Questions On C

Dr. K. N.
Modi University,
Newai Rajasthan
QUESTION BANK
(3rd Semester B.Tech) VOLUME - II
NAME BRANCH ROLL NO :_____________________________________ : ____________________________________ : ____________________________________
Campus: Plot No. INS-1, RIICO Industrial Area Ph-II, Newai, Distt. Tonk, Rajasthan 304021 (India) E-mail : contact@dknmu.org Website : www.dknmu.org Contact No. 08875010002/08 1|Page
CONTENTS
S. No. 1. 2. 3. 4. 5. 6. 7. 8. Particulars SYLLABUS : Page No. 4 5 6 7 8-28 29-69 70-95
OBJECT ORIENTED PROGRAMMING & C++ TOTAL QUALITY MANAGEMENT HUMAN RESOURCE MANAGEMENT
QUESTION BANK
OBJECT ORIENTED PROGRAMMING & C++ TOTAL QUALITY MANAGEMENT HUMAN RESOURCE MANAGEMENT
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Dr. K. N. Modi University,

Newai Rajasthan
SYLLABUS
For 3rd Semester
B.Tech Programme
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OBJECT ORIENTED PROGRAMMING & C++

Subject Code: 02BT305
Course Objective: Object-oriented programming (OOP) is a Programming Paradigm that uses objects data structures consisting of data fields and methods together with their interactions to design applications and computer programs. Unit 1 Introduction to OOP: Procedural Programming, Object oriented Programming Paradigm, Basic concept of object oriented programming: Object, class, data abstraction and encapsulation, Inheritance, Polymorphism, dynamic binding, message passing, application of OOP. Unit - 2 Tour of C++: Application of C++, A simple C++ program, structure of C++ program. Basic Facilities: Data Types, new operators and keywords, Type conversions in C++, Classes and Objects, Defining data members and member functions, Static class members, Array of objects, Constructors and Destructors Unit - 3 Inheritance: Introduction, Base class and derived class, Types of Inheritance: single, multilevel, multiple, hierarchical, hybrid, Virtual base class, Abstract class, this pointer, Virtual functions and pure virtual functions. Unit - 4 Polymorphism: Run time, Compile time, Early binding, Late binding, Functions: Call by reference, Function overloading, Inline Functions, Friend Functions. Unit - 5 Operator Overloading: Overloading unary and binary operators, overloading using friend functions. Exception handling: Error Handling, Exception Specification (i.e. Usage of Try, Catch, Throw). Examination Scheme: Component Assignment Weightage Reference Books:
1. 2. 3. 4. 5. James Rumbaugh, Object Oriented Modeling and Design, PHI Herbert Schieldt, The Complete Reference: Java, TMH. E. Balaguruswamy, Programming in JAVA, TMH. Thinking in C++ - Bruce Eckel. Rajesh K. Shukla Object Oriented Programming in C++.
25
Mid Term University Examination Examination 15 60
Total 100
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Total Quality Management

Course Objective: To make students familiar with Quality and Quality Control, Inspection and Quality Characteristics Demigs Philosophy, Characteristics of Quality Leaders, Benchmarking and competitive analysis Quality by design, and Control Charts for attributes ,p chart , n p chart, c chart or U chart, Introduction to design experiments, Terminology used in design experiments, some important design , quality control.
Unit1:
Quality and Quality Control, Inspection , Quality Characteristics, Probability Distributions, Binomial Distribution, Poisson Distribution , Normal approximation to binomial, Evolution of Quality, TQM concepts.
Unit2:
Demigs Philosophy , Gurus of TQM, 5 Principles of TQM , History of Quality control in India, TQM organization, Leadership, Characteristics of Quality Leaders, Role of TQM Leadership
Unit3:
Continuation Process Improvement, the PDSA cycle, 6 sigma Quality, Tools and Techniques of TQM, Benchmarking and competitive analysis, Quality by design, statistical process control, TQC tools, process capability.
Unit4:
Control Charts for attributes ,p chart , n p chart, c chart or U chart, acceptance sampling, types of sampling plans, operating characteristics curve, double Sampling plan, reliability, redundancy,
Unit5:
Experimental design, Introduction to design experiments, Terminology used in design experiments, some important design , quality control, statistical quality control tables, Binomial Distribution, Poisson Distribution , Normal Curve , T distribution, Chi- Square Distribution. Reference Books 1. DaleH.Besterfield et al, Total Quality Management, Third edition, Pearson Education (First Indian Reprints 2004). 2. ShridharaBhat K, Total Quality Management Text and Cases, First Edition 2002, Himalaya Publishing House. 3. William J.Kolarii, Creating Quality, Mcgraw Hill, 1995. 4. Poornima M.Charantimath.Total Quality Management, Pearson Education, First Indian Reprint 2003
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Human Resource Management

Objectives: The objective of the course is to familiarize students with the different aspects of managing Human Resources in the organization through the phases of acquisition, development and retention. Course Contents Unit I: Introduction: Concept, Nature, Scope, Objectives and Importance of HRM; Evolution of HRM; Challenges of HRM; Personnel Management vs. HRM. Unit II: Acquisition of Human Resources: HR Planning: Meaning, Objectives, Significance & process; Job Analysis Job Description and Job Specification; Difference between Recruitment and Selection Unit III: Training and Development: Concept and Importance of Training; Types of Training; Design of Training Programs; Evaluation of Training Effectiveness. Job Changes Transfers, Promotions/Demotions, separations & Lay Off. Unit IV: Job Evaluation Concept, Process and Significance; Components of Employee Remuneration Base and Supplementary; Performance and Potential Appraisal Concept and Objectives; Traditional and Modern Methods, Limitations of Performance Appraisal Methods, 360 Degree Appraisal Technique; Overview of Employee Welfare, Health and Safety, Social Security. Unit V: HRM Strategies for the New Millennium: Role of HRM in strategic management; human capital; emotional quotient; mentoring. Socialization & Paternalistic approach.
Text Books 1. Aswathappa, K., (2010), Human Resource Management, McGraw Hill Education. 2. DeCenzo, D. A. and Robbins, S.P. (2007), Fundamentals of Human Resource Management, 9th edition, John Wiley. 3. Durai, Praveen, (2010), Human Resource Management, Pearson Education. 4. Monappa, A. and Saiyadain, M: Personnel Management, McGraw-Hill Education. 5. Dessler, Gary : Human Resource Management, Pearson Education. 6. Jyothi, P. and Venkatesh, D.N, (2006), Human Resource Management, Oxford Higher Education.
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QUESTION BANK FOR

OBJECT ORIENTED
PROGRAMMING & C++
(02BT305)
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OBJECT ORIENTED PROGRAMMING USING C++

UNIT I SECTION: A
1) C++ was originally developed by: a) Nicolas Wirth b) Donald Knuth c) Bjarne Stroustrup d) Ken Thompson 2) The standard C++ comment : a) / b) // c) /* and */ d) None of these 3) The preprocessor directive #include is required if a) Console output is used b) Console input is used c) Both a and b d) None of these 4) When a language has the capability to produce new data type, it is called: a) Extensible b) Overloaded c) Encapsulated d) Reprehensible 5) State the object oriented languages: a) C++ b) Java c) Eiffel d) All the above 6) The value of EOF is : a) 1 b) 0 c) Infinity d) -1 7) What is the notation used to place block of statements in a looping structure in C++? a) % % b) ( ) c) { } d) None of the Above 8) Which of the following language given below uses the concepts of OOPs? a) C++ b) Java c) C# d) All the above 9) What is used to convert C++ source code in to object modules?
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a) Compiler b) Linker c) Both a and b d) None of the Above 10) The first fully Object-oriented language is : a) Java b) C++ c) Simula d) None of the above 11) Which of the following remains static in a C++ program? a) Class b) Object c) Both a and b d) Noen of the above. 12) Objects have : a) Behavior b) State c) Both A and B d) None of the Above 13) An instance of a user-defined type is called : a) Class b) Object c) Method d) None of these 14) The isolation of data from direct access by a C++ program is called as : a) Data Hiding b) Data Isolation c) Data Encapsulation d) None of the Above
15) Which of the following denotes feature of OOPS? : a) Inheritance b) Encapsulation c) Polymorphism d) All the Above Answers: 1) 2) 3) 4) 5) 6) 7) 8) ( c ) Bijarne Stroustrup ( b) // ( c ) Both a and b ( a) Extensible ( d) All the above ( d) -1 (c ) { } ( d) All the above
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9) ( a) Compiler 10) ( c) Simula 11) ( a ) Class 12) ( c) Both a and b 13) ( b) Object 14) ( a ) Data hiding 15) (d ) All of the above
SECTION: B
1) What is procedure oriented language? Conventional programming, using high level language such as COBOL, FORTRAN and C are commonly known as procedure oriented language (POP). In POP numbers of functions are written to accomplish the tasks such as reading, calculating and printing. 2) Give some characteristics of procedure oriented language? Emphasis on doing thing (algorithms). Larger programs are divided into smaller programs known as functions. Most of the functions share global data. Data move openly around the system from function to functions. Employs top down approach in program design. 3) What are the features of object oriented programming language? Emphasis is on data rather than on procedure. Programs are divided in to objects. Data is hidden and cannot accessed by external functions Follows bottom up approach in program design. 4) What are the basic concepts of OOPS? Objects Classes Data abstraction and Encapsulation Inheritance Polymorphism Dynamic binding Message passing 5) What is data abstraction? The insulation of data from direct access by the program is called the data hiding or information hiding. The data is not accessible to the outside world and only those functions, which are wrapped in the class, can access it. 6) Write the process of programming in an object oriented language? Create classes that define objects and their behaviour. Creating objects from class definition. Establishing communication among objects. 7) What are the advantages of OOPS? The principle of data hiding helps the programmer to build secure programs that cannot be invaded by code in other parts of the program. It is possible to have multiples instances of an object to co-exist without any interference. Object oriented programming can be easily upgraded from small to large systems. Software complexity can be easily managed.
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8) What are the features required for object based programming language? Data encapsulation Data hiding and access mechanisms. Automatic initialization and clear up of objects Operator overloading. 9) What are the features required for object oriented programming language? Data encapsulation Data hiding and access mechanisms. Automatic initialization and clear up of objects Operator overloading Inheritance Dynamic binding. 10) What are the application areas of OOPS? Real time systems Simulation and modeling Object oriented systems AI and expert systems 11) What are objects? Objects are basic run time entities in object oriented system. They may represent a person, a place, a bank account, a table of data or any item that the program has to handle. Each object has the data and code to manipulate the data and these objects interact with each other. 12) What is a class? The entire set of data and code of an object can be made a user defined data type with the help of a class. Once a class has been defined, we can create any number of objects belonging to the class. Classes are user defined data types and behave like built in types of the programming language. 13) What is encapsulation? Wrapping up of data and function within the structure is called as encapsulation. 14) What are the features of C++? Since C++ allows us to create hierarchy related objects, we can build special object oriented libraries, which can be used later by any programmer. C++ is easily maintainable and expandable. C part of C++ gives language the ability to get close to the machine level details. It is expected that C++ will replace C as general purpose language in the near future. 15) What are the rules of naming the identifiers in C++? Only alphabetic characters, digits and underscore are permitted. The name cannot start with a digit. The upper case and lower case letter are distinct. A declared keyword cannot be used as identifier.
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UNIT II SECTION: A
1) The operator << is called: a) Insertion operator b) Put to operator c) Either a or b d) None of these. 2) The operator >> is called: a) Extraction operator b) Get form operator c) Either a or b d) None of these 3) A constructor is called whenever: a) A object is declared b) A object is used c) A class is declared d) A class is used 4) A class having no name: a) Is not allowed b) Cant have a constructor c) Cant have a destructor. d) Can't be passed as an argument 5) The differences between constructors and destructor are: a) Constructors can take arguments but destructor can't b) Constructors can be overloaded but destructors can't be overloaded c) Both a and b d) None of these 6) A destructor takes: a) One argument b) Two argument c) Three arguments d) Zero arguments 7) Constructors are used to: a) Initialize the objects b) Construct the data members c) Both a & b d) None of these 8) In C++ a function contained within a class is called: a) A member function b) An operator c) A class function d) A method 9) Variables that are declared, but not initialized, contain: a) Blank spaces b) Zero
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c) Garbage value d) None of these 10) In C++ 14 % 4= a) 1 b) 2 c) 3 d) 4 11) The name of a variable is known as its: a) Identifiers b) Constant c) Data type d) Base 12) A variable is given a value through: a) Osmosis b) The cout statement c) The <iomanip.h> header file d) An assignment statement 13) Reference to its own class can be accepted by : a) Constructor b) Copy constructor c) Both a and b d) None of the above 14) The member functions of a class can be defined outside the class using a) Extraction Operator b) Insertion Operator c) Scope resolution operator d) None of the Above 15) The block of memory allocated by the new is released by using : a) Delete b) Realloc c) Both a and b d) None of the Above Answers: 1) (c) Either a and b 2) (c) Either a and b 3) (a) A object is declared 4) (c) Cant have a destructor. 5) (c ) Both a and b 6) (d) Zero arguments 7) (a) Initialize the objects 8) ( a) A member function 9) ( c) Garbage value 10) (b) 2 11) (a) Identifiers 12) ( d) An assignment statement 13) ( c) Scope resolution operator
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14) ( a) Pointer 15) ( a) delete
SECTION: B
1) What are the data members and member functions? Classes use the concept of abstraction and are defined as a list of abstract attributes such as size, weight and cost and uses functions to operate on these attributes. The attributes are sometimes called as data members because they hold information. The functions that operate on these data are called as methods or member functions. EX: int a, b; // a, b are data members. Void getdata (); // member functions. 2) What are the tokens? The smallest individual units in a program are known as tokens. C++ has the following tokens: Keywords Identifiers Constants Strings Operators 3) What are the keywords? The keywords are the explicitly reserved identifiers and cannot be used as names for the program variable or other user defined program elements. Ex: if, switch, union etc. 4) What are the operators available in C++? All operators in C are also used in C++. In addition to insertion operator << and extraction operator >>the other new operators in C++ are: : Scope resolution operator : : * Pointer to member declarator ->* Pointer to member operator .* Pointer to member operator Delete memory release operator Endl Linefeed operator New Memory allocation operator Setw Field width operator 5) What is scope resolution operator? Scope resolution operator is used to uncover the hidden variables. It also allows access to global version of variables. Scope resolution operator is used to define the function outside the class. Syntax: Return type<class name> :: <function name> Eg: Void X : : getdata() 6) What are the free store operators or memory management operator? New and delete operators are called as free store operators since they allocate the memory dynamically. New operator can be used to create objects of any data type. Delete operator is used to release the memory space for reuse.
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7) What are manipulators? Setw , endl are known as manipulators. Manipulators are operators that are used to format the display. The endl manipulator when used in an output statement causes a line feed to be inserted and its effect is similar to that of the newline character \n. 8) Define constructor? A constructor is a special member function whose task is to initialize the objects of its class. It is special because its name is same as class name. The constructor is invoked whenever an object of its associated class is created. It is called constructor because it constructs the values of data members of the class. Eg: Class Integer { --------Public: Integer(); // constructor -------} 9) Define default constructor. The constructor with no argument is called default constructor. Eg: Class Integer { Int m ,n; Public: Integer(); // constructor -------} Integer: : Integer () // default constructor { m=0; n=0; } 10) Define parameterized constructor? Constructor with arguments is called parameterized constructor. Class Integer { Int m ,n; Public: Integer (int x, int y) // parameterized constructor { m=x ; n=y; } 11) Define copy constructor. A copy constructor is used to declare and initialized an object from another object. It takes a reference to an object of the same class as an argument. Eg: integer i2(i1); 12) Define dynamic constructor.
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Allocation of memory to objects at time of their construction is known as dynamic constructor. The memory is allocated with the help of NEW operator. 13) Define destructor. It is used to destroy the object that has been created by constructor. Destructor name is also same name as class name preceded by tilde symbol (~); 14) Write some special characteristics of constructor. They should be declared in public section. They are invoked automatically when the objects are created. They do not any return type. They cannot be inherited. They can have arguments. 15) Define multiple constructors (constructor overloading). That class that has different types of constructor is called multiple constructors. Eg: Class Integer { Int m ,n; Public: Integer () // default constructor { m=0; n=0; } Integer (int x, int y) // parameterized constructor { m=x; n=y; } Integer (&i) // copy constructor { m=i.m; n=i.n; } Void main() { Integer i1, // invokes default constructor Integer i2 (4, 5), // invokes parameterized constructor Integer i3 (i2), // invokes copy constructor }
UNIT III SECTION: A

