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(DEMB 11)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
Paper – XI : BUSINESS POLICY AND STRATEGIC MANAGEMENT
Maximum : 25 MARKS
Answer ALL questions
1) a) Board of Directors.
b) Strategic planning.
c) Forces of competition.
d) Strategy evaluation.
e) BC G matrix.
f) Diversification.
2) What are the techniques used in organisational analysis?
3) State the issues in the implementation of strategies in marketing.
4) Examine the steps involved in the formulation of strategy at the business unit
level.
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(DEMB 11)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
Paper – XI : BUSINESS POLICY AND STRATEGIC MANAGEMENT
Maximum : 25 MARKS
Answer ALL questions
1) Describe the role of Board of Directors.
2) ‘Organisations respond to environmental uncertainty, complexity and
dynamism’. Comment.
3) State the advantages of acquisitions as a means of diversification over others.
4) Chocolate Makers ‘Hershey’s Ine, USA and ‘Ferrero SpA, Italy are
considering a joint bid to buy out’ Cadbury Plc, which could help the British
confectioner tend off a hostile take over by Kraft. Foods Inc, USA this move is
the strongest sign of a possible rwal bid to Kraft’s $ 16.7 Billion offer which
Cadbury rejected and said was "derisory".
Parallely Ferrero could join financial investors and private equity players
considered friendly to cadbury, for a possible alliance. With this proposal, the
advantage for cadbury shareholders is that they would continue to hold shares
in a high growth confectionery group having UK listing rather than being paid
around 50% equity in a low growth US listed conglomerate having a turn over
of $ 11.7 billion a year. Ferrero, has an annual sale of $ 9.3 billion with 18
factories and 21600 employees worldwide. It is also known for its Kinder
‘Chocolates and’ ‘Tic- Tac’ candy.
Questions:
i) Explain ‘intensive’ and ‘integrated growth strategies’ adopted by these
conglomerates.
ii) Explain the five types of competitive advantages pursued by Hershey's
and Ferrero, while formulating their strategic plans; and
iii) Why do companies resort to hostile bidding ?
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(DEMB 12)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
Paper – XII : INTERNATIONAL BUSINESS
Maximum : 25 MARKS
Answer ALL questions
1) a) Scope of international business.
b) Anti-dumping.
c) Cross culture.
d) Negotiations.
e) LDCS.
f) SDRs.
2) Bring out the role of regional cooperation in international trade.
3) Critically examine the theory of mercantilism.
4) State the relevance of subsidy in international business.
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(DEMB 12)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
Paper – XII : INTERNATIONAL BUSINESS
Maximum : 25 MARKS
Answer ALL questions
1) What are the advantages and disadvantages of MNCs?
2) Enumerate the contribution of WTO to international business.
3) State the difficulties encountered in HRM by MNCS.
4) The Star Corporation is a Hong Kong manufacturing firm that is going to do
business in mainland China. The company’s contract with the Chinese
government calls for it to supply technical know-how and machinery for
producing consumer electronics. These products are not state of the art, but
they will be more than adequate for the needs of the Chinese consumers. Star
has agreed to sell the Chinese its plant, which was being closed because it was
no longer competitive.
The Chinese will pay to move all the machinery and equipment to their
country and install it in a factory that is currently being modified for this
purpose. The two will then become partners in the venture. Star will provide
the management and technical expertise to run the plant, and the Chinese will
provide the workers and will be responsible for paying for all the output. Star
will receive an annual fee of $ 3 million and 5 percent of all sales.
The Star management is very pleased with the arrangement although they are
of Chinese descent, they have lived in Hong Kong all their lives and know
relatively little about doing business either with or in China. To provide Star
with the necessary information and assistance, a native of China, educated
there but living in Hong Kong the past 5 years, was brought in. The individual
told the company the following facts about China:
Chinese managers do not plan. They are usually told what to do and they do it.
Planning is handled by others and simply passed on to them.
Chinese managers are not concerned with profit or loss. They simply do their
jobs and let the government worry about whether the operation is making
money.
No rewards are given to workers who perform well; everyone is treated the
same. If there is no work, the workers are still paid, although they may not be
required to come to the factory.
There is a basic aversion to individual decision making; most decisions are
collective efforts.
