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Tuesday 31 July 2012

IGNOU DEC 2012 ASSIGNMENTS : FOR ANSWERS contact us at assignmentssolution@gmail.com


MS – 28 Labour Laws July – Dec 2012
1. Explain the sources of industrial jurisprudence. Describe the genesis, objectives and classification of labour legislation in India. Discuss how labour laws ensure the health, welfare and safety of the working class with suitable examples.
2. Discuss the scope and coverage of the Mines Act, 1952. Describe the enforcement of the Act citing suitable examples from the organisations you are aware of. Also discuss the hours and limitations of employment under the Act.

Master of Business Administration - Semester 3


(May 2012)
 Master of Business Administration - Semester 3
MF 0012: “TAXATION MANAGEMENT”
(4 credits)
(Book ID: B1210)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1. Write a note on the following:
a. Tax holidays
b. SEZ

2. Comment on incomes which are exempted from the tax.
3. Enumerate the differences between tax planning and tax evasion.
4. What are the key steps to calculate the tax liability of an individual.

Quality Management Tools

May 2012
Master of Business Administration - MBA Semester 3
QM0013 - Quality Management Tools
(4 credits)
(Book ID: B1243)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1. Define “Quality Function Deployment (QFD)”? What are the features of QFD?
2. Describe the various methods for gathering information.
3. Define the term ‘reliability’. What is its relevance in Quality?
4. Write brief note on “Quality loss function”.
5. What is FMEA? Write a brief note on Risk Priority Number.

M.Com – 1st Semester : contact us for answers



 ASSIGNMENTS
M.Com – 1st Semester
Subject Name: Advanced Financial Accounting
Subject code: MCC 101
Summer Drive 2012
4 credits (60 marks)
(BKID: B1467)
Set 1
Answer the following questions. Each question carries 10 marks.
1. What are accounting standards? State their objectives.
2. Explain the term ‘General Purpose Financial Statements’.

3. Explain with the help of an illustration the method to compute the purchase consideration on the basis of face value or market value of shares.

M.Com – 1st Semester : contact us for answers



 ASSIGNMENTS
M.Com – 1st Semester
Subject Name: Advanced Financial Accounting
Subject code: MCC 101
Summer Drive 2012
4 credits (60 marks)
(BKID: B1467)
Set 1
Answer the following questions. Each question carries 10 marks.
1. What are accounting standards? State their objectives.
2. Explain the term ‘General Purpose Financial Statements’.

3. Explain with the help of an illustration the method to compute the purchase consideration on the basis of face value or market value of shares.

M.Com – 1st Semester : contact us for answers



 ASSIGNMENTS
M.Com – 1st Semester
Subject Name: Advanced Financial Accounting
Subject code: MCC 101
Summer Drive 2012
4 credits (60 marks)
(BKID: B1467)
Set 1
Answer the following questions. Each question carries 10 marks.
1. What are accounting standards? State their objectives.
2. Explain the term ‘General Purpose Financial Statements’.

3. Explain with the help of an illustration the method to compute the purchase consideration on the basis of face value or market value of shares.

Operations Management” Specialization


(May 2012)
 Master of Business Administration - MBA Semester 3
“Operations Management” Specialization
OM 0010 - Operations Management (4 credits)
(Book ID:B1232 )
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1. Describe the system perspective of operations management.
2. Explain the operations strategy model.
3. Explain the significance of various parameters /techniques used to evaluate decisions relating to plant and equipment.
4. Briefly explain the important techniques based on which planning and execution of operational process is conducted.

Master of Business Administration - Semester 3


Summer/May 2012
 Master of Business Administration - Semester 3
MB0050: “Research Methodology”
(4 credits)
(Book ID: B1206)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1. a. Distinguish between Double sampling and multiphase sampling.

b. What is replicated or interpenetrating sampling?
2. What are the differences between observation and interviewing as methods of data collection? Give two specific examples of situations where either observation or interviewing would be more.
3. How case study method is useful to Business Research?
4. Would case studies be considered as scientific research? Why or why not?

Master of Business Administration - Semester 3


May 2012
Master of Business Administration - Semester 3
IB0010: “International Financial Management”
(4 credits)
(Book ID: B1198)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1. What are the major components of BOP?
2. Define Swaps contracts. Write a note on forward swaps.
3. Briefly explain how an MNC can calculate its cost of equity capital.
4. What is the influence of Government interventions on the exchange rate?
5. Compare the Purchasing Power Parity theory and the International Fisher Effect theory.
6. What are the benefits of ADRs?

Master of Business Administration - Semester 3


May 2012
Master of Business Administration - Semester 3
IB0010: “International Financial Management”
(4 credits)
(Book ID: B1198)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1. What are the major components of BOP?
2. Define Swaps contracts. Write a note on forward swaps.
3. Briefly explain how an MNC can calculate its cost of equity capital.
4. What is the influence of Government interventions on the exchange rate?
5. Compare the Purchasing Power Parity theory and the International Fisher Effect theory.
6. What are the benefits of ADRs?

Master of Business Administration- MBA Semester 2

(May 2012)
 Master of Business Administration - Semester 3
MA 0036: “FINANCIAL SYSTEM AND COMMERCIAL BANKING”
(4 credits)
(Book ID: B1202)
ASSIGNMENT- Set 1
Marks 60
Note: Each Question carries 10 marks. Answer all the questions.
1. Write a note on the following:
a. RBI
b. SEBI

2. Explain the components of financial market.
3. Define the role of financial services.

Master of Business Administration- MBA Semester 2


May 2012
 Master of Business Administration- MBA Semester 2
MB0044 – Production and Operations Management - 4 Credits
(Book ID: B1133)
Assignment Set - 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q1. What is meant by productivity? Write a brief note on capital productivity.
Q2. (a) What is automation?
(b) What are the kinds of automation?
Q3. What are the factors that influence the plant location?
Q4. Explain about the seven basic quality control tools.

