection Council is a ________________

a. Support the export corporation

b. Responsible for the enforcement of QC

c. Administrative control of the ministry of Commerce & industry

d. Provides consultancy to export organization

7. The World Trade Organization was formed in_______________

a. 1994

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

b. 1995

c. 1996

d. 1997

8. Government policies are related to__________________

a. Income tax

b. Sales tax

c. Both „a‟ & „b‟

d. None of the above

9. Clearing and forwarding agents are an important link between_______________

a. The exporter and various other agencies

b. The importer and various other agencies

c. Import and export of goods

d. All of the above

10. Which Regional issues are important to commercial success?

a. Taxation matters

b. Importance of negotiations

c. Degree of market risk

d. All of the above

Part Two:

1. Define EDI procedure.

2. Differentiation between “Measurement Rules” and “Pallet Rules”.

3. Explain the Benefits of Electronic Procurement.

4. What is DGCI$S?

5. Define the role of intermediaries in Shipping Industry.

Section B: Caselets (40 marks)

 This section consists of Case lets.

 Answer all the questions.

 Each Case let carries 20 marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1

“Large Package Meal” is a full-package meals service company, a large hotel by the Shanghai Li Yang

couple of laid-off workers, was founded in 1994 and now has developed into a small Suxichang and

Hangjiahu area famous food service businesses.“Popular Package Meal” service is divided into two

categories: lunch and package delivery services. Lunch mainly by the meat dish, vegetables, Lu Cai,

popular soup and fruit composition of normal. Available for customers to choose menu: six kinds of meat

END OF SECTION A

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

dish, vegetables, 10 species of Lu Cai 4, three kinds of soup and the general public three kinds of fruit can

also be adorned with custom-made drinks. Despite little change in the menu, but the annual report on the

point of view, the overall level of demand for this service fairly stable, the old customers will call to order

a day usually. However, as facilities and equipment reasons, the “public packet meals” will ask the

customers at 10 am before the telephone booking, in order to ensure that the day of delivery in place.

In the package of services, the company‟s core competency is to provide enterprises buffet reception,

large gatherings, as well as the average family feast and celebration dinner. Customers need a variety of

food and services can be pre-booking, but because of the service highly seasonal, but also with a variety of

community festivals and national holidays related to the demand fluctuated, with high season and low

season, so ask the customer a few weeks or even a month ahead of schedule to come to book. Volkswagen

meal package layout is similar to the company‟s facilities in a processing plant. There are five work areas:

thermal system for food work areas, cold dish work area, Lu Cai preparation area, soups and fruit

preparation area, as well as a work area catering specifically for the installation of the sets of dishes lunch

box and book Zhuangpen share. In addition, there are three small refrigerators for storing frozen foods, a

large dry storage rooms for non-perishable materials. As the facilities and equipment limitations and the

risk of food spoilage constrained plant mass the size of the company‟s development package meals. While

the drinks and fruit can be purchased, and some stores are willing to deliver door, but the overall package

on the limits of human congregation offers flexible meal service. Li Yang couples employed 10 staff: two

chefs and eight food preparation workers, part-time employment during the peak season other attendants.

Packet meals sector, competition is very intense, high-quality food products, reliable delivery, flexible

service and low-cost carriers are all in this line of survival and development is fundamental. Recently, the

public packet meals from the company has began to feel more and more discerning customers and several

new packages meal providers of professional competition. Customers increasingly need to diversify the

menu of services, flexible, and the response-time. Li Yang wife recently attended knowledge of modern

logistics training courses, on the time of the operation and the concept of third-party logistics services, was

impressed by careful consideration of these concepts is the public packet meals company to maintain its

competitiveness need. But they are puzzled, popular package Meals Company‟s ability to help third-party

logistics services.

Questions:

1. The public package meal companies implement service-time availability of difficulties, Explain.

2. The introduction of third-party logistics services to the public packet meals would you put forward

any firm recommendations?

Caselet 2

UPS is a large international express delivery company, has hundreds of planes in addition to its own cargo

planes, he also rented hundreds of aircraft cargo aircraft, the transport capacity of more than 1,000 a day.

UPS in this world has established more than 10 air transport transit center in more than 200 countries and

regions of the tens of thousands of delivery centers. UPS‟s employees to reach hundreds of thousands.

Annual turnover of the amount could reach tens of billions of dollars; express delivery companies in the

world enjoy a high reputation.

UPS Company is engaged in correspondence, documents and parcel delivery business, the company

quickly. It is the world‟s countries and regions have made access to the air traffic rights. In the China, this

established a number of delivery centers. A company to take advantage of high-tech means to achieve

rapid and safe, is a wide range of logistics services, image perfect.

Questions:

1. Why do we say UPS is an international logistics business, and general transport logistics

company?

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

2. To describe the international express logistics enterprises in the development prospects.

Section C: Applied Theory (30 marks)

 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15 marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

1. Discuss the role of Banks in an export-import transaction.

2. Describe briefly the steps involved in export business to succeed in the era of globalization.

END OF SECTION B

END OF SECTION C

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

IIBM Institute of Business Management

Examination Paper MM.100

International Trade

Section A: Objective Type & Short Questions (30 Marks)

 This section consists of Multiple Choice & Short Note type Questions.

 Answer all the questions

 Part one carries 1 mark each and Part two carries 5 marks each.

Part One:

Multiple Choices:

1. _________is beneficial between two nations that have strong markets in two different sectors.

a. Economic Growth

b. International Trade

c. Trade Integration

d. Trade Diversion

2. What is the full form of UNCTAD?

a. United Nation Conference on Trade and Development

b. Union Nations Committee of Trade and Development

c. Union Nations Conference on Trade and Development

d. None of the above

3. ______is fixed through negotiation between the importing country and the exporting country.

a. Tariff Quota

b. Bilateral Quota

c. Mixing Quota

d. Unilateral Quota

4. Under which Act Reserve Code Number is required?

a. Foreign Exchange Regulation Act

b. Custom Act

c. Export Import Control Act

d. Foreign Trade Act

5. Which policy of the government will have a direct bearing on the exchange rate of the country?

a. Fiscal Policy

b. Instrument of Trade Policy

c. Monetary Policy

d. Both „a‟ & „c‟

6. Which scheme helps the exporters in procuring imported raw materials?

a. IES

b. C.C.S.

c. IRS

d. None of the above

7. Which of the following factor affecting the Exchange rate?

a. Purchasing power Parity

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

b. Exchange Control

c. Balance of Payments

d. All of the above

8. The system of permitting the currencies to move within a band is called___________.

a. Snake in the tunnel

b. Turtle Device

c. UNCTAD

d. None of the above

9. Periodic, as often as daily devaluations of pre-announced magnitude means________.

a. Managed Float Regime

b. The crawling Peg Regime

c. Single currency Peg

d. Composite currency Peg

10. The Export Policy of Government of India can be divided into_______ distinct phases.

a. 2

b. 3

c. 4

d. 5

Part Two:

1. Write a brief note on “International Monetary Fund”.

2. Write the components of the Uruguay Round Agreement.

3. Differentiate between Export Expansion and Import Substitution.

4. Explain the Term:-

a. Bill of Landing

b. Marine Insurance Policy

Section B: Caselets (40 marks)

 This section consists of Caselets.

 Answer all the questions.

 Each case let carries 20 marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1

India‟s tea export rose to 46.74 million kg during the first quarter of the current financial year from 35.47

million kg in the previous comparable period. Export earnings from this item aggregates Rs. 81.61 crores

during April-June 1981, against Rs. 68.03 crores in the corresponding period last year. Thus, although in

terms of quantity our tea exports have looked upon this year, the unit value realization dropped from Rs.

19.8 per kg, to Rs 17.46 per kg.

The drop in unit value realization is attributed to the slackness in the international tea market due to the

global oversupply in this commodity. Since 1975, world tea production has gone up by 41 percent whereas

increase in consumption by the tea importing countries has been only of the order of the 9 percent.