The current government of China would like its managers to learn how to run a
profit oriented operation and eventually eliminate the need for foreign
managerial assistance.
When outsiders tell Chinese how to do things, they have to be careful not to
insult or offend the Chinese who are often sensitive about the way they are
treated.
Questions:
a) What selection criteria would you recommend to Star when deciding
whom to send to China?;
b) What procedures should the company use in making the final selection?;
and
c) What type of repatriation agreement would you recommend the firm use ?
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(DEMB 13)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
Paper – XIII : MANAGEMENT INFORMATION SYSTEMS
Maximum : 25 MARKS
Answer ALL questions
1) a) Hardware
b) Data filing
c) Computer networks
d) Distributed environment
e) Time sharing
f) Features of MIS
2) What are the foundations of MIS?
3) State the steps involved in the analysis and design of system.
4) Assess the importance of computer network system.
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(DEMB 13)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
Paper – XIII : MANAGEMENT INFORMATION SYSTEMS
Maximum : 25 MARKS
Answer ALL questions
1) Bring out the future trend of DBMS.
2) Describe the basic network topologies.
3) Elucidate the applications of information technology.
4) Recent surveys by Gartner Group and Forrester research show that CIOS over whelmingly
favour finance as their top priority for business process reengineering and that financial
information systems can become invaluable decision support systems.
There are many reasons for the growing interest in developing financial information systems
and using them to achieve business goals. First, many financial system are aging because
finance was one of the first functions to be automated in companies. Hence, many venerable
accounting and financial systems are now in desperate need of redesign and rebuilding
second, more and more managers need financial information to make decisions concerning
every aspect of the business, from choosing a marketing campaign to developing new
products. But that information is not always reading available or complete and many
financial reports are in summary form, insufficient to meet management’s need for detailed
information.
At Viacom International, the New-York based parent of MTV, Nickelodeon and other
entertainment interest, the CFO teamed with executives from sales, marketing and
contracting to lead the company new directions. Because financial processes are so
intertwined with the processes of other departments, top managers felt that redesigning
finance should ideally be part of a company wide, comprehensive reengineering project.
Although some turf wars were inevitable executives involved in this large-scale efforts to
reorganize the Company were persuaded to support cross-departmental process change
viacom targeted its financial system to find a better way to handle the financial reporting of
its wholly owned subsidiaries which it is acquiring at the rate of about three every year.
Another goal in rebuilding the financial application was to eliminate the Company’s
dependence on paper, particularly the financial transaction which often involve re-keying,
rechecking and doing accruals. The company plans to develop a systems which reduces
paper pushing and facilities the electronics transmission of transactions from one decision
maker to the next. Another goal of the Company is to build financial systems that give
decisions makers time to analyze data rather than spending their time collecting it.
Questions:
a) Identify the reasons why financial information systems are excellent tools for facilitating
decision making; and
b) Explain why financial information systems were at the centre of initiating change at Viacom.
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(DEMBC 1)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – I : HUMAN RESOURCE PLANNING AND DEVELOPMENT
Maximum : 25 MARKS
Answer ALL questions
1) a) Task Analysis.
b) Objects of employee monitoring.
c) HRP at macro level.
d) Quality management system.
e) HRD climate.
f) HRD in voluntary organizations.
2) Explain the strategies employed in HRD.
3) Describe the monitoring of activities under HRD.
4) Bring out the recent trend in HRD in India.
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(DEMBC 1)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – I : HUMAN RESOURCE PLANNING AND DEVELOPMENT
Maximum : 25 MARKS
Answer ALL questions
1) Discuss the techniques employed to forecast HR.
2) Give an account of HRD in police.
3) Examine the impact of culture on HRD.
4) You are a Director of education at a 400 bed hospital. Authorisation has just
been received to create a new job title “Nurse Aide” and to hire 30 individuals
over the next year. None of the other hospitals in your area have a similar job
title, there are no occasional training programme producing nurse aid in your
part of the state. You have been requested to develop a combined classroom and
training Programme (on the job) for the new job. You have a staff of one
secretary and two trainers (who are degreed nurses) to help you. Recruiting will
begin in three months and the first “Class” of fifteen nurse aids will begin
training in four months.
Questions:
i) Develop a complete plan and timetable for needs assessment for this
project; and
ii) What sources of information will you use ?
iii) What methods will you use ?
iv) What kinds of information do you need to get ?
