Pane University

[2975]-301 M.B.A. (Sem - III)

BUSINESS POLICY & STRATEGIC MANAGEMENT QC
Unit Course - 301 .
Time : 3 Hours] , [Max. Marks :60
Note: ^
1) Answer any three questions from section I and any one case from
Section II.
2) Figures to the right indicate full marks.
3) Support you answers with relevant examples.

SECTION -1

Ql) What is a mission statement? What are the characteristics of good mission
statement? Consider a mission statement of your choice and analyze it as per
the criteria of a good mission statement. State clearly whether the mission
statement meets the desirable criteria. " [13]

Q2) What are stakeholders of an organization? What roles do different stakeholders

play in strategic issue identification and resolution? [13]

Q3) What are core competencies? Are they the same as strengths? How easily can they
be identified? Suggest formal ways to identify core competencies. [13]

Q4) While the past has been about positioning the firm in its external environment,
today it is more about harnessing internal resources aimed at providing superior
benefits to customers. Is it that simple? Comment. [13]

P.T.O.
Q5) When it comes down do strategic management, the issues in traditional brick-
and-mortar businesses and the new economy e-businesses are one and the
same-same problems, same strategic tools to solve them. Do you agree. Justify
your answer. [13]

Q6) Write short notes on any two : 113]

a) Synergy and Dysergy

b) Project implementation

c) Symptoms of malfunctioning of strategy

d) GE 9 Cell Model

SECTION II
Q7) CASE STUDY [21

NICHOLAS PIRAMAL

In 02 when India's homegrown Pharma majors were making steady gains at

fighting the multinational companies on their own turf, one major domestic
company stayed away - Nicholas Piramal. But today as many Indian companies
report a dip in generic revenues, the core team at the Rs. 1,321 crore company is
convinced that their strategy is beginning to pay off. The company's stock has
appreciated 61% to Rs. 255 since January 04. The company says that by'10
it will earn as much 50% of its estimated $1 Billion revenues from
international business. So what is the strategy that the company has followed
for this? Says Ajay Piramal Chairman"we decided to follow a differentiated
strategy." Over the past few years this phrase become a leitmotif for Mr.
Piramal. The differentiated strategy according to him that the company went
into 'custom manufacturing'. This essentially means that the company will
work with the global Pharma companies and manufacture products spanning
the entire range-from raw materials to the finished products.

[29751-301
 This strategy says that company does not want to compete with the global companies. Instead they
would like to co-opera.te with these companies. In the past 15 months the company has announced
three custom manufacturing deals. These deals are expected to be worth $13 million in FY06.

Earlier this year the company acquired Rhoda Organique for a consideration of $14 millions. The
company's strategy in acquisition is to buy generic firms overseas. "The idea is to use this
acquisition to gain entry into the global hospital and critical care business." This business is likely
to contribute $14 this year.

The company is quite convinced about its international strategy and has therefore decided that it
will be on the look out for a larger acquisition target in custom manufacturing business especially in
Europe.

The company is also making investments in R&D facilities. Last year it invested Rs. 100
crores in setting up a research facility in Mumbai. The company's strategy is to minimize risks
by working on clinically validated targets, in-licence and work with institutions in India and
abroad. One lead oncology molecule is set to go in clinical trials shortly and 2 more in oncology and 1
in inflammation are in pre-clinical stage. It is therefore clear that the company has a long way to go
in drug discovery and development.

The company is also positioning itself as a partner for MNCs that intend to launch their products in
the domestic markets in 05. Swati Piramal says that the company is uniquely positioned for this as
it has the largest dedicated field force in the country.

However some things may not exactly work in the way that the company wishes. It is already
behind its schedule on its first custom manufacturing shipment. Also in the last five months the
company has not added any more clients in this space. One industry analyst says that the company's
ambitions are a bit too aggressive. According to him to scale up to a target of $ 500 million in
revenues from its international business in five years is not going
to be a easy task.
[29751-301 3
 1. What is a differentiated strategy?

2. Will Nicholas Piramal succeed in its strategy?

3. What are the risks in this strategy of the company? Suggest what kind
of mitigation strategy needs to be formed by the Company?

Q8) The Aditya Birla Group - Social responsibility [21]

With a vision to be a premium global conglomerate with a clear focus on
each business & a Mission to deliver superior value to customers,
shareholders, employees and society at large. The Aditya Birla Group is
India's first truly multinational corporation.

The group Values of Integrity, Commitment, Passion, Seamlessness,

& Speedhave support the Global vision, rooted in Indian values. The
Group is driven by a performance ethic pegged on value creation for
its multiple stakeholders. A US$ 6.5 billion conglomerate, with a market
capitalisation of US $ 6.33 billion, it is anchored by an extraordinary force of
72,000 employees belonging to over 20 different nationalities. Over 30 per
cent of its revenues flow from its operations across the world. The Group's
products and services offer distinctive customer solutions. Its 66 state-of-
the-art manufacturing units and sectoral services span India, Thailand,
Indonesia, Malaysia, Philippines, Egypt, Canada, Australia and China.

A premium conglomerate, the Aditya Birla Group is a dominant player in

all of the sectors in which it operates. Such as viscose staple fibre, non-
ferrous metals, cement, viscose filament yarn, branded apparel,
carbon black, chemicals, fertilisers, sponge iron, insulators and financial
services. It is:

:: The world no. 1 in viscose staple fibre

:: The world's largest single location palm oil producer

:: Asia's largest integrated aluminium producer

[2975J-301. 4
:: A globally competitive, fast-growing copper producer

:: The world's third largest producer of insulators

:: Globally, the fifth largest producer of carbon black

:: The world's eight largest producer of cement, and the largest in a

single geography

:: India's premier branded garments player

:: Among India's most energy efficient private sector fertiliser plants

:: India's second largest producer of viscose filament yam

:: The no.2 private sector insurance company, and the fourth largest
asset management company in India.

The Group has also made successful forays into the IT and BPO sectors.

Beyond business

A value-based, caring corporate citizen, the Aditya Birla Group

inherently
t

believes in the trusteeship concept of management. Part of the Group's

profits are ploughed back into meaningful welfare-driven initiatives
that make a qualitative difference to the lives of marginalised people.

Making a difference

Before Corporate Social Responsibility found a place in corporate lexion,

it was already textured into the Group's value systems. As early as the
1940s, the founding father Shri G.D. Birla espoused the trusteeship
concept of management. Simply stated, this entails that the wealth that
one generates and holds is to be held as in a trust for our multiple
stakeholders. With regard
*

to CSR, this means investing part of the profits beyond business, for the larger good of society.

While carrying forward this philosophy, his grandson, Aditya Birla weaved in the concept of
'sustainable livelihood', which transcended cheque book

[29751-301
 philanthropy. In his view, it was unwise to keep on giving endlessly.
Instead, he felt that channelising resources to ensure that people have the
wherewithal to make both ends meet would be more productive. He
would say, "Give a hungry man fish for a day, he will eat it and the next
day, he would be hungry again. Instead if you taught him how to fish, he
would be able to feed himself and his family for a lifetime.".

Taking these practices forward, the chairman Mr. Kumar Mangalam

Birla
institutionalised the concept of triple bottom line accountability
represented
by economic success, environmental responsibility and social
commitment.
In a holistic way thus, the interests of all the stakeholders have been
textured
into our Group's fabric. *

The footprint of their social work today straddles over 3,700 villages,
reaching out to more than 2 million people annually. Their community
work is a way of telling the people among whom we operate that 'We
Care'.

The strategy

The projects are carried out under the aegis of the "Aditya Birla Centre
for Community Initiatives and Rural Development", led by Mrs. Rajashree
Birla. The Centre provides the strategic direction, and the thrust areas for
the work ensuring performance management as well.

The focus is on the all-round development of the communities around

our plants located mostly in distant rural areas and tribal belts. All the
Group companies- Grasirn, Hindalco, Indian Rayon, Indo Gulf and Ultra
Tech have Rural Development Cells which are the implementation bodies.

