Semester II Examination Papers 18
IIBM Institute Of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Management Information Systems
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Part one:
Multiple choices:
1. The BCD(binary code division) equivalent of (13)10 is
a. D
b. 1101
c. 00010010
d. 00010011
2. These systems are intended to help individual managers in their decision-making capability.
a. Management information
b. Executive support
c. Decision support
d. Office automation
3. Linux is a ……. Bit UNIX like operating system.
a. 16
b. 32
c. 64
d. 8
4. This is the ability of a system to repair itself, survive and grow by importing resources from its
environment and transforming them into outputs.
a. Negative entropy
b. Positive entropy
c. Entropy
d. Neutral entropy
5. A computer-based information system that increase the efficiency and productivity of
managers and office workers through document and message processing is known as
a. Decision support system
b. Management information system
c. Office automation system
d. Transaction processing system
6. Which is a multiuser operating system
a. MS DOS
Semester II Examination Papers 19
IIBM Institute Of Business Management
b. Windows NT
c. VMS
d. None
7. More information and knowledge is an advantage of this decision-making.
a. Individual
b. Strategic
c. Operational
d. Group
8. ISDN stands for
a. International service digital network
b. International service data network
c. Integrated service digital network
d. Integrated service data network
9. MYCIN is a popular expert system used for
a. Financial planning
b. Mineral exploration
c. Mass spectrography
d. Medical diagnosis
10. This refers to the flow of information among people on the same or similar organizational
level.
a. Diagonal
b. Upward
c. Horizontal
d. Downward
Part Two:
1. What are ‘Empirical systems’?
2. Write a note on ‘EPAB’.
3. Differentiate between interpreter and compiler.
4. What is ‘Virtual Reality’?
END OF SECTION A
Section B: Caselets (40 marks)
This section consists of Caselets, answer all the questions.
Each caselet carries 20 marks
Detailed information should form the part of your answer (Word limit 200 to 250 words).
Semester II Examination Papers 20
IIBM Institute Of Business Management
Caselet 1
The Universal Foods and Drinks Limited (UFDL) is a company, manufacturing different
types of packaged foods and drinks. The product range consists of more than 50 items and 200
packaging units. The company’s products are popular throughout the country like Jammu &
Kashmir, Maharashtra, Karnataka and Kerala. It has a wide network of distributors and dealers,
who stock the UFDL products and deal with all types of customers. The company through its
network reaches to over 50,000 retail points. Some of the products of the UFDL are produced
throughout the year and are sold through this wide network. Some products are seasonal in
production but are sold throughout the years. And some products are popular in certain seasons and
not in demand at all in the other seasons. The business performance of the company is assured well,
if the UFDL produces the products as per the varying demand pattern of the customers. Since, the
company has established its strength in the distributor dealer network, the success comes through
the appropriate decisions in the purchase of fruits, vegetables, cereals, and pulses and putting them
through processing and packaging, and dispatching them to various locations where the distributors
are located. It is the policy of the company to launch each year at least one new product in the
country. This policy has paid rich dividends, to the company in terms of its image and the
customers have always looked forward for such an announcement from the company’s end. The
UFDL uses, well in advance, the different advertising media such as the newspapers, hoardings,
magazines, sample tests and demos, T.V. etc for announcing and promotion of its new products
from time to time. However, the selection of media is based on the product and its overall position
in the product range and the targeted market segment. In spite of considerable strength in many
aspect of business, the company has failed in the launching of new products. It was also not able to
meet the demand owing to the inadequate purchases of raw-materials, the wastage of the rawmaterials
as the processing plant of the company was not available due to its maintenance schedule
or it was scheduled for some other food processing operation. The company also faces the problems
of high seasonal inventory which, if not disposed of in time, becomes a non-moving and sometimes
a non-saleable inventory. The UFDL has its Marketing Division headed by a Manager- Marketing
supported by the product Manager for a group of its products.
1. Suggest the different Decision Support System (DSS) which the management of the UFDL may
use for strategic management of the business.
2. Suggest the external sources of information for the top management to support their decisionmaking,
justifying its position in an MIS.
