Fall / August 2012 :SMU Fall drive assignments:contact us for answers at assignmentssolution@gmail.com

Fall / August 2012 

Master of Business Administration- MBA Semester 3
MU0010 – Manpower Planning and Resourcing - 4 Credits
(Book ID: B1228)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     What are the advantages of manpower planning?
Q2.     Explain any three demand forecasting techniques.
Q3.     Describe the major approaches of talent development.
Q4.     Distinguish between internal and external sources of recruitment.
Q5.     What are the advantages of carrying out Human Resource Accounting?
Q6.     Mr. Aravind works at K&D Company. Recently two fellow team members were shifted to another team and their work was handed over to him. This affected his performance and also left him dissatisfied. Finally, he forwarded his resignation letter to the HR Department. The HR Manager decided to conduct an exit interview with Mr. Aravind. What questions do you think that the HR manager would want to ask Mr.Aravind?


Fall / August 2012 

Master of Business Administration- MBA Semester 3
MU0010 – Manpower Planning and Resourcing - 4 Credits
(Book ID: B1228)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     What benefits does an organization get out by setting up an academy?
Q2.     What are the steps involved in manpower planning?
Q3.     Describe the different types of selection interviews.
Q4.     What are the major causes of employee turnover?
Q5.     What are the major hindrances that one encounters while carrying out manpower planning?
Q6.     Ms. Lalita Singh has joined Triumphant India Private Limited. As an HR Manager, how would you prepare an induction programme for her?


Fall/ August 2012 

Master of Business Administration- MBA Semester 3
MU0011 –Management and Organizational Development - 4 Credits
(Book ID: B1229)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     What are the characteristics of organizational development?
Q2.     What are the three levels of work groups?
Q3.     What are the five different types of OD practitioner styles?
Q4.     What is the role of power and politics in the practice of OD?
Q5.     Distinguish between management and administration.
Q6.     Suppose you are an OD practitioner. What are the challenges that you have be prepared for while carrying out organization development?


Fall/ August 2012 

Master of Business Administration- MBA Semester 3
MU0011 –Management and Organizational Development - 4 Credits
(Book ID: B1229)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     State the characteristics of organizational culture.
Q2.     What are the major types of changes in an organization?
Q3.     What are the goals of sensitivity training?
Q4.     Explain the life cycle of resistance to organizational change in detail.
Q5.     Explain team building interventions.
Q6.     Suppose a steel industry wants to form a Quality Circle. What would be the criteria that you would set to form it? What are the benefits that you see in forming a quality circle?


Fall/ August 2012 

Master of Business Administration- MBA Semester 3
MU0012 –Employee Relations Management - 4 Credits
(Book ID: B1230)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     What are the reasons for maintaining good industrial relations in an organization?
Q2.     What are the provisions of the Factories Act 1948 that ensure social security measures of workmen in a factory?
Q3.     What are the four strategy levels in an organization?
Q4.     What are the benefits that an organization enjoys by implementing employee participation?
Q5.     What are the different leadership styles that are adopted by managers as per the Managerial Grid Model?
Q6.     Suppose you are the HR Manager of a software company that is facing severe financial loss due to recession. What action would you take to keep your employees positive and motivated?


Fall/ August 2012 

Master of Business Administration- MBA Semester 3
MU0012 –Employee Relations Management - 4 Credits
(Book ID: B1230)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     What are the components of a Human Resource Information System?
Q2.     How are trade unions classified?
Q3.     Describe the different systems in an organisation that use Employee Relation Management tools.
Q4.     Explain the challenges that international employees encounter.
Q5.     Every organisation faces disciplinary problems from employees. Explain the major types of disciplinary problems faced in organisations.
Q6.     Imagine yourself as the HR Manager of a steel company and you find that for members of the production team in your organisation are in conflict and this has affected the productivity of the team. What steps will you take to resolve the conflict and improve the team productivity?


Summer / May 2012 

Master of Business Administration- MBA Semester 3
MU0013 –HR Audit- 4 Credits
(Book ID: B1231)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     What are the main objectives of Human Resource Planning?
Q2.     Write a short note on employee orientation programme.
Q3.     Explain the different types of competencies with examples.
Q4.     What are the trends in HR audit seen in Indian scenario?
Q5.     What are the reasons for implementing the human resource scorecard?
Q6.     Elaborate on the need for Human Resource Audit.


Summer / May 2012 

Master of Business Administration- MBA Semester 3
MU0013 –HR Audit- 4 Credits
(Book ID: B1231)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     Explain the linkages between HR Audit and business functions.
Q2.     Write a short note on focus groups.
Q3.     Explain the audit of human resource function.
Q4.     What are the components of human resource development audit?
Q5.     Explain how audit of training is conducted.
Q6.     Elaborate on the different aspects work place policies and practices to be considered by the employers.

August/Fall 2012: MBA Semester III :contact us for answers at assignmentssolution@gmail.com

August/Fall 2012 

Master of Business Administration - MBA Semester III
MF0010– Security Analysis and Portfolio Management - 4 Credits
(Book ID: B1208)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Frame the investment process for a person of your age group. [10]
Q.2 From the website of BSE India, explain how the BSE Sensex is calculated. [10]
Q.3 Perform an economy analysis on Indian economy in the current situation. [10]
Q.4 Identify some technical indicators and explain how they can be used to decide purchase of a company’s stock. [10]
Q.5 Compare Arbitrage pricing theory with the Capital asset pricing model. [10]
Q.6 Discuss the different forms of market efficiency. [10] 

August/Fall 2012 

Master of Business Administration - MBA Semester III
MF0010– Security Analysis and Portfolio Management - 4Credits
(Book ID: B1208)
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Study the intensity of competition in the automobile industry using Michael Porters five factors model. [10]
Q.2 Using financial ratios, study the financial performance of any particular company of your interest. [10]
Q.3 How is your view of a company’s shares different when viewing technically and when viewing fundamentally. [10]
Q.4 Show how duration of a bond is calculated and how is it used. [10]
Q.5 Show with the help of an example how portfolio diversification reduces risk. [10]
Q.6 Study the performance of any emerging market of your choice. [10] 

August/Fall 2012 

Master of Business Administration - MBA Semester III
MF0011– Mergers and Acquisitions - 4 Credits
(Book ID: B1209)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 What are the basic steps in strategic planning for a merger. [10]
Q.2 What are the sources of operating synergy. [10]
Q.3 Explain the process of a leveraged buyout. [10]
Q.4 What are the cultural aspects involved in a merger. [10]
Q.5 Study a particular merger that you have read about and discuss the synergy effect of the merger. [10]
Q.6 What are the motives for a joint venture, explain with an example of a joint venture. [10] 

August/Fall 2012 

Master of Business Administration - MBA Semester III
MF0011– Mergers and Acquisitions - 4 Credits
(Book ID: B1209)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 What are the basis for valuation of a target company. [10]
Q.2 Discuss the factors in post-merger integration process. [10]
Q.3 List out the defense strategies in the face of a hostile takeover bid. [10]
Q.4 What are the legal compliance issues a company has to adhere to in case of a merger. Explain through an example. [10]
Q.5 Explain the advantages of any particular corporate restructuring exercise you have come across. [10]
Q.6 What is the motive for a divestiture, explain with an example. [10] 

August/Fall 2012 

Master of Business Administration - MBA Semester 3
Subject Code – MF0012
Subject Name – Taxation Management
4 Credits
(Book ID: B1210)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Tax evasion is a menace to the people, economy and the country. In the wake of recent Swiss bank account scandal give your views on the following:
a. How does it affect the Indian economy and the growth prospects?
b. Does black money cause Inflation? [5+5 Marks]
Q.2 Detail death cum retirement gratuity under Sec 17(1)iii of IT Act. Is commutation of pension a viable option in terms of tax planning?
Q.3 Explain the essential conditions to be satisfied by a firm to be assessed as firm under Section 184.
Q.4 List out the steps to compute total income
Q.5 Detail the important provisions under Wealth tax Act.
Q.6 What is meant by Full value of consideration? How short term capital gains and long term capital gains are computed using full value of consideration? 

August/Fall 2012 

Master of Business Administration - MBA Semester 3
Subject Code – MF0012
Subject Name – Taxation Management
4 Credits
(Book ID: B1210)
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Prepare a ready reckoner of various tax savings investment options covering Section C to U. According you what are the 5 best investment options under these sections.
Q.2 Write short notes on (a) Profit in lieu of salary (b) Sec 80D
Q.3 Explain the tax provisions for new business in free trade zones
Q.4 Distinguish between amalgamation, merger and demerger. What type of transactions is not treated as ‘amalgamation’?
Q.5 What are the key factors of dividend policy? How do dividend policy affect financial decisions?
Q.6 Explain the tax considerations of bonus shares to Equity shares on:
Situation 1: At the time of issue of bonus shares
Situation 2: At the time of sale of bonus shares by shareholders
Situation 3: At the time of redemption of bonus shares 

August/Fall 2012 

Master of Business Administration - MBA Semester 3
Subject Code – MF0013
Subject Name – Internal Audit and Control
4 Credits
(Book ID: B1211)
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Critically evaluate the qualities of an Auditor in the wake of recent scams
Q.2 What is social audit? Is social audit taken seriously by the corporate world? Give examples of corporates undertaking social audit.
Q.3 Explain the Code of Ethics for Internal Auditor. Explain them in context with blacklisting Price Waterhouse Coopers in Satyam Scam.
Q.4 As a senior audit assistant of M/s. Asutosh Associates, you are in charge of internal audit team of M/s Rajesh Technologies involved in the manufacture of plastic tubes. From the information you obtained you find the company is facing liquidity problem for the last two years. You are required to prepare working paper indicating the internal audit problems you would expect to face and how you plan to overcome them.
Q.5 Explain the use of Sampling technique in Internal audit [SA500]
Q.6 What factors influence the internal control environment? Give examples for each factor. 