1) Inheritance in C++ have default access specifier as : a) Private b) Public c) Protected d) None of the Above
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2) Which of the following denote advantages of inheritance? a) Saves program development time b) Code reusability c) Both A and B d) All the Above 3) Which of the following includes the concept of derived classes in C++? a) Encapsulation b) Polymorphism c) Inheritance d) None of the Above 4) Pure virtual function in C++ is one in which the virtual function : a) has no body b) has at least one member c) which cannot be inherited d) None of the Above 5) The data members and member functions that are only available to derived classes are : a) Private b) Public c) Protected d) None of the above 6) Virtual functions are defined in : a) Derived class b) Base class c) Both a and b d) None of the above 7) The vtable entry for a pure virtual function in C++ is: a) Zero b) NULL c) One d) No entry in vtable 8) The fields in a class of a C++ program are by default: a) Private b) Public c) Protected d) None of these 9) The private member in derived class: a) Cannot be inherited b) Can be inherited at all instances c) Can be inherited only if the derived class is inheriting from base class with private access level d) None of the Above 10) The process by which object of one class acquires the properties of object of another class is : a) Encapsulation b) Data hiding c) Inheritance d) polymorphism 11) The derived class is also known as : a) Superclass
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b) Subclass c) Parentclass d) None of the above 12) Polymorphism is extensively used in implementing : a) Inheritance b) Encapsulation c) Data hiding d) None of the above 13) Which of the following statements are TRUE? a) Reference variables must be initialized in C++ b) Array of reference is possible c) Both A) and B) d) None of the Above 14) Inheritance is also known as : a) Has a relationship b) Is a relationship c) Both a and b d) None of the above 15) A class which is not used to make objects is: a) Base class b) Derived class c) Abstract class d) Parent Class Answers: 1) 2) 3) 4) 5) 6) 7) 8) 9) ( a) Private ( c ) Both a and b ( c) Inheritance ( a) Has no body ( c) Protected ( a) Derived class ( b) NULL (a ) Private ( c) Can be inherited only if the derived class is inheriting from base class with private access level 10) ( c) Inheritance 11) (b ) Subclass 12) ( a) Inheritance 13) (a) Reference variables must be initialized in C++ 14) ( b) Is a relationship 15) ( c) Abstract Class
SECTION: B
1) What is base class? Classes may be used to create other classes. A class that is used to create (or derive) another class is called the base class. The parent class of a derived class is called base class. 2) What is a derive class?
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A class that was created based on a previously existing class (i.e., base class). A derived class inherits all of the member variables and methods of the base class from which it is derived. 3) What is meant by inheritance? Inheritance is the process by which objects of one class acquire the properties of another class. It supports the concept of hierarchical classification. It provides the idea of reusability. We can add additional features to an existing class without modifying it by deriving a new class from it. 4) What is meant by single inheritance? If a single class is derived from a single base class is called single inheritance. Eg: Base class Derived class Here class A is the base class from which the class D is derived. Class D is the public derivation of class B hence it inherits all the public members of B. But D cannot access private members of B. 5) What is multiple inheritance? If a class is derived from more than one base class, it is called multiple inheritance. Eg: Base classes Derived class Here class C is derived from two base classes A & B. 6) What is multilevel inheritance? If a class is derived from a class, which in turn is derived from another class, is called multilevel inheritance. This process can be extended to any number of levels. Eg: Base class: Grand father Intermediate: Base class Father Derived class: Child 7) What is hybrid inheritance? It is the combination of one or more types of inheritance. Multilevel inheritance Multiple inheritance The class result will have both the multilevel and multiple inheritances. 8) What is hierarchical inheritance? If a number of classes are derived from a single base class then it is called hierarchical inheritance. Eg : Hierarchical classification of students in University 9) What is meant by Abstract base class? A class that serves only as a base class from which derived classes is derived. No objects of an abstract base class are created. A base class that contains pure virtual function is an abstract base class. 10) Write short notes on virtual base class. A base class that is qualified as virtual in the inheritance definition. In case of multiple inheritance, if the base class is not virtual the derived class will inherit more than one copy of members of the base class. For a virtual base class only one copy of members will be inherited regardless of number of inheritance paths between base class and derived class. Eg: Processing of students results. Assume that class sports derive the roll number from class student. Class test is derived from class Student. Class result is derived from class Test and sports. As a virtual base class as a virtual base class 11) What is the use of This keyword? This is always a reference to the object on which the method was invoked. this can be used inside any method to refer to the current object. 12) What are pure virtual functions? Write the syntax.
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A pure virtual function is a function declared in a base class that has no definition relative to the base class. In such cases, the compeller requires each derived class to either define the function or re declare it as a pure virtual function. A class containing pure virtual function cannot be used to declare any object of its own. It is also known as do nothing function. The do-nothing function is defined as follows: Virtual void display ( ) =0; 13) Write some of the basic rules for virtual functions. Virtual functions must be member of some class. They cannot be static members and they are accessed by using object pointers. Virtual function in a base class must be identical. Prototypes of base class version of a virtual function and all the derived class versions must be identical. If a virtual function is defined in the base class, it need not be redefined in the derived class. 14) What are the benefits of inheritance? Through inheritance we can eliminate the redundant code and extend the user of the existing classes. We can build program from the standard working modules that can communicate with the one another rather than having start writing code from beginning. It is possible to have multiple instances of objects of class without any interface. It is easy to partition the work. Object oriented system can be easily upgraded from the small to the large systems. Easily modifying and extending implementations of components without having to recode everything from scratch. 15) What are the different access specifiers? In C++ there are three access specifiers: Public: When a base class is specified as Public; the base class can be seen by anyone who has access to the derived class. Private: When a base class is specified as Private; the base class can only be seen by the class itself. Protected: When a base class is specified as Protected; the base class can only be seen by subclasses of Base Class.
UNIT IV SECTION: A
1) What is a reference? a) Operator b) A reference is an alias for an object c) used to rename an object d) None of there 2) Overload function in C++: a) A group function with the same name b) All have the same number and type of arguments c) Functions with same name and same number and type of arguments d) All of the above
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3) In Late binding the function calls gets resolved during : a) Compile Time b) Run Time c) Both A and B d) None of the Above 4) Using pointers to call a function is called as : a) call by value b) call by reference c) call by address d) All the Above 5) The overriding method must have the which of the following same as that of the method in the super class definition : a) Same identifier b) Same signature c) Both A and B d) None of the Above 6) The inserting of the code of a called function at the point where the function gets called is achieved by using : a) Inline functions b) virtual functions c) Both A and B d) None of the Above 7) The friend function of a class in C++ can access : a) Private members of the class b) Protected members of the class c) Both A and B d) None of the Above 8) A function in a C++ program can be called: a) Only once b) Cannot be called at all c) Any number of time d) None of the above 9) A function named as exforsys has three implementations associated with it. This means the function exforsys is : a) Overloaded b) Overriding c) Both a and b d) None of the above 10) How many values can be returned by a C++ function? a) 1 b) Infinity c) 0 d) None of the Above 11) Which of the following denote library function in C++? e) Isalpha f) Isdigits
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g) Isspace h) All the Above 12) If a function in C++ does not return a value then its return type is denoted as: a) Float b) Void c) Int d) None of the above 13) Strict parameter type checking is followed with which of the following? a) Inline function b) Macro c) Both a and b d) None of the above 14) A function defined within a class is called as: a) Member function b) Class function c) Object function d) None of the above 15) The actual implementation is present in: a) Declaration b) Definition c) Both a and b d) None of the above Answer: 1) ( b) A reference is an alias for an object 2) ( b) A group function with the same name 3) ( b) Run Time 4) (b ) Call by reference 5) ( c ) Both a and b 6) ( a) Inline function 7) ( c) Both a and b 8) ( c) Any number of time 9) (a ) Overloaded 10) ( a) 1 11) (d ) All the above 12) ( b) Void 13) (a) inline function 14) ( a) Member function 15) ( b) definition
SECTION: B
1) What is static binding or early binding? Binding refers to the linking of a procedure to the code to be executed in response to the call. Static binding means that the code associated with the given procedure call is known at the time of the call at the run time. When the compiler is able to select appropriate function for a particular call at the compile time itself is called early binding. 2) What is dynamic binding or late binding?
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Binding refers to the linking of a procedure to the code to be executed in response to the call. Dynamic binding means that the code associated with the given procedure call is not known at the time of the call at the run time. 3) What is reference variable? A reference variable provides as alias for a previously defined variable. For ex: if make the variable sum a reference to the variable total, then sum and total can be used interchangeably to represent that variable. Syntax: Data type & reference variable = variable name 4) What is function prototype? The function prototype describe function interface to the compiler by giving details such as number, type of argument and type of return value. 5) What some situations where inline expansion may not work? For functions returning values, if loop, a switch, or a goto exists. For functions not returning values, if a return statement exists. If function contain static variables If inline functions are recursive 6) What is a default parameter? Default parameter assigns a default value to the parameter, which does not have matching argument in the function call. Default values are specified when the function is declared. 7) How the objects are used as function arguments? This can be done in two ways: A copy of the entire object is passed to the argument Only address of the objects is transferred to the function 8) Define inline function. Inline function is defined as a function definition such that each call to the function is in effect, replaced by the statement that defines the function. It is expended in line when it is invoked. The general form is: Inline function-header { Function body } 9) What are friend functions? A function that has access to the private member of the class but it not itself a member of the class is called friend functions. The general form is Friend data type function _name (); Friend function is preceded by the keyword friend. 10) Write some properties of friend function, Friend function is not in the scope of the class to which it has been declared as friend. Hence it cannot be called using the object of that class. Usually it has object as arguments. It can be declared either in the public or private part of a class. It cannot access member names directly. It has to use an object nam3e and dot membership operator with each member name. Eg: (A . X) 11) What is polymorphism? What are its types?
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Polymorphism is the ability to take more than one form. An operation may exhibit different behaviors in different. The behavior depends upon the type of data used. Polymorphism is of two types. They are Function overloading Operator overloading 12) What is called pass by reference? In this method address of an object is passed, the called function works directly on the actual arguments. 13) How does an inline function differ from a macro? Inline functions are similar to macros because they both are expanded at compile time, but the macros are expanded by the preprocessor, while inline functions are parsed by the compiler. There are several important differences: Inline functions follow all the protocols of type safety enforced on normal functions. Inline functions are specified using the same syntax as any other function except that they include the inline keyword in the function declaration. Expressions passed as arguments to inline functions are evaluated once. In some cases, expressions passed as arguments to macros can be evaluated more than once. 14) What is the difference between inline function and normal function? The difference between an inline function and a regular function is that wherever the compiler finds a call to an inline function, it writes a copy of the compiled function definition. However, with a regular function, a normal function call is generated. 15) What is function overloading? Give an example. Function overloading means we can use the same function name to create functions that perform a variety of different tasks. Eg: An overloaded add ( ) function handles different data types as shown below. // Declarations int add( int a, int b); //add function with 2 arguments of same type int add( int a, int b, int c); //add function with 3 arguments of same type double add( int p, double q); //add function with 2 arguments of different type //Function calls add (3 , 4); //uses prototype ( i. ) add (3, 4, 5); //uses prototype ( ii. ) add (3 , 10.0); //uses prototype ( iii. )
UNIT V SECTION: A
1) Which of the following denotes advantages of operator overloading? a) Operator not limited to operate only with primitive Data Type b) Extensibility c) Both A and B d) None of the Above 2) Operator overloading is: a) Making C++ operators works with objects b) Giving new meaning to existing C++ operators c) Making new C++ operator d) Both a and b 3) Template can be instantiated by:
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a) Explicit Instantiation b) Implicit instantiation c) Both A and B d) None of the Above 4) Which of the following denote types of polymorphism in C++? a) Virtual function b) Function overloading c) Operator overloading d) All the above 5) Which of the following denote stream classes in C++? a) Ios b) Fstream c) Ostream d) All the Above 6) Which of the following OOPS concepts are used with cin and cout? a) Encapsulation b) Data Hiding c) Operator Overloading d) None of the Above 7) Which of the following is not associated with exception handling? a) Try b) While c) Catch d) Throw 8) The operator which can cannot be overloaded are: a) Class member access operator (. , .*) b) Scope resolution operator (::) c) Size operator ( sizeof ) d) All the above 9) Which of the following error is handled by exception handling? a) Syntax error b) Logical error c) Runtime error d) All the above 10) The header that should be included while using manipulators in C++ is : a) iomanip.h b) manip.h c) ifstream.h d) None of the Above 11) The class that in C++ for file input is : a) Ifstream b) Ofstream c) Both A and B d) The class that in C++ for file input is 12) A condition that must be true on exit from a member function if called as: a) Precondition b) Post-condition
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c) Both A and B d) None of the Above 13) Which of the following is returned by the operating system if a C++ program completes successfully? a) No Value Returned b) -1 c) 1 d) 0 14) Which of the following is used to group a set of global classes, objects and functions under a name? a) Area named b) Namearea c) Namespaces d) None of the above 15) When dynamically allocated memory is lost to the C++ program then : a) Warning occurs b) Memory leak occurs c) The program executes successfully d) None of the above Answers: 1) ( c) Both a and b 2) (d) Both a and b 3) (c ) Both a and b 4) (d ) All the above 5) ( d) All the above 6) ( c) Operator overloading 7) ( b) While 8) ( d) All the above 9) ( c) All the baove 10) ( a) iomanip.h 11) ( a) Ifstream 12) ( b) Post condition 13) ( d) Zero 14) ( c) Name space 15) ( b) Memory leaks occurs
SECTION: B
1) What is operator overloading? C++ has the ability to provide the operators with a special meaning for a data type. This mechanism of giving such special meanings to an operator is known as Operator overloading. It provides a flexible option for the creation of new definitions for C++ operators. 2) List out the operators that cannot be overloaded. Class member access operator (.,.*) Scope resolution operator (::) Size operator (sizeof ) Conditional operator (?:)
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3) What is the purpose of using operator function? Write its syntax. To define an additional task to an operator, we must specify what it means in relation to the class to which the operator is applied. This is done by Operator function, which describes the task. Operator functions are either member functions or friend functions. The general form is return type classname :: operator (op-arglist ) { function body } where return type is the type of value returned by specified operation. 4) What is unary operator? The unary operators require only one operand to perform different kind of operations such as increasing/decreasing a value, negating an expression, or inverting a boolean value. These operators cannot be used with final variables. 5) Write at least four rules for Operator overloading. Only the existing operators can be overloaded. The overloaded operator must have at least one operand that is of user defined data type. The basic meaning of the operator should not be changed. Overloaded operators follow the syntax rules of the original operators. They cannot be overridden. 6) How will you overload Unary & Binary operator using member functions? When unary operators are overloaded using member functions it takes no explicit arguments and return no explicit values. When binary operators are overloaded using member functions, it takes one explicit argument. Also the left hand side operand must be an object of the relevant class. 7) How will you overload Unary and Binary operator using Friend functions? When unary operators are overloaded using friend function, it takes one reference argument (object of the relevant class).When binary operators are overloaded using friend function, it takes two explicit arguments. 8) How an overloaded operator can be invoked using member function? In case Unary operators, overloaded operator can be invoked as op object_name or object_name op In case of binary operators, it would be invoked as Object . operator op(y) ;where op is the overloaded operator and y is the argument 9) How an overloaded operator can be invoked using Friend function? In case of unary operators, overloaded operator can be invoked as Operator op (x); In case of binary operators, overloaded operator can be invoked as Operator op (x , y) 10) List out the operators that cannot be overloaded using Friend function. Assignment operator = Function call operator ( ) Subscripting operator [ ] Class member access operator 11) What is meant by casting operator and write the general form of overloaded casting operator? A casting operator is a function that satisfies the following conditions It must be a class member. It must not specify a return type. It must not have any arguments. The general form of overloaded casting operator is operator type name ( ) {
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.. // function statements } It is also known as conversion function. 12) What is an exception? An Exception is logical error. An exception is an event, which occurs during the execution of a program that disrupts the normal flow of the program's instructions. When an exception is occur the program is terminated suddenly. 13) Explain one class to another class conversion with an example. Conversion from one class type to another is the combination of class to basic and basic to class type conversion. Here constructor is used in destination class and casting operator function is used in source class. Eg: objX = objY objX is the object of class X and objY is an object of class Y. The class Y type data is converted into class X type data and the converted value is assigned to the obj X. Here class Y is the source class and class X is the destination class. 14) What is the use of final keyword? It is used to prevent its contents from being modified. It is similar to const in C/C++.We must initialize a final variable when it is declared. Eg: final int FILE_NEW=1; 15) Difference between Error and Exception? Syntax Errors: The mistakes had done while writing statements. For example, instead of "WRITE", if you type "WIRTE" it is a syntax error. Compiler can detect these types of errors. You will not be able to run the program till these errors are rectified. Runtime Errors (Exceptions) : Runtime Errors are thrown when the situation occurs during execution of program where the system will not know how to deal with such situation. For example, you have written a program that takes an excel file and reads the data and stores in the database. You have done the program perfectly. No syntax errors. But while executing the program, if the user enters a filename that does not exist, the program will not know what to do next, at that time runtime error occurs. Runtime error terminates the execution of the program abruptly.
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QUESTION BANK FOR