Caselet 2
There’s nothing like a punchy headline to get an article some attention. A recent piece in the
Harvard Business Review (May 2003), shocking labeled “IT Doesn’t Matter,” has garnered the
magazine more buzz than at any time since the Jack Welch affair. The article has been approvingly
cited in The New York Times, analyzed in Wall Street reports, and e-mailed around the world. But
with out such a dramatic and reckless title, I doubt the article would have been much noticed. It’s a
sloppy mix of ersatz history, conventional, moderate insight, and unsupportable assertions. And it is
dangerously wrong. Author Nicholas Carr’s main point is that information technology is nothing
more than the infrastructure of modern business, similar to railroads, electricity, or the internal
combustion engineering advances that have become too commonplace for any company to wangle a
strategic advantage from them. Once innovative applications of information technology have now
become merely a necessary cost. Thus Carr thinks today’s main risk is not under using IT but
Semester II Examination Papers 21
IIBM Institute Of Business Management
overspending on it. But before we get any further, let’s have a reality check. First, let’s ask Jeff
Immelt, the CEO of General Electric Co., one of the premier business corporations in the world,
this question: “How important is information technology to GE?” Here’s his answer: “it’s a
business imperative. We’re primarily a service-oriented company, and the lifeblood for productivity
is more about tech than it is about investing in plants and equipments. We tend to get a 20 percent
return on tech investments, and we tend to invest about $2.5 billion to $3 billion a year.hen let’s ask
Dell Corporation CEO, Michael Dell: “What’s your take on Nick Carr’s thesis that technology no
longer gives corporate buyers a competitive advantage?” Here’s His answer: “Just about anything
in business can be either a sinkhole or a competitive advantage if you do it really, really bad or you
do it really, really well. And information technology is an often misunderstood field. You’ve got a
lot of people who don’t do it very well. For us, It is a huge advantage. For Wal Mart, GE, and many
other companies, technology is a huge advantage and will continue to be. Does that mean that you
just pour money in and gold comes out? No, you can screw it up really bad. Finally, let’s ask Andy
Grove, former CEO and now Chairman of Intel Corporation, a direct question about IT: “ Nicholas
Carr’s recent Harvard Business Review article says: ‘IT doesn’t Matter.’ Is information technology
so pervasive that it no longer offers companies a competitive advantage?” Andy says: “In any field,
you can find segments that are close to maturation and draw a conclusion that the field is
homogeneous. Carr is saying commercial- transaction processing in the United States and some
parts of Europe has reached the top parts of an S-Curve. But instead of talking about that segment,
he put a provocative spin on it- that information technology doesn’t matter – and suddenly the
statement is grossly wrong. It couldn’t b further from the truth. It’s like saying: I have an old threespeed
bike, and Lance Armstrong has a bike. So why should he have a competitive advantage?”So,
basically, Carr misunderstands what information technology is. He thinks it’s as merely a bunch of
networks and computers. He notes, properly, that the price of those has plummeted and that
companies bought way too much in recent years. He’s also right that the hardware infrastructure of
business is rapidly become commoditized and, even more important, standardized. Computers and
networks per se are just infrastructure. However, one of the article’s most glaring flaws is its
complete disregard for the centrality of software and the fact that human knowledge or for
information can be medicated and managed by software. Charles Fitzgerald, Microsoft’s general
manager for platform strategy, says that Carr doesn’t put enough emphasis on the “I” in IT. “The
source of competitive advantage in business is what you do with the information that technology
gives you access to. How do you apply that to some particular business problem? To say IT doesn’t
matter is tantamount to saying that companies have enough information about their operations,
customers, and employees. I have never heard a company make such a claim.”Paul Strassman who
has spent 42 years as a CIO-at General foods, Xerox, the Pentagon, and most recently NASA was
more emphatic. “The hardware—the staff everybody, is fascinated with- isn’t worth a damn,” he
says. It’s just disposable. Information technology today is knowledge –capital issue. It’s basically a
huge amount of labor and software.” Says he: “Look at the business powers- most of all Wal-Mart,
but also companies like Pfizer or FedEx. They’re all waging information warfare.”
1. Do you agree with the argument made by the business leaders in this case in support of the
competitive advantage that IT can provide to a business? Why or why not?