August/Fall 2012 

Master of Business Administration - MBA Semester 3
Subject Code – MF0013
Subject Name – Internal Audit and Control
4 Credits
(Book ID: B1211)
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Why Internal check in necessary? Choose an organization of your choice and find out how internal checks are put in place.
Q.2 Detail the specific problems of electronic data process relating to Internal control
Q.3 Explain the principal considerations in internal control on:
a. Purchases and creditors
b. Fixed assets
Q.4 Explain the steps of evaluating internal control system using flow chart
Q.5 Lehman Brothers Holding filed for Chapter 11 bankruptcy protection following the massive exodus of most of its clients, drastic losses in its stock and devaluation of its assets. In context with this case, examine internal control and risk assessment system.
Q.6 Explain the importance of working papers. 

IIBM Exam paper:Inventory Management:contact us for answers at assignmentssolution@gmail.com

Examination Paper
5
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Inventory Management
Section A: Objective Type (30 marks)
This section consists of Multiple Choice questions & Short Answer type questions.
Answer all the questions.
Part One questions carries 1 mark each & Part Two questions carries 5 marks each.
Part One:
Multiple Choices:
1. ……………………. is IT tool used for automation data capture.
2. Stockout Level is also called the
a. Red Zone
b. Amber Zone
c. Both (a) & (b)
d. None of the above
3. When classified on the basis of time period, they are
a. Supply forecast
b. Price forecast
c. Demand forecast
d. None of the above
4. The Delphi Method was developed by the Rand Corporation in the
a. 1980
b. 1970
c. 1950
d. None of the above
5. The BOM file is also called the
a. Product Structure File
b. Product Tree
c. Both (a) & (b)
d. None of the above
6. What is the meaning of “Doller Days”.
a. Making money with in area
b. Management of the value of inventory and time with in area
c. Inventory control
d. Management of time
Examination Paper
6
IIBM Institute of Business Management
7. Weeks of supply = ……………………………………………..
8. Fastest and Expensive mode of Transport.
a. Air
b. Rail
c. Water
d. Pipeline
9. ERP systems were developed in
a. 1998
b. 1990
c. 1980
d. 1987
10. The ABC analysis is also called the ………………………………
Part Two:
1. What is “Dependent Demand”?
2. Write short note on “Simulation Models”.
3. What is “Time Phasing”.
4. Write short note on “Statistical Techniques of Forecasting”.
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).
Caselet 1
M/s Jyoti Textiles, with four spinning mills, eighteen cloth cutting centres, sixteen processing
departments and more than 200 machine centres has installed an information system.
The operations are characterised by a nationwide distribution network. The finished goods moves
through 38 branch offices and 312 authorised distributors all of whom maintain some inventory.
Authorized distributors generate 37% of the orders but account for only 24% of the sales. Most of
the business is done through the branch offices.
The product line is large; products are classified into 175 family groups, representing 12000
finished goods. Approximately 1,500 new items enter the product line annually, and a similar
number are discounted.
Examination Paper
7
IIBM Institute of Business Management
The 12,000 finished goods require 25,000 component parts of which 6,600 are carried in
inventory and 18,400 are made to order. The newly implemented information system already has
paid off substantially and refinements continue to increase benefits. In the preceding year, M/s Jyoti
Textiles achieved a 60% customer service level (i.e. 60% of the orders were delivered according to
original customer request, with no delays or adjustment of dates). Clerical expenses were 36% of the
sales.
The company felt this was not good enough and wanted to improve the customer service. The
company therefore is thinking of a highly integrated system.
1. Keeping in mind the objectives, do you think the company should go in for a highly
integrated system? Support your answer with reasons.
2. Discuss the relevant inventory management strategies for the company.
Caselet 2
Advanced Management University is a large private university teaching a slew of courses and
boasting of a distinguished faculty. The university believed in Quality Education at any cost.
Recently, Ms Julie Joy took over as Head of Purchasing and was informed that she would be
responsible for the entire procurement activity in the university, including its storing, inspection etc.
On the first day, she began a tour of the campus. She found a sweeper putting used x-rays printed
stationery, bits of metal and banana peels into a huge dustbin. She was perplexed and wanted to
find out what happens to the garbage thereafter. She was informed that such garbage bags were kept
in one place and then taken away by the municipality trucks whenever they came.
It did not take Ms Julie Joy to realize that there was no salvage program in the university. But she
also realized that being new, it would be tricky for her to introduce new practices, given that the
faculty were highly egoistic, though learned. She also had to show clear financial benefits to be
accrued from a program of garbage recycling/salvage, for approval of any new process by the
management.
1. What arguments are there in favour of a formal salvage program at Advanced Management
University?
2. What arguments would be expected against the program?
3. What organisational structure should Julie Joy install?
4. Develop a salvage program for Advanced Management University.
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper
8
IIBM Institute of Business Management
1. At Ford Motor company, every car or truck model has its own internal website to track design,
production, quality control and delivery processes. Suppliers and customers also have access
to the site, and all concerned are expected to provide full supply chain information. How do
you think this would affect the life of the middle manager?
2. Give example of some typical case where inventory management based on unscientific method
could go wrong.
END OF SECTION C
-------------------------------------------------------------- *** -------------------------------------------------------

IIBM Exam paper:International Business Management:contact us for answers at assignmentssolution@gmail.com

IIBM Institute of Business Management

Examination Paper MM.100

International Business Management

Section A: Objective Type (30 marks)

• This section consists of multiple choice questions and short answer type questions.

• Answer all the questions.

• Part One carries 1 mark each and Part Two question carries 5 marks each.

Part One:

Multiple choices:

1. What is the series consideration for strategy implementation?

a. Strategic orientation

b. Location

c. Dimensions

d. Both (a) & (b)

2. The major activity in global marketing is:

a. Pricing policies

b. Product lines

c. Market assessment

d. All of the above

3. The third ‘P’ in the international marketing mix is:

a. Product

b. Price

c. Promotion

d. Place

4. The European Economic Community was established in:

a. 1958

b. 1975

c. 1967

d. 1957

5. Environment Protection Act:

a. 1986

b. 1967

c. 1990

d. None of the above

6. People’s attitude toward time depend on:

a. Language

b. Relationship

c. Culture

d. All of the above

7. Culture necessitates adaption of :

a. Product

b. Price

c. Promotion

d. Place

8. The legal term for brand is:

a. Symbol

b. Name

c. Trade mark

d. All of the above

9. FDI flows are often a reflection of rivalry among firms in:

a. Global market

b. Indian market

c. International market

d. None of the above

10. ISO certification is:

a. Expensive process

b. Elaborate process

c. Evaluative Process

d. Both (a) & (b)

Part Two:

1. What do you understand by ‘Inward-oriented Policies’?

2. What is ‘Factor Endowments Theory’?

3. Explain the term ‘Totalitarianism’.

4. Write about ‘Persistent Dumping’.

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 150 to 200 words).

Caselet 1

THE EU’S LAGGING COMPETITIVENESS

In a report produced for the European Commission, published in November 1998, it was argued that

the EU lags behind the USA and Japan on most measures of international competitiveness. Gross

domestic product per capita, sometimes used as an indicator of international competitiveness at the

country level, was 33 per cent lower in the EU as a whole than in the USA and 13 per cent lower

than in Japan. The EU’s poor record in creating employment was singled out for particular criticism.

As this appeared to apply across the board in most industrial sectors, it suggested that the EU’s poor

performance related to the business environment in general and, in particular, to the inflexibility of

Europe’s labour markets for goods and services. A shortage of risk capital for advanced

technological development and high cost and inefficiency of Europe’s financial services were also

highlighted by the report. For one reason or another, European industries generally lag behind in

technology industries. If measured by the number of inventions patented in at least two countries, the

USA is well ahead of most European countries, as well as Japan. Despite these shortcomings, the

report’s authors focus attention on flexible markets, market liberalisation, and the creation of a

competitive business environment rather than on targeted intervention by the EU or national

authorities

Questions:

1. Is gross domestic product per capita a useful indicator of International competitiveness in the EU?

2. Is it fair to point the blame for the EU’s poor international competitiveness at inflexible labour

markets, regulated goods and services markets, and a general lack of competition? What

alternative explanations might be suggested?

Caselet 2

PERU

Peru is located on the west coast of South America. It is the third largest nation of the continent (after

Brazil and Argentina), and covers almost 500,000 square miles (about 14 per cent of the size of the

United States). The land has enormous contrasts, with a desert (drier than the Sahara), the towering

snow-capped Andes mountains, sparkling grass-covered plateaus, and thick rain forests. Peru has

approximately 27 million people, of which about 20 per cent live in Lima, the capital. More Indians

(one half of the population) live in Peru than in any other country in the western hemisphere. The

ancestors of Peru’s Indians were the famous Incas, who built a great empire. The rest of the

population is mixed and a small percentage is white. The economy depends heavily on agriculture,

fishing, mining, and services. GDP is approximately $115 billion and per capita income in recent

years has been around $4,300. In recent years the economy has gained some relative strength and

multinationals are now beginning to consider investing in the country. One of these potential

investors is a large New York based that is considering a $25 million loan to the owner of a Peruvian

fishing fleet. The owner wants to refurbish the fleet and add one more ship. During the 1970s, the


Peruvian government nationalised a number of industries and factories and began running them for

the profit of the state. In most cases, these state-run ventures became disasters. In the late 1970s, the

fishing fleet owner was given back his ships and are getting old and he needs an influx of capital to

make repairs and add new technology. As he explained it to the NEW YORK banker: “fishing is no

longer just un art. There is a great deal of technology involved. And to keep costs low and be

competitive on the world market , you have to have the latest equipment for both locating as well

as catching and then loading and unloading the fish.”Having reviewed the fleet owner’ operation, the

large multinational bank believes that the loan is justified. The financial institution is concerned ,

however , that the Peruvian government might step in during the next couple of years and again

take over the business . If this were to happen, it might take an additional decade, for the loan to be

repaid. If the government were to allow the fleet owner to operate the fleet the way he has over the

last decade, the loan could be rapid within seven years. Right now, the bank is deciding on the

specific terms of the agreement. Once these have been worked out , either a loan officer will fly

down to lima and close the deal or the owner will be asked to come to NEW YORK for the signing.