Projects are planned after a participatory need assessment of the

communities around the plants. Each project has a one-year and a three-
year rolling plan, with milestones and measurable targets. The objective
is to phase out their presence over a period of time and hand over the reins
of further development to the people. This also enables to widen the
reach. Along with internal performance assessment mechanisms, the
projects are audited by reputed
external agencies, who measure it on qualitative and quantitative
parameters, helping the company gauge the effectiveness and providing
excellent inputs.

The company says that "Our partners in development are government

bodies, district authorities, village panchayats and the end beneficiaries the
villagers. The Government has, in their 5-year plans, special funds
earmarked for human development and we recourse to many of these. At
the same time, we network and collaborate with Jike-minded bilateral
and unilateral agencies to share ideas, draw from each other's
experiences, and ensure that efforts are not duplicated. At another level,
this provides a platform for advocacy. Some of the agencies we have
collaborated with are UNFPA, SIFSA, CARE India, Habitat for
Humanity International, Unicef and the World Bank".

Questions:

Discuss various aspects of Resource Allocation, Leadership style,

Corporate culture, Values, Social responsibilities & Ethics highlighted in.
the case.
Total No. of Questions : 5 + 2 Cases] [Total No. of Pages : 4
P1015 [2975J-302
M.B.A. (Sem. - III)
MANAGEMENT CONTROL SYSTEM
(U.C. 302)
Time: 3 Hours] [Max. Marks : 60
Instructions :
i) Answer any THREE questions from Section-I and any one Case from
Section-11.
ii) All questions carry equal marks.

SECTION - I
Ql) Explain and illustrate the traditional as well as activity based method
of calculating average costs of products. Explain with examples why
traditional method does not adequately serve modern organisations as
management control tool.

Q2) Explain and compare ROI and RI/EVA as method of performance

measurement of a profit centre. Explain with examples how using ROI
can result in rejecting valuable investments and accepting value
losing opportunities.

Q3) A large organization with a well developed cost centre system is

considering the introduction of Profit Centres throughout the
organisation. As a Controller you are required to prepare a note for the
Management outlining the following.
a) to describe the main characteristics and objectives of profit centres.
b) to explain what conditions are necessary for the successful
introduction of profit centres.
c) to describe the main behavioural and control consequences which
may arise if such centres are introduced.

Q4) Compare the nature of decision making involved in the planning and control
of
a) Strategy formulation
b) Management Control
c) Operations (Task) Control.

P.T.O.
(75) Compare any Three.
a) ZBB vs. Traditional Budget
b) Centralisation vs. Decentralisation
c) Management Audit vs. Financial Audit
d) Formal vs. Informal Organisation
e) Driver measures vs. Outcome measures

SECTION - II
Case No. 1
Division A of a large divisionalized organization manufactures a single
standardized product. Some of the output is sold externally whilst the
remainder is transferred to Division B where it is a subassembly in the
manufacture of that division's product. The unit costs of Division A's
product are as follows:
(£)
Direct material 4
Direct labour 2
Direct expense 2
Variable manufacturing overheads 2
Fixed manufacturing overheads 4
Selling and packing expense - variable 1
11
Annually 10000 units of the product are sold externally at the standard price
of £30.
In addition to the external sales, 5000 units are transferred annually to
Division B at an internal transfer charge of £29 per unit. This transfer price is
obtained by deducting variable selling and packing expense from the external
price since this expense is not incurred for internal transfers.
Division B incorporates the transferred-in goods into a more advanced
product. The unit costs of this product are as follows.
(£)
Transferred-in item (from Division A) 29
Direct material and components 23
Direct labour 3
Variable overheads 12
Fixed overheads 12
Selling and packing expense - variable 1
80~
 This strategy says that company does not want to compete with the
global companies. Instead they would like to co-opera.te with these
companies. In the past 15 months the company has announced three
custom manufacturing deals. These deals are expected to be worth $13
million in FY06.

Earlier this year the company acquired Rhoda Organique for a

consideration of $14 millions. The company's strategy in acquisition is to
buy generic firms overseas. "The idea is to use this acquisition to gain
entry into the global hospital and critical care business." This business is
likely to contribute $14 this year.

The company is quite convinced about its international strategy and

has therefore decided that it will be on the look out for a larger
acquisition target in custom manufacturing business especially in Europe.

The company is also making investments in R&D facilities. Last year

it invested Rs. 100 crores in setting up a research facility in Mumbai.
The company's strategy is to minimize risks by working on clinically
validated targets, in-licence and work with institutions in India and
abroad. One lead oncology molecule is set to go in clinical trials shortly and
2 more in oncology and 1 in inflammation are in pre-clinical stage. It is
therefore clear that the company has a long way to go in drug discovery
and development.

The company is also positioning itself as a partner for MNCs that intend
to launch their products in the domestic markets in 05. Swati Piramal
says that the company is uniquely positioned for this as it has the
largest dedicated field force in the country.

However some things may not exactly work in the way that the company wishes. It is
already behind its schedule on its first custom manufacturing shipment. Also in the last five
months the company has not added any more clients in this space. One industry analyst says
that the company's ambitions are a bit too aggressive. According to him to scale up to a
target of $ 500 million in revenues from its international business in five years is not going
to be a easy task.
[29751-301 3
 1. What is a differentiated strategy?

2. Will Nicholas Piramal succeed in its strategy?

3. What are the risks in this strategy of the company? Suggest what kind
of mitigation strategy needs to be formed by the Company?

Q8) The Aditya Birla Group - Social responsibility [21]

With a vision to be a premium global conglomerate with a clear focus on
each business & a Mission to deliver superior value to customers,
shareholders, employees and society at large. The Aditya Birla Group is
India's first truly multinational corporation.

The group Values of Integrity, Commitment, Passion, Seamlessness,

& Speedhave support the Global vision, rooted in Indian values. The
Group is driven by a performance ethic pegged on value creation for
its multiple stakeholders. A US$ 6.5 billion conglomerate, with a market
capitalisation of US $ 6.33 billion, it is anchored by an extraordinary force of
72,000 employees belonging to over 20 different nationalities. Over 30 per
cent of its revenues flow from its operations across the world. The Group's
products and services offer distinctive customer solutions. Its 66 state-of-
the-art manufacturing units and sectoral services span India, Thailand,
Indonesia, Malaysia, Philippines, Egypt, Canada, Australia and China.

A premium conglomerate, the Aditya Birla Group is a dominant player in

all of the sectors in which it operates. Such as viscose staple fibre, non-
ferrous metals, cement, viscose filament yarn, branded apparel,
carbon black, chemicals, fertilisers, sponge iron, insulators and financial
services. It is:

:: The world no. 1 in viscose staple fibre

:: The world's largest single location palm oil producer

:: Asia's largest integrated aluminium producer

[2975J-301. 4
:: A globally competitive, fast-growing copper producer

:: The world's third largest producer of insulators

:: Globally, the fifth largest producer of carbon black

:: The world's eight largest producer of cement, and the largest in a

single geography

:: India's premier branded garments player

:: Among India's most energy efficient private sector fertiliser plants

:: India's second largest producer of viscose filament yam

:: The no.2 private sector insurance company, and the fourth largest
asset management company in India.

The Group has also made successful forays into the IT and BPO sectors.

Beyond business

A value-based, caring corporate citizen, the Aditya Birla Group

inherently
t

believes in the trusteeship concept of management. Part of the Group's

profits are ploughed back into meaningful welfare-driven initiatives
that make a qualitative difference to the lives of marginalised people.

Making a difference

Before Corporate Social Responsibility found a place in corporate lexion,

it was already textured into the Group's value systems. As early as the
1940s, the founding father Shri G.D. Birla espoused the trusteeship
concept of management. Simply stated, this entails that the wealth that
one generates and holds is to be held as in a trust for our multiple
stakeholders. With regard
*

to CSR, this means investing part of the profits beyond business, for the
larger good of society.

While carrying forward this philosophy, his grandson, Aditya Birla weaved in
the concept of 'sustainable livelihood', which transcended cheque book
 philanthropy. In his view, it was unwise to keep on giving endlessly.
Instead, he felt that channelising resources to ensure that people have the
wherewithal to make both ends meet would be more productive. He
would say, "Give a hungry man fish for a day, he will eat it and the next
day, he would be hungry again. Instead if you taught him how to fish, he
would be able to feed himself and his family for a lifetime.".