END OF SECTION A

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

Naturally, the prospects of a revival in international tea price are dim at least in the immediate future. The

recommendations made by the recent national meet on tea; „revitalize‟ the tea industry in the country have

to be viewed in this context.

The national meet on tea, organized by the Union Commerce Ministry, was held in the first week of

August to take a close look at the various problems confronting the tea industry the meeting which was

attended by the representatives of the Central Government, tea producing states, planter‟s associations and

small growers, has recommended a package of fiscal reliefs –both at the Central and State levels.

The package includes, among other things, a substantial reduction in excise duty on tea, refund of indirect

taxes paid on tea exports, simplification of drawback procedures, substantial reduction or removal of the

exercise duty on packet tea until further review,, suspension of sales tax an auction teas, concessional

credit and a significant cut in the agriculture income tax and other local taxed by the respective state

governments. It was also recommended that the state government should consider grant of exemption from

rural employment cess to all export sales of tea and teas used for packaging by the procedures themselves.

According to the available information these recommendations are being considered by the central and

states concerned by the central and states concerned for implementation.

The basic problem that confronts the tea industry in the international sphere is one of depressed price.

More and more black tea is coming into the international markets from several new tea producing export

countries leading to oversupply, lower realization. Among the tea producing nations area realizing without

greater cooperation among them, to bring a better equilibrium between demand and supply, they cannot

get incentives for tea exports. Because of lower production cost, some of our competitors have an edge

over us in export makers, and incentives may be necessary to an extent for offsetting this price

disadvantage. Similarly, assistance for exports of non-traditional items such as tea bags and packet tea

would be advantageous for establishing markets for these high value added items whose share in our

overall a tea exports is small at present.

Questions:

1. Discuss the problem that comforts the Tea Industry in the International sphere.

2. How you asses would the Tea producing states has recommended a package of fiscal reliefs?

Caselet 2

August 12, 1992 was a really bad day for John Martin. That was the day Canada, Mexico and the United

States announced an agreement, in principle, to the North America Free Trade Agreement (NAFTA).

Under the plan, all tariffs between the three countries would be eliminated within the next 10 to 15 years,

with most being cut in five years. What disturbed Martin most was the plan‟s provision that all tariffs on

trade of textiles among the three countries are to be removed within 10 years. Under the proposed

agreement, Mexico and Canada would also be allowed to ship a specific amount of clothing and textiles

made from foreign materials to the United States each year, and this quota would raise slightly over the

first five years of the agreement. “My God!” thought Martin.

Martin is the CEO of a New York based textile company, Martin‟s Textiles. The company has been in the

Martin family for four generations, having been founded by his great grandfather in 1910. Today, the

company employs 1500 people in three New York plants that produce cotton based clothes, primarily

underwear. All production employees are union members and the company has a long history of good

labour relations. The company has never had a labour dispute and Martin, like his father, grandfather, and

great -grandfather before him, regards the workforce as part of the "Martin family". Martin prides himself

not only in knowing many of the employees by name, but also in knowing a great deal about the family

circumstances of many of the long time employees.

Over the past 20 years the company has experienced increasingly tough competition, both from overseas

and at home. The mid 1980s was particularly difficult. The strength of the dollar on the foreign exchange

market during that period enabled Asian producers to enter the US market with very low prices. Since

then, although the dollar has weakened against many major currencies, the Asian producers have not raised

their prices in response to the falling driven by wage rates and labour productivity. Not surprisingly, most

of Martin‟s competitors in the north-eastern United States respond to the intense cost competition by

moving production south, first to states such as South Carolina and Mississippi where non –union labour

Examination Paper of Export and Import Management

IIBM Institute Of Business Management

could be hired for significantly less than in the unionized North-east, and then to Mexico, where labour

costs for textile workers were less than $2 per hour. In contrast, wage rates are $12.50 per hour at Martin‟s

New York plant and $8 to $10 per hour at non-union textile plants in the south eastern United States.

The last three years have been particularly tough at Martin‟s Textiles. The company has registers a small

loss each year, and Martin knows the company cannot go on like this. His major customers, while praising

the quality of Martin‟s products, have worried him that his prices are getting too high and they may not be

able to continue to do business with him, His long-time banker has told him he must get his labour costs

down. Martin agrees, but he knows of only one surefire way to do that, to move production south, way

south, to Mexico. He has always been reluctant to do that, but now he seems to have little choice. He fear

as that in a5 years the Us market will be flooded with cheap imports from Asian, US and Mexican

companies, all producing in Mexico. It looks like the only way for Martin‟s Textiles to survive is to close

the New York plant and move production to Mexico. All that would be left in the United States would be

the Sales force.

Martin‟s mind was spinning. How could something that throws good honest people out of work be good

for the country? The politicians said it would be good for trade, good for economic growth and good for

the three countries. Martin could not see it that way. What about Mary Morgan who has worked for

Martin‟s for 30 years? She is now 54 year as old. How will she and others like her find another job? What

about his moral obligation to his workers? What about the loyalty his workers have shown his family over

the years? Is this a good way to repay it? How would he break the news to his employees, many of whom

have worked for the company for 10 to 20 years? And what about the Mexican workers? Could they be as

loyal and production in Mexico, he had heard stories of low productivity, poor workmanship high turnover

and high absenteeism. Is this true? If so, how could be ever cope with that? Martin has always felt that the

success of Martin‟s textiles was partly due to the family atmosphere, which encourages worker loyalty,

productivity and attention to quality, an atmosphere that has been built up over four generations. How

could he replicate that in Mexico with a bunch of foreign workers who speak a language he doesn‟t even

understand?

Questions:

1. What are the social costs of benefits to Martin‟s Textiles of shifting production to Mexica?

2. What seems to be the most ethical action?

Section C: Applied Theory (30 marks)

 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15 marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

1. Describe the current issues affecting the Exchange Rate of India.

2. Explain briefly “New Trade Theory”.

S-2-300813

END OF SECTION C

END OF SECTION B

Examination Paper of Human Resource Management

IIBM Institute of Business Management

Examination Paper MM.100

Industrial Relations & Labour Laws

Section A: Objective Type & Short Questions (30 marks)

 This section consists of Multiple choices a  nd Short Notes type questions. 

 Answer all the questions. 

 Part one carries 1 mark each & Part Two carries 5 marks each. 

Part One:

Multiple choices:

1. Workers participation in management decision-making is a highly________ concept.

a. Duplex

b. Complex

c. Simplex

d. None of the above

2. The origin of industrial relations in India can be traced in to the:

a. Second world war

b. First world war

c. Third world war

d. British rule

3. Under the payment of wages act, 1936, no wages period shall exceed for one.

a. Four month

b. Two month

c. One month

d. None of the above

4. Collective bargaining is the process of bargaining between________

a. employees & employer

b. workers & workers

c. employees & employees

d. None of the above

5. Layoff can also cause a ________

a. Retirement

b. Grievance

c. Conflict

d. None of the above

6. As per payment of bonus act, accounting year for a company is ________

a. One year

b. Period for which balance sheet is prepared

c. Period for which cash flow is prepared

IIBM Institute of Business Management

Examination Paper of Human Resource Management

d. Period for which profit and loss account is prepared

7. WPM stands for_________

a. Workers’ Participation in Management

b. Workers’ Payment of Management

c. Well fare Payment of Management

d. None of the above

8. Causes of Industrial disputes are_________

a. Economic causes

b. Political causes

c. Technological causes

d. All of the above

9. Trade unions of workers in an organization formed by workers to protect their________

a. Working condition

b. Interest

c. Both a & b

d. None of the above

10. A grievance causes in any organization are_________

a. Work environment

b. Supervision

c. Work group

d. All of the above

Part two:

1. What are the steps of Grievances handling Process? Explain it.

2. What are the objectives of ‘Industrial Relations’?

3. Briefly explain the term ‘evolution of Trade unions in India’.

4. Explain the ‘workers’ participation in management’.

END OF SECTION A

Section B: Case lets (40 marks)

 This section consists of Caselets. 