Whichever approach is used, the bank realize that final adjustments in the agreement will have

to be made on the spot. Therefore, if the bank sends a representative to Lima, the individual will have

to the authority to commit the bank to specific terms. These final matters should be worked out within

the next ten days.

Questions:

1. What are some current issues Facing Peru? What is the climate for doing business in Peru today?

2. Would the bank be better off negotiating the loan in New York or in Lima? Why?

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. Imagine that you are the director of a major international lending institution supported by funds

from member countries. What one area in newly industrialized and developing economics would

be your priority for receiving development aid? Do you suspect that any member country will be

politically opposed to aid in this area? Why or Why not?

2. The principle problem in analyzing different forms of export financing is the distribution of risks

between the exporter and the importer. Analyze the following export financing instruments in this

respect:

(a) Letter of Credit

(b) Cash in advance

(c) Draft

(d) Consignment

(e) Open Account

END OF SECTION C

IIBM Exam paper:Hospitality Management:contact us for answers at assignmentssolution@gmail.com

Examination Paper: Hospitality Management
4
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Hospitality and Tourism Marketing
Section A: Objective Type (30 marks)
•This section consists of Multiple choices/Fill in the blanks/True-False and short notes type
questions.
•Answer all the questions.
•Part One questions carry 1 mark each and Part two questions carry 5 marks each.
Part One:
Multiple Choices:
1. In SMERF, ‘S’ stands for:
a. Social
b. Service
c. Sale
d. None of the above
2. If the Question Mark businesses are successful then they become Stars.(T/F)
3. Customers can be considered under:
a. Micro environment forces
b. Macro environment forces
c. None of the above
d. depending on the area of consideration any of the above
4. Demography is the study of………………………………………………………………………
5. Generation X consist of the people born between:
a. 1946 to 1964
b. 1965 to 1976
c. 1977 to 1994
d. None of the above
6. In ‘SMERF’ M stands for:
a. Money
b. Model
c. Military
d. Market
7. Aural dimensions of environment are volume and pitch.(T/F)
Examination Paper: Hospitality Management
5
IIBM Institute of Business Management
8. NAM stands for:
a. National Account Management
b. National Accounting Market
c. National Autonomous Market
d. Both (a) & (b)
9. Fixed costs are also known as ‘Overheads’.(T/F)
10. Lobbying is dealing with legislators and government officials to promote or defeat legislation and
regulation.(T/F)
Part Two:
1. What do you understand by ‘Hospitality Marketing’?
2. Write a note on ‘Servuction model’.
3. What are ‘Cash Cows’?
4. What do understand by ‘Vertical conflict’ in case channel behavior?
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 150 to 200 words).
Caselet 1
International Travel Agency
The president of International Travel Agency was concerned about the performance of the sales force.
It was felt that members of the sales force did not really utilize their sales opportunities, but instead
though only about selling a ticket to a customer from point A to point B. The sales force did not seem
to have an interest in maximizing sales and profits by aggressively selling the entire product mix. In
total, the agency had a sales force of eight. Three members of the sales force were referred to as
executive sales consultants. These people called on commercial accounts and were expected to spend
more of their time outside the office. The remaining five persons were referred to as travel counselors
and worked entirely within the agency. None of the travel counselors who worked within the agency
were assigned a quota. The executive sales consultants, who worked outside the office, were assigned
a sales quota. Failure to meet a quota would be discussed with the salesperson, but no other action
was usually taken unless this failure continued for several months. If serious and persistent
Examination Paper: Hospitality Management
6
IIBM Institute of Business Management
deficiencies existed, the salesperson could be subject to discharge. The agency provided nine to
twelve familiarization (fam) trips for members of the sales force each year. This meant that each
salesperson could experience at least one trip per year, as they were assigned on a rotating basis.
These trips did not reduce time from the salesperson’s guaranteed number of days of annual vacation.
The purpose of a fam trip was to acquaint travel agents with destination areas and the services of
airlines, hotels, restaurants, and so on. The president felt that the agency could maximize profits by
selling more travel services to clients and that the sales force was concerned only about selling
tickets. An analysis of the product mix of International Travel revealed that approximately 85 percent
was accounted for by airline tickets. The remaining 15 percent consisted of allied travel services,
including hotels, rental cars, and entertainment. Of these, the majority consisted of hotel reservations.
Less than one percent was accounted for by the sale of traveler’s checks. One of the members of
management offered the analogy of a businessman entering a clothing store. If a customer purchases a
suit, the salesclerk asks if the customer might need a new shirt or tie to go with the suit. Travel agents
are no different. They write a ticket from Chicago to Hong Kong or London for a client and never
bother to ask if the client needs hotel accommodations, rental cars, travelers checks, or other services
that an agency handles. The president of International Travel had tried to encourage the sales force to
sell other services but felt that they seemed uninterested in taking the time and effort required. The
president believed that maximizing sales of the complete product mix would lead to maximum profits
and that something must be done to encourage cross-selling.
Questions:
1. What can be done to encourage the sales force to engage in more cross-selling?
2. Discuss what is needed in terms of sales incentives and sales controls to achieve the objectives of
International Travel Agency.
Caselet 2
TANGLEWOOD PARK: VANTAGE GOLF TOURNAMENT
Tangle wood Park has a budget of $4.8 million per year and golf is the primary moneymaker for the
park, but over the past four years, Tangle wood has steadily lost money on its golf greens. In 1994,
golfers paid about $1 million to play on the championship course where the Vantage is held.
However, the amount of maintenance needed to keep this course in top shape and the loss of revenue
when the course is shut down for repairs have created an economic problem. The general public who
pays county taxes has been restricted from the greens to ensure that the course will be in shape for the
Vantage tournament. Revenue from the championship course was expected to be $428,000 less in
1997 than in 1994. “We’re trying to product our investment,” said Rich Schmidt, finance officer for
the park. The dilemma is that golfers who are viewed as “big-buck spenders” want to play where
the pros play, said Francie Bray, director of marketing for the park. How much does the county get
from these players and the thousands of visitors who attend the three-day tournament? Nobody
knows! Officials with the Country Tourism and Development Authority don’t know and neither do
officials of the tournament, but most are from Forsyth and surrounding counties. So its doubtful that
these people add much revenue to the county. They don’t stay in hotels or make extra trips to the
restaurant as a result of the tournament. Many observers feel that the only real spenders are the 500
people directly associated with the Vantage. That includes golfers, caddies, guest, and the media, said
Richard Habeggar, tournament director. John Wise, general manager of the Adam’s Mark Hotel in
nearby Winston-Salem, said he expects some of the 615 rooms to be filled with tournament guests,
but when asked how much the tournament helped, he said, “That’s tough to say. If we didn’t have the
Examination Paper: Hospitality Management
7
IIBM Institute of Business Management
Vantage, we’d attract business from other events.” An official from the Ramada Inn said that the 147
rooms for the tournament period were booked, but some had been sold to people attending weddings.
Despite a budget of $3 million by R.J. Reynolds to sponsor the Vantage, the company started the
1996 tournament with a $250,000 deficit. Tournament officials have noticed a slump in ticket sales
and cut expenditures by airing the event on the Golf Channel rather than ESPN, which broadcast the
event for ten years. Pete Brunstetter said he wasn’t certain of the future for the tournament but said
that the county couldn’t help to subsidize it. The lack of reliable statistics concerning the economic
advantages of the tournament to the county and to the local visitor industry undoubtedly hurt. Elected
officials responsible for the careful expenditure of tax money and professional managers of a county
public park must support their decisions. The absence of reliable data makes it nearly impossible to
mount a defense the public will accept.
Questions:
1. The county commissioners need information to make a decision on the golf tournament. Using
the marketing research process, develop a research plan that will provide the commissioners with
the information they need.
2. Explain why it is important on the economic contribution of social events, both before and after
the event.
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. A “hot” concept in fast-food marketing is home delivery of everything from pizza to hamburgers
to fried chicken. Why do you think the demand for this service is growing? How can marketers
gain a competitive advantage by satisfying the growing demand for increased services?
2. Identify a restaurant or hotel market segment in your community that you feel would be a good
market segment to target. Explain the marketing mix you would put together to go after this
market segment.
END OF SECTION C
S-2-210311

IIBM Exam paper:Global Marketing Management:contact us for answers at assignmentssolution@gmail.com

IIBM Institute of Business Management
Examination Paper MM.100
Global Marketing Management
Section A: Objective Type (30 marks)
This section consists of Multiple choices/Fill in the blanks/True-False• & Short Answer type questions.

Answer all the questions.•

Part One questions carries 1 mark each• & Part Two questions carry 5 marks each.

Part One:

1. All the ethnocentric orientations are collectively
called…………………………………………………………….

2. Presently number of members countries in OECD are:

a. 12
b. 20
c. 24
d. 29

3. If the value be ‘a’ , benefit be ‘b’ and the price be ‘c’ then relation between the threes is given
by:
a. a=b/c
b. a=c/b
c. a=b+c
d. None of the above

4. If the confidence limit be ‘t’ standard deviation be ‘b’ and the error limit be ‘c’ then the sample
size will be given by:
a. n=t+b/c
b. n=t*b/c
c. n=t*c/b
d. none

5. According to Backer spielvogel and Bates’s global scan the segment content of Achiever is:
a. 26
b. 22
c. 13
d. 18

6. CAT stands for ………………………………………………………………………….…

7. Cave dwellers are…………………………………………………………………………

8. LIFO stands for life in fire option.(T/F)

9. Starbursts are
………………………………………………………………………………………………………

10. Name one of the common wealth of independent States
(CIS)……………………………………………..

Part Two:
1. Write short “Hofstede’s Cultural Typology”.
2. Write a short note on “Diffusion Theory”.
3. According to “D’arcy Massius Benton & Bowles’s Euroconsumer Study”. Who are disaffected
survivors?
4. What do you understand by “Piggyback Marketing”?