TOTAL QUALITY MANAGEMENT
(02BT306)
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Unit -1, Quality and Quality Control, Inspection, and Quality Characteristics. 1. Write a note on Contract Review? The office of the General Counsel and the Risk Management Department must review all contracts of sufficient importance, regardless of value, and all contracts where there is potential for significant or uncertain liability to flow to the University. While the signing authority must use his/her own judgment in determining which contracts need to be reviewed by the General Counsels office and the Risk Management department. The legal review of such contracts will be done by the General Counsels office, or by external counsel appointed by the General Counsels office after consulting with the signing authority. 2. Define quality. A modern definition of quality derives from Juran's "fitness for intended use." This definition basically says that quality is "meeting or exceeding customer expectations." Deming states that the customer's definition of quality is the only one that matters. So, who is the customer? 3. What do you mean by inspection? An inspection is, most generally, an organized examination or formal evaluation exercise. It involves the measurements, tests, and gauges applied to certain characteristics in regard to an object or activity. The results are usually compared to specified requirements and standards for determining whether the item or activity is in line with these targets. Inspections are usually non-destructive. Non-Destructive Examination (NDE) or Non-Destructive Testing (NDT) describes a number of technologies used to analyze materials for either inherent flaws or damage from use. Some common methods are visual, Liquid or dye penetrant inspection, inspection, radiographic, ultrasonic testing, eddy-current testing, acoustic emission testing, and thermo graphic inspection. In addition, many non-destructive inspections can be performed by a precision scale, or when in motion, a check weigher
4. What do you mean by control?
Quality control is a process employed to ensure a certain level of quality in a product or service. It may include whatever actions a business deems necessary to provide for the control and verification of certain characteristics of a product or service. The basic goal of quality control is to ensure that the products, services, or processes provided meet specific requirements and are dependable, satisfactory, and fiscally sound. 5. Mention the control process. As a manufacturer we are interested in the quality of the product that we produce. As a consumer we are interested in the quality of the product that we buy. Quality often means different things to different people but can generally be regarded as meaning that the product meets certain targets. For a light bulb quality might mean that it works when we buy it, whilst for a packet of cornflakes quality might mean that we have over a certain minimum amount of cornflakes in the packet. We will consider some ways of measuring the quality of a product and detecting quality changes - both features of a quality control process.
6.
Mention different types of quality control. Businesses use different types of quality control through every aspect of production. Internal Quality Control When a company institutes protocol to check their system, this is called internal quality control. This can range from routine checking of equipment, having a co-worker go over another employee's data analysis, or running standards and controls on a regular basis. It is
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generally up to management to decide if internal quality control measures are reliable and performed as needed. External Quality Control When products or data is sent to an outside business not affiliated with the company, this is external control. One example of external control is in food production. A food company may routinely analyze the nutritional value or shelf-life of a food item it produces in its own lab, but to verify its results, the food item will also be sent to an outside lab. This verification by an outside lab is important to obtain Food and Drug Administration (FDA) labeling and to prove to the FDA that the food company's production methods are sound. Proficiency Testing Quality Control A special type of quality control often done on a volunteer basis or to gain accreditation is proficiency testing. In this type of quality control, the company is sent a series of tests to perform. The results are sent back and the company receives a grade on its proficiency. This type of testing is often done in laboratories, where sensitive equipment and complex protocols need to be verified as accurate before the lab is allowed to continue its work.
7.
What is statistical process control? Statistical process in which the collect large amounts of data about our memory products from experiments. We study that data to learn how our actions affect the performance of our products. Process The method of doing something. Control We use the data to adjust the process to achieve the desired results. Those results are dependent on customer requirements, efficiency, quality, and reliability.
8.
Mention two types of control charts. Control charts fall into two categories: Variable and Attribute Control Charts Variable data are data that can be measured on a continuous scale such as a thermometer, a weighing scale, or a tape rule. Attribute data are data that are counted, for example, as good or defective, as possessing or not possessing a particular characteristic. It is always preferable to use variable data Variable data will provide better information about the process than attribute data additionally; variable data require fewer samples to draw meaningful conclusions.
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9. How do you do Using Variables Control Charts? Two types of charts are used to track variable data; one for averages and one for ranges. These charts are commonly used together and are known as an X-bar & R Chart. Raw data are not plotted on X-bar & R charts. Instead, samples of data are collected in subgroups of 2 to 5 data points and the mean and the range of those samples are plotted on the charts. The Chart monitors the process center, or location. The subgroup mean (all of the points in the subgroup added up and divided by the number of points in the subgroup) is plotted on the X-bar Chart.
The R Chart monitors the process variation, or dispersion.
The subgroup range (highest point minus the lowest point in the subgroup) is plotted on the R Charts the data points for each subgroup are plotted, the points are connected to the previous point and the charts are interpreted to determine if one of the out-of-control patterns has occurred. Typically, only one of the charts will go out-of-control at any one time. Remember to add a comment on a chart to indicate the action taken to correct an out-of-control situation.
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10.
Mention the characteristics of control charts. Planning the Control Chart Type for an Inspection Characteristic The basic prerequisite when maintaining a characteristic in the task list is that you set the two control indicators for the sampling procedure and the SPC characteristic. You assign the control chart type to the characteristic, using the sampling procedure. When you assign the sampling procedure, the system checks whether the other control indicators for the characteristic are suitable for the control chart type. The following indicators are checked: Measured values Upper specification limit Lower specification limit Confirmation of number of defects Single result Scope not fixed Fixed scope Smaller scope Larger scope
11. What do you mean by TQM?
TQM (Total Quality Management) is an integrative philosophy of management for continuously improving the quality of products and processes. It is used around the world. TQM functions on the premise that the quality of products and processes is the responsibility of everyone who is involved with the creation or consumption of the products or services offered by an organization. In other words, TQM capitalizes on the involvement of management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations. 12. What is ISO? An ISO image (International Organization for Standardization) is an archive file of an optical disc, composed of the data contents of every written sector of an optical disc, including the optical disc file system. ISO images can be created from optical discs, or can be used to recreate optical discs using software from many software vendors. ISO image files typically have a file extension of iso. 13. What is P-chart? Explain. In statistical quality control, the p-chart is a type of control chart used to monitor the proportion of nonconforming units in a sample, where the sample proportion nonconforming is defined as the ratio of the number of nonconforming units to the sample size, The p-chart only accommodates "pass"/"fail"-type inspection as determined by one or more go-no go gauges or tests, effectively applying the specifications to the data before they are plotted on the chart. Other types of control charts display the magnitude of the quality characteristic under study, making troubleshooting possible directly from those charts In probability theory, a probability mass, probability density, or probability distribution is a function that describes the probability of a random variable taking certain values. For a more precise definition one needs to distinguish between discrete and continuous random variables. In the discrete case, one can easily assign a probability to each possible value: when throwing a die, each of the
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six values 1 to 6 has the probability 1/6. In contrast, when a random variable takes values from a continuum, probabilities are nonzero only if they refer to finite intervals: in quality control one might demand that the probability of a "500 g" package containing between 500 g and 510 g should be no less than 98%.If total order is defined for the random variable, the cumulative distribution function gives the probability that the random variable is not larger than a given value; it is the anti derivative of the non-cumulative distribution.
Discrete probability distribution for the sum of two dice.
Normal distribution, also called Gaussian or "bell curve", the most important continuous random distribution In probability theory and statistics, the binomial distribution is the discrete probability distribution of the number of successes in a sequence of nondependent yes/no experiments, each of which yields success with probability. Such a success/failure experiment is also called a Bernoulli experiment or Bernoulli trial; when n = 1, the binomial distribution is
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a Bernoulli distribution. The Binomial distribution is an n time repeated Bernoulli trial. The binomial distribution is the basis for the popular binomial test of significance. The binomial distribution is frequently used to model the number of successes in a sample of size n drawn with replacement from a population of size N. If the sampling is carried out without replacement, the draws are not independent and so the resulting distribution is a hyper geometric distribution, not a binomial one. However, for N much larger than n, the binomial distribution is a good approximation, and widely used. 14. What is Poisson distribution? Explain,
In probability theory and statistics,
the Poisson
distribution is
a discrete
probability
distribution that expresses the probability of a given number of events occurring in a fixed interval of time and/or space if these events occur with a known average rate and independently of the time since the last event. The work focused on certain random variables N that count, among other things, the number of discrete occurrences (sometimes called arrivals) that take place during a time-interval of given length. If the expected number of occurrences in this interval is , then the probability that there are exactly k occurrences (k being a non-negative integer, k = 0, 1, 2 ...) is equal to
Where

e is the base of the natural logarithm (e = 2.71828...)
k is the number of occurrences of an event the probability of which is given by the function

k! is the factorial of k
is a positive real number, equal to the expected number of occurrences during the given interval. For instance, if the events occur on average 4 times per minute, and one is interested in the probability of an event occurring k times in a 10 minute interval, one would use a Poisson distribution as the model with = 104 = 40. As a function of k, this is the probability mass function. The Poisson distribution can be derived as a limiting case of the binomial distribution. The Poisson distribution can be applied to systems with a large number of possible events, each of which is rare. A classic
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example is the nuclear decay of atoms. The Poisson distribution is sometimes called a Poissonian.
19.
What is inspection? Explain the purpose of inspection. As an essential part of a health and safety program, workplaces should be inspected. Inspections are important as they allow you to:
listen to the concerns of workers and supervisors gain further understanding of jobs and tasks identify existing and potential hazards determine underlying causes of hazards monitor hazard controls (personal protective equipment, engineering controls, policies, procedures) recommend corrective action
20. How do you plan for inspections? Planning is essential for an effective inspection. Aspects to Examine Every inspection must examine who, what, where, when and how. Pay particular attention to items most likely to develop unsafe or unhealthy conditions because of stress, wear, impact, vibration, heat, corrosion, chemical reaction or misuse. Inspect the entire workplace area each time. Include areas where no work is done regularly, such as parking lots, rest areas, office storage areas and locker rooms. Workplace Elements Look at all workplace elements - the environment, the equipment and the process. The environment includes such hazards as noise, vibration, lighting, temperature, and ventilation. Equipment includes materials, tools and apparatus for producing a product or a service. The process involves how the worker interacts with the other elements in a series of tasks or operations
21. What types of hazards do we look for in a workplace?
Types of workplace hazards include: Safety hazards; e.g., inadequate machine guards, unsafe workplace conditions, unsafe work practices. Biological hazards caused by organisms such as viruses, bacteria, fungi and parasites. Chemical hazards caused by a solid, liquid, vapor, gas, dust, fume or mist. Ergonomic hazards caused by anatomical, physiological, and psychological demands on the worker, such as repetitive and forceful movements, vibration, temperature extremes, and awkward postures arising from improper work methods and improperly designed workstations, tools, and equipment. Physical hazards caused by noise, vibration, energy, weather, heat, cold, electricity, radiation and pressure.
22. What do you mean by Binomial distribution and normal approximation in TQM?
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If n is large enough, then the skew of the distribution is not too great. In this case, if a suitable continuity correction is used, then an excellent approximation to B normal approximation (n, p) is given by the normal distribution
Binomial PDF and
The approximation generally improves as n increases and is better when p is not near to 0 or 1. Various rules of thumb may be used to decide whether n is large enough, and p is far enough from the extremes of zero or one:
Binomial PDF and normal approximation for n = 6 and p = 0.5
One rule is that both x=np and n (1 p) must be greater than 5. However, the specific number varies from source to source, and depends on how good an approximation one wants; some sources give 10 which gives virtually the same results as the following rule for large n until n is very large (ex: x=11, n=7752). Demigs Philosophy , Gurus of TQM, five Principles of TQM , History of Quality control in India, TQM organization, Leadership, Characteristics of Quality Leaders, Role of TQM Leadership.
Unit -2, Demigs Philosophy, Leadership,and Characteristics of Quality Leaders.
1. Write a note on Demigs Philosophy? Dr. Deming's teachings and philosophy are best illustrated by examining the results they produced when they were adopted by Japanese industry, as the following example shows: Ford Motor Company was simultaneously manufacturing a car model with transmissions made in Japan and the United States. Soon after the car model was on the market, Ford customers were requesting the model with Japanese transmission over the USAmade transmission, and they were willing to wait for the Japanese model. As both transmissions were made to the same specifications, Ford engineers could not understand the customer preference for the model with Japanese transmission. Finally, Ford engineers decided to take apart the two different transmissions. The American-made car parts were all within specified tolerance levels. On the other hand, the Japanese car parts were virtually identical to each other, and much closer to the nominal values for the parts - e.g., if a part was supposed to be one foot long, plus or minus 1/8 of an inch - then the Japanese parts were all within 1/16 of an inch. This made the Japanese cars run more smoothly and customers experienced fewer problems. Engineers at Ford could not understand how this was done until they met Deming.
2. Define Leadership.
Leadership is "organizing a group of people to achieve a common goal." The leader may or may not have any formal authority. Students of leadership have produced theories involving
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traits,[1] situational interaction, function, behavior, power, vision and values,[2] charisma, and intelligence among others. 3. Mention Five Most Important Leadership Traits. The five leadership traits/leadership qualities are: Honest Forward-Looking Competent Inspiring Intelligent
4. Define Honesty as a Leadership Quality.

People want to follow an honest leader. Years ago, many employees started out by assuming that their leadership was honest simply because the authority of their position. With modern scandals, this is no longer true. When you start a leadership position, you need to assume that people will think you are a little dishonest. In order to be seen as an honest individual, you will have to go out of your way to display honesty. People will not assume you are honest simply because you have never been caught lying. One of the most frequent places where leaders miss an opportunity to display honesty is in handling mistakes. Much of a leaders job is to try new things and refine the ideas that dont work. However, many leaders want to avoid failure to the extent that they dont admit when something did not work
5. What do you mean by Forward-Looking as a Leadership Trait?

The whole point of leadership is figuring out where to go from where you are now. While you may know where you want to go, people wont see that unless you actively communicate it with them. Remember, these traits arent just things you need to have, they are things you need to actively display to those around you. When people do not consider their leader forward-looking, that leader is usually suffering from one of two possible problems: The leader doesnt have a forward-looking vision. The leader is unwilling or scared to share the vision with others.
When a leader doesnt have a vision for the future, it usually because they are spending so much time on today, that they havent really thought about tomorrow. On a very simplistic level this can be solved simply by setting aside some time for planning, strategizing and thinking about the future. Many times when a leader has no time to think and plan for the future, it is because they are doing a poor job of leading in the present. They have created an organization and systems that rely too much on the leader for input at every stage. Some leaders have a clear vision, but dont wish to share it with others. Most of the time they are concerned that they will lose credibility if they share a vision of the future that doesnt come
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about. This is a legitimate concern. However, people need to know that a leader has a strong vision for the future and a strong plan for going forward. Leaders run into trouble sharing their vision of the future when they start making promises to individuals. This goes back to the trait of honesty. If a leader tells someone that next year Im going to make you manager of your own division, that may be a promise they cant keep. The leader is probably basing this promotion on the organization meeting financial goals, but the individual will only hear the personal promise.
6. Explain Competency as a Leadership Quality.

People want to follow someone who is competent. This doesnt mean a leader needs to be the foremost expert on every area of the entire organization, but they need to be able to demonstrate competency. For a leader to demonstrate that they are competent, it isnt enough to just avoid displaying incompetency. Some people will assume you are competent because of your leadership position, but most will have to see demonstrations before deciding that you are competent. When people under your leadership look at some action you have taken and think, that just goes to show why he is the one in charge, you are demonstrating competency. If these moments are infrequent, it is likely that some demonstrations of competency will help boost your leadership influence. Like the other traits, it isnt enough for a leader to be competent. They must demonstrate competency in a way that people notice. This can be a delicate balance. There is a danger of drawing too much attention to yourself in a way that makes the leader seem arrogant. Another potential danger is that of minimizing others contributions and appearing to take credit for the work of others. As a leader, one of the safest ways to toot you own horn without blowing it, is to celebrate and bring attention to team achievements. In this way you indirectly point out your competency as a leader. For example: Last year I set a goal of reaching $12 million in sales and, thanks to everyones hard word, as of today, we have reached $13.5 million.
7. Describe Inspiration as a Leadership Trait.

People want to be inspired. In fact, there is a whole class of people who will follow an inspiring leadereven when the leader has no other qualities. If you have developed the other traits in this article, being inspiring is usually just a matter of communicating clearly and with passion. Being inspiring means telling people how your organization is going to change the world. A great example of inspiration is when Steve Jobs stole the CEO from Pepsi by asking him, Do you want to sell sugar water for the rest of your life, or do you want to change the world? Being inspiring means showing people the big picture and helping them see beyond a narrow focus and understand how their part fits into the big picture. One technique to develop your ability to inspire is telling stories. Stories can be examples from your customers, fictitious examples from your customers, or even historical fables and myths. Stories can help you vividly illustrate what you are trying to communicate. Stories that communicate on an
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emotional level help communicate deeper than words and leave an imprint much stronger than anything you can achieve through a simple stating of the facts. Learning to be inspiring is not easyparticularly for individuals lacking in charisma. It can be learned. Take note of people who inspire you and analyze the way they communicate. Look for ways to passionately express your vision. While there will always be room for improvement, a small investment in effort and awareness will give you a significant improvement in this leadership trait.
8. Describe is Intelligence as a Leadership Trait.