 Answer all the questions. 

 Each Caselet carries 20 marks. 

 Detailed information should form the part of your answer (Word limit 150 to 200 words). 

Case let 1

IIBM Institute of Business Management

Examination Paper of Human Resource Management

Star Automobiles Ltd. Pimpary is in the field of manufacturing of two wheelers. They manufacture and

market mopeds. These are available in the brand names ‘arrow’ and ‘double arrow’ where ‘arrow’ is

their traditional product and ‘double arrow’ is the improved version. The company was started about 20

yrs ago. Their product ‘arrow’ enjoys a reasonably good reputation and they were comfortable in the

market. However, with the entry of the new generation of fuel-efficient mopeds the company started

loosing its market. They immediately started developing the improved ‘double arrow’ but by the time

they came out with this new model the competitors had already strengthened their position in the

market. The arrow model was still acceptable by a segment of the market as it was cheapest vehicle.

‘Double arrow’ is new generation vehicle. It was costlier than Jet but its performance was much

superior. It is compared favorably with the competitors’ products; however it was yet to gain a foot hold

in the market.

The company had to refurbish the marketing activities in order to get back their market share. They

employed young sales engineer to launch a strong sales drive. Mr. Ramesh Tiwari, Btech and a diploma

holder in marketing got selected and was put on the job. Mr. Ramesh Tiwari started well in his new job.

He was given a territory to contact the prospective customers’ and to book the orders. The company had

introduced a new financial assistance scheme. Under this scheme, buyers were given easy loans. It was

particularly advantageous for group booking by employees working in an organization. Mr. Ramesh

Tiwari was able to contact people in different organization, arrange for group bookings and facilitate

the loans. His performance was good in the first year and in the second year of his service. The

company had its own system of rewarding those whose performance happened to be good. They usually

arranged a paid holiday trip for the good performer along with his wife. Mr. Ramesh Tiwari was

accordingly informed by the marketing manager to go to Chennai with his wife on company expenses.

Mr. Ramesh Tiwari asked him as to how much it would cost to the company. The marketing manager

calculated and told him that it would cost about 8000/-. He quickly asked him whether he could get that

8000/- in cash instead of the trip as he had better plans. The marketing manager countered this saying

that it might not be possible to doso. It was not the trading of the company, however he would check

with the personnel manager. After a couple of days, Mr. Tiwari was informed that it would not be

possible to give him a cash reward. Mr. Tiwari grudgingly went for the trip and returned. On his return,

he was heard complaining to one of his colleagues his little daughter was also along with him. The

marketing manager and the personnel manager thought he was a bit too fusy about the money and some

of his colleagues also thought so. During the subsequent days Mr. Ramesh Tiwari’s performance was

not all that satisfactory this showed his lukewarm attitude towards his job and the subordinates.

Questions:

1. Did the personnel manager handle the issue properly?

2. What is your recommendation to avoid such situations in future?

Case let 2

In 1950, with the enactment of the Insurance Act, Government of India decided to bring all the

insurance companies under one umbrella of the Life Insurance Corporation of India (LIC). Despite the

monopoly of LIC, the insurance sector was not doing well. Till 1995, only 12% of the country’s people

had insurance cover. The need for exploring the insurance market was felt and consequently the

Government of India set up the Malhotra Committee. On the basis of their recommendation, Insurance

Development and Regulatory Authority (IRDA) Act was passed in parliament in 2000. This moved

allowed the private insurers in the market with the strong foreign partners with 74:26% stakes. XYZMoon

life was one of the first three private players getting the license to operate in India in the year

IIBM Institute of Business Management

Examination Paper of Human Resource Management

2000. XYZ Moon life Insurance was a joint venture between the XYZ Group and Moon Inc. of US.

XYZ started off its operations in 1965, providing finance for industrial development and since then it

had diversified in to housing finance, consumer finance, mutual funds and now its latest venture was

Life Insurance. Its foreign partner Moon Inc. had its presence in Asia since the past 75 years catering to

over 1 million customers across 11Asian countries. Within a span of two years, twelve private players

obtained the license from IRDA.IRDA had provided certain base policies like, Endowment Policies,

Money back Policies, Retirement Policies, Team Policies, Whole Life Policies, and Health Policies.

They were free to customize their products by adding on the riders. In the year 2003, the company

becomes one of the market leaders amongst the private players. Till 2003, total market share of private

insurers was about 4%, but Moon Life was performing well and had the market share of about 30% of

the private insurance business. In June 2002, XYZ Moon Life started its operations at Nagpur with one

Sales Manager(SM) and ten Development Officers (DO). The role of a DO was to recruit the agents and

sell a career to those who have an inclination towards insurance and could work either on part time or

full time basis. They were very specific in recruiting the agents, because their contribution directly

reflected their performance. All DOs faced three challenges such as Case Rate (number of policies),

case size (amount of premium), and recruitment of advisors by natural market, personal observations,

nominators, and centre of influence. Incentive of offered by the company to development officers and

agents were based on their performance, which resulted in to internal competition and finally converted

into rivalry. In August 2002, a branch manager joined along with one more sales manager and ten

development officers. Initially, the branch was performing well and was able to build their image in the

local market. As the industry was dynamic in nature, there were frequent opportunities bubbling in the

market. In order to capitalize the outside opportunities, one sales manager left the organization in

January 2003. As the sales manager was a real performer, he was able to convince all the good

performers at XYZ Moon Life Insurance to join the new company. In april 2004, the company faceda

grave problem, when the Branch Manager left the organization for greener pastures. To fill the position,

in May 2004, the company appointed a new branch manager, Shashank Malik, and a sales manager,

Rohit pandey. The branch manager in his early mthirties had an experience of sales and training of

about 12 years and was looking after two branches i.e., Nagpur and Nasik. Malik was given one

Assistant Manager and 25 Development Officers. Out of that, ten were reporting to him. He was given

the responsibility of handling all the operations and the authority to make all the decisions, while

informing the Branch Manager. Malik opined that the insurance industry is a sunrise industry where

manpower plays an important role as the business is based on relationship. He wanted to encourage

one-to-one interaction, transparency and discipline in his organization. While managing his team, he

wanted his co-workers to analyze themselves i.e., to understand their own strengths and weaknesses. He

wanted them to be result-oriented and was willing to extend his full support. Finally, he wanted to

introduce weekly analysis in his game plan along with inflow of new blood in his organization. Using

his vast experience, he began informal interactions among the employees, by organizing outings and

parties, to inculcate the feelings of friendliness and belonging. He wanted to increase the commitment

level and integrity of his young dynamic team by facilitating proper channelization of their energy. He

believed that proper training could give his team a proper understanding of the business and the

dynamics of insurance industry.

Questions:

1. If you were Malik, what strategies would you adopt to solve the problem?

2. With high employee turnover in insurance industry, how can the company retain a person like Malik?

END F SECTION B

IIBM Institute of Business Management

Examination Paper of Human Resource Management

Section C: Applied Theory (30 marks)

 This section consists o  f Applied Theory Questions. 

 Answer all the questions. 

 Each question carries 15 marks. 

 Detailed information should form the part of your answer (Word limit 200 to 250 words). 



1. What is the Collective Bargaining? Explain the Characteristics and types of Collective

Bargaining and write down the different levels of Collective Bargaining?

2. Discuss the wage policy in India with reference to detailed evaluation of the act.

END F SECTION C

S-2-300813

IIBM Institute of Business Management

Examination Paper of Human Resource Management

IIBM Institute of Business Management

Examination Paper MM.100

Human Resource Development & Training

Section A: Objective Type & Short Questions (30 marks)

 This section consists of Multiple Choi  ces and Short Notes Type Questions. 

 Answer all the questions. 

 Part one carries 1 mark each & Part Two carries 5 marks each. 