Taking these practices forward, the chairman Mr. Kumar Mangalam

Birla
institutionalised the concept of triple bottom line accountability
represented
by economic success, environmental responsibility and social
commitment.
In a holistic way thus, the interests of all the stakeholders have been
textured
into our Group's fabric. *

The footprint of their social work today straddles over 3,700 villages,
reaching out to more than 2 million people annually. Their community
work is a way of telling the people among whom we operate that 'We
Care'.

The strategy

The projects are carried out under the aegis of the "Aditya Birla Centre
for Community Initiatives and Rural Development", led by Mrs. Rajashree
Birla. The Centre provides the strategic direction, and the thrust areas for
the work ensuring performance management as well.

The focus is on the all-round development of the communities around

our plants located mostly in distant rural areas and tribal belts. All the
Group companies- Grasirn, Hindalco, Indian Rayon, Indo Gulf and Ultra
Tech have Rural Development Cells which are the implementation bodies.

Projects are planned after a participatory need assessment of the

communities around the plants. Each project has a one-year and a three-
year rolling plan, with milestones and measurable targets. The objective
 is to phase out their presence over a period of time and hand over the reins
of further development to the people. This also enables to widen the
reach. Along with internal performance assessment mechanisms, the
projects are audited by reputed

[2975J-301
external agencies, who measure it on qualitative and quantitative
parameters, helping the company gauge the effectiveness and providing
excellent inputs.

The company says that "Our partners in development are government

bodies, district authorities, village panchayats and the end beneficiaries the
villagers. The Government has, in their 5-year plans, special funds
earmarked for human development and we recourse to many of these. At
the same time, we network and collaborate with Jike-minded bilateral
and unilateral agencies to share ideas, draw from each other's
experiences, and ensure that efforts are not duplicated. At another level,
this provides a platform for advocacy. Some of the agencies we have
collaborated with are UNFPA, SIFSA, CARE India, Habitat for
Humanity International, Unicef and the World Bank".

Questions:

Discuss various aspects of Resource Allocation, Leadership style,

Corporate culture, Values, Social responsibilities & Ethics highlighted in.
the case.
Total No. of Questions : 5 + 2 Cases] [Total No. of Pages : 4
P1015 [2975J-302
M.B.A. (Sem. - III)
MANAGEMENT CONTROL SYSTEM
(U.C. 302)
Time: 3 Hours] [Max. Marks : 60
Instructions :
i) Answer any THREE questions from Section-I and any one Case from
Section-11.
ii) All questions carry equal marks.

SECTION - I
Ql) Explain and illustrate the traditional as well as activity based method
of calculating average costs of products. Explain with examples why
traditional method does not adequately serve modern organisations as
management control tool.

Q2) Explain and compare ROI and RI/EVA as method of performance

measurement of a profit centre. Explain with examples how using ROI
can result in rejecting valuable investments and accepting value
losing opportunities.

Q3) A large organization with a well developed cost centre system is

considering the introduction of Profit Centres throughout the
organisation. As a Controller you are required to prepare a note for the
Management outlining the following.
a) to describe the main characteristics and objectives of profit centres.
b) to explain what conditions are necessary for the successful
introduction of profit centres.
c) to describe the main behavioural and control consequences which
may arise if such centres are introduced.

Q4) Compare the nature of decision making involved in the planning and control
of
a) Strategy formulation
b) Management Control
c) Operations (Task) Control.

P.T.O.
(75) Compare any Three.
a) ZBB vs. Traditional Budget
b) Centralisation vs. Decentralisation
c) Management Audit vs. Financial Audit
d) Formal vs. Informal Organisation
e) Driver measures vs. Outcome measures

SECTION - II
Case No. 1
Division A of a large divisionalized organization manufactures a single
standardized product. Some of the output is sold externally whilst the
remainder is transferred to Division B where it is a subassembly in the
manufacture of that division's product. The unit costs of Division A's
product are as follows:
(£)
Direct material 4
Direct labour 2
Direct expense 2
Variable manufacturing overheads 2
Fixed manufacturing overheads 4
Selling and packing expense - variable 1
11
Annually 10000 units of the product are sold externally at the standard price
of £30.
In addition to the external sales, 5000 units are transferred annually to
Division B at an internal transfer charge of £29 per unit. This transfer price is
obtained by deducting variable selling and packing expense from the external
price since this expense is not incurred for internal transfers.
Division B incorporates the transferred-in goods into a more advanced
product. The unit costs of this product are as follows.
(£)
Transferred-in item (from Division A) 29
Direct material and components 23
Direct labour 3
Variable overheads 12
Fixed overheads 12
Selling and packing expense - variable 1
80~
 This strategy says that company does not want to compete with the
global companies. Instead they would like to co-opera.te with these
companies. In the past 15 months the company has announced three
custom manufacturing deals. These deals are expected to be worth $13
million in FY06.

Earlier this year the company acquired Rhoda Organique for a

consideration of $14 millions. The company's strategy in acquisition is to
buy generic firms overseas. "The idea is to use this acquisition to gain
entry into the global hospital and critical care business." This business is
likely to contribute $14 this year.

The company is quite convinced about its international strategy and

has therefore decided that it will be on the look out for a larger
acquisition target in custom manufacturing business especially in Europe.

The company is also making investments in R&D facilities. Last year

it invested Rs. 100 crores in setting up a research facility in Mumbai.
The company's strategy is to minimize risks by working on clinically
validated targets, in-licence and work with institutions in India and
abroad. One lead oncology molecule is set to go in clinical trials shortly and
2 more in oncology and 1 in inflammation are in pre-clinical stage. It is
therefore clear that the company has a long way to go in drug discovery
and development.

The company is also positioning itself as a partner for MNCs that intend
to launch their products in the domestic markets in 05. Swati Piramal
says that the company is uniquely positioned for this as it has the
largest dedicated field force in the country.
However some things may not exactly work in the way that the
company wishes. It is already behind its schedule on its first custom
manufacturing shipment. Also in the last five months the company has
not added any more clients in this space. One industry analyst says that
the company's ambitions are a bit too aggressive. According to him to
scale up to a target of $ 500 million in revenues from its international
business in five years is not going
to be a easy task.
[29751-301 3
 1. What is a differentiated strategy?

2. Will Nicholas Piramal succeed in its strategy?

3. What are the risks in this strategy of the company? Suggest what kind
of mitigation strategy needs to be formed by the Company?

Q8) The Aditya Birla Group - Social responsibility [21]

With a vision to be a premium global conglomerate with a clear focus on
each business & a Mission to deliver superior value to customers,
shareholders, employees and society at large. The Aditya Birla Group is
India's first truly multinational corporation.

The group Values of Integrity, Commitment, Passion, Seamlessness,

& Speedhave support the Global vision, rooted in Indian values. The
Group is driven by a performance ethic pegged on value creation for
its multiple stakeholders. A US$ 6.5 billion conglomerate, with a market
capitalisation of US $ 6.33 billion, it is anchored by an extraordinary force of
72,000 employees belonging to over 20 different nationalities. Over 30 per
cent of its revenues flow from its operations across the world. The Group's
products and services offer distinctive customer solutions. Its 66 state-of-
the-art manufacturing units and sectoral services span India, Thailand,
Indonesia, Malaysia, Philippines, Egypt, Canada, Australia and China.

A premium conglomerate, the Aditya Birla Group is a dominant player in

all of the sectors in which it operates. Such as viscose staple fibre, non-
ferrous metals, cement, viscose filament yarn, branded apparel,
carbon black, chemicals, fertilisers, sponge iron, insulators and financial
services. It is:

:: The world no. 1 in viscose staple fibre

:: The world's largest single location palm oil producer

:: Asia's largest integrated aluminium producer

[2975J-301. 4
:: A globally competitive, fast-growing copper producer

:: The world's third largest producer of insulators

:: Globally, the fifth largest producer of carbon black

:: The world's eight largest producer of cement, and the largest in a

single geography

:: India's premier branded garments player

:: Among India's most energy efficient private sector fertiliser plants

:: India's second largest producer of viscose filament yam

:: The no.2 private sector insurance company, and the fourth largest
asset management company in India.