Intelligence is something that can be difficult to develop. The road toward becoming more intelligent is difficult, long and cant be completed without investing considerable time. Developing intelligence is a lifestyle choice. Your college graduation was the beginning of your education, not the end. In fact, much of what is taught in college functions merely as a foundational language for lifelong educational experiences. To develop intelligence you need to commit to continual learningboth formally and informally. With modern advances in distance, education it is easy to take a class or two each year from well respected professors in the evening at your computer. Informally, you can develop a great deal of intelligence in any field simply by investing a reasonable amount of time to reading on a daily basis. The fact is that most people wont make a regular investment in their education. Spending 30 minutes of focused reading every day will give you 182 hours of study time each year. For the most part, people will notice if you are intelligent by observing your behavior and attitude. Trying to display your intelligence is likely to be counterproductive. One of the greatest signs of someone who is truly intelligent is humility. The greater your education, the greater your understanding of how little we really understand. You can demonstrate your intelligence by gently leading people toward understandingeven when you know the answer. Your focus needs to be on helping others learnnot demonstrating how smart you are. Arrogance will put you in a position where people are secretly hopeful that youll make a mistake and appear foolish. As unintuitive as it may seem, one of the best ways to exhibit intelligence is by asking questions. Learning from the people you lead by asking intelligent thoughtful questions will do more to enhance your intelligence credibility than just about anything. Of course this means you need to be capable of asking intelligent questions. Everyone considers themselves intelligent. If you ask them to explain parts of their area of expertise and spend the time to really understand (as demonstrated by asking questions), their opinion of your intelligence will go up. After all, you now know more about what makes them so intelligent, so you must be smart as well. Your ability to demonstrate respect for the intellect of others will probably do more to influence the perception of your intellect than your actual intelligence. 9. Write the Characteristics of Quality Leaders.
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They give priority to internal as well as external customers. They empower, rather than control, subordinates. They emphasize improvement rather than maintenance. They emphasize prevention They encourage collaboration rather than competition. They train and coach, rather than direct and supervise. They learn from problems. They continually try to improve communications. They continually demonstrate their commitment to quality. They choose suppliers based on quality not by price. They establish organizational systems to support the quality effort. They encourage and recognize team effort.
10. What are the Basic Concepts of Total Quality Leadership? Quality focus For the naval service, quality refers to the extent to which naval organizations satisfy their mission requirements. While mission requirements can involve products, they are more frequently associated with services. Some of these are delivery of supplies, medical care, engineering support, successful aircraft launchings, ordnance on target, etc. Customers and end-users The term customers refers to those people who buy and/or use products and services. In the world of commerce they ultimately define quality. Under TQL, the focus of quality improvement efforts is to meet mission requirements as defined by the operational forces. The Sailors and Marines are the customers or, more appropriately, end-users of products and services provided by the DON. Sailors and Marines are the ultimate judges of the quality of the supplies, medical care, engineering support, weapons systems, training, etc. Process improvement Process improvement involves systematically analyzing and changing process factors so that they work together better to improve quality. Mission effectiveness is increased through improvement, redesign, or innovation of processes. Processes are improved when they are more predictable, cost less, and contribute more to meeting mission requirements. Through process improvement problems or errors are prevented rather than fixed after they have occurred. Process management Process management involves the leadership actions required to begin and sustain continuous improvement of significant processes. Extended process An organization can and should work with customers and suppliers as part of an extended system to improve quality. Customers can provide information that helps an organization to focus its improvement efforts on those product and service characteristics that have the greatest impact on quality. Suppliers provide products or services that affect an organizations ability to perform its mission. Working with suppliers to clarify current needs
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or to share process improvements can reduce problems and avoid defects due to faulty materials or inadequate service.
11. What do you mean by the Structure of Teams?
Teams need to be formed that reflect existing ownership responsibilities and the way the work is actually performed. Contrary to the way management structures appear on hierarchical organization charts, work is actually accomplished through processes that flow horizontally, across the organization. The up-and-down vertical flow on the current organizational charts only reflects how control is exerted from the top to the bottom, and some teams are following: TQL teams ESCs QMBs PATs
12. What are TQL teams? In an organization practicing TQL, teams are created to represent the top, middle, and working levels of an organization. The highest-level team is called an Executive Steering Committee (ESC). Teams of mid-level leaders are called Quality Management Boards (QMBs). Teams of individuals who work in a process are called Process Action Teams (PATs). While all three levels of teams are expected to share a common approach to improvement, 13. What do you mean by ESCs? ESCs represent the executive level. For naval organizations, an ESC should include the Commanding officer, senior civilian, department heads, and senior enlisted person. The ESC collects and uses information from the organizations customers and other external Groups (e.g., regulatory agencies). It develops an implementation plan and selects improvement goals. It charters and supports the analysis and improvement efforts conducted by subordinate teams. During Phase Two the ESC is responsible for strategic planning and strategic management, implementing the management changes needed to optimize mission effectiveness. 14. What do you mean by QMBs? QMBs are cross-functional teams of top- and mid-level managers chartered by the ESC who are jointly responsible for significant processes. A QMB uses the combined knowledge of its members to select the process areas or factors that contribute the most toward achieving performance improvement. As needed, QMBs organize subordinate teams, PATs, to collect and analyze information to identify the process factors influence the quality of performance.
15. Define PATs. PATs are made up of individuals who work directly in a process. These teams are chartered by a QMB to assist in the process management effort because of their (1) knowledge of process performance and (2) location in the process where data are to be collected. A critical responsibility of PATs is to collect, analyze, and provide summary information to QMBs about processes. PATs also take actions to stabilize process performance. If they identify changes that they cannot make at their level of authority, then they submit those changes as recommendations through the chain of command to QMBs.
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16. What is Strategic Quality Management?
Strategic management is an ongoing process that evaluates and controls the business and the industries in which the company is involved; assesses its competitors and sets goals and strategies to meet all existing and potential competitors; and then reassesses each strategy annually or quarterly to determine how it has been implemented and whether it has succeeded or needs replacement by a new strategy to meet changed circumstances, new technology, new competitors, a new economic environment., or a new social, financial, or political environment.
17. What are its Objectives quality management? The Quality Policies, the Declaration of Principles and the Quality Objectives of our enterprise were formulated by the management. Quality Policies and Quality Objectives serve as a guideline for all employees in carrying out all their work, and they contain the continuous process of improvement as an express constituent. Every employee is obliged to work for the benefit of both our enterprise and that of our customers in accordance with the guidelines of our Quality Management (QM) documentation. A part of the quantifiable objectives constituting the basis for QM-Assessment is derived from the Quality Policies (in the QM-plans of the departments/divisions.) Data is regularly collected and submitted to the management board for evaluation. The analysis of the data is the starting point for permanent improvement, among other factors. The Zero - Fault - Strategy is established in the Declaration of Principles. Trelleborg Sealing Solutions evaluates the quality of the processes by the attainment of the objectives. Objectives are set up annually and partial objectives and their attainment are checked regularly. The following characteristic figures are judged for this purpose: Sales objectives: Sales volume and gross profit. Logistics objectives: Punctuality of the deliveries from the producer and to the customer. Product quality: Result of the tests conducted upon receipt of goods Complaint index. Customer's satisfaction: Service, Keeping of deadlines, Quality
18. Write five principles TQM applications. Explain.

First, top management is the driving force. Quality is a strategic issue. Senior management sets the environment, provides the resources and leads by example. Second, cross-functional management is essential existing vertical organizational structures and independent operational units may be retained, but new structures for horizontal coordination are often required, and internal customer relationships are commonly created. Third, middle managers are the quality champions, the implementers of quality systems. Standing at the crossroads of vertical and horizontal structures, middle managers are the dominant quality controllers in most organizations, and the maximum possible 43 | P a g e
responsibility should be devolved to this level. In flat organizational structures, with no middle management, team leaders are the quality champions. While the language of teamwork is the standard discourse among managers, in practice it is often more exhortatory than real. TQM has the potential to align reality with rhetoric. Fourth; question, test, and measure. Rigorous and systematic issue -identification and problem-solving, using statistical methods, cost/benefit and cause and effect analysis, and decision-making techniques should be adopted, or at least understood, by all participants. Fifth, the improvement process both creates and depends on cultural change within the organization. Quality organizations are characterized by the internalization of a commitment to quality, open communications, distributed (and collective) decision making, and high levels of trust, entrenched quality systems, and a focus on the absolute priority of the customer.
19. What is Product quality? Role of measurement and calibration in the manufacture of products for the global market The purpose of the present guide is to assist small and medium-sized enterprises and other interested users to understand how to control product quality. Chapters 5-8 of the guide also cover various third-party schemes for product certification and pre-shipment inspection and also how the World Trade Organization Agreement on Technical Barriers to Trade can facilitate product conformity assessment procedures. 20. What is Customer satisfaction? Customer satisfaction, a term frequently used in marketing, is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as "the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals." In a survey of nearly 200 senior marketing managers, 71 percent responded that they found the "customer satisfaction" metric very useful. It is seen as a key performance indicator within business and is often part of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. Within organizations, customer satisfaction ratings can have powerful effects. They focus employees on the importance of fulfilling customers expectations. Furthermore, when these ratings dip, they warn of problems that can affect sales and profitability. These metrics quantify an important dynamic. When a brand has loyal customers, it gains positive word-of-mouth marketing, which is both free and highly effective. Therefore, it is essential for businesses to effectively manage customer satisfaction. To be able do this, firms need reliable and representative measures of satisfaction.
Unit -3, 6 Sigma Qualities, Benchmarking and Competitive Analysis.

1. What is PDSA? PDCA (plandocheckact) is an iterative four-step management process typically used in business. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plandostudyact (PDSA). PDCA is a successive cycle which starts off small to test potential effects on processes, but then gradually leads to larger and more
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targeted change. Plan, Do, Check, Act are the four components of Work bench in Software testing. 2. What do you mean by PLAN? Establish the objectives and processes necessary to deliver results in accordance with the expected output (the target or goals). By making the expected output the focus, it differs from other techniques in that the completeness and accuracy of the specification is also part of the improvement. 3. What do you means by DO words? Implement the new processes, often on a small scale if possible, to test possible effects. It is important to collect data for charting and analysis for the following "CHECK" step. 4. What is CHECK? Measure the new processes and compare the results (collected in "DO" above) against the expected results (targets or goals from the "PLAN") to ascertain any differences. Charting data can make this much easier to see trends in order to convert the collected data into information. Information is what you need for the next step "ACT". 5. What is ACT? Analyze the differences to determine their cause. Each will be part of either one or more of the P-D-C-A steps. Determine where to apply changes that will include improvement. When a pass through these four steps does not result in the need to improve, refine the scope to which PDCA is applied until there is a plan that involves improvement. 6. What do you mean by Six Sigma? Six Sigma is a business management strategy originally developed by Motorola, USA in 1986.[1][2] As of 2010, it is widely used in many sectors of industry, although its use is not without controversy. Six Sigma seeks to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimizing variability in manufacturing and business processes.[3] It uses a set of quality management methods, including statistical methods, and creates a special infrastructure of people within the organization ("Black Belts", "Green Belts", etc.) who are experts in these methods.[3] Each Six Sigma project carried out within an organization follows a defined sequence of steps and has quantified financial targets (cost reduction and/or profit increase).[3] The term Six Sigma originated from terminology associated with manufacturing, specifically terms associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be described by a sigma rating indicating its yield, or the percentage of defect-free products it creates. A six sigma process is one in which 99.99966% of the products manufactured are statistically expected to be free of defects (3.4 defects per million). Motorola set a goal of "six sigma" for all of its manufacturing operations, and this goal became a byword for the management and engineering practices used to achieve it. 7. Describe the six sigma project methodologies? Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-CheckAct Cycle. These methodologies, composed of five phases each, bear the acronyms DMAIC and DMADV.[14]
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DMAIC is used for projects aimed at improving an existing business process.[14] DMAIC is pronounced as "duh-may-ick". DMADV is used for projects aimed at creating new product or process designs.[14] DMADV is pronounced as "duh-mad-vee
8. What do you mean by DMADV or DFSS? The DMADV project methodology, also known as DFSS ("Design For Six Sigma"),[14] features five phases: Define design goals that are consistent with customer demands and the enterprise strategy. Measure and identify CTQs (characteristics that are Critical To Quality), product capabilities, production process capability, and risks.
Analyze to develop and design alternatives, create a high-level design and evaluate design capability to select the best design. Design details, optimize the design, and plan for design verification. This phase may require simulations.
Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).
9. Describe the role of Six Sigma? Six Sigma identifies several key roles for its successful implementation.[15] Executive Leadership includes the CEO and other members of top management. They are responsible for setting up a vision for Six Sigma implementation. They also empower the other role holders with the freedom and resources to explore new ideas for breakthrough improvements. Champions take responsibility for Six Sigma implementation across the organization in an integrated manner. The Executive Leadership draws them from upper management. Champions also act as mentors to Black Belts. Master Black Belts, identified by champions, act as in-house coaches on Six Sigma. They devote 100% of their time to Six Sigma. They assist champions and guide Black Belts and Green Belts. Apart from statistical tasks, they spend their time on ensuring consistent application of Six Sigma across various functions and departments. Black Belts operate under Master Black Belts to apply Six Sigma methodology to specific projects. They devote 100% of their time to Six Sigma. They primarily focus on Six Sigma project execution, whereas Champions and Master Black Belts focus on identifying projects/functions for Six Sigma. Green Belts are the employees who take up Six Sigma implementation along with their other job responsibilities, operating under the guidance of Black Belts.
10. Origin and meaning of the term "six sigma processes". The term "six sigma process" comes from the notion that if one has six standard deviations between the process mean and the nearest specification limit, as shown in the graph,
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practically no items will fail to meet specifications.[10] This is based on the calculation method employed in process capability studies. Capability studies measure the number of standard deviations between the process mean and the nearest specification limit in sigma units. As process standard deviation goes up, or the mean of the process moves away from the center of the tolerance, fewer standard deviations will fit between the mean and the nearest specification limit, decreasing the sigma number and increasing the likelihood of items outside specification
Sigma Normal distribution 11. What is DMAIC project methodology? The DMAIC project methodology has five phases: Define the problem, the voice of the customer, and the project goals, specifically. Measure key aspects of the current process and collect relevant data. Analyze the data to investigate and verify cause-and-effect relationships. Determine what the relationships are, and attempt to ensure that all factors have been considered. Seek out root cause of the defect under investigation. Improve or optimize the current process based upon data analysis using techniques such as design of experiments, poka yoke or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish process capability.
Control the future state process to ensure that any deviations from target are corrected before they result in defects. Implement control systems such as statistical process control, production boards, visual workplaces, and continuously monitor the process.
12. Describe the Tools and Techniques? The Seven Basic Tools of Quality is a designation given to a fixed set of graphical techniques identified as being most helpful in troubleshooting issues related to quality.[1] They are called basic because they are suitable for people with little formal training in statistics and because they can be used to solve the vast majority of quality-related issues.[2] The tools are:

The cause-and-effect or Ishikawa diagram The check sheet The control chart The histogram The Pareto chart The scatter diagram Stratification (alternately flow chart or run chart)
The designation arose in postwar Japan, inspired by the seven famous weapons of Benkei. At that time, companies that had set about training their workforces in statistical quality control
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found that the complexity of the subject intimidated the vast majority of their workers and scaled back training to focus primarily on simpler methods which suffice for most qualityrelated issues anyway.[
13. What is Benchmarking? The pioneer of benchmarking, Xerox, defines benchmarking as the continuous process of measuring products, services and practices against the toughest competitors or those companies recognized as industry leaders (best in class). Benchmarking is the process of identifying, understanding, and adapting outstanding practices from organizations anywhere in the world to help your organization improve its performance. Benchmarking can be applied to processes or process metrics. It is a methodology in striving to attain a leap-ahead rather than gradual improvement and looks for the significant new aspect of a process that will accelerate innovation and change, to yield a breakthrough improvement, on the way to a world-class level of performance / customer satisfaction. Benchmarking is not a way of getting someone off your case by proving that you have nothing to learn and it is not a quick, easy, number crunching, spying, copying, espionage or gradual improvement. 14. When to use Benchmarking? Benchmarking can be done prior to embarking on a new process or reengineering an existing one. This enables the organization to set a stake of objectivity in the ground and establish a standard. By understanding the state of operations before one can define improvement goals such as reducing unit costs by x percent a year, or improving service levels by y percent a year. Once the agreement is in place, continued measurement can track progress over time. Benchmarking can be a very useful management tool. 15. Why is benchmarking important? Benchmarking eliminates the guess work by looking at processes and enablers that lead to best practices. Benchmarking doesn't limit itself to competitive information; it seeks innovation by looking outside the industry paradigm. People often mistake benchmarking for competitive analysis. Competitive analysis typically looks at intelligence data: facts and figures, product breakdown (reverse engineering) strategic goals. It's a guessing game as to how to achieve the competitive advantage. Companies benchmark in order to: develop and implement strategic goals establish realistic actionable objectives provide a sense of urgency encourage striving for perfection and innovative thinking create a better understanding of the industry, and emphasize sensitivity to changing customer needs. 16. How to use PDCA? This is parallel to the Plan - Do - Check - Act (PDCA) cycle]? Plan: 1 2 3
Develop a team which represents all stakeholders. Provide team with information and overall materials necessary. Identify results you want to achieve through examining other similar processes and resources.
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4 5 Analyze: 1 2 3 4 5
Develop a vision of what doing the process better means. Determine how information will be collected. Determine strengths and weaknesses presented in the information. Identify quantitative data that can help you measure performance and set future targets. Identify qualitative data that explains success factors and how the process is best-in-class. Compare data and determine what you can learn from it.
17. What do you mean by Strategic analysis? An objective analysis and understanding of your markets and your costs and capabilities forms the bedrock for the strategy development process. From this analysis and by applying creativity will come a number of options and opportunities that can be used to build and implement a solid strategic plan for new or existing markets.
Setting a strategy requires knowledge in three areas:
Customers: Existing customers and potential customers and markets. What do they do? What would help them do what they do better? What are their needs? Where are the most profitable customers? Competencies: Skills, knowledge and relationships. What do you do well? What abilities could you draw on? What costs do you have to carry? Where do you make money? Competition: The whole competitive environment from regulation to real life competition. What is the basis of competition? Where are the threats? Where is their pressure and where is the market easy? Analysis of the three areas is interrelated. Who you choose as your target audience will have implications for what capabilities you need, which will have an impact on what competitive pressures are around which will influence who you choose as your target audience. 18. What is Process Capability?
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Process capability is the long-term performance level of the process after it has been brought under statistical control. In other words, process capability is the range over which the natural variation of the process occurs as determined by the system of common causes. And also Process capability is the ability of the combination of people, machine, methods, material, and measurements to produce a product that will consistently meet the design requirements or customer expectation. 19. What is a Process Capability Study? Process capability study is a scientific and a systematic procedure that uses control charts to detect and eliminate the unnatural causes of variation until a state of statistical control is reached. When the study is completed, you will identify the natural variability of the process. 20. What do you mean by Statistical process control (SPC) Statistical process control (SPC) is the application of statistical methods to the monitoring and control of a process to ensure that it operates at its full potential to produce conforming product. Under SPC, a process behaves predictably to produce as much conforming product as possible with the least possible waste. While SPC has been applied most frequently to controlling manufacturing lines, it applies equally well to any process with a measurable output. Key tools in SPC are control charts, a focus on continuous improvement and designed experiments. Much of the power of SPC lies in the ability to examine a process and the sources of variation in that process using tools that give weight to objective analysis over subjective opinions and that allow the strength of each source to be determined numerically. Variations in the process that may affect the quality of the end product or service can be detected and corrected, thus reducing waste as well as the likelihood that problems will be passed on to the customer.
Unit-4, Control Charts for attributes, p chart, n p chart, c chart.