Part One:

Multiple choices:

1. HRD is the process of helping people to acquire________

a. Competition

b. Completeness

c. Competencies

d. None of the above

2. Techniques of human resource development are also called_______

a. HRD Methods

b. HRD Instruments

c. HRD Mechanism

d. All of above

3. In India HRD began only in______

a. 1970s

b. 1980s

c. 1910s

d. 1990s

4. BARS Stand for______

a. Behaviorally Anchored Rating Scale

b. Behaviorally Anchoring Rating Scale

c. Behaviorally Appraisal Rating Scale

d. None of the above

5. Levels of evaluations of Training programme are:

a. 7

b. 6

c. 5

d. 10

6. Performance appraisal in a _________process of identifying, planning, developing

employee Performance.

a. Multi-Stages

b. Single-Stages

IIBM Institute of Business Management

Examination Paper of Human Resource Management

c. Dual-Stages

d. All of the above

7. Halo effect is the tendency to the judge all aspects of a________

a. Person’s behaviour

b. Perspective behaviour

c. Performance appraisal

d. All of the above

8. QWL Stand for_______

a. Quality of work life

b. Quality of worker life

c. Quantity of work life

d. None of the above

9. 360- degree feedback can be used s a tool for performance_______

a. Appraisal

b. Analyze

c. Assessment

d. None of the above

10. Career planning is a _______that constitute what a person does for a living.

a. Sequence of career

b. Sequence of jobs

c. Sequence of sum

d. None of the above

Part Two:

1. Discuss the various methods of Appraisal?

2. Briefly explain ‘On the job and Off the job’ methods of Training and Development.

3. Explain the objectives of ‘Performance Appraisal’.

4. Differentiate between HRM and HRD concept.

END OF SECTION A

Section B: Case lets (40 marks)

 This section consists of caselets. 

 Answer all the questions. 

 Each Caselets carries 20 marks. 

 Detailed information should from the part of your answer ( Word limit 150 to 200 words.) 

Case let 1

IIBM Institute of Business Management

Examination Paper of Human Resource Management

Introduction to the Organization:

XYZ Company was established 20 years ago, to manufacture gearbox components for diesel engines.

It employs around 250 people, having a head office, which employs a wide range of personnel who

are generally well educated and enthusiastic about their work, and a factory, which employs semiskilled

local people who are generally disinterested in the products of the company and who have an

instrumental attitude to work, seeing salary as the only reward.

Brief Description of the Problem:

The performance of the company has not been good and the records revealed the following facts:

  Wastage within the factory was costing the company approximately Rs.100,000 a month. 

  There was wide spread differences in individual work standards. 

  Processes were non-standardized resulting in repeated problems. 

 Management made all decisions and cascaded the results down to employees. 



 The top management become concerned about the performance of the factory and they hired.

Mr. Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to

 relationship and tasks with the following objectives: 

  To review and improve communication systems. 

  To restructure the organization and to review teamwork and quality practices. 

 To review leadership issues across all levels. 



Mr. Tanmoy Deb carried out discussions, interviews and surveys and made the following

 observation: 

  There’ and ‘us’ attitude was widely prevalent between head office and factory personnel. 

  Production personnel lacked technical skills. 

  Factory employees felt alienated from sharing the Company’s success. 

  Production systems were adhoc and defective because of frequent variation in standards set. 

  Many times raw material was found to be of inferior quality. 

 Rigidly defined job descriptions. 

Questions:

1. What in your view are the central human resource issues involved in this case?

2. What Strategy should Mr. Tanmoy Deb develop and implement for improving the present system?

Case let 2

Introduction to the Organization:

XYZ Company is an existing profit making FMCG Company. The company has 600 personnel and

has branches all other the country. It has a separate training department with a Training Manager, Mr.

A.P. Mohan as its head who is supported by two qualified training officers. Mr. Mohan has been in

the company for the last 8 years and is very efficient.

Brief Description of the problem:

Mr. Mohan wants to have the organization. He is fed up with organization politics. He is dissatisfied and

in fact frustrated. There are several reasons attachment to it. First and foremost is that he is not paid

adequately despite the fact that he has brought 12% growth in revenue to the company. Second reason is

that he is not consulted and constantly neglected while making decision on training aspects. Lastly, he

considers himself to be a victim of politics played in the organization. Production Manager

IIBM Institute of Business Management

Examination Paper of Human Resource Management

is constantly hurting him and interferes with the work. Dr. Ashok Sarao, boss of Mr. A.P. Mohan does

not want him to leave the organization, as he known that the effectively will come down if he leaves

Dr. Ashok tries to convince Mohan that he should adjust himself with the environment and also talk of

how Mohan is constantly neglected. He talks of how politics is played in the organization and

strengths and weaknesses of Mohan but does nothing to convince Mohan. Rather he says that they

have to adjust, as they are part of family run business. In this setting, personal equation rather than

merit works. Mohan is not convinced and says he is leaving.

Questions:

1. Why a high performer like Mr. Mohan decided to leave the organization he has been long part of?

2. Do you think Mr. A.P. Mohan took the right decision to leave the organization? What would you

have done if you were in his shoes?

END OF SECTION B

Section C: Applied Theory (30 marks)

 This section consists of Applied Theory Questions. 

 Answer all the questions. 

 Each questions carry 15 marks. 

 Detailed information should from the part of your answer (Word limit 200 to 250 words). 



1. What do you mean by Quality of Work Life? Discuss the various techniques for improving

the Quality of work life with the principles of QWL?

2. Discuss the basic concepts of management development. What is the important of

management development in the changing business?

END OF SECTION C

IIBM Institute of Business Management

Wednesday, 7 December 2022

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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