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(DEMBC 2)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – II : ORGANISATIONAL DYNAMICS AND CHANGE MANAGEMENT
Maximum : 25 MARKS
Answer ALL questions
1) a) Define change.
b) Organisational dynamics
c) Interventions in Organisational change
d) Causes for resistance to change
e) Management of diversity
f) Group formation
2) Differentiate between formal groups and informal groups.
3) How does responsibility become a source of stress?
4) How does organizational culture differ from social culture?
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(DEMBC 2)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – II : ORGANISATIONAL DYNAMICS AND CHANGE MANAGEMENT
Maximum : 25 MARKS
Answer ALL questions
1) Discuss the process of managing resistance to change.
2) How do you evaluate the organizational change programme?
3) Bring out some modes of organizational change.
4) Columbia Broadcasting System (CBS) is one of the three major communication
networks in America and is involved in television, radio, records, books and
magazine publishing. All major corporate decisions are made by the board of
directors which decides the fate of millions of dollars and thousands of jobs,
careers and reputations. With so much at stake, corporate politics plays a very
important role in making decisions. Such political play is indicated by a major
top level shake-up in the company in 1986. The story of this shake down began
earlier.
In 1980, the founder and chairman of CBS, William Paley hired Thomas
Wyman as Chief Operating Officer (CEO) of the company. Three years later in
1983, because of some economic setbacks and personality conflicts, the board
of directors forced Paley out of the Chairman’s position and appointed Wyman
as the Chairman. This was a big blow to Paley who had started the company and
had brought it up to be one of the major media leaders in the country.
Unfortunately he could not anticipate the political ploy played by Wyman and
his supporters in the board.
From 1983 to 1986, when the big shake up occurred, CBS went through a
number of significant events affecting its operations and its future. For example,
in 1985, a group of entrepreneurs showed its interest in buying the company. On
that speculation, the company stock share value rose and a number of financial
investors made bids for the company, among these bidders was Ted Turner, who
currently owns CNN, the news channel. Turner expressed his desire to focus
purely on broadcasting business and sell off other entities such as records, books
and magazine publishing. None of these bids materialized and CBS started
slipping in its stock price and doing poorly financially.
Another bidder Laurence Tisch bought about 25 per cent of the company
stock in 1985 and by virtue of his portfolio, he was appointed to be a member of
the board of directors.
On the fateful day of September 10, 1986, in a board meeting, William
Paley, who was still on member of the board, tried unsuccessfully to remove
Wyman as Chairman of the company. Wyman had appointed some board
members who supported him along with some others. However, Wyman was
afraid that either Tisch or some other group unfriendly to him might make an
offer to CBS that would be acceptable and he might find himself in a hostile
environment with that fear in mind, Wyman played his card. He announced that
Coca Cola company was willing to by CBS.
This statement stunned the entire board as none of the members knew
anything about it. The company had been fighting to remain independent since
the first bid and now Wyman was asking the board to consider selling the
company to Coca Cola whose leaders were known to be friendly with Wyman.
Since none of the board members knew of this offer prior to the announcement
by Wyman, this made them suspicious that Wyman was negotiating with Coca
Cola behind their backs. They could not know whether this offer was real or
simply a political ploy by Wyman, since he did not bring any concrete evidence
to support his claim, or any other paper suggesting a solid commitment by Coca
Cola, at the meeting.
The move cost Wyman his credibility and integrity and the board became
highly suspicious of his motives. Both Tisch and Paley refused to consider the
offer the many other board members joined them. Wyman was forced to resign
and the board asked Tisch to act as CEO and Paley returned to his position as
Chairman. Soon after, CBS started selling its records, books and magazine
publishing business, which interestingly enough was the focus of Ted Turner
who was one of the original bidders but failed to buy the company. As a post
script to this meeting, it may be noted that Tisch consolidated his position as
CEO of the company and was in solid and total control of CBS within two years
of the shake up on September 10, 1986.
Questions:
a) What type of power and politics you think both Paley and Wyman in
play in the final shake up at CBS?
b) Do you think the various bids to buy CBS in 1985 were real or could
they have been manipulated by vested interests to raise the stock share
price of the company; And
c) Given the later information that Tisch came in firm control of the
company within two years of this shake up, do you think that Tisch was
playing silent politics all along.
