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EXECUTIVE M.B.A. DEGREE EXAMINATION,


DECEMBER 2011.

First and Second Years

Paper I — PRESPECTIVES OF MANAGEMENT

Time : Three hours Maximum : 75 marks

SECTION A — (3  5 = 15 marks)

Answer any THREE of the following.

1. (a) Nature of management


(b) MBO
(c) Game theory
(d) Decentralisation
(e) Sources of recruitment
(f) Informal communication.

SECTION B — (3  15 = 45 marks)

Answer any THREE of the following.

2. What are the essentials of effective


communication?
3. State the role of manager in the social
responsibility of business.
4. Explain the causes for the conflict between line
and staff organisations.
5. Enumerate the executive development
programmes followed by Indian industry.
6. Describe the use of Linear programming in
decision making.
7. Describe the impact of external environment on
management.
SECTION C — (15 marks)
(Compulsory)
8. Case study :
One of the most successful discount department
-

stores in America is known as Wal-Mart stores


and is named after its founder Sam Walton.
Because of the phenomenal success of these stores,
Sam Walton became the richest man in America.
Also, because of his leadership, the stores have
enjoyed continuous growth and expansion, so that
by mid 1980s, the chain had over 700 stores and
increasing at the rate of an additional 100 stores
per year. Its sales increased annually by over 35%
per year and the profits have soared close to 40%
per year every year since 1975.
Sam Walton, until he died in 1992, took personal
interest in his employees. His managerial
philosophy was to get the right people in the right
places and then give them the freedom to be

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innovative to accomplish their task. He called his
employees as associates and treated them as
associates. As per company policy, all associates
are eligible for profit sharing plans which
motivates the employees further. The managers of
the stores are required and encouraged to meet
with their employees in a social setting to discuss
their concerns as well as issues of organizational
interest, and this makes the employees feel that
their input is taken seriously by the management.
Sam Walton himself led a simple life. He did not
exhibit any aura about himself, giving the
employees a feeling that he was one of them. He
and his executives regularly travelled in company
owned planes to visit wal-Mart stores situated at
various sites across the country. He met with sales
clerks, stock boys and sales managers to find out
what items were popular. He knew most of them
by their first names and addressed them so. He
initiated “employee of the month” in all categories
and created honour roles for more successful
stores. This created inner competition requiring
extra effort to improve sales and service. This
policy gained high respect for him as a leader.
The administration of the organization is very cost
conscious. It only spends about 2% of sales for
general administrative expenses. It shops for
suppliers at bargain prices all around the world
and has built giant warehouses around the
country in such a manner so that most stores are
within six hours of driving distance from a
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warehouse. This helps in better delivery system
and reduced inventories at retail stores. Each
store prepares a monthly financial report which
can be studied line by line to look for ways to
reduce costs further.
These cost savings are passed onto the customers
and this in turn generates customer loyalty.
Wal-Mart slogan of ‘‘Quality you need, prices you
want’’ has become a generic organizational
statement.
Wal-Mart with more than 2000 stores at present is
faced with tough competition from a similar chain
of discount stores known as K-Mart. However,
Sam Walton did not worry about the competition
because he felt that his people oriented philosophy
of operations and cost cutting efforts without
diluting the quality of the merchandise would
always meet the competition head-on.
Questions :
(a) What are the major reasons for the
company's phenomenal success? Explain
those reasons in detail.
(b) How would you describe Sam Walton as an
effective leader? What leadership theory is
consistent with his leadership style?

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.
First and Second Years
Paper X — HUMAN RESOURCE MANAGEMENT
Time : Three hours Maximum : 75 marks
SECTION A — (3 × 5 = 15 marks)
Answer any THREE of the following.

1. (a) Concept of HRD.

(b) Collective bargaining.

(c) Panel discussion

(d) Employee health

(e) Job satisfaction

(f) Fringe benefits.

SECTION B — (3 × 15 = 45 marks)

Answer any THREE of the following.

2. What are the principles involved in HRM?

3. Describe the techniques followed in job analysis.


4. State the techniques followed while forecasting
demand and supply of employees.

5. Bring out the recruitment practices of Indian


industry.