IIBM MBA BUSINESS COMMUNICATION EXAM ANSWER SHEET PROVIDED

IIBM Institute of Business Management Subject Code-B109 Examination Paper Business Communication MM.100 Section A: Objective Type & Short Questions (30 marks) Part one: Multiple choice: I.The most important goal of business communication is_________. (1) a) favorable relationship between sender and receiver b) organizational goodwill c) receiver response d) receiver understanding II. Down ward communication flows from_________ to_________. (1) e) Upper to lower f) Lower to upper g) Horizontal h) Diagonal III. Horizontal communication takes place between_________. (1) a. superior to subordinate b. subordinate to superior c. employees with same status d. none of these IV. The study of communication through touch is_________. (1) a. chronemics b. haptics c. proxemics d. semantic V._____________ channel of communication is known as grapevine (1) a. Formal b. Informal c. Horizontal d. Vertical VI. The following is (are) the most effective ways of communication. (1) a. Verbal b. Non verbal c. Written d. All of the above Examination Paper of Business Communication 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. The handshake that conveys confidence is (1) a. Limp b. Firm c. Loose d. Double VIII. ________ of the letter consists of main message. (1) a. Heading b. Body c. Greeting d. Closing IX. Body of a letter is divided into ________ parts. (1) a. 1 b. 2 c. 3 d. 4 X. X. A persuasive message will fail if_____ (1) a. it does not focus on what is in it for the reader b. it only lists facts c. it moves too slowly d. all of the above Part Two: 1.Brief Grapevine communication? (5) 2.List the 7 C’s of Communication? (5) 3.Describe the various barriers of communication? (5) 4.Write the negotiation process. (5) Section B: Caselets (40 marks) Caselet 1 Barry and Communication Barriers Effective Communication as a Motivator One common complaint employees voice about supervisors is inconsistent messages – meaning one supervisor tells them one thing and another tells them something different. Imagine you are the supervisor/manager for each of the employees described below. As you read their case, give Examination Paper of Business Communication IIBM Institute of Business Management consideration to how you might help communicate with the employee to remedy the conflict. Answer the critical thinking questions at the end of the case then compare your answers to the Notes to Supplement Answers section. Barry is a 27-year old who is a foodservice manager at a casual dining restaurant. Barry is responsible for supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Barry is Serv Safe® certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and hand washing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Barry in his food safety efforts because they know if a food safety outbreak were ever linked to their restaurant; it would likely put them out of business. Still, the owners note there are additional costs for training and making sure food is handled safely. One day Barry comes to work and is rather upset even before he steps into the restaurant. Things haven’t been going well at home and he was lucky to rummage through some of the dirty laundry and find a relatively clean outfit to wear for work. He admits he needs a haircut and a good hand scrubbing, especially after working on his car last evening. When he walks into the kitchen he notices several trays of uncooked meat sitting out in the kitchen area. It appears these have been sitting at room temperature for quite some time. Barry is frustrated and doesn’t know what to do. He feels like he is beating his head against a brick wall when it comes to getting employees to practice food safety. Barry has taken many efforts to get employees to be safe in how they handle food. He has huge signs posted all over the kitchen with these words: KEEP HOT FOOD HOT AND COLD FOOD COLD and WASH YOUR HANDS ALWAYS AND OFTEN. All employees are given a thermometer when they start so that they can temp food. Hand sinks, soap, and paper towels are available for employees so that they are encouraged to wash their hands frequently. Questions 1. What are the communication challenges and barriers Barry faces? (10) 2. What solutions might Barry consider in addressing each of these challenges and barriers? (10) Caselet 2 Mr. Dutta, newly appointed president of century Airlines, knew the company’s survival depended on customer service, which in turn depended on motivated employees. So he created the Century Spirit program to build team spirit by encouraging employee participation, individual initiative, and open communication. Among the program’s early successes was newspaper started by a group of flight attendants. The plane truth published information about benefits and work conditions as well as feature stories and humorous articles. It quickly became popular not only with flight attendant but with pilot, machinists, and baggage handlers. As time went on, though, the plane truth began to run articles critical of the company. When management cut back worker’s hours, the, newspaper questioned what sacrifices the executive were making. When the technical services department releases figures showing long turnaround times, the paper questioned the machinist’s work ethic. Worried that customer might see the newspaper; Mr. Dutta wanted to cancel it. The president of the flight attendants union also wanted to see it was stirring up trouble with the machinists. Examination Paper of Business Communication 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 Ms. Rachel, Century’s human resource director, was asked to stop the publication. But she hesitated. She knew the employee morale was on the brink, but she did not know whether the newspaper was venting worker’s frustrations and reinforcing team spirit or stirring up old animosities and bringing the whole company down. Was it creating more tension than unity or vice-versa? Questions 1. What Communication issues are involved at Century Airlines? (10) 2. What Communication Channels are being Utilized (10) Section C: Applied Theory (30 marks) 1. Explain the various non verbal communications with an example in business Scenario? (15) 2. Delineate the types of parts of business report writing? (15)

Sunday, 14 August 2022

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IIBM MBA EXAM QUESTION AND ANSWER PROVIDED WHATSAPP 91 9924764558

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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

Examination Paper of Business Communication

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-B109

Examination Paper Business Communication

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.The most important goal of business communication is_________. (1)

a) favorable relationship between sender and receiver

b) organizational goodwill

c) receiver response

d) receiver understanding

II. Down ward communication flows from_________ to_________. (1)

e) Upper to lower

f) Lower to upper

g) Horizontal

h) Diagonal

III. Horizontal communication takes place

between_________. (1)

a. superior to subordinate

b. subordinate to superior

c. employees with same status

d. none of these

IV. The study of communication through touch is_________. (1)

a. chronemics

b. haptics

c. proxemics

d. semantic

V._____________ channel of communication is known as grapevine (1)

a. Formal

b. Informal

c. Horizontal

d. Vertical

VI. The following is (are) the most effective ways of communication. (1) a. Verbal b. Non verbal c. Written d. All of the above

Examination Paper of Business Communication

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. The handshake that conveys confidence is (1)

a. Limp

b. Firm

c. Loose

d. Double

VIII. ________ of the letter consists of main message. (1)

a. Heading

b. Body

c. Greeting

d. Closing

IX. Body of a letter is divided into ________

parts. (1)

a. 1

b. 2

c. 3

d. 4

X. X. A persuasive message will fail if_____ (1)

a. it does not focus on what is in it for the reader

b. it only lists facts

c. it moves too slowly

d. all of the above

Part Two:

1. Brief Grapevine communication? (5)

2. List the 7 C’s of Communication? (5)

3. Describe the various barriers of communication? (5)

4. Write the negotiation process. (5)

Section B: Caselets (40 marks)

Caselet 1

Examination Paper of Business Communication

IIBM Institute of Business Management

Questions

1. What are the communication challenges and barriers Barry faces? (10)

2. What solutions might Barry consider in addressing each of these challenges and barriers? (10)

Caselet 2

Examination Paper of Business Communication

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

Questions

1. What Communication issues are involved at Century Airlines? (10)

2. What Communication Channels are being Utilized (10)

Section C: Applied Theory (30 marks)

1. Explain the various non verbal communications with an example in business

Scenario? (15)

2. Delineate the types of parts of business report writing? (15)

S-2-010619

Examination Paper of Management Information Systems

IIBM Institute of Business Management

SubjectCode-B110

Examination Paper

Management Information Systems

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.A person machine-system and a highly integrated grouping of information-processing functions designed to provide management with a comprehensive picture of specific operation is called (1)

a) DSSB

b) MISC

c) IISD

II. Which one of the following is not an important characteristic of useful and effective information? (1)

a) Accuracy

b) Timelines

c) Completeness

d) Economy

d) All of the above

III. The most important reason for failure of MIS is (1)

a) Use of improper tools for design

b) Noninvolvement of end-user

c) Improper specification

d) None of the above

IV. Top level Managers use (1)

a) Strategic information

b) Tactical information

c) Operational information

d) None of these

V.System is an important factor of MIS. There are various types of systems. Which one of the following is not a system? (1)

a) Physical system

b) Integrated system

c) Open system

d) Open system

VI. Which one of the following is not an approach for development of MIS? (1) a) Hierarchical approach b) Integrative approach c) Modular approach d) Elective approach

 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 Management Information Systems

IIBM Institute of Business Management

VII. Management is linked to information by (1)

a. Decisions

b. Data

c. Both [A] And [B]

d. None Of The Above

VIII. Which pattern reflects a pure executive form of management?

(1)

a. Functional

b. Line

c. Line and Staff

d. Committee

IX. The term financial engineering is related to (1)

a) Cost of production

b) Financial restructuring

c) Product planning

d) Capital issue

X. The goal of financial management is to (1)

a) Maximize the wealth of preference share holders

b) Maximize the wealth of debenture holders

c) Maximize the wealth of equity share holders

d) All of the above

Part Two:

1. What is purpose of information system from a business perspective? (5)

2. What are Enterprise System? How do they benefit businesses? (5)

3. Differentiate DSS from MIS. (5)

4. What do you mean by Data visualizations? (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 Management Information System

Caselet -1

A waiter takes an order at a table, and then enters it online via one of the six terminals located in the restaurant dining room. The order is routed to a printer in the appropriate preparation area: the cold item printer if it is a salad, the hot-item printer if it is a hot sandwich or the bar printer if it is a drink. A customer’s meal check-listing (bill) the items ordered and the respective prices are automatically generated. This ordering system eliminates the old three-carbon-copy guest check system as well as any problems caused by a waiter’s handwriting. When the kitchen runs out of a food item, the cooks send out an ‘out of stock’ message, which will be displayed on the dining room terminals when waiters try to order that item. This gives the waiters faster feedback, enabling them to give better service to the customers. Other system features aid management in the planning and control of their restaurant business. The system provides up-to-the-minute information on the food items ordered and breaks out percentages showing sales of each item versus total sales. This helps management plan menus according to customers’ tastes. The system also compares the weekly sales totals versus food costs, allowing planning for tighter cost controls. In addition, whenever an order is voided, the reasons for the void are keyed in. This may help later in management decisions, especially if the voids consistently related to food or service. Acceptance of the system by the users is exceptionally high since the waiters and waitresses were involved in the selection and design process. All potential users were asked to give their impressions and ideas about the various systems available before one was chosen.