1. What do you mean control chart? Control charts, also known as Shewhart charts or process-behaviour charts, in statistical process control are tools used to determine whether or not a manufacturing or business process is in a state of statistical control. 2. Describe Chart details. A control chart consists of:
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Points representing a statistic of measurements of a quality characteristic in samples taken from the process at different times. The mean of this statistic using all the samples is calculated (e.g., the mean of the means, mean of the ranges, mean of the proportions). A center line is drawn at the value of the mean of the statistic.
The standard error (e.g., standard deviation/sqrt(n) for the mean) of the statistic is also calculated using all the samples. Upper and lower control limits (sometimes called "natural process limits") that indicate the threshold at which the process output is considered statistically 'unlikely' are drawn typically at 3 standard errors from the center line.
The chart may have other optional features, including: Upper and lower warning limits, drawn as separate lines, typically two standard errors above and below the center line. Division into zones, with the addition of rules governing frequencies of observations in each zone. Annotation with events of interest, as determined by the Quality Engineer in charge of the process's quality.
Control Chart
3. What do you mean by Calculation of standard deviation? As for the calculation of control limits, the standard deviation (error) required is that of the common-cause variation in the process. Hence, the usual estimator, in terms of sample variance, is not used as this estimates the total squared-error loss from both common- and special-causes of variation. An alternative method is to use the relationship between the range of a sample and its standard deviation derived by Leonard H. C. Tippett, an estimator which tends to be less influenced by the extreme observations which typify special-causes. 4. What is Standard deviation? Standard deviation is a widely used measurement of variability or diversity used in statistics and probability theory. It shows how much variation or "dispersion" there is from the average (mean, or expected value). A low standard deviation indicates that the data points tend to be very close to the mean, whereas high standard deviation indicates that the data are spread out over a large range of values. Technically, the standard deviation of a statistical population, data set, or probability distribution is the square root of its variance. It is algebraically simpler though practically less robust than the average absolute deviation. A useful property of standard deviation is that, unlike variance, it is expressed in the same units as the data. 5. What is Probability theory? Probability theory is the branch of mathematics concerned with analysis of random phenomena. The central objects of probability theory are random variables, stochastic processes, and events: mathematical abstractions of non-deterministic events or measured quantities that may either be single occurrences or evolve over time in an apparently random
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fashion. If an individual coin toss or the roll of die is considered to be a random event, then if repeated many times the sequence of random events will exhibit certain patterns, which can be studied and predicted. Two representative mathematical results describing such patterns are the law of large numbers and the central limit theorem. 6. What do you mean by Arithmetic mean (AM)? The arithmetic mean is the "standard" average, often simply called the "mean".
The mean may often be confused with the median, mode or range. The mean is the arithmetic average of a set of values, or distribution; however, for skewed distributions, the mean is not necessarily the same as the middle value (median), or the most likely (mode). For example, mean income is skewed upwards by a small number of people with very large incomes, so that the majority has an income lower than the mean. By contrast, the median income is the level at which half the population is below and half is above. The mode income is the most likely income, and favors the larger number of people with lower incomes. The median or mode is often more intuitive measures of such data. Nevertheless, many skewed distributions are best described by their mean such as the exponential and Poisson distributions. For example, the arithmetic mean of six values: 34, 27, 45, 55, 22, and 34 is
7. What is Geometric mean (GM)? Explain. The geometric mean is an average that is useful for sets of positive numbers that are interpreted according to their product and not their sum (as is the case with the arithmetic mean) e.g. rates of growth.
For example, the geometric mean of six values: 34, 27, 45, 55, 22, and 34 is:
8. What is Harmonic mean (HM)? Explain. The harmonic mean is an average which is useful for sets of numbers which are defined in relation to some unit, for example speed (distance per unit of time).
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For example, the harmonic mean of the six values: 34, 27, 45, 55, 22, and 34 is
9. What is the Relationship between AM, GM, and HM? AM, GM, and HM satisfy these inequalities:
Equality holds only when all the elements of the given sample are equal. 10. Describe generalized means (Power mean).
The generalized mean, also known as the power mean or Hlder mean, is an abstraction of the quadratic, arithmetic, geometric and harmonic means. It is defined for a set of n positive numbers xi by
By choosing the appropriate value for the parameter m we get all means: maximum m=2 m=1 quadratic mean arithmetic mean geometric mean m=1 harmonic mean minimum -mean This can be generalized further as the generalized f-mean
And again a suitable choice of an invertible will give
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harmonic mean,
f(x) = xm f(x) = lnx
power mean, Geometric mean.
11. Describe weighted arithmetic mean. The weighted arithmetic mean is used, if one wants to combine average values from samples of the same population with different sample sizes:
The weights wi represent the bounds of the partial sample. In other applications they represent a measure for the reliability of the influence upon the mean by respective values. 12. What is truncated mean? Sometimes a set of numbers might contain outliers, i.e. a datum which is much lower or much higher than the others. Often, outliers are erroneous data caused by artifacts. In this case one can use a truncated mean. It involves discarding given parts of the data at the top or the bottom end, typically an equal amount at each end, and then taking the arithmetic mean of the remaining data. The number of values removed is indicated as a percentage of total number of values. 13. Explain Interquartile mean. The interquartile mean is a specific example of a truncated mean. It is simply the arithmetic mean after removing the lowest and the highest quarter of values.
Assuming the values have been ordered, so is simply a specific example of a weighted mean for a specific set of weights.
14. What do you mean by P CHART? In statistical quality control, the p-chart is a type of control chart used to monitor the proportion of nonconforming units in a sample, where the sample proportion nonconforming is defined as the ratio of the number of nonconforming units to the sample size, n.The p-chart only accommodates "pass"/"fail"-type inspection as determined by one or more go-no go gauges or tests, effectively applying the specifications to the data before they are plotted on the chart. Other types of control charts display the magnitude of the quality characteristic under study, making troubleshooting possible directly from those charts.
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15. Write the Assumptions of p chart. The binomial distribution is the basis for the p-chart and requires the following assumptions: The probability of nonconformity p is the same for each unit. Each unit is independent of its predecessors or successors. The inspection procedure is same for each sample and is carried out consistently from sample to sample.
16. Describe the Calculation and plotting of p-chart. The control limits for this chart type are
Where is the estimate of the long-term process mean established during control-chart setup? Naturally, if the lower control limit is less than or equal to zero, process observations only need be plotted against the upper control limit. Note that observations of proportion nonconforming below a positive lower control limit are cause for concern as they are more frequently evidence of improperly calibrated test and inspection equipment or inadequately trained inspectors than of sustained quality improvement. Some organizations may elect to provide a standard value for p, effectively making it a target value for the proportion nonconforming.
P control chart P Chart Calculations Plotted statistic: The percent of items in the sample meeting the criteria of interest.
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Where nj is the sample size (number of units) of group j. Center Line
Where nj is the sample size (number of units) of group j, and m is the number of groups included in the analysis. UCL, LCL (Upper and Lower Control Limit)
Where nj is the sample size (number of units) of group j, p-bar is the Average percent.
17. What is np-chart? Explain. In statistical quality control, the np-chart is a type of control chart used to monitor the number of nonconforming units in a sample. It is an adaptation of the p-chart and used in situations where personnel find it easier to interpret process performance in terms of concrete numbers of units rather than the somewhat more abstract proportion.[1] The np-chart differs from the p-chart in only the three following aspects: The control limits are , Where n is the sample size and is the estimate of the long-term process mean established during control-chart setup. he number nonconforming (np), rather than the fraction nonconforming (p), is plotted against the control limits. The sample size, n, is constant.
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np control chart
Center line
Control limits
Plotted statistic
18. What is c- chart? Explain. In statistical quality control, the c-chart is a type of control chart used to monitor "count"-type data, typically total number of nonconformities per unit. It is also occasionally used to monitor the total number of events occurring in a given unit of time. The c-chart differs from the p-chart in that it accounts for the possibility of more than one nonconformity per inspection unit. The p-chart models "pass"/"fail"-type inspection only. Nonconformities may also be tracked by type or location which can prove helpful in tracking down assignable causes.
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Center line
Control limits
Plotted statistic
19. How many Types of Sampling Plans? Three types of sampling plans 1. single sampling plan 2. double sampling plan 3. Multiple sampling plan A single sampling plan, as previously defined, is specified by the pair of numbers (n,c). The sample size is n, and the lot is rejected if there are more than c defectives in the sample; otherwise the lot is accepted.
20. What is double Sampling? Double and multiple sampling plans were invented to give a questionable lot another chance. For example, if in double sampling the results of the first sample are not conclusive with regard to accepting or rejecting, a second sample is taken. Application of double sampling requires that a first sample of size n1 is taken at random from the (large) lot. The number of defectives is then counted and compared to the first sample's acceptance number a1 and
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rejection number r1. Denote the number of defectives in sample 1 by d1 and in sample 2 by d2, then: If d1 a1, the lot is accepted. If d1 r1, the lot is rejected. If a1 < d1 < r1, a second sample is taken. If a second sample of size n2 is taken, the number of defectives, d2, is counted. The total number of defectives is D2 = d1 + d2. Now this is compared to the acceptance number a2 and the rejection number r2 of sample 2. In double sampling, r2 = a2 + 1 to ensure a decision on the sample. If D2 a2, the lot is accepted. If D2 r2, the lot is rejected 21. What do you mean by reliability? In general, reliability (systemic def.) is the ability of a person or system to perform and maintain its functions in routine circumstances, as well as hostile or unexpected circumstances. Reliability may refer to: Reliability (engineering), the ability of a system or component to perform its required functions under stated conditions for a specified period of time. Reliability (statistics), of a set of data and experiments. High reliability is informally reported in "nines". Reliabilism in philosophy and epistemology. Data reliability, a property of some disk arrays in computer storage. Reliability theory, as a theoretical concept, to explain biological aging and species longevity. Reliability (computer networking), a category used to describe protocols. 22. What is redundancy in quality? In total quality management, TQM, redundancy in quality or redundant quality means quality which exceeds the required quality level. Tolerances may be too accurate, for example, creating unnecessarily high costs of production. Redundant quality is sometimes incorrectly used instead of even quality or constant quality, perhaps because of the positive connotations of the term redundancy used in connection with safety-critical systems.
Unit -5, Introduction to Design Experiments, and Distribution Curve.