6. What are the tools employed in the selection of


employees?

7. How do you assess the effectiveness of a training


programme?

SECTION C — (15 marks)

Compulsory

8. Case study :

Ramoji Rao is in charge of a bindery in


Vijayawada, which employs fifteen people, five of
whom work in the factory. Three of these
employees run machines, one supervises, and the
fifth moves the blank paper and finished print by
handcar. This fifth position, which demands no
skill other than driving a handcar, needs to be
filled and three applicants have responded.
The first is Mr. Matti Anjaiah who is thirty five,
unmarried, and a Navy veteran. Anjaiah has a
poor work record. During his five years in
Vijayawada he has worked only seasonal labour
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and occasional odd jobs. He drove a forklift in the
Navy, while working at Visakhapatnam. He has a
strong built, which could help, although the work
is generally light.

Mr. Nehal Singh, age twenty two, came to


Vijayawada two years back from Punjab. He has
done farm labour for many years and assembly-
line for one year. His command of English is poor
(but can speak the regional language, Telugu,
fluently). He resides with his mother and seems
certain to remain in the area for some time. After
having run farm equipment he should have no
trouble steering a handcar.

Mr. Vangaveeti Raja is a local boy who finished


high school two years ago. Subsequently, he got a
diploma from a local III and is currently employed
as an assistant in Savani Transport Company,
Vijayawada. His character references are
excellent. Mr. Raja s small, but he seems quick
and was a track star in high school.

(a) How much considerations should be given to


Mr. Anjaiah’s poor work record? Should
Mr. Ramoji Rao check to verify it?

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(b) How important is command of English to the
job? How quickly could Mr. Nehal Singh
assimilate enough English to be effective?

(c) Should Mr. Nehal Singh be passed over


because of his status as a recent migrant.

(d) Should Mr. Raja get the job? How heavily


should his references be weighed against his
in experiences?
(e) Who should be hired? Why?

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.
First and Second Years
Paper II — BUSINESS ENVIRONMENT
Time : Three hours Maximum : 75 marks
SECTION A — (3 × 5 = 15 marks)
Answer any THREE of the following.

1. (a) Political environment.


(b) Tiny sector.
(c) Planning goals.
(d) FDI.
(e) Privatisation.
(f) Social justice.
SECTION B — (3 × 15 = 45 marks)
Answer any THREE of the following.

2. Explain the changing role of government in


business.

3. What are the symptoms of industrial sickness?

4. Explain the strategies followed under 5 year plans


in India.
5. Critically examine the EXIM policy of India.

6. State the reforms introduced in the financial


sector.

7. Critically examine the industrial policy of India.


SECTION C — (15 marks)
(Compulsory)

8. Case Study :
Nicholas Piramal India, a giant in the
pharamaceutical market, achieved a sale growth of
26% in 2003-04 at about Rs. 1, 435 crore, its net
profit rose by 60% from Rs. 118 crore in 2002-03 to
Rs. 188 crore in 2003-04
Nicholas Piramal had a different growth strategy
as it started as a small player with big dreams.
The strategy was organic growth coupled with
acquisitions. Piramal acquired nine entities and
integrated them quickly into the parent company
to deliver higher growth from the acquired
portfolio.
Nicholas Piramal is also focusing on exports
market. It has decided to partner with innovator
companies in global markets, rather than compete
or patent litigate against them. Building on this
base, the company has built an export model that
delivers the ‘India advantage’ to the global firms.
It plans to provide end-to-end outsourcing
solutions across the pharmaceutical life cycle, from
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custom-made synthesis and bulk intermediates to
formulations. It has established four process
development groups at multiple locations in India
and has also set up a 100% subsidiary in the US
for closer customer reach. Nicholas Piramal
believes that the future growth driver will be
exports, ably supported by a strong domestic
market.
Questions
(a) What are the growth strategies formulated
by Nicholas Piramal to explore the
opportunities?
(b) What are the risk factors that the company
may face in international market?

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.

First and Second Year

Paper III — MANAGERIAL ECONOMICS

Time : Three hours Maximum : 75 marks

SECTION A — (3  5 = 15 marks)

Answer any THREE of the following.