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 150 to 200 words).•

Caselet 1
Which Company Is Transnational?
Four senior executives of companies operating in many countries speaks:
COMPANY A
We are transnational company. We sell our products in over 80 countries, and we manufacturer in 14
countries. Our overseas subsidiaries manage our business in their respective countries. They have
complete responsibility for their country operations including strategy formulation. Most of the key
executives in our subsidiaries are host-country nationals, although we still rely on home-country
persons for the CEO and often the CFO (chief financial officer) slots. Recently, we have divided the
world regions and the United States. Each of the world regions reports to our world trade
organization, which is responsible for all of our business outside United States.
The overseas companies are responsible for adapting to the unique market preferences that exist
in their country or region and are quite autonomous. We are proud of our international reach: We
manufacture not only in the United States but also in Europe and the United Kingdom, Latin
America, and Australia.
We have done very well in overseas markets, especially in the high-income countries with the
exception of Japan. We would like to enter the Japanese market, but let’s face it, Japan is a protected
country. There is no level playing field, and as you no doubt know, the Japanese have taken
advantage of the protection they enjoy in their home country to launch an export drive that has been a
curse for us. Our industry and our home country (the United States) has been a principle target of the
Japanese, who have taken a real bite out of our market share here in the United States. We are
currently lobbying for more protection from Japanese competition.
COMPANY B
We are a unique transnational media company. We do not dominate any particular area, but we have
an important presence on three continents in magazines, newspapers, and television. We have a global
strategy. We are a global communications and entertainment company. We’re in the business of
informing people around the world on the widest possible basis. We know how to serve the needs of
our customers who are readers, viewers, and advertisers. We transfer people and money across
national boundaries, and we know how to acquire and integrate properties as well as how to start up a
new business. We started out as Australian, and then the weight of our main effort is in the United
States. We go where the opportunity is because we are market driven.
Sure, there are lots of Australians in the top management of this company, but we started in
Australia, and those Aussies know our business and the company from the ground up. Look around
and you’ll see more and more Americans and Brits taking the top jobs. We stick to English because I
don’t believe that we could really succeed in foreign print or broadcast. We know English, and so far
the English-speaking world is big enough for us. The world is shrinking faster than we all realize, and
to be in communications is to at the center of all change. That’s the excitement of what we’re doing –
and also the importance.
COMPANY C
We’re a transnational company. We are committed do being the number-one company in our industry
worldwide. We do all of our manufacturing in our home country because we have been able to
achieve the lowest cost and the highest quality in the world by keeping all engineering and
manufacturing in order to maintain our cost advantage. We are doing this reluctantly but we believe
that the essence of being global is dominating markets and we plan to do whatever we must do in
order to maintain our position of leadership.
It is true that all of our senior managers at home and in most of our foreign markets are homecountry
nationals. We feel more comfortable with our own nationals in key jobs because they speak
our language and they understand the history and the culture of our company and our country. It
would be difficult for an outsider to have this knowledge, which is so important to smooth-working
relationships.
COMPANY D
We are a transnational company. We have 24 nationalities represented on our headquarters staff, we
manufacture in 28 countries, we market in 92 countries, and we are committed to leadership in our
industry. It is true that we are backing off on our commitment to develop business in the Third World.
We have found it extremely difficult to increase sales and earnings in the Third World, and we have
been criticized for our aggressive marketing in these countries. It is also true that only home-country
nationals may own voting shares in our company. So, even though we are global, we do have a home
and a history and we respect the traditions and sensibilities of our home country.
We want to maintain our number-one position in Europe, and over time achieve the same position
of leadership in our target markets in North America and Japan. We are also keeping a close eye on
the developing countries of the world, and whenever we see a country making the move from low
income to lower middle, or from lower middle to upper middle, or from upper middle to high income
we commit our best effort to expand our positions, or, if we don’t have a positions, to establish a
position. Since our objective is to achieve an undisputed leadership position in our industry, we
simply cannot afford not to be in every growing market in the world.
We have always had a European CEO, and this will probably not change. The executives in this
company from Europe tend to serve all over the world, whereas the executives from the United States
and Japan serve only in their home countries. They are very able and valuable executives, but they
lack the necessary perspective of the world required for the top jobs here at headquarters.

Questions:
1. Which company is transnational?
2. What are the attributes of a transnational company?
3. What is the difference between a domestic, international, multinational, global, and transnational
company?
4. At what stage of development are your company and your line of business today? Where should
you be?

Caselet 2
Parker Pen Co. (A)
INTRODUCTION
The meeting at sunny Palm Beach concluded with nary a whimper of dissent from its participants.
After years of being run as a completely decentralized company whose managers in all corners of the
world enjoyed a high degree of flexibility, Parker Pen Co., Janesville, Wisconsin, was forced to
reexamine itself. The company had enjoyed decade after decade of success until the early 1980s. By
this time, Parker faced strong competitive threats and a deteriorating internal situation. A new
management team was bought in from outside the company – an unprecedented step for what had
been until then an essentially family-run business. At the March 1984 Palm Beach meeting, this new
group of decision makers would outline a course of action that would hopefully set Parker back on a
path to success.
The men behind the new strategy were supremely confident of its chances for success – and with
good reason. Each was recognized as a highly skilled practitioner of international business and their
combined extensive experience gave them an air of invincibility. They had been recruited from larger
companies, had left high-paying, rewarding jobs, and each had come to Janesville with a grand sense
of purpose. For decades, Parker had been a dominant player in the pen industry. In the early 1980s,
hoe-ever, the company had seen its market share dwindle to a mere 6 percent and, in 1982, net
income plunged a whopping 60 percent.
To reverse this decline, Parker recruited James Peterson, an executive vice president at R.L.
Reynolds, as the new president and CEO. Peterson hired Manville Smith as president of the writing
instruments group at Parker Smith, who was born in Ecuador and had a broad international
background, came from 3M where he had been appointed division president at the tender age of 30.
Richard Swart was vice president/marketing of the writing instruments group. He spent 11 years at
the advertising agency BBDO and was an expert on marketing planning and theory. Jack Marks was
head of writing instruments advertising. Marks came to Parker from Gillette, where, among other
things, he assisted in the worldwide marketing of Paper Mate pens. Rounding out the team was Carlos
Del Nero, manager of global marketing planning, who brought with him considerable international
experience at Fisher-Price. Each of these men was convinced that Parker would right itself by
following the plan they unveiled at Palm Beach.
A BRIEF HISTORY OF PARKER PEN
The “Rolls Royce” of the Pen Industry
The Parker name has been identified with pens since 1888 when George S. Parker delighted inksplotched
pen users everywhere by introducing a leakproof fountain model called the Parker Lucky
Curve. Parker Pen would eventually blossom into America’s, if not the world’s, largest and bestknown
pen market. Parker’s products, which would eventually include ballpoint pens, felt-tip pens,
desk sets, mechanical pencils, inks, leads, erasers, and, of course, the fountain pen, were also known
for their price tags. In 1921, for example, Parker introduced the Duofold pen. The Duofold, even
though it was comparable to other $3 pens on the market, was extravagantly priced at $7. Parker was
able to charge a premium price because of its reputation for quality and style, and its skill in
positioning products in the top price segment.
Parker’s position as America’s leading pen marker was solidified during the years when the pen
was mainly viewed as a gift item. High school and college graduates in the 1940s and 1950s, for
example, were quite likely to receive a Parker “51” fountain pen (priced at & 12.50) commemorating
their achievement. Indeed, it was with a “51” that General Douglas MacArthur signed the Japanese
Peace Treaty in 1945. Parker’s stylish products and high profile name would keep it at the top of the
pen market until the late sixties as well as a few foreign brands, knocked them out of first place once
and for all.
Of course, Parker would not have lost its hold on the market had it not made some oversights
along the way. In addition to a more competitive environment, Parker failed to come to terms with a
fundamental change in the pen market – the development of the disposable, ballpoint market. When
Parker unveiled the $25 “75” pen in 1963, it showed that it remained committed to supplying high
showed that it remained committed to supplying high priced pens to the upper end of the market. As
the 1960s wore on, a clear trend toward cheap ballpoint and soft-tip pens developed. Meanwhile,
Parker’s only ultimately successful addition to its product range in the late sixties was the “75”
Classic line, yet another high-priced pen.
A Brief Flirtation with Low-Priced Pens
Parker did, however, make an effort to compete in the lower price segment of the market in the late
1960s only to see it fail. In an attempt to capitalize on the trend toward inexpensive pens, Parker
introduced the T-Ball Jotter, priced at $1. 98. The success of the Jotter led it to move even further
down the price ladder when it acquired Ever sharp. Whereas the Jotter had given Parker reason to
believe it could make the shift from pricy pens to cheap pens with little or no difficulty, the Ever
sharp experience proved to be different. George Parker, a grandnephew of the company’s founder and
president of Parker at the time, stated the reasons for the ever sharp failure, as well as its
consequences:
All the market research surveys said go lower, go lower, go lower, that’s where the business is.
So I said, ‘Go lower? Fine. But we don’t know how.’ We bought Ever sharp and tried to run it
ourselves, and we couldn’t do it. our people just couldn’t think in terms of big units, and they didn’t
know how to sell people on the lower-priced end of the business – grocers, supermarkets, rack
jobbers. The result was, Bic and Paper Mate were cleaning up in the lower-priced end, Cross in the
high, and Parker was getting up, but our costs went up faster, and our profits were squeezed.
The 1970s: The Illusion of Success
Despite the difficulties Parker encountered when it left its niche in the upper end of the pen market,
the company experienced a healthy period of growth and profitability for most of the 1970s. Demand
for its products remained strong, and its worldwide markets expanded significantly due to a rise in
consumer income and increasing literacy rates in much of the Third World. Parker also chose to
diversify during this decade, and its most noteworthy acquisition, Manpower, Inc., proved to be a
temporary-help firm, Parker was the slightly more profitable of the two. With the boom in temporary
services in the late seventies and early eighties, however, Manpower eclipsed Parker in sales and
earnings and eventually subsidized its parent company during down periods.
Why did parker fall from its position of leadership in the writing instrument market” there were
many reasons, and one of the most important was the weakening of the U.S. dollars. At its peak,
Parker accounted for half of all U.S. exports of writing instruments and 80 percent of its total sales
came from 154 foreign countries. Parker was especially strong in Europe, most particularly in the
United Kingdome. When sales in the strong European currencies were translated into dollars, Parker
earned huge profits.
The downside of a weak dollar, however, was that it gave Parker the illusion that it was a wellrun
company. In fact, throughout the 1970s, Parker was a model of inefficiency. Manufacturing
facilities were dated and inefficient. Production was so erratic that the marketing department often
had no idea what type of pens they would be selling from year to year or even month to month. Under
the leadership of George Parker, nothing was done by company headquarters to update these facilities
or to develop new products. As a result, subsidiaries and distributors around the world saw fit to
develop their own products. By the end of George Parker’s reign, the company’s product line
included 500 writing instruments.
That distant subsidiaries would have the leeway to make such decisions was not at all unusual at
Parker, for it had long been known as one of the most globally decentralized companies in the world.
Decentralization, in fact, was something that Parker took pride in and considered to be vital to its
success as a multinational. Yet it was this very concept that Peterson and his new management team
would hold to be responsible for much of what ailed Parker Pen.
PARKER’S GLOBAL OPERATIONS BEFORE PETERSON
In addition to having a hand in manufacturing and product-line decisions, Parker’s subsidiaries
developed their own marketing strategies. More than 40 different advertising agencies promoted
Parker pens in all the corners of the globe. When Peterson came to Parker, he was proudly informed
that the company was a “federation” of autonomous geographical units. The downside to the
“federation” concept, Peterson though, was that home country management often lacked the
information needed to make and coordinate basic business decisions. Control was so completely
decentralized that Parker didn’t even know how many pens it was selling by the time Peterson and his
group arrived.
On the other hand, decentralization obviously had its positive aspects, most noticeably in the field
of advertising. Pens mean different things to different people. Whereas Europeans are more likely to
choose a pen based on its style and feel, a consumer from a lesser-developed country in the seventies
viewed the pen as nothing less than a badge of literacy. In additional, tastes varied widely from
country to country. The French, for example, remained attached to the fountain pen. Scandinavians,
for their part, showed a market preference for the ballpoint. The logic behind having so many
different advertising agencies was that, even if it appeared to be somewhat inefficient, in the end the
company was better off from a sales standpoint.
Some of the individual advertising agencies were able to devise excellent, imaginative
campaigns that struck a responsive chord among their local audiences. One example was the Lowe
Howard-Spink agency in London. The Parker U.K. division became the company’s most profitable
during the tenure of the Lowe agency. An example of its creativity is an ad is a picture of a dead
plumber, on his back, with a giant Parker pen protruding from his heart. Part of the text is as follows:
Do you know plumbers who never turn up?
Hairdressers who missed their vocations as butchers?
Drycleaners who make your stains disappear – and your clothes with them?
Today, we at Parker give you the chance to get your own back.
Not only are we offering a beautiful new pen called the Leque which owes its deep luster to a Chinese
technique 2000 years old, but we are attempting to revive something that went out when the telephone
came in.
The well-armed, witty, malicious dart.
Although the Parker U.K. division was a success, however, the company’s general inefficiencies,
loss of market share, and lack of strategic direction were finally revealed in the early 1980s with the
rise of the U.S. dollar. Parker’s financial decline was even more precipitous than the dollar’s increase.
When the huge 1982 losses were registered, Peterson was brought in from R.J. Reynolds to try and
turn things around for Parker. He decided that every aspect of the company needed to be closely
examined, not the least of which was Parker’s decentralization of global operations.