Questions

1. What would make the system a more complete MIS rather than just doing transaction processing? (10)

2. Explain the probable effects that making the system more formal would have on the customers and the management? (10)

Caselet 2

The Company is considered to be a leader in the design and production of industrial and commercial air-conditioning equipment. While most of the products were standard items, a considerable number involving large sales volume were specially designed for installation in big office buildings and factories. Besides being an innovator in product design and having an exceptionally good customer service department, the company is well known for its high-quality products and its ability to satisfy the customer requirements promptly.

Because of its rapid growth, the company had to be careful with its cash requirements, especially for accounts receivable and for inventories. For many years, the company had kept inventories under close control at a level equal to 1.7 times the monthly sales, or a turnover of nearly 6 times per year. But, all of a sudden, inventories soared to triple monthly sales, and the company found itself with Rs.30 crores of inventories above a normal level. Calculating a cost of carrying inventory at 30 percent of the value of

IIBM Institute of Business Management

Examination Paper of Management Information System

inventories (including the cost of money, storage and handling, and obsolescence), it was estimated that this excess inventory was costing the company Rs.9 crores per year in profits before taxes. In addition, it forced the to call on its bank for more loans than had company been expected.

Mr. Dcepak Mehra, president of Connair, was understandably worried and incensed when this matter came to his attention. He was told that the primary reasons for this rise in inventory were excessive buying of raw materials in advance because of anticipated shortages and the failure of a new computer software, with the result the people in the production and purchasing departments were not having complete information as to what was happening to inventory for several months.

Mr. Mehra, taking the stand that no company should let something like this surplus inventory occur without advance notice and that no manager can be expected to control a business on the basis of history, instructed his vice-president for finance to come up with a program to get better control of inventories in the future.

Questions for Discussion:

1. What do you find wrong with Connair's controls? (10)

2. Are there any other techniques or approaches to control that you would suggest? (10)

Section C: Applied Theory (30 marks)

1. List and describe the information systems serving each of the major functional areas of business? (15)

2. What are the characteristics of MIS? How MIS do differs from TPS? (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 Production and Operations Management

IIBM Institute of Business Management

Subject Code-B107 Examination Paper

Production and Operations Management

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.The purpose of the transportation approach for locational analysis is to minimize (1)

a) Total costs

b) Total shipping costs

c) Total variable costs

d) Total fixed costs

II. Which of the following would not generally be a motive for a firm to hold inventories? To (1)

e) Take advantage of quantity discounts

f) Minimize holding costs

g) Reduce stock out risks

h) Decouple production from distribution

III. Which of the following are assignable cause? (1)

a. Large variations in hardness of material

b. Tool wear

c. Errors in setting

d. All of the above

IV. Like roots of a tree, ________of organization is hidden from direct view.

(1)

a. Goodwill

b. Core competence

c. Higher management

d. Capital investment

 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 Production and Operations Management

IIBM Institute of Business Management

V.Inadequate production capacity ultimately leads to (1)

a. Poor quality

b. Poor Customer Service

c. Poor inventory control

d. All of the above

VI. Limitations of Traditional cost accounting are (1) a. Assumes factory as an isolated entity b. It measures only the cost of producing c. Both (A) and (B) d. None of the above

VII. Business is rated on which dimensions

(1)

a. Market attractiveness

b. Business strength

c. Both (A) and (B)

d. None of the above

VIII. How does ‘structure’ reduce external uncertainty arising out of human behavior (1)

a. Research and planning

b. Forecasting

c. Both (A) and (B)

d. None of the above

IX. Objective of Work Study is to improve _______ (1)

a. Cycle time

b. Productivity

c. Production

d. All of the above

X. Which of the following are activities of corrective maintenance? (1)

a. Overhauling

b. Emergency repairs

c. Modifications and improvements

d. All of the above

Part Two:

1. What are the dimensions of quality? (5)

2. What is Quality? (5)

3. What is Materials Planning? (5)

4. Need for Inventory Management - Why do Companies hold inventories? (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 Production and Operations Management

Caselet 1

The pizza business did well and by 1965, Thomas was able to open two more stores in the town -Pizza King and Pizza from the Prop. Within a year, Varti opened a pizza store in a neighborhood town with the same name, DomiNick's Pizza. Thomas decided to change the name of his first store, DomiNick's Pizza, and one of his employees suggested the name Domino's Pizza(Domino's). The advantage of this name Thomas felt was that it would be listed after DomiNick in the directory. Domino's philosophy rested on two principles - limited menu and delivering hot and fresh pizzas within half-an-hour. In 1967, it opened the first franchise store in Ypsilanti, and in 1968, a franchise store in Burlington, Vermont. However, the company ran into problems when its headquarters (the first store) and commissary were destroyed by fire. In the early 1970s, the company faced problems again when it was sued by Amstar, the parent company of Domino Sugar for trademark infringement. Thomas started looking for a new name and came up with Red Domino's and Pizza's Dispatch. However, there wasn't any need for it because Domino's won the lawsuit in 1980.In 1982, Domino's Pizza established Domino's Pizza International (DPI) that was made responsible for opening Domino's stores internationally. The first store was opened in Winnipeg, Canada. Within a year, DPI spread to more than 50 countries and in 1983, it inaugurated its1000th store. Around the same time, new pizza chains like Pizza Hut and Little Caesar established themselves in the USA. Domino's Pizza faced intense competition because it had not changed its menu of traditional hand-tossed pizza. The other pizza chains offered low-priced breadsticks, salads and other fast food apart from pizzas. Domino's faced tough competition from Pizza Hut in the home delivery segment also. Little Caesar was eating into Domino's market share with its innovative marketing strategies. By 1989, Domino's sales had reduced significantly and cash flows were affected due to the acquisition of assets. In 1993, Thomas took measures to expand Domino's product line, in an attempt to revive the company and tackle competition. The company introduced pan pizza and bread sticks in the USA. In late 1993, Domino's introduced the Ultimate Deep Dish Pizza and Crunchy Thin Crust Pizza. In 1994, it rolled out another non-pizza dish - Buffalo wings. Though Domino's did not experiment with its menu for many years, the company adopted innovative ways in managing a pizza store. Thomas gave about 90% of the franchisee agreements in the USA to people who had worked as drivers with Domino's. The company gave ownership to qualified people, after they had successfully managed a pizza store for a year and had completed a training course. Domino's also gave franchises to candidates recommended by existing franchisees. Outside the USA, most of Domino's stores were franchise-owned. Domino's was also credited for many innovations in the pizza industry and setting standards for other pizza companies. It has developed dough trays, corrugated pizza boxes, insulated bags for delivering pizzas, and conveyor ovens.

In 1993, Domino's withdrew the guarantee of delivering pizzas within 30-minutes of order andstarted emphasizing on Total Satisfaction Guarantee (TSG) which read: "If for any reason, you are dissatisfied with your Domino's Pizza dining experience, we will re-make your pizza or refund your money." Domino's entered India in 1996 through a franchise agreement with VamBhartia Corp in Delhi. With the overwhelming success of the first outlet, the company opened another outlet in Delhi. By 2000, Domino's had outlets in all major cities in India. When

IIBM Institute of Business Management

Examination Paper of Production and Operations Management

Domino's entered India, the concept of home delivery was still in its nascent stages. It existed only in some major cities and was restricted to delivery by the friendly neighborhood fast food outlets. Eating out at 'branded' restaurants was more common. To penetrate the Indian market, Domino's introduced an integrated home delivery system from a network of company outlets within 30 minutes of the order. Goutham Advani (Advani), Chief of Marketing, Domino's Pizza India, said, "What really worked its way into the Indian mind set was the promised 30-minute delivery." Domino's also offered compensation: Rs.30/- off the price tag if there was a delay in delivery. For the first 4 years in India, Domino's concentrated on its 'Delivery' strategy.