1. (a) Positive economics.


(b) Demand function.
(c) Differential cost.
(d) Price discrimination.
(e) Accounting concept of profit.
(f) Pay back period.

SECTION B — (3  15 = 45 marks)

Answer any THREE of the following.

2. Describe the significance of managerial economics.

3. What are the different methods of forecasting


demand for existing products?
4. Discuss the empherical estimates of relationship
between production and cost.
5. Explain the pricing strategies followed by a firm
under monopoly.
6. Critically examine the behavioural theory of the
firm.
7. State the economics of risk and uncertainity.
SECTION C — (15 marks)
(Compulsory)
8. Case study :
Bhavani Ltd. is manufacturing products mostly by
manual labour and is considering to replace it by a
new machine. There are two alternative models ‘X’
and ‘Y’ of the new machine. Prepare a statement of
Profitability indicating the pay back period from

the following data :


Machine X Machine Y
Rs. Rs.
Estimated life of the machine 8 years 10 years
Cost of the machine 18,000 36,000
Estimated savings in scrap 1,000 1,600
Estimated savings in direct wages 12,000 16,000
Additional cost of maintenance 1,600 2,000
Additional cost of supervision 2,400 3,600

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.
First and Second Years
Paper IV — ACCOUNTING FOR MANAGERS
Time : Three hours Maximum : 75 marks
SECTION A — (3 × 5 = 15 marks)
Answer any THREE of the following.

1. (a) Accounting cycle


(b) Errors of commission
(c) Revenue expenditure
(d) Forfeiture of sales
(e) Profit and Loss account
(f) Labour cost variance.
SECTION B — (3 × 15 = 45 marks)
Answer any THREE of the following.

2. Classify costs with examples.

3. State different methods of inflation accounting.

4. Explain the practical application of marginal


costing.
5. Enumerate the accounting procedures for
distributing dividends.

6. How do you prepare profit and loss account?

7. Dynamic Ltd., makes an issues of 5,000 equity


shares of Rs. 100 each at a premium of Rs. 12.50
share payable as follows :
(a) Rs. 12.50 on application,
(b) Rs. 25.00 on allotment (including premium),
(c) Rs. 50.00 on first call,
(d) Rs. 15 on second call,
(e) Rs. 10 on final call,
The application and allotment money are duly
received and in addition, holders of 2,500 shares
pay in full on allotment. Holders of 100 shares fail
to pay first call and after due their shares are
forfeited. The amounts payable on second call
(made after forfeiture) are paid in full, except that
a holder of 50 shares fails to pay. 75 of the
100 shares forfeited are reissued credited with Rs.
90 paid for Rs. 65 per share. The new shareholder
pays these shares in full. The balance of Rs. 10 per
share is being treated as calls-in-advance. The
final call is met in full including the arrears of the
second call.
Show the necessary journal entries.

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SECTION C — (15 marks)

8. The comparative balance sheet of Doba Company


showed the following changes in balance sheet
items from 1991 to 1992.
Rs.

Working capital 1,27,500 increase

Long-term investments 45,000 increase

Land 48,000 increase

Machinery

(Less accumulated depreciation) 90,000 increase

15% debenture 2,40,000 increase

Share capital 60,000 increase

Reserves and Surplus 10,500 decrease

The following additional data are provided :

(a) Net profit for the year was Rs. 1,57,500

(b) Accumulated depreciation for 1991 was


Rs. 67,500 and for 1992 Rs. 90,000.

(c) A machine of Rs. 1,12,500 was purchased


during the year, depreciation expense for the
year was Rs. 22,500.

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(d) A bonus issue of shares of Rs. 60,000 was
made during the year.

(e) A cash dividend of Rs. 87,000 was declared


and paid during the year.

Prepare a statement of changes in financial


position for Doba Company.

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.