The Group has also made successful forays into the IT and BPO sectors.

Beyond business

A value-based, caring corporate citizen, the Aditya Birla Group inherently

t

believes in the trusteeship concept of management. Part of the Group's

profits are ploughed back into meaningful welfare-driven initiatives
that make a qualitative difference to the lives of marginalised people.

Making a difference

Before Corporate Social Responsibility found a place in corporate lexion,

it was already textured into the Group's value systems. As early as the
1940s, the founding father Shri G.D. Birla espoused the trusteeship
concept of management. Simply stated, this entails that the wealth that
one generates and holds is to be held as in a trust for our multiple
stakeholders. With regard
*

to CSR, this means investing part of the profits beyond business, for the
larger good of society.

While carrying forward this philosophy, his grandson, Aditya Birla

weaved in the concept of 'sustainable livelihood', which transcended
cheque book
 philanthropy. In his view, it was unwise to keep on giving endlessly.
Instead, he felt that channelising resources to ensure that people have the
wherewithal to make both ends meet would be more productive. He
would say, "Give a hungry man fish for a day, he will eat it and the next
day, he would be hungry again. Instead if you taught him how to fish, he
would be able to feed himself and his family for a lifetime.".

Taking these practices forward, the chairman Mr. Kumar Mangalam

Birla
institutionalised the concept of triple bottom line accountability
represented
by economic success, environmental responsibility and social
commitment.
In a holistic way thus, the interests of all the stakeholders have been
textured
into our Group's fabric. *

The footprint of their social work today straddles over 3,700 villages,
reaching out to more than 2 million people annually. Their community
work is a way of telling the people among whom we operate that 'We
Care'.

The strategy

The projects are carried out under the aegis of the "Aditya Birla Centre
for Community Initiatives and Rural Development", led by Mrs. Rajashree
Birla. The Centre provides the strategic direction, and the thrust areas for
the work ensuring performance management as well.

The focus is on the all-round development of the communities around

our plants located mostly in distant rural areas and tribal belts. All the
Group companies- Grasirn, Hindalco, Indian Rayon, Indo Gulf and Ultra
Tech have Rural Development Cells which are the implementation bodies.

Projects are planned after a participatory need assessment of the

communities around the plants. Each project has a one-year and a three-
year rolling plan, with milestones and measurable targets. The objective
is to phase out their presence over a period of time and hand over the reins
of further development to the people. This also enables to widen the
reach. Along with internal performance assessment mechanisms, the
projects are audited by reputed
external agencies, who measure it on qualitative and quantitative
parameters, helping the company gauge the effectiveness and providing
excellent inputs.

The company says that "Our partners in development are government

bodies, district authorities, village panchayats and the end beneficiaries the
villagers. The Government has, in their 5-year plans, special funds
earmarked for human development and we recourse to many of these. At
the same time, we network and collaborate with Jike-minded bilateral
and unilateral agencies to share ideas, draw from each other's
experiences, and ensure that efforts are not duplicated. At another level,
this provides a platform for advocacy. Some of the agencies we have
collaborated with are UNFPA, SIFSA, CARE India, Habitat for
Humanity International, Unicef and the World Bank".

Questions:

Discuss various aspects of Resource Allocation, Leadership style,

Corporate culture, Values, Social responsibilities & Ethics highlighted in.
the case.
Total No. of Questions : 5 + 2 Cases] [Total No. of Pages : 4
P1015 [2975J-302
M.B.A. (Sem. - III)
MANAGEMENT CONTROL SYSTEM
(U.C. 302)
Time: 3 Hours] [Max. Marks : 60
Instructions :
i) Answer any THREE questions from Section-I and any one Case from
Section-11.
ii) All questions carry equal marks.

SECTION - I
Ql) Explain and illustrate the traditional as well as activity based method
of calculating average costs of products. Explain with examples why
traditional method does not adequately serve modern organisations as
management control tool.

Q2) Explain and compare ROI and RI/EVA as method of performance

measurement of a profit centre. Explain with examples how using ROI
can result in rejecting valuable investments and accepting value
losing opportunities.

Q3) A large organization with a well developed cost centre system is

considering the introduction of Profit Centres throughout the
organisation. As a Controller you are required to prepare a note for the
Management outlining the following.
a) to describe the main characteristics and objectives of profit centres.
b) to explain what conditions are necessary for the successful
introduction of profit centres.
c) to describe the main behavioural and control consequences which
may arise if such centres are introduced.

Q4) Compare the nature of decision making involved in the planning and control
of
a) Strategy formulation
b) Management Control
c) Operations (Task) Control.

P.T.O.
(75) Compare any Three.
a) ZBB vs. Traditional Budget
b) Centralisation vs. Decentralisation
c) Management Audit vs. Financial Audit
d) Formal vs. Informal Organisation
e) Driver measures vs. Outcome measures

SECTION - II
Case No. 1
Division A of a large divisionalized organization manufactures a single
standardized product. Some of the output is sold externally whilst the
remainder is transferred to Division B where it is a subassembly in the
manufacture of that division's product. The unit costs of Division A's
product are as follows:
(£)
Direct material 4
Direct labour 2
Direct expense 2
Variable manufacturing overheads 2
Fixed manufacturing overheads 4
Selling and packing expense - variable 1
11
Annually 10000 units of the product are sold externally at the standard price
of £30.
In addition to the external sales, 5000 units are transferred annually to
Division B at an internal transfer charge of £29 per unit. This transfer price is
obtained by deducting variable selling and packing expense from the external
price since this expense is not incurred for internal transfers.
Division B incorporates the transferred-in goods into a more advanced
product. The unit costs of this product are as follows.
(£)
Transferred-in item (from Division A) 29
Direct material and components 23
Direct labour 3
Variable overheads 12
Fixed overheads 12
Selling and packing expense - variable 1
80~
Division B's manager disagrees with the basis used to set the transfer price.
He argues that the transfers should be made at variable cost plus an agreed
(minimal) mark-up since he claimed that his division is taking output that
Division A would be unable to sell at the price of £30.

Partly because of this disagreement, a study of the relationship between

selling price and demand has recently been made for each division by the
company's sales director. The resulting report contains the following table:

Customer demand at various selling prices:

Division A
Selling price £20 £30 £40
Demand 15000 10000 5000

Division B
Selling price £80 £90* £100
Demand 7200 5000 2800

The manager of Division B claims that this study supports his case. He
suggests that a transfer price of £12 would give Division A a reasonable
contribution to its fixed overheads while allowing Division B to earn a
reasonable profit. He also believed that it would lead to an increase of
output and an improvement in the overall level of company profits.

You are required:

a) to calculate the effect that the transfer pricing system has had on the
company's profits, and
b) to establish the likely effect on profits of adopting the suggestion by
the manager of Division B of a transfer price of £12.

Case No. 2

Fastners International Ltd. is having production shops reckoned as Profit

Centres. Each shop is allowed to charge other shops for the materials supplied
and services rendered. The shops are motivated through goal congruence,
autonomy and management efforts.

The company is having a welding shop as well as a painting shop.

[2975] - 302 -3-

The welding shop welds annually 72,000 purchased items with other
1,56,000 shop made parts in to 12,000 assemblies. Total cost of this
assembly for the welding shop works out to Rs. 9.50 each and it is sold in
the market at Rs. 12 each. In addition welding shop incurs a fixed cost of
Rs. 24,000 p.a. for this level of operations.

Out of the total production, 80% is diverted to painting shop at the same
price i.e. Rs. 12 per assembly and remaining sold in the market.

The painting shop's cost of painting including transfer price from welding
shop comes to Rs. 20 each. Painting shop sells all the assemblies duly
painted at a price of Rs. 25 each. Painting shop's fixed costs are Rs. 30,000
p.a.

The manager of the welding shop has ascertained from the market that of
late demand for the welded (unpainted) assembly has increased substantially
and this situation is expected to continue for another 6 to 8 months. This has
resulted in an increase in the market price from present Rs. 12 each to
Rs. 14 each. He, therefore, proposes to increase the transfer price for
supplies to painting shop.