2. What are several ways that IT could provide a competitive advantage to a business? Use some of
the companies mentioned in this case as examples. Visit their websites to gather more
information to help you answer.
END OF SECTION B
Semester II Examination Papers 22
IIBM Institute Of Business Management
Section C: Applied Theory (30 marks)
This section consists of Long Questions, answer all the questions.
Each question carries 15 marks.
1. Shells Company has adopted a new management information system (MIS) in its Chennai
branch. Though the MIS promised rich benefits, Shells’ employees were quite apprehensive
about the new change and resisted this recent move of the company. Can you suggest some
measures or techniques for overcoming resistance to change at Shells?
2. A key element in both planning and controlling is information. What are the main attributes
that information must possess in order to be useful to managers? And is the nature of the
information required by managers at different levels similar or does it varies along with the
hierarchy?
END OF SECTION C
Examination Paper: Human Resource Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Human Resource Development & Training
Section A: Objective Type (30 marks)
•This section consists of Multiple Choice and Short answer type questions.
•Answer all the questions.
•Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1) Who used the term ‘Intellectual Capital’ for the first time?
a. Alvin Toffler
b. Tseng and Jiao
c. J K Galbraith
d. Rouibah and Ould-al
2) Organizational behavior is a:
a. Micro perspective
b. Macro perspective
c. Neo perspective
d. Latent perspective
3) Ethics in H R Development means:
a. Accepted behavior
b. Rejected behavior
c. Unexpected behavior
d. There is no term like, in HRD
4) What does ‘s’ stands for in COPS for conducting a detail HR analysis?
a. Shell
b. Swap
c. System
d. Site
5) In generic HRD model, training and development lies:
a. At bottom level
b. In middle level
c. A top level
d. Not a part of this model
6) Under the development part, the instructors use to focus on:
a. Skills of the learner
b. Process of the learner
c. Concepts of the learner
Examination Paper: Human Resource Management
2
IIBM Institute of Business Management
d. No focus
7) Gap is:
a. The difference between competency model and current state
b. The difference between ideal state and current state
c. The difference between ideal state and competency model
d. None of the above
8) According to Hamblin there are …… levels at which evaluation can be made.
a. 3
b. 4
c. 5
d. 7
9) Norm reference tests are:
a. Tests designed to measure degree of learning
b. To maximize the individual differences an for comparing them with externals.
c. To test the learner has mastered the taught one or not.
d. None of the above
10) David Kolb gave the idea that learning is a:
a. Linear process
b. Slow process
c. Unlimited process
d. Circular process
Part Two:
1. Explain PCMM (People Capability Maturity Model) approach for HRD.
2. Write a short note on ‘HRD Strategy model’.
3. Explain the utility of ‘Training Process Pyramid’.
4. What are ‘on-the-job’ and ‘off-the-job’ techniques of training and development?
END OF SECTION A
Examination Paper: Human Resource Management
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Introduction to the organization:
XYZ Company was established 20 years ago, to manufacture gearbox components for diesel
engines. It employs around 250 people, having a head office, which employs a wide range of
personnel who are generally well educated and enthusiastic about their work, and a factory, which
employs semi-skilled local people who are generally disinterested in the products of the company
and who have an instrumental attitude to work, seeing salary as the only reward.
Brief Description of the Problem:
The performance of the Company has not been good and the records revealed the following facts:
•Wastage within the factory was costing the Company approximately Rs. 100,000 a month.
•There was wide spread differences in individual work standards
•Processes were non-standardized resulting in repeated problems
•Management made all decisions and cascaded the result down to employees
•The top management became concerned about the performance of the factory and they hired Mr.
Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to
relationships and tasks with the following objectives:
•To review and improve communication systems.
•To restructure the organization and to review teamwork and quality practices.
•To review leadership issues across all levels.
Mr. Tanmoy Deb carried out discussions, interviews and surveys and made the following
observations:
•There’ and ‘us’ attitude was widely prevalent between head office and factory personnel
•Production personnel lacked technical skills
•Factory employees felt alienated from sharing the Company’s success
•Production systems were adhoc and defective because of frequent variations in standards set
•Many times raw material was found to be of inferior quality
•Rigidly defined job descriptions
Questions:
1. What in your view are the central human resources issues involved in this case?
2. What strategy should Mr. Tanmoy Deb develop and implement for improving the present
system?