Questions:
1. What would you do if you were in James Peterson’s shoes in January 1982?
2. What changes, if any, would you make in Parker’s marketing strategy?
3. Which aspects of Parker’s structure would you discard? Which would you keep?
4. Assume that you are James Peterson and you have just hired a new management team composed
of highly qualified executives from outside companies. You and your new team are convinced
that you have the solution to Parker’s problems but there are many hold overs who disagree with
you. How would you implement your plan? To what extent would you incorporate the views of
Parker management into your plan?

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. Consider the equation Y=f(A,B,C,D,E,F,G), where Y stands for consumption of soft drinks
and D is the variable for cultural elements. How would this equation help a soft-drink
marketer understand demand for soft drinks in global markets?

2. The president of XYZ Manufacturing Company of Buffalo, New York, comes to you with a
license offer from a company in Osaka. In return for sharing the company’s patents and
know-how, the Japanese company will pay a license fee of 5percent of the ex-factory price of
all products sold based on the U.S. Company’s license. The president wants your advice what would you tell him?
END OF SECTION C

IIBM Exam paper:Financial Services:contact us for answers at assignmentssolution@gmail.com

Examination Paper: Banking and Financial Services Management
5
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Financial Services
Section A: Objective Type (30 marks)
•This section consists of Multiple Choices/Fill in the blanks/True-False & Short Answer type
questions.
•Answer all the questions.
•Part One questions carries 1 mark each & Part Two questions carries 5 marks each.
Part One:
Multiple Choices:
1. NBFS stands for …………………………………………………………………………
2. ALCO is a decision making unit responsible for balance sheet planning from risk return
perspective. (T/F)
3. A contract of ‘Indemnity’ is one whereby:
a. A person tries to use the other’s property
b. A person promises to save the other’s property from loss caused.
c. A person tries to trick the property of other for some other person.
d. None of the above
4. The transaction between the lessor and the lessee being a demand sale is called:
a. First sale
b. Second sale
c. Third sale
d. Fourth sale
5. If the net present value of leasing be ‘a’ and net advantage of leasing be ‘b’ then decision
criterion is given by:
a. a/b
b. a+b
c. b/a
d. a-b
6. Break even lease rental BERL has NAL value equal to:
a. 1
b. 2
c. 0
d. 0.5
7. The right under which an unpaid seller who is in possession of the goods is entitled to retain them
until payment of the price is done is termed as ………………………………………
Examination Paper: Banking and Financial Services Management
6
IIBM Institute of Business Management
8. If the no of level investments be ‘t’, total no of level installments be ‘n’ and total charge for
credit be ‘c’ then the interest rebate is given by…………………………………………
9. The practice of discounting accommodation bills is known as ………………………..
10. HUDCO stands for
………………………………………………………………………………………………………
Part Two:
1. What do you understand by “Lock-in period”.
2. Write a short note “Hybrid Debt Capital Instruments”.
3. What do you understand by “Bipartite Lease”?
4. What is “Suit for Quantum Meruit”?
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 150 to 200 words).
Caselet 1
Sunlight Industries Ltd manages its accounts receivables internally by its sales and credit
department. The cost of sales ledger administration stands at Rs 9 crores annually. It supplies
chemicals to heavy industries. These chemicals are used as raw material for further use of is directly
sold to industrial units for consumption. There is good demand for both the types of uses. For the
direct consumers, the company has a credit policy of 2/10, net 30. Past experience of the company
has been that on average 40 per cent of the customers avail of the discount while the balance of the
receivables are collected on average 75 days after the invoice date. Sunlight Industries also has small
dealer networks that sell the chemicals. Bad debts of the company are currently 1.5 per cent of total
sales.
Sunlight Industries finances its investment in debtors through a mix of bank credit and own longterm
funds in the ratio of 60:40. The current cost of bank credit and long-term funds are 12 per cent
and 15 per cent respectively.
There has been a consistent rise in the sales of the company due to its proactive measures in cost
reduction and maintaining good relations with dealers and customers. The projected sales for the
next year are Rs 800 crore, up 15 per cent from last year. Gross profiles have been maintained at a
healthy 22 per cent over the years and are expected to continue in future.
With escalating cost associated with the in-house management of debtors coupled with the need
to unburden the management with the task so as to focus on sales promotion, the CEO of Sunlight
Industries is examining the possibility of outsourcing its factoring service for managing its
Examination Paper: Banking and Financial Services Management
7
IIBM Institute of Business Management
receivables. He assigns the responsibility of Anita Guha, the CFO of Sunlight. Two proposals, the
details of which are given below, are available for Anita’s consideration.
Proposal from Canbank Factors Ltd: The main elements of the proposal are: (i) Guaranteed
payment within 30 days (i) Advance, 88 per cent and 84 per cent for the resource and non-recourse
arrangements respectively (iii) discount charge in advance, 21 per cent for with resource and 22 per
cent without resource (iv) Commission, 4.5 per cent without resources 2.5 per cent and with
resource.
Proposal from Indbank Factors: (i) Guaranteed payment within 30 days (ii) Advance, 84 per cent
with resource and 80 per cent without resource (iii) Discount charge upfront, without resource 21 per
cent and with resource, 20 per cent and (iv) Commission upfront, without resource 3.6 per cent and
with resource 1.8 per cent.
The opinion of the Chief Marketing Manager is that in the context of the factoring arrangement,
his staff would be able to exclusively focus on sales promotion which would result in additional
sales of Rs 75 crores.
Question:
1. The CFO of Sunlight Industries seeks your advice as a financial consultant on the alternative
proposals. What advice would you give? Why? Calculations can be up to one digit only.
Caselet 2
Following are the financial statements for A Ltd and T Ltd for the current financial year. Both firms
operate in the same industry.
BALANCE SHEETS
Particulars Firm A Firm B
Total current assets Rs 14,00,000 Rs 10,00,000
Total fixed assets (net) 10,00,000 5,00,000
_____________ __________
Total assets 24,00,000 15,00,000
_____________ ___________
Equity capital (of Rs 10 each) 10,00,000 8,00,000
Retained earnings 2,00,000 _
14% Long-term debt 5,00,000 3,00,000
Total current liabilities 7,00,000 4,00,000
_____________ ___________
24,00,000 15,00,000
Examination Paper: Banking and Financial Services Management
8
IIBM Institute of Business Management
INCOME STATEMENTS
Net sales Rs 34,50,000 Rs 17,00,000
Cost of goods sold 27,60,000 13,60,000
__________ ___________
Gross profit 6,90,000 3,40,000
Operating expenses 2,96,923 1,45,692
Interest 70,000 42,000
__________ ___________
Earnings before taxes (EBT) 3,23,077 1,52,308
Taxes (0.35) 1,13,077 53,308
Earnings after taxes (EAT) 2,10,000 99,000
Additional information: __________________________________
Number of equity shares 1,00,000 80,000
Dividend payment (D/P) ratio 0.40 0.60
Market price per share (MPS) Rs 40 Rs 15
__________________________________
Assume that the two firms are in the process of negotiating a merger through an exchange of equity
shares. You have been asked to assist in establishing equitable exchange terms, and are required to:
(i) Decompose the share prices of both the companies into EPS and P/E components, and also segregate
their EPS figures into return on equity (ROE) and book value of intrinsic value per share (BVPS)
components.
(ii) Estimate future EPS growth rates for each firm.
(iii) Based on expected operating synergies, A Ltd estimates that the intrinsic value of T’s equity share
would be Rs 20 per share on its acquisition. You are required to develop a range of justifiable equity
share exchange ratios that can be offered by A Ltd’s shareholders. Based on your analysis in parts (i)
and (ii), would you expect the negotiated terms to be closer to the upper, or the lower exchange ratio
limits? Why?
(iv) Calculate the post-merger EPS based on an exchange ratio of 0.4 : 1 being offered by A Ltd. Indicate
the immediate EPS accretion or dilution, if any, that will occur for each group of shareholders.
(v) Based on a 0.4 :1 exchange ratio, and assuming that A’s pre-merger P/E ratio will continue after the
merger, estimate the post-merger market price. Show the resulting accretion or dilution in pre-merger
market prices.
END OF SECTION B
Examination Paper: Banking and Financial Services Management
9
IIBM Institute of Business Management
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. The Hypothetical Finance Ltd has structured a hire-purchase deal. The required to make a down
payment of 20 per cent of the investment cost. The hire-term is four years with quarterly payment
in advance. The flat rate of interest is 13 per cent. The finance company would charge a frontended
documentation and service fee and allow rebate for prompt payment @ 0.5 per cent and 1
per cent of investment outlay respectively.
Assuming after paying 24th installment, a hirer wishes the purchase option, what is the interest
rebate according to (i) actuarial method, (ii) rule of 78 method and, (iii) SLM?
2. The Hypothetical Finance Ltd (HFL) has structured a hire-purchase deal for the Hypothetical
Industries Ltd (HIL) at a (flat) rate of interest of 13 per cent. The payment would be made in 36
equal monthly installments in arrears. The HIL is required to make a cash down payment of 20
per cent.
Assume that after paying the 24th installment, the HIL wishes to repay the outstanding amount
and purchase the equipment. What is the interest rebate per Rs 1,000 of investment cost,
according to the ERI/IRR method?
END OF SECTION C
S-2-210311