Manager of the painting shop refuses to accept the new transfer price of Rs.
14 each on the ground that his profitability will be adversely affected.

Welding shop manager, therefore, proposes that, since supplying assemblies

to painting shop at the existing transfer price he is loosing Rs. 2 per
assembly he should at least be allowed to sell in the external market extra
quantity of 20% of his total present production in order to partially
compensate him for the loss. He is then prepared to continue with the present
transfer price for the balance quantity to be supplied to painting shop. In any
case painting shop can sell the quantity of painted assemblies to the extent of
only the quantities received from welding shop.

Will this proposal benefit him? What will be the effect of it on the profitability
of the painting shop as well as the total company?

Justify your answer with appropriate and detailed calculations.

C)

[2975] - 302 -4-

Total No. of Questions : 6] [Total No. of Pages : I
P967 [2975]-303
M.B.A. - III
ADVERTISING & SALES PROMOTION (303(A))

Time : 3 Hours] [Max. Marks : 60

Note:
1) All questions carry equal marks.
2) Solve any four questions.

Ql) a) Describe social effects of advertising.

b) Write the role of advertising in marking mix. [15

Q2) Describe media planning & its growing importance. [15

Q3) What is advertising appropriation at length.

[15]

Q4) a) Describe push & pull theory.

b) Write the role of retailer in sales promotion. [15

Q5) Describe full time advertising agency at length. [15

Q6) Write short notes on (any Three): [15

a) Audio Visual media.
b) Global advertising.
c) Role of packaging.
d) Hoarding.
e) Frequency.
Total No. of Questions : 7] [TotayVo. of Pages: 4
P1016 [2975] - 304
M.B.A. 303B: DIRECT
TAXATION
Time: 3 Hours] [Max. Marks :60
Instructions to the candidates:
1) Question No. Us compulsory. Attempt any Three from the remaining.
2) All the questions carry equal marks.

Ql) Write short notes on any Three of the following - [3x5 = 15]
a) Agricultural Income
b) Taxability of Gratuity
c) Minimum Alternative Tax
d) Deductions from Income from House Property
e) Compulsory filing of returns based upon economic criterions

Q2) Explain in details any Ten incomes which are exempt from tax. [15]

Q3) Mr. Ashok is working as the General Manager of a manufacturing

company. Details of his salary for the Assessment Year 2005-2006 are as
below -
a) Basic Salary Rs. 90,000 per annum
b) Dearness Allowance - Rs. 2,000 per month
c) Education allowance for two children - Rs. 150 per month per child
d) Traveling allowance for his official traveling Rs. 40,000. However,
he has actually spent only Rs. 30,000
e) He stays in the furnished flat provided by the company. Cost of
the furniture is Rs. 1,50,000. He pays Rs. 2,000 per month from his
salary towards the rent. He is also provided with a watchman and
a servant whose salary is Rs. 400 per month and Rs. 300 per month
respectively and is paid by the company.
f) He has been provided with a motor car of 1.8 Liter engine capacity
for his official as well as personal use/Repairs and maintenance
expenses are borne by the company.
g) The company has contributed Rs. 18,000 to his RPF. Interest
credited
to his account @ 14% per annum amounted to Rs. 14,000.
Calculate the Income from Salaries for Mr. Ashok for the Assessment
Year
2005-2006. [15]
Q4) a) Exgjain in details various deductions available while calculating
the
Income from House Property. [7]
b) Mr. Ashok owns a building which consists of three identical units.
Mr. Ashok uses unit 1 for his own residence. Mr. Ashok uses unit 2
for his business. Unit 3 is let out for residential purposes. Mr. Ashok
provides the following particulars in respect of the house for the
Assessment Year 2005-2006.
Fair rent for each unit is Rs. 60,000.
Actual rent received for Unit 3 is Rs. 72,000 per annum.
Municipal taxes levied for the entire house were Rs. 18,000 out
of which an amount of Rs. 15,000 has actually been paid.
On 1 st April 2002, Mr. Ashok borrowed an amount of Rs.
5,00,000 for the construction of the house at the rate of interest
of 12% per annum.
The construction of the property was completed on 21st April 2004.
Calculate the Income from House Property of Mr. Ashok for the
AY 2005-2006. [8]

Q5) Mr. Ashok purchased his residential house in 1972.for an amount of

Rs. 1,00,000. He spent the following amounts for the improvement of
the house-May 1980- Rs. 50,000 January 92 - Rs. 60,000
On the death of Mr. Ashok in the month of July 94, the house got
transferred to the son of Mr. Ashok, Mr. Anil. Mr. Anil spent the
following amounts for the improvement of the house -
September 95 - Rs. 75;000
February 2000 - Rs. 30,000
Mr. Anil sold the house in the month of July 2004 for an amount of Rs.
25 Lakhs and paid the brokerage of 1% on the gross amount of sale.
Mr. Anil made the following investments -
a) In the month of September 2004, he purchased the tax-saving bonds
of ICICI amounting to Rs. 1,00,000. Similarly, in the month of May
2005, he purchased the capital gains bonds of NAB ARE)
amounting to Rs. 1,50,000.
b) In March 2005, he invested Rs. 10 Lakhs for purchasing a flat at
his native place.
[2975J-304 -2-
 c) In January 2005, he purchased a Honda City for an amount of
Rs. 6 Lakhs.
Calculate the amount of capital gains for the AY 2005-2006 assuming
the FMV of the house as on 1st April 1981 to be Rs. 2 Lakhs and due
date for filing returns for AY 2005-2006 to be 31 st July 2005.
Following CII can be assumed -
FY81-82 100
FY91-92 199
FY94-95 259
"FY95-96 281
F'Y 99 - 00 389
FY04-05 480 [15]

Q6) Write a detailed essay on "Rebates as per the provisions of Income Tax
Act,
1961". [15]

Q7) Discuss the tax treatment of the following items which have been debited
or credited while preparing the Profit and Loss Account of A Limited
for the year ending 31 st March 2005.
a) An amount of Rs. 30,000 is debited to Profit and Loss Account
towards the excise duty payable for the previous year ending on
31st March 2004. The said amount is not paid till the date of filing
the income tax return.
b) An amount of Rs. 5 Lakhs was paid as lump sum for the acquisition
of technical know how.
c) A technical consultant was paid the consultancy charges of Rs.
25,000 in cash and the deduction was claimed for the expenditure.
d) An amount of Rs. 3 Lakhs was paid to the employees as bonus and
the same was debited to Profit and Loss Account. Amount payable
as per the provisions of Payment of Bonus Act, 1965 worked out to
Rs. 2.5 Lakhs.
e) An amount of Rs. 3 Lakhs has been debited to Profit and Loss
Account being the cost of one van which was purchased by the
assessee for promoting family welfare among the employees.
f) A trust has been formed for the welfare of the employees working for
the assessee. The assessee has paid an amount of Rs. 2 Lakhs as the
initial contribution for the formation of the trust and debited the
same to Staff Welfare Expenses Account.

129751-304 -3-
g) During the year, the company declared VRS. 50 employees of
the company opted for the same. The company debited the
compensation amounting to Rs. 200 Lakhs to Profit and Loss
Account claiming the same to be revenue expenditure.
h) The company has borrowed an overdraft from its bank for the
purpose of paying the dividend to the shareholders. Interest on the
same amounting to Rs. 3,50,000 has been debited to Interest
Account.
i) There has been delay in paying the sales tax amount to the
respective authorities in time. The sales tax officer has charged an
interest for the delayed payment amounting to Rs. 12,000 which
has been debited to Profit and Loss Account.
j) During the Assessment Year 2002-2003, the company had written off
an
amount of Rs. 45,000 as bad debts being the amount due from one
of
the customers. In that year, the amount was allowed as
expenditure.
During the current previous year, the company recovered the same
from
the customer but the said amount has not been credited to Profit
and
Loss Account treating the same to be capital receipt. [15]
Total No. of Questions : 6] [Total No. of Pages : 2
P968 [2975]-305
M.B.A.
DBMS WITH ORACLE (303(C))
(Semester - III)
Time : 3 Hours] [Max. Marks : 60
Instructions:
1) Q.No.l is compulsory.
2) Solve any four questions from the remaining.
3) All questions from Q.No.2 to Q.No.6 carry equal marks.
4) Give appropriate syntax and examples wherever necessary.