First and Second Years

Paper V — QUANTITATIVE TECHNIQUES FOR


MANAGERIAL DECISIONS

Time : Three hours Maximum : 75 marks


SECTION A — (3  5 = 15 marks)
Answer any THREE of the following.
1. (a) Functions.
(b) Mean.
(c) Conditional probability.
(d) Regression.
(e) Sampling errors.
(f) Survey method.
SECTION B — (3  15 = 45 marks)
Answer any THREE of the following.
2. Explain the use of quantitative techniques in
managerial decision making.
3. What are the tools used in the collection of data?
4. Enumerate the limitations of different techniques
of sampling.

5. A bag contains 5 white balls and 3 red balls.


Another bag contains 4 white balls and 5 red balls.
If one ball is drawn from each bag find out the
probability that :

(a) Both are white

(b) Both are red

(c) One is white and one is red.

6. Calculate harmonic mean and geometric mean


from the data given below :
x: 5 12 17 20 25 30

y: 3 2 5 9 5 2

7. Solve the system equation :

x  y  z  17

x  2 y  3z  16

x  3 y  4 z  22 .

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SECTION C — (15 marks)

(Compulsory)

8. Case study :
A sample of 400 students of under-graduate and
400 students of post-graduate classes was taken to
know their opinion about autonomous colleges.
290 of the under-graduate and 310 of the post-
graduate students favoured the autonomous
status. Present these facts in the form of a table
and test, at 5% level, that the opinion regarding
autonomous status of colleges is independent of
the level of classes of students.

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.
First and Second Years
Paper VI — INFORMATION MANAGEMENT AND
COMPUTER APPLICATIONS
Time : Three hours Maximum : 75 marks
SECTION A — (3 × 5 = 15 marks)
Answer any THREE of the following.

1. Write short notes on :


(a) Spread sheet.
(b) Computer based HRM.
(c) Computer virus.
(d) COBOL concept.
(e) Operating Systems.
(f) Control System.
SECTION B — (3 × 15 = 45 marks)
Answer any THREE of the following.

2. What are the managerial applications of software?

3. Formulate computer based inventory system with


suitable example.

4. Discuss the methods used for the detection and


removal of virus.
5. State the social dimensions of computerisation.

6. Discuss the features and applications of COBOL.

7. Give an account of systems analysis and design.


SECTION C — (15 marks)
(Compulsory)

8. Case Study :
Before embanking on integrated information
system projects, top managers often know which
employees are likely to be laid off. However, in an
effort to with the cooperation of employees during
system development, managers often provide
verbal assurances of job security to employees who
will be laid off a few months often after the system
becomes operational. Manager often find
themselves in a dilemma. Being truthful about
coming layoff many interfere with employee
cooperation. How would you as a manager, handle
this situation?

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.

First and Second Years

Paper VII — FINANCIAL MANAGEMENT

Time : Three hours Maximum : 75 marks

SECTION A — (3  5 = 15 marks)

Answer any THREE of the following.

1. (a) Financial Market


(b) Wealth maximisation
(c) NPV
(d) EBIT
(e) Optimum capital structure
(f) Marginal cost of capital.

SECTION B — (3  15 = 45 marks)

Answer any THREE of the following.

2. How do you organise finance function in a firm?

3. Explain the working of Indian money market.


4. State different methods of valuing bonds.

5. The company is considering investment of


Rs. 1,00,000 in a project. The following as the
income following as the income forecasts, after
depreciation and tax, 1st year Rs. 10,000 and 2nd
year Rs. 40,000, 3rd year Rs. 60,000, 4th year
Rs. 20,000 and 5th year Re. Nil.
From the above information, you are required to
calculate
(a) Pay back period,

(b) Discounted pay back period at 10% interest


factor.

6. From the following particulars, calculate


(a) P/V ratio
(b) Profit when sales are Rs. 40,000 and
(c) New break—even point if selling price is
reduced by 10%
Fixed cost Rs. 8,000 ; Break even point
Rs. 20,000 ; and Variable cost Rs. 60 per
unit.

7. What are the considerations in formulating


dividend policy?

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SECTION C — (15 marks)

(Compulsory)

8. Case study :
Ever-Responsive Ltd is a widely-held company. It
is considering a major expansion of its production
facilities and the following alternatives are
available :
Alternatives

Particulars A B C

(Rs.) (Rs.) (Rs.)