1. What do you understand by design of experiments (DOE) or experimental design? Experimental design is the design of any information-gathering exercises where variation is present, whether under the full control of the experimenter or not. However, in statistics, these terms are usually used for controlled experiments. Other types of study, and their design, are discussed in the articles on opinion polls and statistical surveys (which are types of observational study), natural experiments and quasi-experiments (for example, quasiexperimental design). See Experiment for the distinction between these types of experiments or studies. In the design of experiments, the experimenter is often interested in the effect of some process or intervention (the "treatment") on some objects (the "experimental units"), which may be people, parts of people, groups of people, plants, animals, materials, etc.
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Design of experiments is thus a discipline that has very broad application across all the natural and social sciences. 2. Explains the principles of experimental design?
A methodology for designing experiments was proposed by Ronald A. Fisher, in his innovative book The Design of Experiments (1935). As an example, he described how to test the hypothesis that a certain lady could distinguish by flavour alone whether the milk or the tea was first placed in the cup. While this sounds like a frivolous application, it allowed him to illustrate the most important ideas of experimental design: Comparison In many fields of study it is hard to reproduce measured results exactly. Comparisons between treatments are much more reproducible and are usually preferable. Often one compares against a standard, scientific control, or traditional treatment that acts as baseline. Randomization There is an extensive body of mathematical theory that explores the consequences of making the allocation of units to treatments by means of some random mechanism such as tables of random numbers, or the use of randomization devices such as playing cards or dice. Provided the sample size is adequate, the risks associated with random allocation (such as failing to obtain a representative sample in a survey, or having a serious imbalance in a key characteristic between a treatment group and a control group) are calculable and hence can be managed down to an acceptable level. Random does not mean haphazard, and great care must be taken that appropriate random methods are used.
Replication Measurements are usually subject to variation and uncertainty. Measurements are repeated and full experiments are replicated to help identify the sources of variation and to better estimate the true effects of treatments.
Blocking Blocking is the arrangement of experimental units into groups (blocks) consisting of units that are similar to one another. Blocking reduces known but irrelevant sources of variation between units and thus allows greater precision in the estimation of the source of variation under study. Orthogonality Example of orthogonal factorial design Orthogonality concerns the forms of comparison (contrasts) that can be legitimately and efficiently carried out. Contrasts can be represented by vectors and sets of orthogonal contrasts are uncorrelated and independently distributed if the data are normal. Because of this independence, each orthogonal treatment provides different information to the others. If there are T treatments and T 1 orthogonal contrasts, all the information that can be captured from the experiment is obtainable from the set of contrasts. Factorial experiments
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Use of factorial experiments instead of the one-factor-at-a-time method. These are efficient at evaluating the effects and possible interactions of several factors. 3. How analysis of design of experiments built the foundation of analysis of variance?
Analysis of the design of experiments was built on the foundation of the analysis of variance, a collection of models in which the observed variance is partitioned into components due to different factors which are estimated and/or tested. 4. What is Analysis of variance
In statistics, analysis of variance (ANOVA) is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form ANOVA provides a statistical test of whether or not the means of several groups are all equal, and therefore generalizes t-test to more than two groups. Doing multiple two-sample t-tests would result in an increased chance of committing a type I error. For this reason, ANOVAs are useful in comparing two, three or more means.
5.
Write the name of different models? Fixed-effects models (Model 1) Random-effects models (Model 2 Mixed-effects models (Model 3 What do you mean by Randomization-based analysis?
6.
In a randomized controlled experiment, the treatments are randomly assigned to experimental units, following the experimental protocol. This randomization is objective and declared before the experiment is carried out. The objective random-assignment is used to test the significance of the null hypothesis, following the ideas of C. S. Peirce and Ronald A. Fisher. This design-based analysis was discussed and developed by Francis J. 7. What is Unit-treatment additivity?
In its simplest form, the assumption of unit-treatment additivity states that the observed response yi,j from experimental unit i when receiving treatment j can be written as the sum of the unit's response yi and the treatment-effect tj, that is
yi,j = yi + tj
The assumption of unit-treatment addivity implies that, for every treatment j, the jth treatment have exactly the same effect tj on every experiment unit. The assumption of unit treatment additivity usually cannot be directly falsified, according to Cox and Kempthorne. However, many consequences of treatment-unit additivity can be falsified. For a randomized experiment, the assumption of unit-treatment additivity implies that the variance is constant for all treatments. Therefore, by contraposition, a necessary condition for unit-treatment additivity is that the variance is constant. The property of unit-treatment additivity is not invariant under a "change of scale", so statisticians often use transformations to achieve unittreatment additivity. If the response variable is expected to follow a parametric family of probability distributions. According to Cauchy's functional equation theorem, the logarithm is
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the only continuous transformation that transforms real multiplication to addition. The assumption of unit-treatment additivity was enunciated in experimental design by Kempthorne and Cox. Kempthorne's use of unit treatment additivity and randomization is similar to the design-based inference that is standard in finite-population survey sampling. 8. What is Derived linear model?
Kempthorne uses the randomization-distribution and the assumption of unit treatment additivity to produce a derived linear model, very similar to the textbook model discussed previously. The test statistics of this derived linear model are closely approximated by the test statistics of an appropriate normal linear model, according to approximation theorems and simulation studies by Kempthorne and his students However, there are differences. For example, the randomization-based analysis results in a small but negative correlation between the observations In the randomization-based analysis, there is no assumption of a normal distribution and certainly no assumption of independence. On the contrary, the observations are dependent. 9. What are Statistical models for observational data?
However, when applied to data from non-randomized experiments or observational studies, model-based analysis lacks the warrant of randomization. For observational data, the derivation of confidence intervals must use subjective models, as emphasized by Ronald A. Fisher and his followers. In practice, the estimates of treatment-effects from observational studies generally are often inconsistent. In practice, "statistical models" and observational data are useful for suggesting hypotheses that should be treated very cautiously by the public Freedman. 10. Explain logic of ANOVA.
Partitioning of the sum of squares The fundamental technique is a partitioning of the total sum of squares S into components related to the effects used in the model. For example, we show the model for a simplified ANOVA with one type of treatment at different levels.
So, the number of degrees of freedom f can be partitioned in a similar way and specifies the chi-square distribution which describes the associated sums of squares.
The F-test is used for comparisons of the components of the total deviation. For example, in one-way or single-factor ANOVA, statistical significance is tested for by comparing the F test statistic
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Where
I = number of treatments
And
nT = total number of cases To the F-distribution with I 1,nT I degrees of freedom. Using the F-distribution is a natural candidate because the test statistic is the ratio of two scaled sums of squares each of which follows a scaled chi-square distribution. Power analysis Power analysis is often applied in the context of ANOVA in order to assess the probability of successfully rejecting the null hypothesis if we assume a certain ANOVA design, effect size in the population, sample size and alpha level. Power analysis can assist in study design by determining what sample size would be required in order to have a reasonable chance of rejecting the null hypothesis when the alternative hypothesis is true. 11. What is Effect size?
Effect-size estimates facilitate the comparison of findings in studies and across disciplines. Common effect size estimates reported in univariate-response anova and multivariateresponse man ova include the following: eta-squared, partial eta-squared, omega, and inter correlation. 2 Eta-squared describes the ratio of variance explained in the dependent variable by a predictor while controlling for other predictors. Eta-squared is a biased estimator of the variance explained by the model in the population. On average it overestimates the variance explained in the population. As the sample size gets larger the amount of bias gets smaller.
Partial 2 (Partial eta-squared): Partial eta-squared describes the "proportion of total variation attributable to the factor, partialling out (excluding) other factors from the total non error variation" Partial eta squared is often higher than eta squared.
A statistically significant effect in ANOVA is often followed up with one or more different follow-up tests. This can be done in order to assess which groups are different from which other groups or to test various other focused hypotheses. Follow-up tests are often distinguished in terms of whether they are planned (a priori) or post hoc. Planned tests are determined before looking at the data and post hoc tests are performed after looking at the data. Post hoc tests such as Tukey's range test most commonly compare every group mean
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with every other group mean and typically incorporate some method of controlling for Type I errors. Comparisons, which are most commonly planned, can be either simple or compound. 12. What is Study designs and ANOVA?
There are several types of ANOVA. Many statisticians base ANOVA on the design of the experiment,] especially on the protocol that specifies the random assignment of treatments to subjects; the protocol's description of the assignment mechanism should include a specification of the structure of the treatments and of any blocking. It is also common to apply ANOVA to observational data using an appropriate statistical model. Some popular designs use the following types of ANOVA: One-way ANOVA is used to test for differences among two or more independent groups. Different levels of urea application in a crop. Typically, however, the one-way ANOVA is used to test for differences among at least three groups, since the two-group case can be covered by a t-test. When there are only two means to compare, the t-test and the ANOVA F-test are equivalent; the relation between ANOVA and t is given by F = t2. Factorial ANOVA is used when the experimenter wants to study the interaction effects among the treatments. Repeated measures ANOVA is used when the same subjects are used for each treatment. Multivariate analysis of variance (MANOVA) is used when there is more than one response variable. 13. What is Quality control?
It is a process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects. Elements such as controls, job management, defined and well managed processes, performance and integrity criteria, and identification of records Competence, such as knowledge, skills, experience, and qualifications Soft elements, such personnel integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. The quality of the outputs is at risk if any of these three aspects is deficient in any way. Quality control emphasizes testing of products to uncover defects, and reporting to management who make the decision to allow or deny the release, whereas quality assurance attempts to improve and stabilize production, and associated processes, to avoid, or at least minimize, issues that led to the defects in the first place. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. 14. What is total quality control?
Total quality control", also called total quality management, is an approach that extends beyond ordinary statistical quality control techniques and quality improvement methods. It implies a complete overview and re-evaluation of the specification of a product, rather than just considering a more limited set of changeable features within an existing product. If the original specification does not reflect the correct quality requirements, quality cannot be inspected or manufactured into the product. For instance, the design of a pressure vessel should include not only the material and dimensions, but also operating, environmental, safety, reliability and maintainability requirements, and documentation of findings about these requirement. 15. What is binomial distribution?
In probability theory and statistics, the binomial distribution is the discrete probability distribution of the number of successes in a sequence of independent yes/no experiments,
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each of which yields success with probability. Such a success/failure experiment is also called a Bernoulli experiment or Bernoulli trial; when n = 1, the binomial distribution is a Bernoulli distribution. The Binomial distribution is n times repeated Bernoulli trial. The binomial distribution is the basis for the popular binomial test of significance. The binomial distribution is frequently used to model the number of successes in a sample of size n drawn with replacement from a population of size N. If the sampling is carried out without replacement, the draws are not independent and so the resulting distribution is a hyper geometric distribution, not a binomial one. However, for N much larger than n, the binomial distribution is a good approximation, and widely used. 16. What is Probability mass function?
In general, if the random variable K follows the binomial distribution with parameters n and p, we write K ~ B(n, p). The probability of getting exactly k successes in n trials is given by the probability mass function:
For k = 0, 1, 2... n, where
The binomial coefficient (hence the name of the distribution) "n choose k", also denoted C (n, k), nCk, or nCk. The formula can be understood as follows: we want k successes (pk) and n k failures (1 p) n k. However, the k successes can occur anywhere among the n trials, and there are C (n, k) different ways of distributing k successes in a sequence of n trials. In creating reference tables for binomial distribution probability, usually the table is filled in up to n/2 values. This is because for k > n/2, the probability can be calculated by its complement as
So, one must look to a different k and a different p (the binomial is not symmetrical in general). However, its behavior is not arbitrary. There is always an integer M that satisfies
As a function of k, the expression (k; n, p) is monotone increasing for k < M and monotone decreasing for k > M, with the exception of the case where (n + 1)p is an integer. In this case, there are two values for which is maximal: (n + 1)p and (n + 1)p 1. M is the most probable outcome of the Bernoulli trials and is called the mode. Note that the probability of it occurring can be fairly small. 17. What is Cumulative distribution function?
The cumulative distribution function can be expressed as:
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Where
is the "floor" under x, i.e. the greatest integer less than or equal to x.
It can also be represented in terms of the regularized incomplete beta function, as follows:
For k np, upper bounds for the lower tail of the distribution function can be derived. In particular, Hoeffding's inequality yields the bound
And Chernoff's inequality can be used to derive the bound
Moreover, these bounds are reasonably tight when p = 1/2, since the following expression holds for all k 3n/8
Mean and variance If X ~ B(n, p) (that is, X is a binomially distributed random variable), then the expected value of X is
And the variance is
This fact is easily proven as follows. Suppose first that we have a single Bernoulli trial. There are two possible outcomes: 1 and 0, the first occurring with probability p and the second having probability 1 p. The expected value in this trial will be equal to = 1p + 0(1p) = p. The variance in this trial is calculated similarly: 2 = (1p)2p + (0p)2(1p) = p(1p). The generic binomial distribution is a sum of n independent Bernoulli trials. The mean and the variance of such distributions are equal to the sums of means and variances of each individual trial:
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Mode and median Usually the mode of a binomial B(n,p) distribution is equal to (n + 1)p, where is the floor function. However when (n + 1) p is an integer and p is neither 0 nor 1, then the distribution has two modes: (n + 1)p and (n + 1)p 1. When p is equal to 0 or 1, the mode will be 0 and n correspondingly. These cases can be summarized as follows:
In general, there is no single formula to find the median for a binomial distribution, and it may even be non-unique. However several special results have been established: If np is an integer, then the mean, median, and mode coincide and equal np. Any median m must lie within the interval np m np.A median m cannot lie too far away from the mean: |m np | min {ln 2, max{p, 1 p}}.The median is unique and equal to m = round (np) in cases when either p 1 ln 2 or p ln 2 or |m np| min{p, 1 p} except for the case when p = and n is odd).[4][5] When p = 1/2 and n is odd, any number m in the interval (n 1) m (n + 1) is a median of the binomial distribution. If p = 1/2 and n is even, then m = n/2 is the unique median. Covariance between two binomials If two binomially distributed random variables X and Y are observed together, estimating their covariance can be useful. Using the definition of covariance, in the case n = 1 we have
The first term is non-zero only when both X and Y are one, and X and Y are equal to the two probabilities. Defining pB as the probability of both happening at the same time, this gives
and for n such trials again due to independence
If X and Y are the same variable, this reduces to the variance formula given above. Relationship to other distributions Sums of binomials If X ~ B (n, p) and Y ~ B (m, p) are independent binomial variables, then X + Y is again a binomial variable; its distribution is
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Bernoulli distribution The Bernoulli distribution is a special case of the binomial distribution, where n = 1. Symbolically, X ~ B(1, p) has the same meaning as X ~ Bern(p). Conversely, any binomial distribution, B(n, p), is the sum of n independent Bernoulli trials, Bern(p), each with the same probability p. 18. Explain Poisson binomial distribution? The binomial distribution is a special case of the Poisson binomial distribution, which is a sum of n independent non-identical trials Bern (pi). If X has the Poisson binomial distribution with p1 = = pn =p then X ~ B(n, p). Normal approximation Binomial PDF and normal approximation for n = 6 and p = 0.5 If n is large enough, and then the skew of the distribution is not too great. In this case, if a suitable continuity correction is used, then an excellent approximation to B (n, p) is given by the normal distribution.
The approximation generally improves as n increases (at least 20) and is better when p is not near to 0 or 1. Various rules of thumb may be used to decide whether n is large enough, and p is far enough from the extremes of zero or one: The following is an example of applying a continuity correction: Suppose one wishes to calculate Pr(X 8) for a binomial random variable X. If Y has a distribution given by the normal approximation, then Pr(X 8) is approximated by Pr(Y 8.5). The addition of 0.5 is the continuity correction; the uncorrected normal approximation gives considerably less accurate results. This approximation, known as de MoivreLaplace theorem, it can be seen as a consequence of the central limit theorem since B(n, p) is a sum of n independent, identically distributed Bernoulli variables with parameter p. This fact is the basis of a hypothesis test, a "proportion z-test," for the value of p using x/n, the sample proportion and estimator of p, in a common test statistic. For example, suppose you randomly sample n people out of a large population and ask them whether they agree with a certain statement. The proportion of people who agree will of course depend on the sample. If you sampled groups of n people repeatedly and truly randomly, the proportions would follow an approximate normal distribution with mean equal to the true proportion p of agreement in the population and with standard deviation = (p(1 p)/n)1/2. Large sample
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sizesn are good because the standard deviation, as a proportion of the expected value, gets smaller, which allows a more precise estimate of the unknown parameter p. Poisson approximation The binomial distribution converges towards the Poisson distribution as the number of trials goes to infinity while the product np remains fixed. Therefore the Poisson distribution with parameter = np can be used as an approximation to B (n, p) of the binomial distribution if n is sufficiently large and p is sufficiently small. According to two rules of thumb, this approximation is good if n 20 and p 0.05, or if n 100 and np 10. 19. What is chi Square method?
A chi-square test is any statistical hypothesis in which the sampling distribution of the test statistic is a chi-square distribution when the null hypothesis is true, or any in which this is asymptotically true, meaning that the sampling distribution (if the null hypothesis is true) can be made to approximate a chi-square distribution as closely as desired by making the sample size large enough. Some examples of chi-squared tests where the chi-square distribution is only approximately valid: Pearson's chi-square test, also known as the chi-square goodness-of-fit test or chi-square test for independence. When mentioned without any modifiers or without other 2 precluding context, this test is usually understood (for an exact test used in place of , see Fisher's exact test). Yates' chi-square test, also known as Yates' correction for continuity CochranMantelHaenszel chi-square test. Linear-by-linear association chi-square test. The portmanteau test in time-series analysis, testing for the presence of autocorrelation Likelihood-ratio tests in general statistical modelling, for testing whether there is evidence of the need to move from a simple model to a more complicated one (where the simple model is nested within the complicated one).
One case where the distribution of the test statistic is an exact chi-square distribution is the test that the variance of a normally-distributed population has a given value based on a sample variance. Such a test is uncommon in practice 20. What is the application of chi square method?
The chi-square distribution has numerous applications in inferential statistics, for instance in chisquare tests and in estimating variances. It enters the problem of estimating the mean of a normally distributed population and the problem of estimating the slope of a regression line via its role in Students t-distribution. It enters all analysis of variance problems via its role in the F-distribution, which is the distribution of the ratio of two independent chi-squared random variables, each divided by their respective degrees of freedom.
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QUESTION BANK FOR