Ql) Create the following table structure with appropriate data type and
constraints
and solve any Ten queries. [20]
STUD : seat-no, name, class,
dept. PROJECT:
seat-no, Project-Title, Guide-name, submission-date,
Project-specialization, completion-tag.
Queries :
1. Display student details those completed project in 'marketing'.
2. Display student details having character 'D' in their names.
3. Display total project done in each department.
4. Display students details those have submitted their project before
31st March 2006.
5. Display students details according to project-guidewise.
6. Display completed project by class'MBA'.
» . .
7. Print the names of students in Ascending order.
8. Find day of week on which 'Deepak' submitted his project.
9. Display details of students submitted project after 10th April 2006.
10. Display 'Jeevan' fine as he submitted project on 15th April 2006
(Last date 30/3/2006. Rs. 207-per day fine).
11. Display students details those are under guidance of 'Prof. Ram
Joshi'.
Q2) What are views? Explain updateable and non-updateable views in
details.
Stating syntax and appropriate examples. [10

Q3) Explain various Background Process for Oracle. [10

Q4) What are subqueries? Explain different types of subqueries in Oracle.

[10]

Q5) Explain concept of Join. Explain various types of Join in SQL with
example.[10]

Q6) Write short notes on (any 2): [10

a) Data types in Oracle.
b) Group by - having clause.
c) Grant, Revoke, Save Point - comment with example.
Total No. of Questions : 8] [Total No. of Pages : 1
P969 [2975]-306
M.B.A. (Sem. - III)
PRODUCTION AND MATERIALS SPECIALISATION 303
(D) : Logistics and Supply Chain Management
Time : 3 Hours] [Max. Marks :60
Instructions:
1) Attempt any four questions.
2) All questions carry equal marks.

Ql) Define logistics. What is the operating philosophy of the logistics? How do
distribution strategies affect inventory & transportation logistics.

Q2) What are different modes of transportation? What is the basis on which
are these selected?

Q3) What are different types of material handling? Explain the five principles
of material handling?

Q4) What is the importance of packaging? Explain the types of packaging

and concept of containerisation.

Q5) State and explain the issues which a distribution planner comes across.

Q6) State the importance of "Information" in LIS. Explain principles of

logistics information.

Q7) Discuss the role of computers in logistics management.

Q8) What are different insurance policies? State their importance with
respect to logistics management.
Total No. of Questions : 6] [Total No. of Pages : 1
P970 [2975]-307
M.B.A. (Sem. - III)
HUMAN RESOURCE MANAGEMENT SPECIALIZATION
303 (E) : Labour Laws
Time : 3 Hours] [Max. Marks :60
Instructions :
1) Answer any Four questions.
2) All questions carry equal marks.

Ql) Define 'factory' under Factories Act & explain any five provisions of
safety.
[15]

Q2) a) Define "Industrial Dispute" under I.D. Act. [5

b) Discuss the process of "Adjudication" under I.D. Act, 1947.
[10]

Q3) a) Define'Wages'under Payment of Wages Act. [5]

b) Discuss "authorized deductions" under Payment of Wages Act.
[10]

Q4) a) Discuss the concept "Allocable Surplus" & Available Surplus under
Payment of Bonus Act. [10]

b) Define the concept of 'Bonus' under Bonus Act. [5]

Q5) Discuss various types of Benefits available under ESI Act. [15]

Q6) Short notes - any three: [15]

a) Set-on & Set-off.
b) Disablement.
c) Conciliation.
d) Welfare Officer.
e) Safety Officer.
Total No. of Questions ; 6] [Total No. of Pages :2
P971
[2975]-308
M.B.A. (Sem - III)
INTERNATIONAL MARKETING (304 A)
Time : 3 Hours] [Max. Marks :60
Instructions:
1) Answer any Four questions.
2) All questions carry equal marks.

Ql) Explain the differences between domestic marketing and

international marketing. What are the objectives of International
Marketing?

Q2) Explain Vernon's International Product Life Cycle? Illustrate your

answer graphically and with suitable examples.

Q3) Explain following entry strategies in International Marketing. Give

merits and demerits of each.
a) Licensing and Franchising.
b) Manufacturing Subsidiary in the host country through JV.
c) Strategic Marketing Alliance.
d) Acquisition of a company overseas.
e) Exports - direct and indirect.

Q4) Debate the issue of Global Versus Adapted Product in International

Product Strategy. Give suitable examples.

Q5) Explain following Export Incentives / Promotion Schemes.

a) DEPB.
b) Agri Export Zones.
c) EOUs.
d) Marketing Development Assistance.
e) EPCG.
P.T.O.
Q6) Write short notes on any Three:
a) Procedure and clauses of establishing a Letter of Credit.
b) Sight and Usance Bills.
c) Spot and Forward rates of Foreign Exchange.
d) Exporter's Registration Process.
e) Factoring Vs. Forfaiting.
Total No. of Questions : 8] [Total No. of Pages : 3
P972
[29751-309
M.B.A.
FINANCE SPECIALISATION 304 - B :
ADVANCED FINANCIAL MANAGEMENT
(Semester - III)
Time : 3.Hours] [Max. Marks :60
Instructions:
1) Attempt any two questions from each section.
2) All questions carry equal marks.

SECTION -1

Ql) Explain the accounting standards regarding Depreciation Policy and

Inventory Valuation.

Q2) Explain in brief the various theories of 'Capital Structure'.

Q3) Explain in brief the recommendation of various Committees on

Working Capital Finance.

Q4) Write short notes on (any three):

a) Human Resource Accounting.
b) Fund Flow Analysis.
c) Buy-back of Shares.
d) Net Present Value.

SECTION - II
Q5) A company has made the following estimates of the cash inflows (after
tax) for an investment proposal. The company intends to use a decision
tree to get a clear picture of the project's cash inflows:

P.T.O.
 The project has an expected life of 2 years.
Cash Inflows Rs. Probability

1st Year: 25,000 30,000 0.4 0.6

2nd Year :
If Cash inflow is Rs. 25,000 . 12,000 16,000 0.2 0.3 6.5
22,000

If Cash Inflow = Rs. 30,000 20,000 25,000 30,000 0.4 0.5 0.1

The equipment costs Rs. 40,000 and the company uses 10% discount rate
for
the type of investment.
Construct a decision tree for the proposed investment project.
(P. V. of Re. 1 (10% D.F) at the end of 1st year : 0.909, 2nd year : 0.826)

Q6) From the following summarised Balance Sheet of a Company, as on

31st March, 2004 and 31st March, 2005 respectively, you are required to
prepare:
i) A statement of changes in working capital: and ii) Statement of
sources and application of funds for the year 31.3.2005. All working
should form part of your answer.
0
2004" Rs. 2005 Rs. 2004 Rs. 2005 Rs.

Equity Share Capital 75,000 1,20,000 Fixed Assets at Cost 2,40,070 2,53,730
10% Redeemable Less : Depreciation 90,020 98,480
Preference Share Capital 1,00,000 80,000 1,50,050 1,55,250
Reserves for replacement 15,000 10,000 Investment at cost 61,000 76,000
of Machinery
Long-term loans 40,000 Stock 98,000 1,04,000
Bank Overdraft 22,000 Trade Debtors 88,000 85,000
Trade creditors 84,450 75,550 Bank 11,750 32,000
Proposed dividends on :
Equity shares 12,000 24,000
Profit and Loss A/c. 1,00,350 1,02,700
4,08,800 4,52,250 4,08,800 4,52,250
 a) During the year, additional equity capital was issued to the extent
of Rs. 25,000 by way of bonus shares fully paid up. .
b) Final dividend on preference shares and an interim dividend of Rs.
4,000 on equity shares were paid on 31st March, 2005.
c) Proposed dividend for the year ended 31 st March, 2004 were paid
in October, 2004.
d) Movement in Reserve for replacement of machinery account
represents transfer to Profit and Loss Account.
e) During the year, one item of plant was up valued by Rs. 3,000 and
credit for this was taken in the Profit and Loss Account.
f) Rs. 1,700 being expenditure on fixed assets for the year ended 31 st
March, 2004 wrongly debited to Sundry Debtors then, was corrected
in the next year.
g) Fixed assets costing Rs. 6,000 (accumulated depreciation Rs. 4,800)
were sold for Rs. 250. Loss arising therefrom was written off.
h) Preference shares redeemed in the year (June, 2004) were out of a
fresh issue of equity shares. Premium paid on redemption was 10%.