Share Capital 50,00,000 20,00,000 10,00,000

14% Debentures – 20,00,000 15,00,000

Long-term Loan® 18% p.a. – 10,00,000 25,00,000

Expected rate of return before tax is 25%. The rate


of dividend of the company has been not less than
20%. Taxation rate applicable to the company is
50%.
Assuming that at present, there is no debt, which
alternative financing strategy do you recommend?
And why?

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.

First and Second Years


Paper VIII — OPERATIONS MANAGEMENT
Time : Three hours Maximum : 75 marks
SECTION A — (3 × 5 = 15 marks)
Answer any THREE of the following.

1. (a) Product layout.


(b) Gantt chart.
(c) JIT.
(d) Qualitative factors in location.
(e) Codification.
(f) Flow chart.
SECTION B — (3 × 15 = 45 marks)
Answer any THREE of the following.

2. State the controllable variables in production


planning.

3. Describe life cycle approach to operation


management.
4. How does concurrent engineering benefit
production system?

5. Bring out the functions of Store Keeper.

6. Explain the techniques employed while controlling


projects.

7. Elucidate the factors that may be considered while


selecting product.
SECTION C — (15 marks)
Compulsory

8. A firm’s annual requirement of inventory is 30,000


units. The acquisition cost amount to Rs. 150 per
order. The carrying costs are likely to be Rs. 1.20
per unit per year.
Assume the following order sizes :
(a) 30,000 units
(b) 15,000 units
(c) 6,000 units
(d) 3,000 units
(e) 1,500 units
(f) 750 units.

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Determine :
(i) Order cost
(ii) Carrying cost
(iii) Average inventory
(iv) Economic order quantity.

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EXECUTIVE M.B.A. DEGREE EXAMINATION,
DECEMBER 2011.

First and Second Years

Paper IX — MARKETING MANAGEMENT

Time : Three hours Maximum : 75 marks

SECTION A — (3  5 = 15 marks)

Answer any THREE of the following.

1. (a) Selling concept


(b) Market organisation
(c) Niche strategy
(d) Post-Purchase behaviour
(e) Brand equity
(f) Non-price competition.

SECTION B — (3  15 = 45 marks)

Answer any THREE of the following.

2. How do you resolve channel conflict decisions?

3. What are the tools employed in sales promotion?


4. State the steps involved in the marketing research
logically.

5. Examine the role of marketing in the service


sector.

6. Describe the social pressures on marketing.

7. Explain the influence of psychological factors on


consumer behaviour.

SECTION C — (15 marks)

(Compulsory)

8. Analyse the following case and answer the


questions given at the end :

Business Today, September 15, 2002 issue


reported that, Gloom was the prevailing theme at
the press conference called by the Cellular
Operators Association of India on August 19, 2002.
All the suits of the stage with the exception of
MTNL's J.M. Mishra – reeled of numbers and
factoids painting an extremely dismal picture of

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the sector. It was left to Bharati Enterprises CEO,
Sunil Mittal, to remind his brethren that the
purpose of the meet was to celebrate the 8 million
subscriber milestone.

Mittal's Bharati Televentures is a listed company


a rarity among Indian Telcos and that may
explain his reluctance to admit that the sector is
in the throes of crisis. A little prodding, and he
confesses that “on an accumulated basis, on
cellular service(s) company has positive cash flow”.

The Numbers paint a bleak picture : Telcos


invested a close to $ 6 Billion (Rs. 29,400 crores) in
51 cellular networks to which none has yet some
have been around 7 years now — become self
financing. The sectors accumulated losses have
increased from Rs. 6929 crores in 2000-01 to
Rs. 7719 crores in 2001-02 and the losses are
expected to increase by an additional Rs. 1000
crores this year. Two Big Players Idea and Bharati
have tooted up losses of Rs. 212 crores and Rs. 140
crores. Hutchison Telecom Chief Asim Ghosh says,
“The entire industry is profit-negative and cash
flow-negative today”.
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Questions :
(a) What are the reasons for mounting losses in
cellular sector in India?
(b) If you were the marketing manager of
Bharati Enterprises, what are the strategies
you propose to make the organisational come
out of continuous losses?

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