Examination Paper: Human Resource Management
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IIBM Institute of Business Management
Caselet 2
Introduction to the organization:
XYZ Company is an existing profit making FMCG Company. The company has 600 personnel
and has branches all other the country. It has a separate training department with a Training
Manager, Mr. A.P. Mohan as its head who is supported by two qualified training officers. Mr.
Mohan has been in the company for the last 8 years and is very efficient.
Brief Description of the Problem:
Mr. Mohan wants to leave the organization. He is fed up with organizational politics. He is
dissatisfied and infact frustrated. There are several reasons attached to it. First and foremost is
that he is not paid adequately despite the fact that he has brought 12% growth in revenue to the
company. Second reason is that he is not consulted and constantly neglected while making
decisions on training aspects. Lastly, he considers himself to be a victim of politics played in the
organization. Production Manager is constantly hurting him and interferes with the work. Dr.
Ashok Sarao, boss of Mr. A.P. Mohan does not want him to leave the organization, as he knows
that the effectively will come down if he leaves. Dr. Ashok tries to convince Mohan that he
should adjust himself with the environment and also talk of how Mohan is constantly neglected.
He talks of how politics is played in the organization and strengths and weaknesses of Mohan but
does nothing to convince Mohan. Rather he says that they have to adjust, as they are part of
family run business. In this setting, personal equation rather than merit works. Mohan is not
convinced, and says he is leaving.
Questions:
1. Why a high performer like Mr. Mohan decided to leave the organization he has been long
part of?
2. Do you think Mr. A.P. Mohan took the right decision to leave the organization? What would
you have done if you were in his shoes?
END OF SECTION B
Section C: Applied Theory (30 marks)
•This section consists of Applied Theory Questions.
•Answer all the questions.
•Each question carries 15 marks.
•Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Trace out the changing paradigm of growth. Why has human resource development assume
greater importance in present time?
2. Training effectiveness is crucial for the success of the training department. How will you
ensure it?
END OF SECTION C
IIBM Institute Of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Management Information Systems
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions and Short Notes type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Part one:
Multiple choices:
1. The BCD(binary code division) equivalent of (13)10 is
a. D
b. 1101
c. 00010010
d. 00010011
2. These systems are intended to help individual managers in their decision-making capability.
a. Management information
b. Executive support
c. Decision support
d. Office automation
3. Linux is a ……. Bit UNIX like operating system.
a. 16
b. 32
c. 64
d. 8
4. This is the ability of a system to repair itself, survive and grow by importing resources from its
environment and transforming them into outputs.
a. Negative entropy
b. Positive entropy
c. Entropy
d. Neutral entropy
5. A computer-based information system that increase the efficiency and productivity of
managers and office workers through document and message processing is known as
a. Decision support system
b. Management information system
c. Office automation system
d. Transaction processing system
6. Which is a multiuser operating system
a. MS DOS
Semester II Examination Papers 19
IIBM Institute Of Business Management
b. Windows NT
c. VMS
d. None
7. More information and knowledge is an advantage of this decision-making.
a. Individual
b. Strategic
c. Operational
d. Group
8. ISDN stands for
a. International service digital network
b. International service data network
c. Integrated service digital network
d. Integrated service data network
9. MYCIN is a popular expert system used for
a. Financial planning
b. Mineral exploration
c. Mass spectrography
d. Medical diagnosis
10. This refers to the flow of information among people on the same or similar organizational
level.
a. Diagonal
b. Upward
c. Horizontal
d. Downward
Part Two:
1. What are ‘Empirical systems’?
2. Write a note on ‘EPAB’.
3. Differentiate between interpreter and compiler.
4. What is ‘Virtual Reality’?
END OF SECTION A
Section B: Caselets (40 marks)
This section consists of Caselets, answer all the questions.
Each caselet carries 20 marks
Detailed information should form the part of your answer (Word limit 200 to 250 words).