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(DEMBC 3)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – III : LABOUR LEGISLATION AND IR
Maximum : 25 MARKS
Answer ALL questions
1) a) Duties of conciliation officer
b) Working hours of adults
c) Occupational disease
d) Standing disputes
e) Authorized deductions
f) Principles of natural justice
2) Explain the significance and relevance of labour legislation to HRM.
3) State the salient features of Equal Remuneration Act, 1976.
4) Discuss the process of workers participation in management.
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(DEMBC 3)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – III : LABOUR LEGISLATION AND IR
Maximum : 25 MARKS
Answer ALL questions
1) Describe the machinery available for prevention and settlement of industrial
disputes.
2) Assess the success of collective bargaining in India.
3) State the causes for the rise modern social legislation.
4) Mr. Kamble was a fitter in a workshop drawing a wage of Rs. 890/- p.m. His
duty hours were from 10.00 a.m. to 5.00 p.m. He was provided with company
accommodation – about 30 minutes walk through regular road, but no transport
was provided.
A railway line and siding divided the workplace belonging to the residences
provided by the company. There was a bridge over the rail track also, but it was
hardly ever used as it was at a distance from the residences and one had to walk
a long way. (Customarily the workers, after finishing their work, go to the
washing place, wash up and then proceed to their quarters in colony through the
kutcha road since this was a shortcut and also saved time).
On the fateful day, Mr. Kamble after completion of his work at 5.20 p.m. (some
workers used to work beyond shift hours to complete the given work but never
claimed OT for the same) went to the work place, washed and then proceeded
towards his residence. At 5.34 p.m. just outside the workshop gate on the
Railway Siding Railway line which he was crossing to get into the kutcha road
leading to his house, he met with an accident by a moving engine coming out
for trial and died on the spot.
The Administration arranged for funeral at their CO St. since Mr. Kamble was
very young and also recently married, hardly about six months ago, the
management gave an ex-gratia payment of Rs. 5,000/- and a tailoring machine
so that she could rehabilitate herself in her future.
The family claimed compensation under Workman’s Compensation Act. While
the Welfare Officer supported and forwarded the claim stating that the accident
arose out of and in the course of employment, the Accounts raised an objection
stating that compensation is not payable since the accident took place outside
the workspot, not even on the regular road to the employees house and the
whole thing can be attributed to sheer negligence of the employee, not arising
out of nor in the course of the employment.
Questions:
a) With whom do you agree? Why?
b) How will you dispose of the case as a Manager of the Company?
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(DEMBC 4)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – IV : ORGANISATIONAL BEHAVIOUR
Maximum : 25 MARKS
Answer ALL questions
1) a) Johari window.
b) Attitude.
c) Behaviouralism.
d) MC Gregor.
e) Leader-member relationship.
f) Organisational culture.
2) Explain the nature and scope of OB.
3) Elucidate the formation of groups.
4) Critically examine Maslow’s theory of motivation.
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(DEMBC 4)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – IV : ORGANISATIONAL BEHAVIOUR
Maximum : 25 MARKS
Answer ALL questions
1) Which type of leadership style is best suited to India and why?
2) State the impact of job satisfaction on employee performance.
3) Describe the determinants of organizational climate?
4) Dharam Singh, general manager at 'Prithviraj Chemicals’ was worried
about his future even through he had been told that after 'Prithviraj Chemicals’
is merged with Orchid Pharmaceuticals he would be promoted and also be
required to shoulder the additional responsibility of identifying those who
should be retained as employees even after the merger. Dharam was concerned
because he had heard that the organisational culture at ‘Orchid’ was computer
driven, while at ‘Prithviraj Chemicals’, the focus was on “relationship”.
A month later after the official merger of the two companies, the now
management took the decision to shift the headquarters to Bangalore from
Mysore. This decision when communicated to its employees, (many of
‘Prithviraj Chemicals’) had approached Dharam Singh to ask ‘Why was the
new management shifting its Head Quarters to a new place (Bangalore) was it
because the two managements did not trust each other?’ This question was
posed especially because most of Prithviraj’s employees had became used to
the ‘quite, risk averse and friendly work environment' and were worried
whether in Bangalore, with its cosmopoliton’ outlook would lead to cultural
clashes.