Q7) From the following information, you are required to prepare Balance
Sheet of A Ltd. as on 30th September 2004.
Current Ratio 1.8:1
Working Capital Rs. 40,000
Liquid Ratio 1.5 : 1
Fixed Asset to Shareholders Equity 90%
Gross Profit % 25%
- Net Profit to Share Capital 10%
Share Capital Rs. 4,00,000
Stock Turnover Ratio (on Cost of Goods sold) 10 times
Average rate of Outstanding for the year 54 days
On 30th September 2004, Current assets include Stock, Debtors and
bank balance, Liabilities include Share Capital and Current Liabilities
and Assets include Fixed Asset Current Assets and Development
Expenditure (not written off so far).

Q8) Explain the following (any three):

a) Risjc Analysis b) Dividend Policies
c) Liquidity Ratios d) Time Value of money.

[29751-309
Total No. of Questions : 6] [Total No. of Pages: 2
P1006 [2975J-310
M.B.A. (Semester - III) 304 (c):
SOFTWARE ENGINEERING
Time: 3 Hours] [Max. Marks :60
Instructions to the candidates:
1) Question No. 1 is compulsory.
2) Attempt any four from the remaining.
3) State assumptions clearly, if any.
4) Draw neat diagram whenever necessary.

Ql) M/s. Creative Fabricators engaged in fabricating window grills,

collapsible doors & gates. The design of these product is prepared as per
the customer requirement & measurements. Mr. Atharva, owner of the
firm, first prepares the list of material (BOM) & then prepare estimate for
the customer. If customer agrees to estimate, the order is recorded &
product is prepared as per the design. 25% of the order value is taken
as an advance. After the product is fabricated & installed at customer site
the remaining amount is collected from customer.
As a consultant you are required to
a) Prepare E-R Diagram
b) Normalized file layout
c) '0'level DFD
d) Report layouts. [20]

Q2) What do you know about OOD methodology of developing the

system?
Define & illustrate Class, Object, Methods. Also explain in brief
Data
Inheritance & Polymorphism. [10]

Q3) What do you mean by 'System' ? Explain various types of system.

Explain
Role of system analysis in system development. [10]

Q4) What is the difference between offline & online output presentation? List
the important points to keep in mind while designing the format of a
report. [10]
Q5) A magazine is published monthly & is sent by post to the subscribers.
Two
months before the expiry of subscription, a reminder is send to the
subscriber.
If subscription is not received within a month, another reminder is
sent. If
renewal subscription is not received upto two weeks before the expiry of
the
subscription, the subscribers name is removed from the mailing list &
the
subscriber is informed. Draw the '0' & first level DFD. [10]

Q6) Write short notes on (Any Two): [10]

a) System Requirements Specifications (SRS).
b) Various Fact Finding Techniques.
c) System documentation.
Total No. of Questions: 8] [Total No. of Pages: 1
P973 [2975J-311
M.B.A.
PRODUCTION AND MATERIALS SPECIALIZATION
304 (D): QUALITY MANAGEMENT
(Semester - III)
Time : 3 Hours] [Max. Marks : 60
Instructions to the candidates:-
1) Answer any Four questions. -
2) All questions carry equal marks.

Ql) Narrate Quality Principles and explain what do you understand by 'Quality
of Product', Quality of process and 'Quality of service'.

Q2) Explain the concept of 'TQM', how every department of a

manufacturing organization can contribute to Total Quality
management? (give examples)

Q3) State the 14 principles of Quality management given by W.E. Derriing &
discuss their strengths '& weaknesses.

Q4) Bring out the differences between traditional methods of Quality

Control/ Inspection and modern 'system concept' of Quality
management.

Q5) What are uses of Control charts? Can they be employed for controlling
defects in Products?

Q6) Explain the concept of 'Reliability' and various methods of achieving

higher reliability in a ' System'(or Product).

Q7) In the context of ISO-9000(2000) Quality Management System standard

-explain the terms, Quality Policy, Quality Manual, Quality Audit,
Corrective & Preventive action,Control on Non-Conformities.

Q8) Write short notes on Any three:

a) Statistical Q.C.methods b) PokaYoke
c) Nominal Group Technique d) Acceptance Sampling
e) Ishikawa Diagram.
Total No. of Questions: 6] [Total No. of Pages: 1
P974
[2975J-312
M.B.A. - II
304 (E) HUMAN RESOURCE MANAGEMENT Spl.
Industrial Relations
Time: 3 Hours] [Max. Marks: 60
Instructions to the candidates:-
1) Answer any Four questions.
2) All questions carry equal marks.

Ql) Discuss different approaches to the study of Industrial Relations & it's
impact
on Management. [15]

Q2) a) Discuss Principles & concepts of welfare officer. [7

b) Discuss duties & responsibilities of welfare officer. [8]

Q3) a) What is Adjudication? [5

b) How the process of Adjudication works? [10]

Q4) a) What are the characteristics of Trade Union. [7

b) What are types & structures of Trade Union.
[8]

Q5) Discuss the impact of Globalization & Liberalization on Trade

Union
Movement in India. [15]

Q6) Write notes - any three [15

i) Workers Participation in Management,
ii) * Problems of working woman,
iii) Negotiations -
iv) Arbitration
v) I.L.O.
Total No. of Questions : 6] [Total No. of Pages : 1

P975 [2975]-313
M.B.A. - (Sem - III)
MARKETING MANAGEMENT SPECIALIZATION 305
(A) - Services Marketing & Brand Management
Time : 3 Hours] [Max. Marks : 60
Instructions:
1) Attempt any three questions from question No. 1 to question No. 4.
2) Attempt any one question from question No. 5 & 6.
3) All questions carry equal marks.

Ql) What is intangibility? Explain challenges faced by service providers due

to intangible nature of services?

Q2) Why even non-profit organizations require marketing of their services?

Discuss giving real-life example.

Q3) What is the significance of physical evidence in marketing of services?

Explain taking case of cellular phone industry.

Q4) Write short notes on (Any 3):

a) Inconsistancy in Hotel Industry.
b) Customer Relationship Management.
c) Four I's of Services Marketing.
d) Impact of liberalization, globalization & privatization on services
sector.
e) Retailing of services,

Q5) 'Services' customer do not change brands frequently as compared to

the customers' of product'. Do you agree with statement? Justify your
answer giving examples.

Q6) Write short notes on (Any 3):

a) Brand Ambassador.
b) ' Amul'as a brand.
c) Brand positioning.
d) Brand life-cycle.
e) Co-branding.
Total No. of Questions:?} [Total No. of Pages : 1

P1024
[2975]-314
M.B.A. (Sem-III)
305 B : FINANCIAL MANAGEMENT
MERCHANT BANKING AND FINANCIAL SERVICES

Time: 3 Hours] [Max. Marks : 60

Note:
1) Attempt any four questions.
2) All questions carry equal marks.

Ql) What is the importance of stock markets? Explain the boom in the
stock markets since last two years.

Q2) Review the performance of Mutual Funds in India during the last two
decades.

Q3) Explain the concept of merchant banking. What services are rendered
by merchant bankers?

Q4) Explain in detail the SEBI guidelines for primary market.

Q5) Write a detailed note on Housing Finance.

Q6) Discuss the present status of NBFCs in India and their strengths and
weaknesses.

Q7) Write short notes on (any three):

a) Scripless Trading.
b) Securitisation of Debt.
c) Factoring.
d) Money market instruments.

***«*
 Total No. of Questions :6] [Total No. of Pages : 2
r P1017
[2975]-315
M.B.A. (Sem - III)
305(C): VISUAL BASIC

Time: 3 Hours] [Max. Marks : 60

Note:
Question 1 is compulsory solve any 4 out of remaining.