IIBM Exam paper:Business Ethics:contact us for answers at assignmentssolution@gmail.com

Examination Paper of Business Ethics
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Business Ethics
Section A: Objective Type (30 marks)
This section consists of Multiple Choice questions & 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. Term used to denote the existence of information of an electronic network of linked computer
system
a. Information technology
b. Nanotechnology
c. Cyberspace
d. None of the above
2. Egalitarianism is
a. Equal distribution of all benefits & burdens on peoples
b. Equal distribution of all benefits on people
c. Equal distribution of all burdens on people
d. None of the above
3. Justice of blaming or punishing persons for doing wrong is
a. Libertarianism
b. Compensatory justice
c. Retributive justice
d. Socialism
4. Markets in which each individual is able to voluntarily exchange goods with others
a. Restricted Markets
b. Free Markets
c. Open Markets
d. None of the above
5. The Marxist view of history as determined by changes in the economic methods by which
humanity produces the materials on which it much live
a. Alienation
b. Immiseration
c. Social Darwinism
d. Historical materialism
Examination Paper of Business Ethics
IIBM Institute of Business Management 2
6. Market in which a single firm is the only seller in the market and which new sellers are barred
from entering is
a. Pure monopoly
b. Oligopoly
c. Bipoly
d. None of the above
7. Oligopoly markets that are dominated by a few large firms
a. Highly concentrated market
b. Concentrated market
c. Imperfectly competitive market
d. None of the above
8. Ozone depletion is caused by release of
a. Sulfurdioxide
b. Chlorofluorocarbons
c. Carbondioxide
d. None of the above
9. The private internal costs and the wider external costs of engaging in a particular economic
activity
a. Private cost
b. Market cost
c. Social cost
d. None of the above
10. Acid rain occurs due to
a. Sulfur oxides
b. Nitrogen oxides
c. Both (a) & (b)
d. None of the above
Part Two:
1. Write short note on “Depletion of Minerals”?
2. Explain Oligopolistic Competition?
3. Write short note on “Immiseration of workers”?
4. What is Retributive Justice?
END OF SECTION A
Examination Paper of Business Ethics
IIBM Institute of Business Management 3
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).
Caselet 1
The stakes were high for Gene Elliot, whose on-the-job injuries were estimated to be serious enough
to merit at least a $2.4 million settlement. But who should pay for his injuries: Turner Construction
or B&C Steel? Or should he be forced to pay for at least part of his injuries because of his own
carelessness?
Gene Elliot worked for Mabey Bridge and Shore, a small business that rented temporary steel
pedestrian foot bridges to other companies. The temporary bridges had to be put together by the
renter, and Gene Elliot’s job was to go to the site where the steel bridge was going to be installed,
show the renter how to bolt the bridge sections together and how to install the bridge over a river or
waterway, and inspect the bridge to make sure it was done properly and according to Mabey
Bridge’s high standards. Elliot was a devoted hard worker who strove to do everything possible to
ensure that a bridge installation was successful and according to Mabey’s standards.
Turner Construction was a general contractor hired to build Invesco Field at the Mile High
Stadium in Denver, Colorado. Part of the job involved installing a temporary pedestrian bridge over
the Platte River near the stadium. Turner Construction subcontracted (hired) B&C Steel to build and
install the bridge, which Turner Construction would pay for. B&C Steel was a small company that
specialized in putting together and installing steel structures like those Mabey Bridge rented out.
B&C Steel would pick up the bridge, put it together, and install it for Turner.
Turner Construction rented the long steel bridge from Mabey Bridge. Mabey Bridge agreed that
the rental included the services of Gene Elliot, who would be loaned to Turner to instruct and inspect
the bridge assembly and installation. B&C Steel’s workers picked up the bridge sections from
Mabey Bridge’s warehouse and drove them to the river but didn’t unload the bridge sections where
they had to be assembled. B&C then had to move the sections to the correct site but didn’t plan for
the fence, guardrails, and trolley tracks that were in the way and later had to work around these
obstructions. B&C Steel began bolting the bridge sections together. When Elliot inspected the job,
he found the bridge had been bolted together upside down. Elliot made B&C do the job over, while
he climbed up and down and over the bridge, continuously checking and making sure that all the
bolts were tight and all the pieces were in the right place so that the installation would be a success.
When the bridge was finished, B&C workers used a truck to move the long steel structure to the
edge of the river. Unfortunately, B&C had not adequately checked the route and their truck hit a low
hanging power line, which sparked and started a fire. The fire department arrived and put out the
fire. Afterwards, the installation job continued.
B&C workers set up a crane on the other side of the river near a retaining wall, and a strong nylon
strap was strung from the crane, over the water, and tied to one end of the bridge, which was set on
rollers. The B&C crane would lift and pull the bridge over the river to its side, while workers on the
other side of the river pushed on their end of the bridge. The work began, and as the pulling crane
held the bridge suspended in the air about a quarter of the way over the river, Elliot noticed that the
retaining wall which was supporting the crane on the other side of the river was beginning to
collapse, causing the crane to begin to tip sideways. The B&C crane operator on the other side began
to untie the strap holding the bridge, Concerned that once the strap was cut the bridge would fall into
the river and the installation would end in failure, Elliot ran up on the bridge and gave the standard
Examination Paper of Business Ethics
IIBM Institute of Business Management 4
emergency OSHA all-stop signal that all construction workers know means not to move anything.
But the bridge, still attached to the crane, somehow moved, and Elliot felt, sustaining numerous
pelvic injuries and a severed urethra (the tube that carries urine). The cause of the movement was
never established.
Elliot sued Turner Construction and B&C Steel for negligence resulting in economic losses of
$28,000, noneconomic injuries of $1,200,000, and permanent impairment of $1,200,000. These
figures were established by a qualified expert in the field of worker injuries and were not seriously
contested.
Turner Construction, however, denied its responsibility. It claimed that Turner was Elliot’s
temporary employer and workers’ compensation law required employees to pay only the economic
looses, here only $28,000, suffered by their employees. Turner Construction pointed to the law,
which stated: “Any company leasing or contracting out any part of the work to any lessee or
subcontractor, shall be constructed to be an employer and shall be liable to pay [only] compensation
for injury resulting therefrom to said lessees and subcontractors and their employees.” Turner
Construction claimed that Mabey was a subcontractor to Turner, so Turner should be construed to be
Elliot’s temporary employer. Moreover, Colorado’s worker’s compensation law, which was
designed to ensure that employers always paid for workers injuries “grants an injured employee
compensation from the employer without regard to negligence and, in return, the responsible
employer is granted immunity from common law negligence liability.”
B&C claimed that it, too, was not responsible, because according to the law a company is not
responsible for negligence when an injury is not “reasonably foreseeable” to the company. B&C
contended that a reasonable person could not have anticipated that placing the crane near to the
retaining wall and subsequently attempting to remove the nylon strap holding up the bridge might
end by prompting someone to get on the bridge in an attempt to save it from falling into the river. On
the other hand, B&C claimed, since “Elliot chose to remove himself from a secure and safe position
and placed himself in one that he understood was potentially unsafe,” Elliot was himself responsible
for his injuries.
Elliot claimed that he was not really Turner’s employee, since he was working for Mabey. He
also argued that B&C had shown a pattern of negligence from the time that the bridge was received
until the time that it was installed. B&C and its employees, he said, were unprepared for the project
and negligently failed to adequately plan for it, as shown by the sequence of events leading up to his
injury. B&C there fore did not exercise the degree of care that a reasonably careful person should
have exercised in similar circumstances and so was liable to him for his injuries. He himself was not
responsible, he said, because good, devoted employee would try his best to ensure that the bridge
installation did not end in failure, and he would have been perfectly safe if the standard OSHA allstop
signal had been followed by B&C employees, as he had a right to expect it to be.
1. In your judgement, and from an ethical point of view, should Turner Construction and/or B&C
Steel pay for all or part of the $2,428,000 (if part, indicate which part)? Explain your view?
2. In your judgement, is the Colorado worker’s compensation law to which Turner Construction
appealed fair? Explain your view?
Caselet 2
Although many people believe that the World Wide Web is anonymous and secure from censorship,
the reality is very different. Governments, law courts, and other officials who want to censor,
examine, or trace a file of materials on the Web need merely go to the server (the online computer)
where they think the file is stored. Using their subpoena power, they can comb through the server’s
drives to find the files they are looking for and the identity of the person who created the files.
Examination Paper of Business Ethics
IIBM Institute of Business Management 5
On Friday June 30, 2000, however, researchers at AT & T Labs announced the creation of
Publius, a software program that enables Web users to encrypt (translate into a secret code) their files
– text, pictures, or music – break them up like the pieces of a jigsaw puzzle, and store the encrypted
pieces on many different servers scattered all over the globe on the World Wide Web. As a result,
anyone wanting to examine or censor the files or wanting to trace the original transaction that
produced the file would find it impossible because they world have to examine the contents of dozens
of different servers all over the world, and the files in the servers would be encrypted and fragmented
in a way that would make the pieces impossible to identify without the help of the person who created
the file. A person authorized to retrieve the file, however, would look through a directory of his files
posted on a Publius-affiliated website, and the Publius network would reassemble the file upon
request. Researchers published a description of Publius at www.cs.nyu.edu/waldman/publius.
Although many people welcomed the way that the new software would enhance freedom of
speech on the Web, many others were dismayed. Bruce Taylor, an antipornography activist for the
National Law Center for Children and Families, stated: “Its nice to be anonymous, but who wants to
be more anonymous than criminals, terrorists, child molester, child pornographers, hackers, and email
virus punks?” Aviel Rubin and Lorrie Cranor, the creators of Publius hoped, however, that their
program would help people in countries where freedom of speech was repressed and individuals were
punished for speaking out. The ideal user of Publius, they stated, was “a person in China observing
abuses of human rights on a day-to-day basis.”
1. Analyze the ethics of marketing Publius using utilitarianism, rights, justice, and caring. In your
judgement, is it ethical to market Publius? Explain?
2. In your judgement, should the U.S. government allow the implementation of Publius? Why or
why not?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What is utilitarianism and what are its benefits in business?
2. How market approach to consumer protection benefits consumer?
END OF SECTION C
----------------------------------------------------------- ***------------------------------------------------------