As anticipated there were certain instances which had Dharam Singh
wondering how to solve such cultural differences. The ‘Prithviraj Employees’
consensus, relationship-result oriented approach always believed in an open
communication system with all employees keeping each other informed about
any decision and bring about a consensus in all the decisions taken. Whereas,
the ‘Orchid’ employees were individually only concerned with their individual
work i.e., they were more focused on ambitious cost-cutting goals and each
employee was individually responsible for quantifiable results.
• Whenever any work related problem arises, the ‘Prithviraj
Employees’ adopted an attitude ‘Tell us about the problem from all angles and
we will discuss and tell you how best to handle it’. In contrast, the ‘Orchid’
employees attitude was ‘just tell me how this problem will/may affect my
work I am not interested in the whole problem’.
• Many of ‘Orchid’ employees had worked in other cities of North
India and few of them had also travelled abroad for official work and thus
were more confident more computer savvy tough and didn’t mince words.
Because of this, the ‘Prithviraj’ employees felt threatened and preferred to
describe ‘Orchid’ employees as ‘loners’, ‘tough’ and hard working’.
• At ‘Prithviraj’, employees were required to make weekly financial
and staffing updates to their ‘bosses’. However, at Orchid this formality was
considered to be a waste of time and they didn't adopt accept this Practice
• Dharam Singh had been with ‘Prithviraj’ since the last 12 years
and knew that ‘Sudhir’ (the M.D. at ‘Prithviraj’) had a lot of confidence in him
when he had said ‘Dharma, I am very sure that we can count on you to see that
there is no dissent among the employees after the merger. The new company is
looking upon you to solve the societal-level cultural difference which is
prevailing among the employees, so that we can have our own unique culture
which would be a blend of both ‘Prithviraj’ and ‘Orchid's way of doing
business’.
Questions:
i) Understanding the type of culture followed by ‘Prithiviraj’ and ‘Orchid’,
what type of culture should the newly merged company adopt; and?
i) Can you suggest ways to help ‘Dharam Singh’ to handle the cultural
differences?
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(DEMBC 5)
ASSIGNMENT - 1, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – V : EMPLOYEE COMPENSATION MANAGEMENT
Maximum : 25 MARKS
Answer ALL questions
1) a) Living wage.
b) Adjudication.
c) Incremental time scale.
d) Incentive.
e) Compensation in MNCs.
f) Job evaluation.
2) State the recent trend in compensation management.
3) Explain different methods of Job Evaluation.
4) State the procedure of installing incentive system of Wage Payment.
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(DEMBC 5)
ASSIGNMENT - 2, DEC - 2014.
EXECUTIVE M.B.A. DEGREE EXAMINATION
First and Second Years
GROUP C — Human Resource Management
Paper – V : EMPLOYEE COMPENSATION MANAGEMENT
Maximum : 25 MARKS
Answer ALL questions
1) Examine the working of Wage Boards.
2) How is wage determined in India.
3) Describe the evolution of DA.
4) Last year, and in three of the five preceding years, NPC India incurred heavy
losses. Although a large conglomerate, NPC has found these losses hard to
accept and has sought to place a freeze on wage increases for its executives.
However, after conferring with the Directors, CEO has decided to offer non
financial incentives. His reasoning was that the competition was headhunting,
and to make such a blatant no-increase statement might cause the more–
promising executives to leave the organization. This, he felt, would be
extremely detrimental. He believed that when times were tough, as they had
been, that is when excellent managers are needed. Losing them now could only
snowball the decline.
Accordingly, the Board of Directors has voted to provide each executive with
a membership in the local health club. While considered a permanent perk and
in lieu of a raise this year, the board rationalized that managing the corporation
in the months ahead would be extremely stressful and that this membership
would be a means of reducing the stress while enabling the executives to
become healthier.
Unfortunately, however, the perk was not enough. Grumbling about the chain
of events, two executives jumped ship, the ones that stayed did so because of
their time invested in the company’s pension. However, they too were upset
over the board’s decision.
Questions :
a) How could this perk have been offered or marketed better to these
executives? ;
b) What do you believe is the reason why most of the executives did not find
the perk rewarding? ;
c) Faced with a similar dilemma, what would you have done if you had been
the chairman of the Board? What would you do now that the executives are
upset?
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