Ql) Mr. Veerubhai owns a handsets selling shop. He wants to computerize

the order processing system. As a programmer design as interface to accept
orders for customers. Given the structures of tables.
Item : fields (Itemcode, Description, ModelNo, Company, Price,
AvailableQty)
Customer : fields (Custno, Customer-name, addl, add2, city, pin, phone)
Order : fields (orderno, orderdate, custno,)
OrderDetail: fields (orderno, Itemcode, modelno, qty, rate, amount)
At the time of accepting the orders, provide popup for customers
names,
items. When user presses OK button for order, update available
quantity.
Use ADO code. [20]

Q2) Given the structure Student (rollno, name, class, dateofbirth). Using user
defined datatype, accept students information and display in message
box.[10]

Q3) a) Take a text box to accept marks of subject "vb". Represent the marks
on .scrollbar. (Indicator of scroll bar should show appropriate
value).
b) Accept details of fixed deposit principle amount, rate of interest,
period in terms of years. Display simple interest for the same.
[10]
Q4) Take a list box and two buttons showing "up" and "Down". User will
select
item from list box and will press either up or down button. The selected
item
Q5) Write an application to display bouncing ball. (Hint : Use timer) [10

Q6) Write notes on (any two). [10

a) String functions (any 5).
b) Differentiate between msgbox and input box.
c) Data grid control.

[2975]-315 -2-
Total No. of Questions : 8] [Total No. of Pages : 1

P976 [2975J-316
M.B.A. - (Sem - III)
PRODUCTION AND MATERIALS SPECIALISATION 305
(D) - PRODUCTION PLANNING AND CONTROL
Time : 3 Hours] [Max. Marks : 60
Instructions:
1) Attempt any four questions.
2) All questions carry equal marks.

Ql) How does PPC function change in various types of Production functions?

Q2) Define and explain the function of Production Planning. Draw neat
sketches as required.

Q3) Explain in detail terms Process Planning. Production Planning &

Capacity Planning.

Q4) Explain as to how computer can be used in PPC functions.

Q5) What is despatching? What are the different types of documents used in
this function? Explain with neat sketches.

Q6) Describe different methods of scheduling and loading.

Q7) Explain the concept of flexible manufacturing system. Where can this be
used.

Q8) Write short notes on any THREE:

a) CAD/CAM.
b) Robotics.
c) Rough and planning.
d) Group Technology.
e) GANTT Chart.
Total No. of Questions : 8] [Total No. of Pages : 2

P 978 [2975] - 318

M.B.A. (Sem - III)
306 (A) : Marketing Management (Specialisation) Retail
and Distribution Management

Time : '3 Hours] [Max. Marks : 60

Instructions:
1) Attempt two questions from Section I and two questions from Section II.
2) All questions carry equal marks.
3) Answers to both the sections should be written in the same answer book.

SECTION -1

Ql) Critically examine the role and functions of each of the channel
participants.

Q2) Explain the importance of a) Materials Handling b) Transportation

and c) Warehousing as the operational dimensions of Physical
Distribution.

Q3) From the consumer's point of view, how 'The Malls' are beneficial to
him. Mention the weaknesses of these outlets.

Q4) Write short notes on any three:

a) Retail Location decision.
b) Shelf Management.
c) Point of Purchase Promotion.

d) Types of wholesalers.

SECTION - II
Q5) State the necessity of 'Assessing the channel' performance. How is
it done?
Q6) Differentiate between the channels for consumer goods and
Industrial goods.
Q7) What are the causes of channel conflicts? How these conflicts can be
resolved?

Q8) Write short notes on any three: ;

a) Process of appointment of franchisee.
b) Channels for services.
c) Multi-level marketing.
d) Channel policies.

[2975] - 318 -2-

Total No. of Questions : 6] [Total No. of Pages : 1

P1250 [29751-319
M.B.A. (Semester - III) (306 - B)
INTERNATIONAL FINANCE
Time: 3 Hours} , [Max. Marks: 60
Instructions: ,
i) Attempt any FOUR questions, ii) All
questions carry equal marks.

Ql) What js Spot and Forward Exchange Contracts? Explain in details.

Q2) How the financing mechanism works for Exports & Imports?

Q3) What is foreign direct investment (FDI) & what are the guidelines of FDI?

Q4) What is FII & FDI flows in Indian Capital Market?

Q5) "Launching of Global Depository Receipts/American Depository

Receipts by Indian Corporate? have done wonders" Do you agree?
Discuss in details.

Q6) Write short notes (Any three): f

.-

i) Double Taxation Avoidance Agreements.

ii) Buyers'Credit & Suppliers'credit.
iii) Exchange Control Regulations.
iv) Bretton Woods.
v) International Financial Institutions.
Total No. of Questions : 6] [Total No. of Pages : 1

P979 [2975J-320
M.B.A. - (Sem - III)
COMPUTER SPECIALIZATION
306 (C) : Business Applications

Time : 3 Hours] [Max. Marks : 60

Instructions:
1) Question No. 1 must be answered.
2) Attempt any 4 from remaining questions.
3) Draw neat diagrams, wherever necessary.

Ql) a) Explain the need of sales analysis in manufacturing company. [5]

b) Explain the process of preparing the sales invoice against order
acceptance with the help of Data Flow Diagram. Also draw the layout
of
the invoice showing all the necessary details. Give the list of files
required
to process the invoice. [15]

Q2) Describe the steps to prepare the BOM, against the work order received
by production department. Draw the layout of BOM (Bill of Material).
[10]

Q3) Explain how savings bank account in maintained, in a bank. [10]

Q4) Explain the services offered by the reception counter in 3 star hotel.
[10]

Q5) Explain Fixed Deposit maturity and renewal procedure in a co-operative

bank.
[10]

Q6) Write short notes (any 2): [10]

- Assets.
- Labour Welfare Fund.
- Surgical room in a hospital.
- Bin card.
**'**
Total No. of Questions: 8] [Total No. of Pages : 2
P980 [2975]-321
M.B.A. (Semester.- Ill)
PRODUCTION AND MATERIALS SPL.
(306D) Manufacturing Strategy

Time : 3 Hours] [Max. Marks : 60

N.B.:
1) Solve any 4 questions.
2) All questions carry equal marks.
3) Draw neat sketches wherever necessary.

Ql) What are order qualifiers & order winners? Explain their role in
zenerie & hybrid manufacturing process.

Q2) What objections might a marketing manager have to uniform plant

loading?

Q3) State & explain manufacturing strategies for a FMCG product

manufacturing unit.

Q4) Explain with suitable example "Focussed Manufacturing". Is it long

term manufacturing strategy? Explain.

Q5) Write short notes on Any Three :

a) KANBAN.
b) Wastage Control.
c) Investment Risk.
d) Make or buy.
e) JIT in India.

Q6) The INHOUSE production of each & every item may result into
typical problems for manufacturing organisation. Discuss there problems
& suggest suitable remedy.

P.T.O.
Q7) Explain why & when product profiting because necessary? How are
the conclusion drawn?

Q8) "Integrated manufacturing & marketing is the success key". Do you

agree? Explain your answer.
[2975J-321 -2-
Total No. of Questions : 6] [Total No. of Pages : 1
P981 [29751-322
M.B.A.-II
(306 E) HUMAN RESOURCE MANAGEMENT Spl.
Organizational Development
Time : 3 Hours] [Max. Marks : 60
Instructions :
1) Attempt any four questions.
2) All questions carry equal marks.

Ql) Define Org. Development & discuss importance of values, beliefs,

assumptions in OD. [15]

Q2) Elaborate the importance of

a) Systems Theory in OD.
b) Parallel Learning Structure in OD. [15]

Q3) Define term "interventions" & elaborate on "Third party" &

"Structural"
interventions. [15]

Q4) What is the role of OD consultant in Org. development & how does it
help
the OD process? [15]

Q5) a) What are the stages of Team development? [7]

b) What is socio-technical systems in OD.? [8]

Q6) Short notes - any three [15]

a) Visioning.
b) Gestalt Approach.
c) Quality of Work Life.
d) Re-engineering.
e) Six Box model.
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