SMU MBA Semester 3 assignments Fall drive 2012:contact us for answers at assignmentssolution@gmail.com

Master of Business Administration- MBA Semester 3
MB0050 – Research Methodology - 4 Credits
(Book ID: B1206)
Assignment Set - 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Define Research. What are the features and types of Research?
2. How is a research problem formulated? What are the sources from which one may be able to identify research problems?
3. What are the types of Observations? What is the utility of Observation in Business Research?
4. What is Research Design? What are the different types of Research Designs?
5. Explain the Sampling Process and briefly describe the methods of Sampling.
6. What is a Research Report? What are the contents of Research Report?


Master of Business Administration- MBA Semester 3
MB0050 – Research Methodology - 4 Credits
(Book ID: B1206)
Assignment Set - 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Differentiate between nominal, ordinal, interval and ratio scales with an example of each.
2. What are the types of Hypothesis? Explain the procedure for testing Hypothesis.
3. What are the advantages and disadvantages of Case Study Method? How is Case Study method useful to Business Research?
4. What are the Primary and Secondary sources of Data?
5. Differentiate between Schedules and Questionnaire. What are the alternative modes of sending Questionnaires?
6. Explain the various steps in processing of Data.
 Fall/August 2012
Master of Business Administration - Semester 3 MB 0051: “Legal Aspects of Business (4 credits) (Book ID: B1207) ASSIGNMENT- Set 1 Marks 60 Note: Each Question carries 10 marks. Answer all the questions. 1. Discuss the nature and significance of business law? 2. Define contract of indemnity. Describe the rights of the indemnifier and the indemnity holder. 3. What is Partnership? Briefly state special features of a partnership on the basis of which its existence can be determined under the Indian Partnership Act? 4. What remedies are available to a seller for breach of contract of sale? 5. Examine the rights of a consumer enshrined under the Consumer Protection Act, 1986. 6. Write short notes on the following: a. Copy right b. License
Fall/August 2012
Master of Business Administration - Semester 3
MB 0051: “Legal Aspects of Business
(4 credits)
(Book ID: B1207)
ASSIGNMENT- Set 2
Marks 60
Note: Each Question carries 10 marks
1. “All agreement are not contracts but all contacts are agreements”. Comment.
2. What do you mean by bailment? What are the requisites of a contract of bailment? Explain.
3. What do you mean by del credere agent?
4. What do you mean by Memorandum of Association? What does it contain?
5. Name the instruments which are recognized as negotiable instruments by the Negotiable Instruments Act, 1881.
6. Write short notes on the following:
    a. Digital Signature
    b. Information Technology Act

Fall / August 2012 Master of Business Administration- MBA Semester 1 :contact us for answers at assignmentssolution@gmail.com

Fall / August 2012
Master of Business Administration- MBA Semester 1
MB0038 –Management Process and Organizational Behaviour - 4 Credits
(Book ID:B1621)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     Explain strategy as an organisational process.
Q2.     What are the factors that influences span of control?
Q3.     What are the types of plans found in organisations?
Q4.     What are the characteristics of an effective team?
Q5.     What are the internal and external forces of organisational change?
Q6.     Ms. Janice Alisha is a General Manager of Production in a company. She finds that there is a need to improve the motivation level of the employees. Suggest some of the motivational tools that she can use to improve employee motivation in her organisation.


Fall / August 2012
Master of Business Administration- MBA Semester 1
MB0038 –Management Process and Organizational Behaviour - 4 Credits
(Book ID:B1621)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     What are the principles of management?
Q2.     What are the characteristics of leading?
Q3.     Briefly explain the four main approaches to Organisational Behaviour.
Q4.     Explain the five major leadership styles as per the Managerial Grid theory.
Q5.     List some of the commonly found perceptual biases.
Q6.     Suppose you are the Team Manager in a multinational company with team strength of 12 members. You are given the responsibility of ensuring that the team gives excellent performance or results. What are the key issues you have to handle in team building?


Fall/August 2012
Master of Business Administration- MBA Semester 1
MB0039 – Business Communication - 4 Credits
(Book ID: B1624)
Assignment Set - 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Explain briefly the characteristics of communication.
2. Name the communication channel to which teleconferencing, Email, and telephone belongs to. Explain teleconferencing.
3. “Informal communication network is not just for idle rumours and may be useful in many ways.” Justify.
4. Explain some of the approaches for handling customer complaints and listening to customers.

5. Explain briefly the four steps of the review process.
6. Explain the different delivery styles that speakers can select for their presentation. 

Fall/August 2012
Master of Business Administration- MBA Semester 1
MB0039 – Business Communication - 4 Credits
(Book ID: B1624)
Assignment Set - 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Explain the five steps of SQ3R techniques of reading.
2. Write a note on the responsibilities of chairperson during a meeting.
3. When you write a memo what language and writing style will you follow, explain.
4. What is sampling? Briefly explain the various methods of sampling.

5. Explain the principles that you need to follow while using emails for business communication.
6. Select a company of your choice. Write a sales letter in the AIDA format to a prospective customer, persuading him/her to buy the company’s product.


Fall 2012
Master of Business Administration- MBA Semester 1
MB0040 – Statistics for Management - 4 Credits
(Book ID: B1623)
Assignment Set - 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Mention the characteristics of Statistics. Explain any two applications of Statistics.
2. Distinguish between primary and secondary data. What are the methods of collecting primary data?
3. Find Karl Pearson’s correlation coefficient between the sales and expenses from the data given below:

Sales
(Rs. Lakhs)     50     50     55     60     65     65     65     60     60     50
Expenses (Rs. Lakhs)     11     13     14     16     16     15     15     14     13     13

4. The incidence of occupational disease in an industry is such that the workers have a 20% chance of suffering from it. What is the probability that out of six workers 4 or more will contract the disease?
5. Use chi-square test to test if the two attributes (Performance and Training) in the following table are independent. Test at 5% level of significance.