Domino's Logistics Model

Analysts felt that Domino's took a cue from McDonald's supply chain model. However, they opined that the level of complexity in McDonald's system in India was not as high as that of Domino's. Commented Bhatia ,"McDonald's operations are not as spread out as ours. They are in four cities while we are in 16.Centralizing wouldn't work on such a geographical scale”. The logistics model adopted by Domino's offered some obvious benefits including lower transportation costs, cheaper procurement and economies of scale. Domino's had already cut out the duplication in procurement and processing of raw materials across each of the three commissaries. The old model of self-contained commissaries had another disadvantage: adding new outlets did not translate into greater economies of scale. Bhatia planned to extend the model to other parts of the country as well. The commissary was to be located near the largest market in that region. Bhatia said, "Our roll-out began only after we mapped out our procurement strategy." Based on the agricultural map of India, Domino's looked McDonald's had one of the best logistics models in India. To maintain consistency and quality of its products, McDonald's shipped all the raw materials lettuce, patties et al to a cold storage close to the main market. Based on a daily demand schedule that was prepared a day in advance, the required amount of raw material was transported to individual outlets to get the best product at the lowest cost.

Thus, tomatoes would come from Bhubaneswar, spices from the south, baby corn from Nepal (where it's 40% cheaper than in India) and vegetables from Sri Lanka. Similarly, Domino's India planned to extend its operations to Nepal, Sri Lanka and Dhaka. The company planned to establish a commissary in Sri Lanka. Domino's also identified specialty crops in each region. The commissary in that region was entrusted with the task of processing that specialty crop. For instance, the commissary for the eastern region in Kolkata was responsible for buying tomatoes, processing them and then sending them to all the other commissaries. Similarly, the northern commissary had to deliver pizza bases. This way, Domino's minimized duplication as well as the dangers of perish ability. Once the new model was formalized, Bhatia planned to use Domino's 25 refrigerated trucks to transport products for other companies on the same route. For instance, if an operator in Kochi(Kerala) needed to transport specialty cheese, he could use the Domino's fleet to transport his products. Said Bhatia, "Not too many people have refrigerated trucks in the country. And we can offer them quality service because we will be giving them standards we use for ourselves." Company sources said that enquiries from clients for such transport facilities had started coming in. Bhatia said he was in the process of selecting a person to head the logistics operation, which would be spun off as a separate profit centre. Bhatia seemed confident that the profit centre had the potential to bring in Rs 10 by 2006. However, he said the profit center would not be allowed to impede the growth of the pizza

IIBM Institute of Business Management

Examination Paper of Production and Operations Management

business, Domino's core operation. Only those deliveries that did not delay or deroute the truck would be considered

Questions

1. Describe about the Article for Logistics and Operations Management Domino’s Pizza’s Process Technology (20)

Caselet 2

ABC Ltd. is the country’s largest manufacturer of spun yarn with well-established market. ABC Ltd. has good reputation for quality and service. Their marketing department identified that the potential for global market is expanding rapidly and hence the company undertook exercise for expansion of the capacity for export market. The company formed team of Marketing and Materials department to study the global logistics possibilities. After extensive study, the team came up with a report on global logistics and submitted that global logistics is essentially same as domestic due to following similarities: • The conceptual logistics framework of linking supply sources, plants, warehouses and customers is the same. • Both systems involve managing the movement and storage of products. • Information is critical to effective provision of customer service, management of inventory, vendor product and cost control. • The functional processes of inventory management, warehousing, order processing, carrier selection, procurement, and vendor payment are required for both. • Economic and safety regulations exist for transportation. The company had very economical and reliable transportation system in existence. For exports as well they decided to evaluate capabilities of their existing transporter and entrusted them with the job of transport till port. For customs formalities they engaged a good CHA after proper cost evaluation and entered into contract for freight with shipping company agent. The response for company’s export was very good and the company could get as many as 15 customers within first two months and reached to a level of USD 250,000 per month by the end of first half of the year. Based on this response the export volumes were expected to grow to a level of USD 400,000 per month by the end of the year. When the review was made at the end of the year, company found that export volumes had in fact come down to the level of USD 120,000 which was much lower than it had reached in the first half of the year. The managing committee had an emergency meeting to discuss this and the export manager was entrusted with the task of identifying the reasons for this decline. Mr. Ganesh decided to visit the customers for getting the first hand information. When he discussed the matter with the customers, the feedback on the quality and price were good but the customers were very upset on the logistic services due to delayed shipments, frequent changes in shipping schedules, improper documentation, improper identifications, package sizes, losses due to transit damages etc. After coming back, the export manager checked the dispatch schedules and found that production and ex-works schedules were all proper. Then he studied the logistics systems and found that the logistics cost was very high and all the logistics people were demotivated due to the overwork and were complaining of total lack of co-ordination and the system had become totally disorganized.

Questions

1. Explain the problems experienced by ABC Ltd. What is the main cause of these problems? (20)

END OF SECTION B

IIBM Institute of Business Management

Examination Paper of Production and Operations Management

Section C: Applied Theory (30 marks)

1. The Advantages & Disadvantages of Economic Order Quantity (EOQ)? (15)

2. Distinguish between just-in-time and just-in-case as stock management systems?(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

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IIBM MBA EXAM SOLVED QUESTION PAPERS

Examination Paper of Business Communication

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-B109

Examination Paper Business Communication

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.The most important goal of business communication is_________. (1)

a) favorable relationship between sender and receiver

b) organizational goodwill

c) receiver response

d) receiver understanding

II. Down ward communication flows from_________ to_________. (1)

e) Upper to lower

f) Lower to upper

g) Horizontal

h) Diagonal

III. Horizontal communication takes place

between_________. (1)

a. superior to subordinate

b. subordinate to superior

c. employees with same status

d. none of these

IV. The study of communication through touch is_________. (1)

a. chronemics

b. haptics

c. proxemics

d. semantic

V._____________ channel of communication is known as grapevine (1)

a. Formal

b. Informal

c. Horizontal

d. Vertical

VI. The following is (are) the most effective ways of communication. (1) a. Verbal b. Non verbal c. Written d. All of the above

Examination Paper of Business Communication

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. The handshake that conveys confidence is (1)

a. Limp

b. Firm

c. Loose

d. Double

VIII. ________ of the letter consists of main message. (1)

a. Heading

b. Body

c. Greeting

d. Closing

IX. Body of a letter is divided into ________

parts. (1)

a. 1

b. 2

c. 3

d. 4

X. X. A persuasive message will fail if_____ (1)

a. it does not focus on what is in it for the reader

b. it only lists facts

c. it moves too slowly

d. all of the above

Part Two:

1. Brief Grapevine communication? (5)

2. List the 7 C’s of Communication? (5)

3. Describe the various barriers of communication? (5)

4. Write the negotiation process. (5)

Section B: Caselets (40 marks)

Caselet 1

Examination Paper of Business Communication

IIBM Institute of Business Management

Questions

1. What are the communication challenges and barriers Barry faces? (10)

2. What solutions might Barry consider in addressing each of these challenges and barriers? (10)

Caselet 2

Examination Paper of Business Communication

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

Questions

1. What Communication issues are involved at Century Airlines? (10)

2. What Communication Channels are being Utilized (10)

Section C: Applied Theory (30 marks)

1. Explain the various non verbal communications with an example in business

Scenario? (15)

2. Delineate the types of parts of business report writing? (15)

S-2-010619

Examination Paper of Managerial Economics

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 Enterprise Resource Planning

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

SubjectCode-B102Examination Paper

Enterprise Resource Planning

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

1. Which of the following describes an ERP system? (1)

a. ERP systems provide a foundation for collaboration between departments

b. ERP systems enable people in different business areas to communicate

c. ERP systems have been widely adopted in large organizations to store critical knowledge used to make the decisions that drive the organization’s performance.