Semester II Examination Papers 20
IIBM Institute Of Business Management
Caselet 1
The Universal Foods and Drinks Limited (UFDL) is a company, manufacturing different
types of packaged foods and drinks. The product range consists of more than 50 items and 200
packaging units. The company’s products are popular throughout the country like Jammu &
Kashmir, Maharashtra, Karnataka and Kerala. It has a wide network of distributors and dealers,
who stock the UFDL products and deal with all types of customers. The company through its
network reaches to over 50,000 retail points. Some of the products of the UFDL are produced
throughout the year and are sold through this wide network. Some products are seasonal in
production but are sold throughout the years. And some products are popular in certain seasons and
not in demand at all in the other seasons. The business performance of the company is assured well,
if the UFDL produces the products as per the varying demand pattern of the customers. Since, the
company has established its strength in the distributor dealer network, the success comes through
the appropriate decisions in the purchase of fruits, vegetables, cereals, and pulses and putting them
through processing and packaging, and dispatching them to various locations where the distributors
are located. It is the policy of the company to launch each year at least one new product in the
country. This policy has paid rich dividends, to the company in terms of its image and the
customers have always looked forward for such an announcement from the company’s end. The
UFDL uses, well in advance, the different advertising media such as the newspapers, hoardings,
magazines, sample tests and demos, T.V. etc for announcing and promotion of its new products
from time to time. However, the selection of media is based on the product and its overall position
in the product range and the targeted market segment. In spite of considerable strength in many
aspect of business, the company has failed in the launching of new products. It was also not able to
meet the demand owing to the inadequate purchases of raw-materials, the wastage of the rawmaterials
as the processing plant of the company was not available due to its maintenance schedule
or it was scheduled for some other food processing operation. The company also faces the problems
of high seasonal inventory which, if not disposed of in time, becomes a non-moving and sometimes
a non-saleable inventory. The UFDL has its Marketing Division headed by a Manager- Marketing
supported by the product Manager for a group of its products.
1. Suggest the different Decision Support System (DSS) which the management of the UFDL may
use for strategic management of the business.
2. Suggest the external sources of information for the top management to support their decisionmaking,
justifying its position in an MIS.
Caselet 2
There’s nothing like a punchy headline to get an article some attention. A recent piece in the
Harvard Business Review (May 2003), shocking labeled “IT Doesn’t Matter,” has garnered the
magazine more buzz than at any time since the Jack Welch affair. The article has been approvingly
cited in The New York Times, analyzed in Wall Street reports, and e-mailed around the world. But
with out such a dramatic and reckless title, I doubt the article would have been much noticed. It’s a
sloppy mix of ersatz history, conventional, moderate insight, and unsupportable assertions. And it is
dangerously wrong. Author Nicholas Carr’s main point is that information technology is nothing
more than the infrastructure of modern business, similar to railroads, electricity, or the internal
combustion engineering advances that have become too commonplace for any company to wangle a
strategic advantage from them. Once innovative applications of information technology have now
become merely a necessary cost. Thus Carr thinks today’s main risk is not under using IT but
Semester II Examination Papers 21
IIBM Institute Of Business Management
overspending on it. But before we get any further, let’s have a reality check. First, let’s ask Jeff
Immelt, the CEO of General Electric Co., one of the premier business corporations in the world,
this question: “How important is information technology to GE?” Here’s his answer: “it’s a
business imperative. We’re primarily a service-oriented company, and the lifeblood for productivity
is more about tech than it is about investing in plants and equipments. We tend to get a 20 percent
return on tech investments, and we tend to invest about $2.5 billion to $3 billion a year.hen let’s ask
Dell Corporation CEO, Michael Dell: “What’s your take on Nick Carr’s thesis that technology no
longer gives corporate buyers a competitive advantage?” Here’s His answer: “Just about anything
in business can be either a sinkhole or a competitive advantage if you do it really, really bad or you
do it really, really well. And information technology is an often misunderstood field. You’ve got a
lot of people who don’t do it very well. For us, It is a huge advantage. For Wal Mart, GE, and many
other companies, technology is a huge advantage and will continue to be. Does that mean that you