Performance     Training
Intensive     Good     Average     Total
Above Average     100     150     40     290
Average     100     100     100     300
Poor     50     80     150     280
Total     250     330     290     870


Fall 2012
6. Construct index numbers of price for the following data by applying:
i) Laspeyre’s method
ii) Paasche’s method
iii) Fisher’s Ideal Index number
Commodity     Base year     Current year
Price     Quantity     Price     Quantity
A     2     8     4     6
B     5     10     6     5
C     4     14     5     10
D     2     19     2     13


Fall 2012
Master of Business Administration- MBA Semester 1
MB0040 – Statistics for Management - 4 Credits
(Book ID: B1623)
Assignment Set - 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Distinguish between Classification and Tabulation of data. What are the types of Classification of data?
2. Calculate mean and median for the following data
Marks     0-20     20-40     40-60     60-80     80-100     100-120     120-140
No of Students     4     26     22     10     9     6     3

3. Calculate the regression equations of X on Y and Y on X from the following data:
X     1     2     3     4     5
Y     2     5     3     8     7

4. What is sampling? Briefly explain the various methods of sampling.

5. A company appoints four salesmen, A, B, C and D, and observes their sales in three seasons- summer, winter and monsoon. The figures ( in lakhs) are given in the following table:
Season     Salesman
A     B     C     D     Total
Summer     36     36     21     35     128
Winter     28     29     31     32     120
Monsoon     26     28     29     29     112
Total     90     93     81     96     360

Carry out an analysis of variance at 5% level of significance. 

Fall 2012
6. The mean wage is Rs. 75 per day, SD wage is Rs 5 per day for a group of 1000 workers and the same is Rs 60 and Rs 4.5 for the other group of 1500 workers. Find mean and standard deviation for the entire group.


Fall 2012
Master of Business Administration- MBA Semester 1
MB0041 – Financial And Management Accounting - 4 Credits
(Book ID: B1624)
Assignment Set - 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Explain the process involved in accounting.
2. The salaries paid in 2004 is Rs. 5,00,000; Salaries outstanding is Rs. 20,000; Salaries paid in advance for 2004 is Rs. 30,000. What is the actual salary expenditure for 2004? Which accounting principle is involved in this and explain that principle.
3. Find the value of the following:

a. If the total assets are Rs. 87,000 and the liabilities are Rs. 47,000, find out the amount of capital.
b. If the capital of proprietor is Rs. 4,00,000 and the total assets are Rs. 6,00,000, what is the amount of liabilities to outsiders?
c. If creditors are Rs. 56,000, bank overdraft is Rs.1,00,000, and outstanding expenses are Rs. 8,000, what is the total amount of assets?
d. Fixed assets are Rs.70,000 and current assets are Rs.1,00,000 and the creditors are Rs.30,000. What is capital?
4. Enter the following transactions in the single column cash book of Gopichand.

March, 2003
1st. Commenced business with cash 20000
2nd. Bought goods for cash 5000
3rd. Sold goods for cash 4000
4th. Goods purchased from Ravi Kumar 10000
10th. Paid to Ravi Kumar 7000
14th. Cash sales 8000
18th. Purchased furniture for office 4000
22nd. Paid wages 500 

Fall 2012
25th. Paid rent 600
30th. Received commission 4000
30th. Withdrew for personal purpose 1000
Cash balance 170000
Hint: Goods Purchased from Ravi Kumar is a credit purchase.
5. Find out the missing figures.

Office stationery     Consumables
Opening stock     5000     8000
Purchased during the year     25000     ?
Closing stock     3000     6000
Consumed for the year     ?     24000

• Hint : Office stationery consumed for the year =27000

Consumables purchased during the year = 22000
6. Explain the tools of management accounting.

Master of Business Administration- MBA Semester 1 

Fall 2012
MB0041 – Financial and Management Accounting- 4 Credits
(Book ID: B1624)
Assignment Set - 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Compute trend ratios and comment on the financial performance of Infosys Technologies Ltd. from the following extract of its income statements of five years.

(in Rs. Crore)
Particulars     2010-11     2009-10     2008-09     2007-08     2006-07
Revenue     27,501     22,742     21,693     16,692     13,893
Operating Profit (PBIDT)     8,968     7,861     7,195     5,238     4,391
PAT from ordinary activities     6,835     6,218     5,988     4,659     3,856

(Source: Infosys Technologies Ltd. – Annual Report)
Hint: The Revenue and Operating Profit (PBIDT) have almost doubled in four years. The PAT from ordinary activities has increased by 77.26% in the same period.
2. What is fund flow analysis? What are the objectives of analysing flow of fund?

From the following balance sheets of Joy Ltd., prepare a cash flow statement under indirect method.
Liabilities     2005     2006
Equity share capital     3,00,000     4,00,000
8% redeemable pref. share capital     1,50,000     1,00,000
General reserve     40,000     70,000
Profit and loss     30,000     48,000
Proposed dividend     42,000     50,000
Sundry creditors     55,000     83,000
Bills payable     20,000     16,000
Provision for taxation     40,000     50,000
Total     6,77,000     8,17,000
Assets
Goodwill     1,15,000     90,000
Land and building     2,00,000     1,70,000
Plant     80,000     2,00,000
Sundry debtors     1,60,000     2,00,000
Stock     77,000     1,09,000
Bills receivable     20,000     30,000


Fall 2012
Cash     15,000     10,000
Bank     10,000     8,000
Total     6,77,000     8,17,000

Additional Information
a) Depreciation of Rs.10,000 and Rs.20,000 has been changed on plant and building during the current year.
b) An interim dividend of Rs.20,000 has been paid during the current year.
c) Rs.35,000 was paid during the current year for income tax.

Hint: Cash flow from operating activities Rs.1,25,000; Cash flow from investing activities (Rs.1,20,000); Cash flow from financing activities (Rs.12,000).
3. Calculate the cost of raw materials purchased from the following data:

Opening stock of raw materials Rs.10,000
Closing stock of raw materials Rs.15,000
Expenses on purchases Rs.5,000
Direct wages Rs.50, 000
Prime costs Rs.1, 00,000
Hint: Cost of Raw Materials purchased is Rs.50,000
4. Distinguish between absorption costing and marginal costing

5. The Anchor Company Ltd. produces most of its electrical parts in its own plant. The company is at present considering the feasibility of buying a part from an outside supplier for Rs.4.50 per part. If this is done, monthly costs would increase by Rs.1,000.
The part under consideration is manufactured in department 1 along with numerous other parts. On account of discontinuing the production of this part, department 1 would have somewhat reduced operations. The average monthly usage production of this part is 20,000 units. The costs of producing this part on per unit basis are as follows.
Material     Rs. 1.80
Labour (half-hour)     2.40
Fixed overheads     0.80
Total costs     5.00

Should the company produce this part or should it buy from an outside supplier? 

Fall 2012
Hint:
Differential costs     7,000 per month
Favouring making of the parts    
    0.35 er unit

6. Explain the essential features of budgetary control. 

Fall 2012
Master of Business Administration- MBA Semester 1
MB0042 – Managerial Economics - 4 Credits
(Book ID:1625)
Assignment Set - 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Explain the importance of managerial economics.
2. Discuss the determinants of price elasticity of demand.
3. Explain trend projection method of demand forecasting with illustration.
4. Explain factors determining elasticity of demand.
5. Explain how a product would reach equilibrium position with the help of –iso-quants and iso-cost curve.
6. Explain cost output relationship with reference to:
    a. Total fixed cost and output
    b. Total variable cost and output


Fall 2012
Master of Business Administration- MBA Semester 1
MB0042 – Managerial Economics - 4 Credits
(Book ID: B1625)
Assignment Set - 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
1. Write a note on Marris growth maximising model.
2. Explain in brief the relationship between TR, AR and MR under perfect market conditions.
3. What is perfect competition? Explain the equilibrium of a firm under perfect competition in the long run.
4. What is oligopoly? Explain the features of oligopoly market.
5. Explain wholesale price index with suitable illustration.
6. What is investment function; discuss the various factors that determine the investment function.


Fall/August 2012
Master of Business Administration- MBA Semester 1
MB0043 –Human Resource Management - 4 Credits
(Book ID:B1626)
Assignment Set- 1 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     Explain the role of HR executives in an organisation.
Q2.     What are the steps involved in HR planning?
Q3.     What are the different types of on-the-job and off-the-job training?
Q4.     What are the benefits of carrying out performance appraisal in organisations?
Q5.     What are the methods of carrying out job analysis?
Q6.     Ms.Varuna Agarwal is the HR Manager of Milestones Pvt Ltd. She wants to ensure that employee discipline is well maintained. What are the important principles that have to be observed in the maintenance of discipline?


Fall/August 2012
Master of Business Administration- MBA Semester 1
MB0038 –Management Process and Organizational Behaviour - 4 Credits
(Book ID:B1621)
Assignment Set- 2 (60 Marks)
Note: Each Question carries 10 marks. Answer all the questions.
Q1.     Explain the elements of a career planning programme.
Q2.     Explain the application of HRIS in human resource management.
Q3.     What are the factors that affect recruitment?
Q4.     Write a short note on minimum wage, fair wage and living wage.
Q5.     List the advantages and limitations of job evaluation.
Q6.     Mr.Ajit Sakarkar is the HR Manager of a BPO. He feels that the organisation must provide flexi timing for the employees as an HR initiative. What are benefits that you feel Mr.Ajit’s initiative will bring to the organisation and to the employees?