HUMAN RESOURCE MANAGEMENT (02BT307)
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HUMAN RESOURCE MANAGEMENT UNIT-1 PART-A Q1. Define human resource management. Ans. Human resource management is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished. Q2. State two objectives of HRM. Ans. a) To utilize the available human resources effectively. b) To increase to the fullest the employees job satisfaction and self-actualization. Q3. What is master-servant concept? Ans. At this stage, workers were no more than servants. A climate of ill-treatment, exploitation, follow-the-order, meager wages, absence of voice, rules, laws governing working conditions prevailed. Hire and fire approach was used. Q4. What is commodity concept? Ans. Before industrial revolution, labour was treated as a commodity or slave. Employer did not think to give labour a human treatment. There were no fair wages, no healthy working conditions and no protection given to labour. Q5. HR manager is a change agent. Explain. Ans. He brings changes in the organization. He serves as an internal change agent to initiate improvements in personnel practices. He assists in introducing and implementing major institutional changes in the organization. He brings innovation in personnel activities. Q6. Do you think HR manager is a functional expert? How? Ans. Yes, he deals with the administrative practices that are central to what the HR department offers the organization ( recruitment, selection, payroll etc.) Q7. Describe two general responsibilities of HR manager. Ans. a) To develop the HR strategy as an integral part of the business strategy. b) To reorient the processes, priorities and skills of the HR department to facilitate and support the HR strategy as to value creation. Q8. What are the leader and educator roles of HR manager? Ans. As a leader-HR manager is basically concerned with people and groups of people. He presents his ideal behavior and sets his own example. He inspires his employees and motivates them towards better performance. As an educator-HR manager must be interested in learning and also in achieving growth. He provides opportunities for his employees to learn and to assimilate new ideas. He also reminds the management of their moral and ethical obligations towards employees. Q9. What is induction? Ans. To enable new recruits to perform their duties effectively, they are initiated in the organization and on the job.
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Q10. Explain the principle of dignity of labour. Ans. HRM should create a feeling of regard for work among the employees. It should propagate such tenets as Work is Worship, Each job is dignified and To be sincere in ones duty. Q11. What is welfare concept? Ans. To increase goodwill, employers adopted some welfare measures. Employers showed their willingness to improve the well being of workers. Hence, they provided some safety measures, health benefits, rest rooms, and medical care. Q12. What do you mean by human resource concept? Ans. According to this concept workers are regarded as the most valuable assets of an organization. Human resources are the key to success of the organization. Hence, these must be developed. Their psychological needs (social, esteem, recognition and self-actualization) are fulfilled. Q13. What is the scope of HRM? Ans. Specifically, the activities included are as follows: Training and Development Organization/ Job Design Human Resource Planning Compensation and benefits Q14. State two characteristics of human resource. Ans. a) HR function is concerned with the management of the human resources of an organization, in contrast to the material or financial resources. It is the task of bringing people and organizations together. b) It focuses on action rather than on records or procedures. It solves personnel problems to achieve both organizational and employees personal goals. Q15. Explain the strategic function of HRM. Ans. HRM has linkages between the employment relationship and wider organizational strategies and corporate policies. It is essentially a strategically driven activity i.e. HRM is about shaping and delivering corporate strategies with commitment and results. Q16. Explain the HRM principle of individual development. Ans. A man has unlimited potential to grow. He must be developed to his fullest extent. If his capacity to work is not accentuated, the person may suffer from acrimony and his talent may be abated. To achieve this goal, proper training and guidance must be provided to employees. Q17. What is partner concept? Ans. Employees are accepted as partners in the progress of organization and community. Employer and employees become joint and co-entrepreneurs and managers in the organization. Better quality of working life is offered to employees. Q18. What is Functional Authority? Ans. The HR manager exercises functional control and authority to coordinate personnel activities. He acts as the right arm of the top executive to ensure that line managers are implementing the firms human resource policies and practices. Q19. What is the Liaison Man role of an HR manager? Ans. He coordinates the personnel activities of various departments. He serves as a connecting link. He acts as a linking pin between different departments of an organization.
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Q20. How is HR Manager a strategic partner? Ans. HR manager is a strategic partner in the strategy development process. He works with other top managers to formulate the companys strategy as well as to execute it.
PART-B Q21. Describe the various characteristics and facets of HRM. Ans. The following are the basic features and characteristics of HRM: People oriented- HR function is concerned with the management of the human resources of an organization, in contrast to the material or financial resources. It is the task of bringing people and organizations together. Human objective- The main object of HRM is to help employees to develop their potentialities and capacities to the full so that they can derive the greatest satisfaction from their work. It attempts at getting the willing cooperation of the people for the attainment of the desired goals. Innovator role- As part of his service activities, the HR manager also carries out an innovator role. He performs it by providing up-to-date information on current trends and new methods of solving problems. Action oriented- It focuses on action rather than on records or procedures. It solves personnel problems to achieve both organizational and employees personal goals. Q22. Explain the various principles of HRM. Ans. Human resource management has certain principles to guide the conduct of employees. These are as follows: Principle of individual development- A man has unlimited potential to grow. He must be developed to his fullest extent. If his capacity to work is not accentuated, the person may suffer from acrimony and his talent may be abated. To achieve this goal, proper training and guidance must be provided to employees. Principle of scientific selection- This principle states that the employees should be selected through proper tests and screening. The scientific analysis of the traits and abilities of the candidate must be made. His entire personality must be judged. Principle of motivation- it is a basic principle of HRM. It is an act of stimulating someone to encourage a desired course of action. It refers to the degree of readiness of a man to pursue some goal. It is a direction, control and clarification of human behavior. Principle of dignity of labour- HRM should create a feeling of regard for work among the employees. It should propagate such tenets as Work is Worship, Each job is dignified and To be sincere in ones duty.
Q23. What Does a Human Resources Manager, Generalist, or Director Do? Ans. Human Resources Generalists, Managers, and Directors, depending on the size of the
organization, may have overlapping responsibilities. In larger organizations, the Human Resources Generalist, the Manager, and the Director have clearly defined, separated roles in HR management with progressively more authority and responsibility in the hands of the Manager, the Director, and ultimately, the Vice President who may lead several departments including administration. HR directors, and occasionally HR managers, may head up several different departments that are each led by functional or specialized HR staff such as the training manager, the compensation manager, or the recruiting manager.
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Human Resources staff members are advocates for both the company and the people who work in the company. Consequently, a good HR professional performs a constant balancing act to meet both needs successfully. Q24. What are the differences between Personnel Management and HRM? Ans. Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks. Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. When a difference between personnel management and human resources is recognized, human resources is described as much broader in scope than personnel management. Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency. Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company's workforce. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel related tasks. As far as motivators are concerned, personnel management typically seeks to motivate employees with such things as compensation, bonuses, rewards, and the simplification of work responsibilities. From the personnel management point of view, employee satisfaction provides the motivation necessary to improve job performance. The opposite is true of human resources. Human resource management holds that improved performance leads to employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.
Q25. Explain the nature of Human Resource Management. Ans. Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: It is pervasive in nature as it is present in all enterprises. Its focus is on results rather than on rules. It tries to help employees develop their potential fully. It encourages employees to give their best to the organization. It is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. It helps an organization meet its goals in the future by providing for competent and wellmotivated employees. It tries to build and maintain cordial relations between people working at various levels in the organization.
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It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc.
Q26. What is the scope of HRM? Ans. The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Q27. What are the objectives of HRM? Ans. The various objectives of HRM are as follows: To help the organization reach its goals. To ensure effective utilization and maximum development of human resources. To ensure respect for human beings. To identify and satisfy the needs of individuals. To ensure reconciliation of individual goals with those of the organization. To achieve and maintain high morale among employees. To provide the organization with well-trained and well-motivated employees. To increase to the fullest the employee's job satisfaction and self-actualization. To develop and maintain a quality of work life. To be ethically and socially responsive to the needs of society. To develop overall personality of each employee in its multidimensional aspect. To enhance employee's capabilities to perform the present job. To equip the employees with precision and clarity in transaction of business. To inculcate the sense of team spirit, team work and inter-team collaboration. Q28. What are the various functions of HRM? Ans. In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing manpower management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.
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UNIT-2 PART-A Q1. Define Human resource planning. Ans. Human resource planning is the process by which management ensures that it has the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. Q2. What do you mean by Layoffs? Ans. It is the plan to deal with surpluses. It is usually avoided by firms. However, employee layoff is done when there is an economic downturn. Layoffs have the potential of reducing productivity since surviving employees feel demotivated. Q3. Define Downsizing. Ans. It is the reduction in jobs based on a desire to operate more efficiently. In order to bridge the demand-supply gap in terms of both the number and type of employees, several companies have eliminated thousands of jobs. Q4. What is Delphi technique? Ans. In this technique, the experts do not meet face to face. The first step in the Delphi process is to develop an anonymous questionnaire that asks the experts for an opinion and the reasons why they hold that opinion. The results of this questionnaire are complied and returned to the experts, along with a second anonymous questionnaire. Q5. What is job analysis? Ans. Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. Q6. What is job description? Ans. Job description is a functional description of the contents what the job entails. Q7. What is job specification? Ans. Job specification focuses on the person i.e., the job holder. Job specification is a statement of the minimum levels of qualifications, skills, physical and other abilities and attributes. Q8. What is the use of job description? Ans. a) job grading and classification b) Placement and orientation of new employees. Q9. What is role analysis? Ans. A role consists of the total pattern of expected behavior. It includes interactions and sentiments of the jobholder. Q10. Define job enlargement. Ans. Job enlargement is expanding the scope of a job. It is a horizontal change generally involving the addition of one or more similar tasks to the individual job. Q11. What do you mean by job enrichment?
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Ans. Job enrichment refers to the vertical expansion of the jobs. It increase the degree to which the worker controls the planning, execution and evaluation of his work. Q12. What is the basic objective of job rotation? Ans. The basic objective of job rotation is to increase the skill and knowledge of the employee about related jobs. Q13. What do you mean by job diversity? Ans. job enlargement attacks the lack of diversity in over-specialized jobs. It increases job interest. For example, a clerk in an office who is doing the typing work only may also be assigned the tasks of drafting letters, etc. this will reduce his boredom. Q14. Define Recruitment. Ans. Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Q15. Name the internal sources of recruitment. Ans. Promotion, Transfer, past employees, dependents and Apprentice. Q16. What do you mean by selection? Ans. Selection is the process by which an organization choose from a list of screened applicants, the person or persons who best meet the selection criteria for the position available. Q17. What do you mean by intelligence test? Ans. Its aim at testing the mental capacity of a person with respect to reasoning, word fluency, numbers, memory, comprehension, picture arrangement, etc. it measures the ability to grasp, understand, reason and to make judgment. Q18. What is Preliminary interview? Ans. It is of quite short duration to see the worth of a candidate. Its object is the elimination of the obviously unqualified. In many instances, it is a stand-up interview conducted at a desk or railing. Q19. Explain situational tests. Ans. These combine aspects of both performance and personality testing. They are designed to observe how job applicants react to stressful but realistic real-life situations. Q20. What do you mean by depth interview? Ans. It is used to go into more detail on a particular subject of an important nature. For taking correct decision, candidates background and thinking are examined in detail. It makes exhaustive analysis.
PART-B Q21. What is the importance of human resource planning in an organization? Ans. Following are other potential benefits of HRP: Upper management has a better view of the HR dimensions of business decision. Personnel costs may be less because the management can anticipates imbalances before they become unmanageable and expensive. More time is provided to locate talent Better opportunities exist to include women and minority groups in future growth plans. Better planning of assignments to develop managers can be done.
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Major and successful demands on local Labour markets can be made. Surplus or deficiency of employees strength is due to absence of planning.
Q22. What are the objectives of human resource planning? Ans. There are various objectives of HRP as follows: Assessing manpower needs for future & making plans for recruitments & selection. Assessing skill requirement in future. Determining training & development needs of the organization. Anticipating surplus or shortage of staff & avoiding unnecessary detention or dismissal. Controlling wages & salary casts. Ensuring optimum use of human resource in the organization. Helping the organization to cope with the technological development & modernization. Ensuring higher labour productivity. Ensuring career planning of every employee of the organization & making succession programmers.
Q23. Explain the process of Human Resource Planning. Ans. Process of Human Resource Planning 1. Analyzing the Corporate Level Strategies: Human Resource Planning should start with analyzing corporate level strategies which include expansion, diversification, mergers, acquisitions, reduction in operations, technology to be used, method of production etc. Therefore Human Resource Planning should begin with analyzing the corporate plans of the organization before setting out on fulfilling its tasks. 2. Demand forecasting: Forecasting the overall human resource requirement in accordance with the organizational plans is one of the key aspects of demand forecasting. Forecasting of quality of human resources like skills, knowledge, values and capabilities needed in addition to quantity of human resources . 3. Analyzing Human Resource Supply: Every organization has two sources of supply of Human Resources: Internal & External. Internally, human resources can be obtained for certain posts through promotions and transfers. Once the future internal supply is estimated, supply of external human resources is analyzed. 4. Estimating manpower gaps: Manpower gaps can be identified by comparing demand and supply forecasts. Such comparison will reveal either deficit or surplus of Human Resources in the future. Employees estimated to be deficient can be trained while employees with higher, better skills may be given more enriched jobs. 5. Action Planning: Once the manpower gaps are identified, plans are prepared to bridge these gaps. Plans to meet the surplus manpower may be redeployment in other departments and retrenchment. People may be persuaded to quit voluntarily through a golden handshake. Hence, the organization has to plan for retaining of existing employees. 6. Modify the Organizational plans: If future supply of human resources form all the external sources is estimated to be inadequate or less than the requirement, the manpower planner has to suggest to the management regarding the alterations or modifications in the organizational plans. 7. Controlling and Review: After the action plans are implemented, human resource structure and the processes should be controlled and reviewed with a view to keep them in accordance with action plans.
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Q24. What are the observations methods of job analysis?
Ans. OBSERVATION METHODS OF JOB ANALYSIS Methods of observation includes direct observation, work methods analysis, critical incident technique. 1. Direct observation Direct Observation is a method of job analysis to observe and record behavior / events / activities / tasks / duties while something is happening. 2. Work methods analysis Work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion analysis. 3. Critical incident technique (CIT model). Critical incident technique is a method of job analysis used to identify work behaviors that classify in good and poor performance. 4. INTERVIEW METHOD Interview method is a useful tool of job analysis to ask questions to both incumbents and supervisors in either an individual or a group setting. Interview includes structured Interviews, unstructured interview, open-ended questions. These are about 10 methods of interview such as: + group interview. + panel interview. + Stress interview.
Q25. What are the purpose of job analysis? Ans. Job Analysis plays an important role in recruitment and selection, job evaluation, job designing, deciding compensation and benefits packages, performance appraisal, analyzing training and development needs, assessing the worth of a job and increasing personnel as well as organizational productivity.
Recruitment and Selection: Job Analysis helps in determining what kind of person is required to perform a particular job. It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person at a right place.
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Performance Analysis: Job analysis is done to check if goals and objectives of a particular job are met or not. It helps in deciding the performance standards, evaluation criteria and individuals output. On this basis, the overall performance of an employee is measured and he or she is appraised accordingly. Training and Development: Job Analysis can be used to assess the training and development needs of employees. The difference between the expected and actual output determines the level of training that need to be imparted to employees. It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training. Compensation Management: Of course, job analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. After all, the pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening. Job Designing and Redesigning: The main purpose of job analysis is to streamline the human efforts and get the best possible output. It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. This is done to enhance the employee satisfaction while increasing the human output.
Q26. What Aspects of a Job Are Analyzed? Ans. Job Analysis should collect information on the following areas: Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc. Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives. Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis. Relationships Supervision given and received. Relationships with internal or external people. Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
Q27. Differentiate between Recruitment and Selection. Ans. Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.
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3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee.
Q28. What are the merits and demerits of recruitment? Ans. MERITS OF RECRUITMENT 1.It leads to the preparation of the following before recruitment. - position description -position specifications -role of the job function -job responsibilities -job accountabilities -reporting to whom -who are reporting to the applicant -interactions with which departments -position in the organization structure 2.IT helps to determine for the applicant the requirements after the recruitment -induction -orientation -Job analysis -job Role/ -Job enrichment -Job rotation 3.IT helps to define of the applicant for -succession planning -talent management 4.IT helps to determine for the applicant programs for -training -education -development -management development -career planning /development. 5.IT helps to determine for the applicant -job evaluation - rewards -benefits 6.IT provides the input for HUMAN RESOURCE INFORMATION SYSTEM. 7.IT helps to meet the recruitment compliances like -equal opportunity guidelines -diversity guidelines etc 8.IT helps to select the BEST FIT for the organization 9. IT helps to generate a wider choice. 10.IT helps the organization to meet its strategic direction. DEMERITS ARE
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1. COST, it costs money to carry it out. 2. TIME, it takes time to carry it out.
UNIT-3 PART-A Q1. What do you mean by Training? Ans. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Q2. What is development of human resources? Ans. Development includes both training to increase skill in performing a specific job and education to increase general knowledge and understanding of our total environment. Q3. What are the objectives of Training? Ans. a) To impart the new entrants the basic job knowledge and skill. b) To prepare employees for higher level tasks. Q4. What is refresher training? Ans. Refresher training is organized for existing employees for giving them training in latest developments in their jobs and technology. Q5. What is orientation training? Ans. This training provides new employees with information on such matters as company history, policies and procedures, pay and benefits, conditions of employment, safety practices, manufacturing processes and work rules. Q6. Explain the need of training. Ans. a) To increase productivity b) To improve quality of the product or service. Q7. What do you mean by Training needs? Ans. A training need is any shortfall in terms of employee knowledge, understanding, skill and attitudes against what is required by the job, or the demands of organizational change. Q8. Describe the various aspects of determining training needs. Ans. a) It diagnoses present problems and future challenges to be met through training and development. b) It can be used to enhance the effectiveness of diversity training programmes. Q9. Describe two benefits of on-the-job training. Ans. a) It motivates employees and make them productive. b) It is less expensive and consumes less time. The costs of a separate training facility and a fulltime trainer are avoided. Q10. What do you mean by mentoring? Ans. In mentoring, a senior manager is paired with a more junior employee for the purpose of giving support, helping the employee learn the ropes, and for increasing responsibility. Hence, the mentor acts as an advisor and protector to the trainee.
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Q11. What is coaching? Ans. Coaching occurs between an employee and that persons supervisor. It involves offering support and guidance where it is needed in a specific work activity. Q12. What do you mean by job rotation? Ans. This involves moving from one task to related tasks. It involves a series of assignments to different positions or departments for a specified period of time. Q13. What is Vestibule training? Ans. This training is conducted away from the actual work floor. Workers are trained on special machines in a separate location i.e. classrooms. Q14. Describe two benefits of lecture method. Ans. a) It is simple way off imparting knowledge to trainees. b) It requires less time. The trainer can present more material in a given amount of time than he can by any other method. Q15. What is Internship? Ans. In this method, students are given practical training while they study. Selected candidates carry on regular studies and they are also sent to factory or office during their vacations to get practical knowledge of their job. Q16. What is demonstration method of training? Ans. In this method, the trainer uses several examples and demonstrates the job to the trainee by performing it himself. These are often used with lectures, pictures, text materials, discussions, etc. Q17. Describe a few merits of Apprenticeship Programme. Ans. a) Trainees get some amount of stipend during training. b) The trainees acquire valuable skill which carries good demand in the market. c) it reduces production cost as labour turnover is very low. Q18. Describe In-Basket Exercise method of training. Ans. This method is designed around the incoming mail of a manager. It involves simulation of a series of decisions a trainee might have to make in real life. A variety of decision situations are presented to trainee. Q19. What is tele-training?
Ans. With tele-training, a trainer in a central location teaches groups of employees at remote locations via television hookups.
Q20. What do you mean by videoconferencing? Ans. This method allows people in one location to communicate live via a combination of audio and visual equipment with people in another city or country, or with groups in several cities.
PART-B Q21. Explain the methods of training at work. Ans. On-the-job training - With on the job training, employees receive training whilst remaining in the workplace. The main methods of one-the-job training include: Demonstration / instruction - showing the trainee how to do the job
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Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments) Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multi-disciplinary" Off-the-job training - This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include: Day release (employee takes time off work to attend a local college or training centre) Distance learning / evening classes Block release courses - which may involve several weeks at a local college Sandwich courses - where the employee spends a longer period of time at college (e.g. six months) before returning to work Sponsored courses in higher education Self-study, computer-based training
Q22. How training program can be designed? Ans. The design of the training program can be undertaken only when a clear training objective has
been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. The trainer Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers. The trainees A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design. Training climate A good training climate comprises of ambience, tone, feelings, positive perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong but when the climate is unfavorable, almost everything goes wrong. Trainees learning style the learning style, age, experience, educational background of trainees must be kept in mind in order to get the right pitch to the design of the program. Training strategies Once the training objective has been identified, the trainer translates it into specific training areas and modules. The trainer prepares the priority list of about what must be included, what could be included. Training topics After formulating a strategy, trainer decides upon the content to be delivered. Trainers break the content into headings, topics, ad modules. These topics and modules are then classified into information, knowledge, skills, and attitudes. Sequence the contents Contents are then sequenced in a following manner:

From simple to complex Topics are arranged in terms of their relative importance From known to unknown From specific to general Dependent relationship
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Q23. What is the role of a trainer in a company? Ans. The role of a trainer is to develop a competency and skill sets in an individual to perform his/her effectively and efficiently in the work place. The trainer should communicate to the trainees about what is expected out of training in a simple and professional way. The trainer plays a pivotal role from start to end of the training that includes the following: Training plan Timing of different training sessions Choosing the relevant training methods Preparing the training materials and aids Conducting training sessions and Evaluating the post training session Q24. What are the difference between Training and Development? Ans. Training and development are closely interrelated terms that aim to help in achieving the objectives of the company while at the same time increasing the efficiency and productivity of the employees. Though similar in a broader sense, there are many differences between training and development as follows: Training of a new employee is an integral part of his induction and orientation. Training is imparted so that he understands his roles and responsibilities and learns to perform the tasks entrusted to him with ease and with efficiency. It is only after a brief training period that a new employee is able to perform his job at a satisfactory level. Training makes an employee more productive for the organization and is thus concerned with his immediate improvement. Development of an employee is an ongoing process which continues well beyond training. The focus of development process is the person himself where the focus of training is the organization. Development concerns with making the employee efficient enough to handle critical situations in future. So while training concentrates on short term needs of the organization, development looks after long term goals of the organization. Training often takes place in groups, and is an event that is variously called as workshops and seminars. However, training can also be one on one when a supervisor instructs a new employee on a machine. Sometimes a manager deliberately pairs up a new employee with an experienced one. This is done to make the new employee learn to do things correctly. This can be termed as employee development. Sometimes, a manager may entrust an employee the job that may not be a part of his duty but plays a part in his development. Sometimes, development refers to techniques such as stress management, breathing exercises through Yoga and meditation that are not directly related with the production process of a company but play an important part in the development of the employee. It is clear then that it is easy to see the tangible effects of a training program but difficult to quantify the benefits accruing to the company through employee development though it really helps employees to grow on a personal level.
Q25. Discuss the importance of training. Ans. Importance of training are as follows: Higher productivity training improves employee performance. Trained employees use better methods of work, sound knowledge and good awareness of his goals. It results in increased quantity of work and output.
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Better quality of work life training helps in standardizing the methods of work and right use of tools. Uniform work methods and procedures help to improve the quality of product or service. Less learning time and cost the training time and costs are reduced considerably by training. They need not waste their efforts in learning through trial and error. Adaptability training can help an employee to develop his ability to adapt to new work methods, new kinds of equipments, new contents of job and to new work relationships. Job satisfaction dissatisfactions, complaints, work tensions, fear, spoiled work, mental stress, frustration and absenteeism can be greatly reduced when employee are well-trained.
UNIT-4 PART-A Q1. Define job evaluation. Ans. Job evaluation is a process of determining the relative worth of the various jobs within the organization, so that differential wages may be paid to jobs of different worth. Q2. What is performance appraisal? Ans. Performance appraisal is the specific and formal evaluation of an employee to determine the degree to which the employee is performing his job effectively. Q3. What is the purpose of job evaluation? Ans. a) To have external and internal consistency in wage structure and to remove inequalities in wages. b) To solve wage and salary controversies. Q4. What is job grading method? Ans. In this, yardstick is provided in the form of job classes or grades. Jobs are measured as whole jobs. A scale of values is created with which jobs and their job descriptions can be compared. Q5. What is factor comparison method? Ans. Job evaluators rank jobs that have similar responsibilities and tasks according to points assigned to compensable factors. The evaluators then analyze jobs in the external labor market to establish the market rate for such factors. Jobs across the organization are then compared to the benchmark jobs according to the market rate of each job's compensable factors to determine job salaries. Q6. What is market comparison method? Ans. Job evaluators compare compensation for your organization's jobs to the market rate for similar jobs. This method requires accurate market-pricing surveys. Q7. What are the approaches in performance appraisal? Ans. Intuitive approach In this approach, a supervisor or manager judges the employee based on their perception of the employee's behavior. Self-appraisal approach Employees evaluates their own performance using a common format. Group approach the employee is evaluated by a group of persons. Q8. Define 360 degree appraisal. Ans. 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with
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the employee and can provide valuable insights and information or feedback regarding the "onthe-job" performance of the employee. Q9. Discuss three criteria of performance appraisal. Ans. a) Reliability: a measure of performance must be consistent. b) Relevance: a measure of performance must be related to the actual output of an incumbent as logically as possible. c) Acceptability: the criterion should be deemed to be satisfactory or adequate by those who use it. Q10. Define the term Health. Ans. A state of complete physical, mental and social well-being and not merely the absence of disease or illness or infirmity. Q11. What is result appraisal? Ans. It focus on the record of outcomes that the person achieved on the job. These are workoriented appraisals. Q12. What are the merits of graphic rating scale? Ans. a) Rating scales are less time-consuming to develop and administer. b) They allow many employees to be rated quickly. Q13. What is checklists? Ans. In the checklists, the evaluator uses a list of behavioral descriptions and ticks those behaviors that apply to the employee. Q14. What is Appraisal by objectives? Ans. Employees are evaluated by how well they accomplish a specific set of objectives that have been determined for their job. This method is also known as management by objectives. Q15. Define Assessment centre method. Ans. In this method, job-related characteristics are evaluated to determine employee potential for promotion. The evaluators prepare a summary report and feedback is also provided to the employees who ask for it. Q16. What are the characteristic of job evaluation? Ans. a) Job evaluation is a ranking of jobs, not people. b) It follows job analysis which provides data in respect of each job. Q17. State the merits of Factor Comparison method. Ans. a) It is a sophisticated and quantitative ranking method. b) There is no problem of translating points into monetary values. Q18. What are the demerits of Factor Comparison method? Ans. a) It is dependent on key jobs as anchor points. b) It requires proper training to use it. Q19. Describe the principles of job evaluation. Ans. a) The factors selected should be less in number. b) The job evaluation plan must be acceptable to employees.
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Q20. What do you mean by Social Security? Ans. Social security is the security that society furnishes through appropriate organization against certain risks to which its members are exposed. These risks are essentially contingencies of life which the individual of small means cannot effectively provide by his own ability, or foresight alone or even in private combination with his fellows. PART-B Q21. What is Ranking method of job evaluation? Explain its merits and demerits. Ans. Ranking jobs is the easiest, fastest, and least expensive approach to job evaluation. It is also most effective in smaller organizations with few job classifications. To rank positions, order jobs from highest to lowest based on their relative value to your organization. The process of job ranking typically assigns more value to jobs that require managerial or technical competencies. More value is also assigned to jobs that supervise, exercise decision-making authority, or rely on independent judgment. For example, a job-ranking system might rank the job of CEO as the most valued job within the organization and the job of product assembler as the least valued. Advantages Simplicity is the main advantage in using a ranking system. It is also easy to communicate the results to employees, and it is easy to understand. Disadvantages Ranking jobs is subjective. Jobs are evaluated, and their value and complexity are often assessed on the basis of opinion. Also, when creating a new job, existing jobs must be reranked to accommodate the the new position. Q22. What are the common purposes of job evaluation? Explain the factors affecting the job values? Ans. Common purposes of job evaluation include: a. Employment Identify families of occupations, Evaluate fit between candidates and job requirements, and Develop career paths. Identify skills and competencies needed for successful performance, b. Pay administration Define key responsibilities and skills to aid in conducting salary surveys, and Assign jobs to a grade structure. Develop a grade structure and pay ranges, c. Internal equity Determine whether different jobs have comparable requirements and responsibilities, and Ensure compliance with the Equal Pay Factors affecting the job values a. Market rates - It can be said that a job is worth what the market says it is worth. Retaining people will be very difficult if their rates of pay are not kept in line with those prevailing in the local and national labor markets. b. Negotiated pay scales - The negotiated rates will be influenced by the market rates, the relative strength of the employers and the unions, the economic situation, legislation, and government antiinflationary pay regulations. c. Internal relativities and equity - They should aim to achieve equity in the sense that individuals should feel that their rewards are in balance both with their own output in the shape of effort, skill and contribution, and with the rewards received by others in relation to their output.
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Q23. What are the basic principles of job evaluation? Ans. Some Principles of Job Evaluation Clearly defined and identifiable jobs must exist. These jobs will be accurately described in an agreed job description. All jobs in an organisation will be evaluated using an agreed job evaluation scheme. Job evaluators will need to gain a thorough understanding of the job Job evaluation is concerned with jobs, not people. It is not the person that is being evaluated. The job is assessed as if it were being carried out in a fully competent and acceptable manner. Job evaluation is based on judgement and is not scientific. However if applied correctly it can enable objective judgements to be made. It is possible to make a judgement about a job's contribution relative to other jobs in an organisation. The real test of the evaluation results is their acceptability to all participants. Job evaluation can aid organisational problem solving as it highlights duplication of tasks and gaps between jobs and functions. Q24. What are the components of employee remuneration? Ans. They are as follows: Annual salary based on conditions in the relevant geographic market, with provision to recognize, in addition, the value of an individuals sustained personal performance, resulting from their ability and experience. Annual bonus a lump-sum payment related to the targeted achievement of corporate, functional and individual goals, measured over a year and contained within a specific plan. The corporate goals are derived from the annual financial targets set by the Board and take into account external expectations of performance. The functional goals are agreed by the Remuneration Committee at the start of, and are monitored throughout, the year. Bonuses are not pensionable. Benefits (such as healthcare) cost-effective and compatible with relevant welfare arrangements. Short-term bonus a lump-sum payment related to the targeted achievement of corporate, functional and individual goals, measured over a year and contained within a specific plan. The corporate goals are derived from the annual financial targets set by the Board and take into account external expectations of performance. The functional goals are agreed by the Remuneration Committee at the start of, and are monitored throughout, the year. Bonuses are not pensionable. Individual goals are based on annual objectives which are linked to functional goals. Share participation various plans provide the opportunity for employees to take a personal stake in the Companys wealth creation as shareholders.
Q25. What are the Uses of an appraisal system? Ans. A properly designed performance appraisal system can : help each employee understand more about their role and become clear about their functions; be instrumental in helping employees to better understand their strengths and weaknesses with respect to their role and functions in the organization; help in identifying the developmental needs of employees, given their role and function; increase mutuality between employees and their supervisors so that every employee feels happy to work with their supervisor and thereby contributes their maximum to the organization;
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act as a mechanism for increasing communication between employees and their supervisors. In this way, each employee gets to know the expectations of their superior, and each superior also gets to know the difficulties of their subordinates and can try to solve them. Together, they can thus better accomplish their tasks; provide an opportunity to each employee for self-reflection and individual goal-setting, so that individually planned and monitored development takes place; help employees internalize the culture, norms and values of the organization, thus developing an identity and commitment throughout the organization; help prepare employees for higher responsibilities in the future by continuously reinforcing the development of the behavior and qualities required for higher-level positions in the organization; be instrumental in creating a positive and healthy climate in the organization that drives employees to give their best while enjoying doing so; and assist in a variety of personnel decisions by periodically generating data regarding each employee.
Q26. What is 360 degree appraisal technique? Explain. Ans. 360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive
appraisal where the feedback about the employees performance comes from all the sources that come in contact with the employee on his job. this method is being used in the (MARUTHI SUZUKI and HCL)
360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the on-thejob performance of the employee.360 degree appraisal has four integral components: 1. Self appraisal 2. Superiors appraisal 3. Subordinates appraisal 4. Peer appraisal. Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superiors appraisal forms the traditional part of the 360 degree appraisal where the employees responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superiors ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees abilities to work in a team, co-operation and sensitivity towards others.
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Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree Performance appraisal have high employee involvement and also have the strongest impact on behavior and performance. It provides a "360-degree review" of the employees performance and is considered to be one of the most credible performance appraisal methods. 360 degree appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are Wipro, Infosys, and Reliance Industries etc.
Q27. What are the Traditional methods of Performance appraisal? Ans. 1. ESSAY APPRAISAL METHOD - This traditional form of appraisal, also known as Free Form method" involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator. 2. STRAIGHT RANKING METHOD -This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation. 3. PAIRED COMPARISON A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings. 4. CRITICAL INCIDENTS METHODS -In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behavior as and when they occur. 5. FIELD REVIEW-In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors personal bias. 6. CHECKLIST METHOD The rate is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees. 7. GRAPHIC RATING SCALE -In this method, an employees quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory. 8. FORCED DISTRIBUTION -To eliminate the element of bias from the raters ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion.
Q28. Explain the modern methods of performance appraisal.

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Ans. ASSESSMENT CENTRES -An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centers are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment centers are also an effective way to determine the training and development needs of the targeted employees. BEHAVIORALLY ANCHORED RATING SCALES Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad . These statements are developed from critical incidents. In this method, an employees actual job behavior is judged against the desired behavior by recording and comparing the behaviour with BARS. Developing and practicing BARS requires expert knowledge. HUMAN RESOURCE ACCOUNTING METHOD - Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.
UNIT-5 PART-A Q1 What is Strategic Human Resource Management? Ans. This is the step-by-step plan of action by which an organization employs, utilizes or manages, develops, and deploys its human resources in order to attain its defined corporate mission and objectives. Q2. What are the Benefits of a Strategic Approach to HR? Ans. * Facilitates development of high-quality workforce through focus on types of people and skills needed * Facilitates cost-effective utilization of labor, particularly in service industries where labor is generally greatest cost * Successful SHRM efforts begin with identification of strategic needs Q3. Define human capital. Ans. The set of skills which an employee acquires on the job, through training and experience, and which increase that employee's value in the marketplace.
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Q4. What is Emotional Quotient? Ans. Emotional Quotient (EQ) refers to an employees ability and understanding of his or her emotions along with his or her colleagues emotions at the workplace to create better work coordination and environment. Q5. Define mentoring. Ans. Mentoring is a tool that organizations can use to nurture and grow their people. It can be an informal practice or a formal program. Q6. State the qualities of a good leader or a manager. Ans. a) Be able to think creatively to provide a vision for the company and solve problems b) Be calm under pressure and make clear decisions c) Possess excellent two-way communication skills d) Have the desire to achieve great things Q7. What are the merits of paternalistic approach? Ans. a) More two-way communication so motivating b) Workers feel their social needs are being met Q8. Explain the demerits of paternalistic approach. Ans. a) Slows down decision making b) Still quite a dictatorial or autocratic style of management Q9. What is autocratic management style? Ans. Senior managers take all the important decisions with no involvement from workers. Q10. Define paternalistic management style. Ans. Managers make decisions in best interests of workers after consultation.
PART-B Q11. Explain the role of HR in strategic planning. Ans. Here are some reasons to include HR in the planning process: 1. Selection and Staffing: When goals are set, its people who work to fulfill those goals. Having the right people in the right places is vital, and if new hiring is to occur, finding the right people is equally vital. HR folks are usually on top of the employee market, and decisions will be more effective if HR knows firsthand the clear direction of the company. They can immediately speak to any potential conflicts between what a company wants and what is truly realistic in HR terms, thus helping ensure the plans are workable right from the start. 2. Organizational Development: Strategic planning often encompasses change in workplace systems or processes. Although individual departments are likely aware of the status of their own departments, HR folks are often aware of group initiatives and changes that has occurred companywide. Accordingly, they will be able to speak to OD issues with unique insights on how changes may impact systems and processes already in place. 3. Training & Development: Research shows that only 20% of the workforce has the skills that will be required ten years from now. That means training and development are guaranteed to be needed at some point of the strategic growth process. Again, HRD folks will be able to speak instantly to any issues, and possibly provide input that could help a company achieve its goals faster.
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Q12. What are the steps which are helpful for developing and increase Emotional Quotient? Ans. 1. Focus your attention on where you feel those lower emotional feelings in your body focus on how you are feeling that emotion. 2. Once you have identified the lower emotion and are connected with it, purposefully relax and begin to take slow and deep breaths. If it helps, you can imagine the air that you inhale as pure, peaceful, white energy, and as you exhale, imagine your lower emotions releasing with each breath, leaving only the pure, peaceful, white energy inside you. 3. As you continue to breathe deeply, and find yourself beginning to relax, try to understand the true reasons for feeling as you do. 4. Once you have identified the true cause for your feelings, look at the situation through the eyes of the other person, try to understand how they are feeling and where they are coming from based on your actions. Q13. What are the assumptions of mentoring program? Ans. Deliberate learning is the cornerstone. The mentor's job is to promote intentional learning, which includes capacity building through methods such as instructing, coaching, providing experiences, modeling and advising. Both failure and success are powerful teachers. Mentors, as leaders of a learning experience, certainly need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, i.e., "how I did it wrong". Both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities. Leader need to tell their stories. Personal scenarios, anecdotes and case examples, because they offer valuable, often unforgettable insight, must be shared. Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders." Development matures over time. Mentoring -- when it works -- taps into continuous learning that is not an event, or even a string of discrete events. Rather, it is the synthesis of ongoing event, experiences, observation, studies, and thoughtful analyses. Mentoring is a joint venture. Successful mentoring means sharing responsibility for learning. Regardless of the facilities, the subject matter, the timing, and all other variables. Successful mentoring begins with setting a contract for learning around which the mentor, the protg, and their respective line managers are aligned.
Q14. Explain paternalistic approach in detail. Ans. Paternalistic managers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure (pater means father in Latin). They consult employees over issues and listen to their feedback or opinions. The manager will however make the actual decisions (in the best interests of the workers) as they believe the staff still needs direction and in this way it is still somewhat of an autocratic approach. The style is closely linked with Mayos Human Relation view of motivation and also the social needs of Maslow.
Q15. Discuss the model of strategic management process. Ans. The strategic management process is typically broken down into ve steps: 1. mission and goals 2. environmental analysis 3. strategic formulation 4. strategy implementation
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5. strategy evaluation. The rst step in the strategic management model begins with senior managers evaluating their position in relation to the organizations current mission and goals. The mission describes the organizations values and aspirations; it is the organizations raison dtre and indicates the direction in which senior management is going. Goals are the desired ends sought through the actual operating procedures of the organization and typically describe short-term measurable outcomes. Environmental analysis looks at the internal organizational strengths and weakThe factors that are most important to the organizations future are referred to as strategic factors and can be summarized by the acronym SWOT Strengths, Weaknesses, Opportunities and Threats. Strategic formulation involves senior managers evaluating the interaction between strategic factors and making strategic choices that guide managers to meet the organizations goals. Some strategies are formulated at the corporate, business and specic Functional levels. Strategy implementation is an area of activity that focuses on the techniques used by managers to implement their strategies. In particular, it refers to activities that deal with leadership style, the structure of the organization, the information and control systems, and the management of human Strategy evaluation is an activity that determines to what extent the actual change and performance match the desired change and performance. The strategic management model depicts the ve major activities as forming a rational and linear process. Q16. Explain the corporate level strategy. Ans. Corporate-level strategy describes a corporations overall direction in terms of its general philosophy towards the growth and the management of its various business units. Such strategies determine the types of business a corporation wants to be involved in and what business units should be acquired, modied or sold. This strategy addresses the question, What business are we in? Devising a strategy for a Multidivisional company involves at least four types of initiative: establishing investment priorities and steering corporate resources into the most attractive business units initiating actions to improve the combined performance of those business units with which the corporation rst became involved nding ways to improve the synergy between related business units in order to increase performance making decisions dealing with diversication. Q17. What are the Dimensions of strategic human resource management? Ans. In addition to focusing on the validity of the matching SHRM model and typologies of HR strategy, a number of important themes associated with the notion of SHRM that are discussed briey here and, with the exception of leadership, These are: HR practices and performance re-engineering organizations and work leadership workplace learning trade unions
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Dr. K. N.

Dr. K. N. Modi University,

OBJECT ORIENTED PROGRAMMING & C++

Mid Term University Examination Examination 15 60

Total Quality Management

Human Resource Management

QUESTION BANK FOR

OBJECT ORIENTED PROGRAMMING USING C++

14) ( a) Pointer 15) ( a) delete

UNIT III SECTION: A

QUESTION BANK FOR

11. What do you mean by TQM?

Discrete probability distribution for the sum of two dice.

In probability theory and statistics,

e is the base of the natural logarithm (e = 2.71828...)

Binomial PDF and normal approximation for n = 6 and p = 0.5

Unit -2, Demigs Philosophy, Leadership,and Characteristics of Quality Leaders.

4. Define Honesty as a Leadership Quality.

5. What do you mean by Forward-Looking as a Leadership Trait?

6. Explain Competency as a Leadership Quality.

7. Describe Inspiration as a Leadership Trait.

8. Describe is Intelligence as a Leadership Trait.

16. What is Strategic Quality Management?

18. Write five principles TQM applications. Explain.

Unit -3, 6 Sigma Qualities, Benchmarking and Competitive Analysis.

Setting a strategy requires knowledge in three areas:

Unit-4, Control Charts for attributes, p chart, n p chart, c chart.

And again a suitable choice of an invertible will give

power mean, Geometric mean.

Where nj is the sample size (number of units) of group j. Center Line

Unit -5, Introduction to Design Experiments, and Distribution Curve.

For k = 0, 1, 2... n, where

The cumulative distribution function can be expressed as:

And Chernoff's inequality can be used to derive the bound

And the variance is

and for n such trials again due to independence

QUESTION BANK FOR

Q24. What are the observations methods of job analysis?

Q28. Explain the modern methods of performance appraisal.

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