2. The responsibilities of the office manager in a firm that produces electronics spares is: (1)

a. Everything in the office runs efficiently

b. Furniture and other equipment in the office is adequate

c. Processing all the incoming official mail and responding to some

d. All of the above

3. Physiological Barriers of listening are:

(1)

a. Hearing impairment

b. Physical conditions

c. Prejudices

d. All of the above

4. What is the main function of Business Communication: (1)

a. Sincerity

b. Positive language

c. Persuasion

d. Ethical standard

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

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).

5. Which presentation tend to make you speak more quickly the unusual: (1)

a. Electronic

b. Oral

c. Both „a‟ and”b”

d. None of the above

6. Labov’s Storytelling Model based on: (1)

a. Communication through speech

b. Language learning

c. Group Discussions

d. None of the above

7. Diagonal Communication is basically the: (1)

a. Communication across boundaries

b. Communication between the CEO and the managers

c. Communication through body language

d. Communication within a department

8. Direct Eye contact of more than 10 seconds can create: (1)

a. Discomfort &Anxiety

b. Emotional relationship between listeners and speakers

c. Excitement

d. None of the above

9. How to make Oral Communication Effective? (1)

a. By Clarity

b. By Brevity

c. By Right words

d. All of the above

10. Encoding means: (1)

a. Transmission

b. Perception

c. Ideation

d. None of the above

Part Two:

1. Define ERP? (5)

2. What are ERP packages? (5)

3. What are the reasons for the explosive growth of the ERP market? (5)

4. What is Business Integration and how do the ERP systems achieve it? (5)

Section B: Caselets (40 marks)

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

Caselet1

With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. Running IQMS’ manufacturing ERP system delivered via Hosted Managed Services (HMS) provides Ventura Manufacturing the most economical system architecture for greater scalability and efficiency as well as to attain disaster recovery goals.

Ventura is an award-winning semi-automated assembly and production company that serves the automotive, office furniture, education seating, and molding and assembly of optical silicone industries globally. Headquartered in Zeeland, Michigan, the company has multiple plants in Zeeland in addition to plants in Budaörs, Hungary, Saltillo, Mexico and Shanghai, China.

As demand for Ventura’s services grew and the company began attracting customers worldwide, it was apparent the dependency on a single ERP system on-premise in Zeeland, Michigan was becoming an impediment to faster growth. “Relying on a single system to manage our global plants was proving to be a huge scale challenge,” said Joel Boyles, IT Team Lead at Ventura Manufacturing.

Ventura’s customer base is globally-based and to serve them as responsively and effectively as possible, Ventura made the decision to open new production plants in Hungary and Shanghai, China.

With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. The IT Teams at Ventura prides itself on offering live support to any plant, anywhere in the world that needs help, anytime. “When we just had the plants in Mexico and Hungary, our existing staff could scale to support the calls coming from plants for help with their IT systems and take care of ERP-related tasks,” Joel said. When the Shanghai, China facility went online, Ventura was reaching the limits of scale and speed with their IT teams and the system running on-premise in Zeeland.

As demands increased on the system, so did concerns over Availability and Disaster Recovery Objectives the IT Team had defined. Two metrics that are of specific interest to Ventura’s IT team are the Recovery Time Objective (RTO) and Recovery Point Objective (RPO). IT defined the RTO goal as 8 hours and the RPO as 15 minutes, achievable on a 24/7 basis. To accomplish these goals, Ventura would need to create an entirely new system platform that could scale more efficiently with their growing business. The new platform would also need to increase the speed of system updates, which had been a problematic area in the past for the single system to complete.

Joel Boyles, IT Team Lead, says the challenges of scalability and disaster recovery are what drove the urgency for Ventura to decide that Hosted Managed Services (HMS) from IQMS was the best possible solution. “Plant system updates including MRP were taking at least 2 hours

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

per plant, which translated into our IT teams having 24/7 shifts in our Zeeland-based IT offices,” Joel said. “Clearly we had to redefine our system architecture for greater scalability and speed.”

Ventura chose IQMS’ Enterprise IQ delivered via Hosted Managed Services (HMS) because it was the most economical and fastest option for solving the system performance challenges and attaining the disaster recovery goals the company has. Under the IQMS HMS purchase option, software licenses are owned in perpetuity by Ventura and hardware and platform software is provided by the IQMS data center. IQMS is managing the Ventura systems today in a secure data center environment. Ventura’s IT team can gain access to key system metrics and key performance indicators anytime via any browser-enabled laptop, tablet or smart phone.

Questions

1. How Ventura Defined A Global Roadmap To Greater Speed And Reliability? ( 20)

Caselet 2

Enterprise resource planning (ERP) is business management software—usually a suite of integrated applications—that a company can use to store and manage data from every stage of business, including:

•Product planning, cost and development

•Manufacturing

•Marketing and sales

•Inventory management

•Shipping and payment

Functions of ERP

• ERP provides an integrated real-time view of core business processes, using common databases maintained by a database management system. ERP systems track business resources—

 cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll.

• The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that entered the data.

• ERP facilitates information flow between all business functions,

ERP Implementation

Success

Company Background

 Cadbury is a British multinational confectionery company owned by Mondelēz International.

 It is the second largest confectionery brand in the world after Wrigley's.

 Founder: John Cadbury

 Founded in: 1824, B Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food Drinks, Candy and Gum category. In the Chocolate

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

Confectionery business, Cadbury has maintained its undisputed leadership over the years.

ERP Implementation

Cadbury turns out, in recent years, Kraft implemented SAP ERP 6.0 (System Analysis and Program Development) in what SAP called one of its largest global ERP implementations. Kraft credited ERP with reducing operational costs. 11,000 employees were sending data to the company's SAP solution and it was linked to 1,750 applications by 2008. That same year, Kraft aslo added SAP's master data management solution, Net Weaver, with an eye toward integrating legacy systems.

• Cadbury was left with a glut of chocolate products at the start of the year, after the installation of a new SAP-based enterprise resource planning (ERP) system led to an excess of chocolate bars building up at the end of 2005.

• The new U.K. computer system is part of a five-year IT transformation project, called "Probe", aimed at integrating the Cadbury Schweppes' supply chain, purchasing, manufacturing, distribution, sales and marketing systems on a global, SAP-based

ERP platform

• Cadbury Schweppes is aiming for an ultimate savings from the Probe project, but its implementation has been far from smooth. The project was beset by problems and delays when it was first introduced in Australia in 2002.

Benefits of ERP

• Cadbury was on a fast paced growth and could not continue with the existing systems and the pace was too slow due to added inefficiencies. ERP added efficiency and guided the led all the issues fast paced growth.

• The implementation of ERP brought in a new way of warehouse management system and brought in structure to branch offices and the depots.

• While implementing the ERP systems, the company has built it upon the past strengths of the company thereby not losing out on its competitive

• The initial implementation took time and then the successive implementations took lesser time and cost and there is a huge advantage in saving cost while in the implementation phase itself.

• The reaction from competition does not matter in this because this is not a change that was advertised to the market. This is an internal process restructuring and was a welcome change within the company which badly needed the change.

• The company also has built in a robust regular feedback system to monitor the changes and check if they go according to the initial plan. The entire implementation is cross functional and hence it is important that there is a high increase in the efficiency. The ERP vendor was also selected from among the best in class vendors which helped the process occur in a streamlined fashion and avoided any possible chances of hiccups during the initial

implementation phase.

The system has also been deployed up to the vendors. They have a portal called vendor connect

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

 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

where they can see their inventory movement and make plans accordingly. Hence the restructuring happens not only internally but also across to the supplier which will add on to the benefits that are accrued.

It was considered at low cost and high result implementation which by itself highlights the success and the benefits.

Questions

1. Why did the Big Bang approach fail for The Hershey Company ? (20)

Section C: Applied Theory (30 marks)

1. What is the difference between ERP and CRM software? (15)

2. What are some of the risks associated with ERP software? (15)

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