just pour money in and gold comes out? No, you can screw it up really bad. Finally, let’s ask Andy
Grove, former CEO and now Chairman of Intel Corporation, a direct question about IT: “ Nicholas
Carr’s recent Harvard Business Review article says: ‘IT doesn’t Matter.’ Is information technology
so pervasive that it no longer offers companies a competitive advantage?” Andy says: “In any field,
you can find segments that are close to maturation and draw a conclusion that the field is
homogeneous. Carr is saying commercial- transaction processing in the United States and some
parts of Europe has reached the top parts of an S-Curve. But instead of talking about that segment,
he put a provocative spin on it- that information technology doesn’t matter – and suddenly the
statement is grossly wrong. It couldn’t b further from the truth. It’s like saying: I have an old threespeed
bike, and Lance Armstrong has a bike. So why should he have a competitive advantage?”So,
basically, Carr misunderstands what information technology is. He thinks it’s as merely a bunch of
networks and computers. He notes, properly, that the price of those has plummeted and that
companies bought way too much in recent years. He’s also right that the hardware infrastructure of
business is rapidly become commoditized and, even more important, standardized. Computers and
networks per se are just infrastructure. However, one of the article’s most glaring flaws is its
complete disregard for the centrality of software and the fact that human knowledge or for
information can be medicated and managed by software. Charles Fitzgerald, Microsoft’s general
manager for platform strategy, says that Carr doesn’t put enough emphasis on the “I” in IT. “The
source of competitive advantage in business is what you do with the information that technology
gives you access to. How do you apply that to some particular business problem? To say IT doesn’t
matter is tantamount to saying that companies have enough information about their operations,
customers, and employees. I have never heard a company make such a claim.”Paul Strassman who
has spent 42 years as a CIO-at General foods, Xerox, the Pentagon, and most recently NASA was
more emphatic. “The hardware—the staff everybody, is fascinated with- isn’t worth a damn,” he
says. It’s just disposable. Information technology today is knowledge –capital issue. It’s basically a
huge amount of labor and software.” Says he: “Look at the business powers- most of all Wal-Mart,
but also companies like Pfizer or FedEx. They’re all waging information warfare.”
1. Do you agree with the argument made by the business leaders in this case in support of the
competitive advantage that IT can provide to a business? Why or why not?
2. What are several ways that IT could provide a competitive advantage to a business? Use some of
the companies mentioned in this case as examples. Visit their websites to gather more
information to help you answer.
END OF SECTION B
Semester II Examination Papers 22
IIBM Institute Of Business Management
Section C: Applied Theory (30 marks)
This section consists of Long Questions, answer all the questions.
Each question carries 15 marks.
1. Shells Company has adopted a new management information system (MIS) in its Chennai
branch. Though the MIS promised rich benefits, Shells’ employees were quite apprehensive
about the new change and resisted this recent move of the company. Can you suggest some
measures or techniques for overcoming resistance to change at Shells?
2. A key element in both planning and controlling is information. What are the main attributes
that information must possess in order to be useful to managers? And is the nature of the
information required by managers at different levels similar or does it varies along with the
hierarchy?
END OF SECTION C
Examination Paper: Human Resource Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Human Resource Development & Training
Section A: Objective Type (30 marks)
•This section consists of Multiple Choice and Short answer type questions.
•Answer all the questions.
•Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1) Who used the term ‘Intellectual Capital’ for the first time?
a. Alvin Toffler
b. Tseng and Jiao
c. J K Galbraith
d. Rouibah and Ould-al
2) Organizational behavior is a:
a. Micro perspective
b. Macro perspective
c. Neo perspective
d. Latent perspective
3) Ethics in H R Development means:
a. Accepted behavior
b. Rejected behavior
c. Unexpected behavior
d. There is no term like, in HRD
4) What does ‘s’ stands for in COPS for conducting a detail HR analysis?
a. Shell
b. Swap
c. System
d. Site
5) In generic HRD model, training and development lies:
a. At bottom level
b. In middle level
c. A top level
d. Not a part of this model
6) Under the development part, the instructors use to focus on:
a. Skills of the learner
b. Process of the learner
c. Concepts of the learner
Examination Paper: Human Resource Management
2
IIBM Institute of Business Management
d. No focus
7) Gap is:
a. The difference between competency model and current state
b. The difference between ideal state and current state
c. The difference between ideal state and competency model
d. None of the above
8) According to Hamblin there are …… levels at which evaluation can be made.
a. 3
b. 4
c. 5
d. 7
9) Norm reference tests are:
a. Tests designed to measure degree of learning
b. To maximize the individual differences an for comparing them with externals.
c. To test the learner has mastered the taught one or not.
d. None of the above
10) David Kolb gave the idea that learning is a:
a. Linear process
b. Slow process
c. Unlimited process
d. Circular process
Part Two:
1. Explain PCMM (People Capability Maturity Model) approach for HRD.
2. Write a short note on ‘HRD Strategy model’.
3. Explain the utility of ‘Training Process Pyramid’.
4. What are ‘on-the-job’ and ‘off-the-job’ techniques of training and development?
END OF SECTION A
Examination Paper: Human Resource Management
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Introduction to the organization:
XYZ Company was established 20 years ago, to manufacture gearbox components for diesel
engines. It employs around 250 people, having a head office, which employs a wide range of
personnel who are generally well educated and enthusiastic about their work, and a factory, which
employs semi-skilled local people who are generally disinterested in the products of the company
and who have an instrumental attitude to work, seeing salary as the only reward.
Brief Description of the Problem:
The performance of the Company has not been good and the records revealed the following facts:
•Wastage within the factory was costing the Company approximately Rs. 100,000 a month.
•There was wide spread differences in individual work standards
•Processes were non-standardized resulting in repeated problems
•Management made all decisions and cascaded the result down to employees
•The top management became concerned about the performance of the factory and they hired Mr.
Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to
relationships and tasks with the following objectives:
•To review and improve communication systems.
•To restructure the organization and to review teamwork and quality practices.
•To review leadership issues across all levels.
Mr. Tanmoy Deb carried out discussions, interviews and surveys and made the following
observations:
•There’ and ‘us’ attitude was widely prevalent between head office and factory personnel
•Production personnel lacked technical skills
•Factory employees felt alienated from sharing the Company’s success
•Production systems were adhoc and defective because of frequent variations in standards set
•Many times raw material was found to be of inferior quality
•Rigidly defined job descriptions
Questions:
1. What in your view are the central human resources issues involved in this case?
2. What strategy should Mr. Tanmoy Deb develop and implement for improving the present
system?
Examination Paper: Human Resource Management
4
IIBM Institute of Business Management
Caselet 2
Introduction to the organization:
XYZ Company is an existing profit making FMCG Company. The company has 600 personnel
and has branches all other the country. It has a separate training department with a Training
Manager, Mr. A.P. Mohan as its head who is supported by two qualified training officers. Mr.
Mohan has been in the company for the last 8 years and is very efficient.
Brief Description of the Problem:
Mr. Mohan wants to leave the organization. He is fed up with organizational politics. He is
dissatisfied and infact frustrated. There are several reasons attached to it. First and foremost is
that he is not paid adequately despite the fact that he has brought 12% growth in revenue to the
company. Second reason is that he is not consulted and constantly neglected while making
decisions on training aspects. Lastly, he considers himself to be a victim of politics played in the
organization. Production Manager is constantly hurting him and interferes with the work. Dr.
Ashok Sarao, boss of Mr. A.P. Mohan does not want him to leave the organization, as he knows
that the effectively will come down if he leaves. Dr. Ashok tries to convince Mohan that he
should adjust himself with the environment and also talk of how Mohan is constantly neglected.
He talks of how politics is played in the organization and strengths and weaknesses of Mohan but
does nothing to convince Mohan. Rather he says that they have to adjust, as they are part of
family run business. In this setting, personal equation rather than merit works. Mohan is not
convinced, and says he is leaving.
Questions:
1. Why a high performer like Mr. Mohan decided to leave the organization he has been long
part of?
2. Do you think Mr. A.P. Mohan took the right decision to leave the organization? What would
you have done if you were in his shoes?
END OF SECTION B
Section C: Applied Theory (30 marks)
•This section consists of Applied Theory Questions.
•Answer all the questions.
•Each question carries 15 marks.
•Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Trace out the changing paradigm of growth. Why has human resource development assume
greater importance in present time?
2. Training effectiveness is crucial for the success of the training department. How will you
ensure it?
END OF SECTION C
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