Master of Business Administration- MBA Semester 2


May 2012
 Master of Business Administration- MBA Semester 2
MB0044 – Production and Operations Management - 4 Credits
(Book ID: B1133)
Assignment Set - 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q1. What is meant by productivity? Write a brief note on capital productivity.
Q2. (a) What is automation?
(b) What are the kinds of automation?
Q3. What are the factors that influence the plant location?

Production and Operation Management: IIBM Exam paper


Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Production and Operation Management
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions & Short Notes type questions.
Answer all the questions.
Part One questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘stepping stone procedure’, the number of ‘used cells’ will be
a. a+b+1
b. a+b+2
c. a-b-1
d. a+b-1

Production and Operation Management: IIBM Exam paper


Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Production and Operation Management
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions & Short Notes type questions.
Answer all the questions.
Part One questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘stepping stone procedure’, the number of ‘used cells’ will be
a. a+b+1
b. a+b+2
c. a-b-1
d. a+b-1

Production and Operation Management: IIBM Exam paper


Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Production and Operation Management
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions & Short Notes type questions.
Answer all the questions.
Part One questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘stepping stone procedure’, the number of ‘used cells’ will be
a. a+b+1
b. a+b+2
c. a-b-1
d. a+b-1

IIBM Exam papers solutions : 2nd sem :Production and Operation Management


Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Production and Operation Management
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions & Short Notes type questions.
Answer all the questions.
Part One questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘stepping stone procedure’, the number of ‘used cells’ will be
a. a+b+1
b. a+b+2
c. a-b-1

IIBM Exam papers solutions : 2nd sem :Production and Operation Management


Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Production and Operation Management
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions & Short Notes type questions.
Answer all the questions.
Part One questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘stepping stone procedure’, the number of ‘used cells’ will be
a. a+b+1
b. a+b+2
c. a-b-1

IIBM Exam papers solutions : 2nd sem


Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Production and Operation Management
Section A: Objective Type (30 marks)
This section consists of Multiple choice questions & Short Notes type questions.
Answer all the questions.
Part One questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1. If the number of restrictions on sources be ‘a’ and the number of restrictions on destinations be
‘b’ then with the use of ‘stepping stone procedure’, the number of ‘used cells’ will be
a. a+b+1
b. a+b+2
c. a-b-1

IIBM Exam paper : 2nd sem : 2012


Examination Paper
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.50
Corporate Governance
Section A: OBJECTIVE TYPE (20 marks)
This section consists of Multiple choice questions.
Answer all the questions.
Questions carry 1 mark each.
1. In the second version of McKinsey’s model called “the Central model” governance chain is
represented by
a. Well-developed equity market & dispersed ownership
b. Underdeveloped equity market & concentrated ownership
c. Well-developed equity market & concentrated ownership
d. Underdeveloped equity market & dispersed ownership

IIBM Exam paper : 2nd sem : 2012


Examination Paper
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.50
Corporate Governance
Section A: OBJECTIVE TYPE (20 marks)
This section consists of Multiple choice questions.
Answer all the questions.
Questions carry 1 mark each.
1. In the second version of McKinsey’s model called “the Central model” governance chain is
represented by
a. Well-developed equity market & dispersed ownership
b. Underdeveloped equity market & concentrated ownership
c. Well-developed equity market & concentrated ownership
d. Underdeveloped equity market & dispersed ownership

IIBM Exam paper : 2nd sem : 2012


Examination Paper
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.50
Corporate Governance
Section A: OBJECTIVE TYPE (20 marks)
This section consists of Multiple choice questions.
Answer all the questions.
Questions carry 1 mark each.
1. In the second version of McKinsey’s model called “the Central model” governance chain is
represented by
a. Well-developed equity market & dispersed ownership
b. Underdeveloped equity market & concentrated ownership
c. Well-developed equity market & concentrated ownership
d. Underdeveloped equity market & dispersed ownership

Monday 30 July 2012

MS – 97 International Business July – Dec 2012


MS – 97 International Business July – Dec 2012
1. “Different countries have been bestowed with different factor endowments, and the differences in factor endowments cause trade between the trading partners.” Explain with reference to international trade theory with two factor inputs namely labour and capital.
2. Identify an organization of your choice and describe the changes in the mode of planning adopted by it.
3. Describe any two accounting aspects of Multinational Control Systems.

Sunday 29 July 2012

MS – 611Rural Marketing July – Dec 2012


MS – 611Rural Marketing July – Dec 2012
1. Briefly discuss the rural economic and technological environment. How do these environmental factors affect the marketing decisions and opportunities in case of banking services?
2. You are the marketing head of the company manufacturing electrical appliances for the urban markets. Now your company has decided to tap the rural customers. Taking any product of your choice, explain what modifications in the product and pricing strategies would you suggest to the company to tap the rural markets.
3. Explain the concept of reference group influence in context of rural markets. How does it differ from urban markets? Explain giving suitable examples.

Thursday 26 July 2012

MS – 612 Retail Management July – Dec 2012


MS – 612 Retail Management July – Dec 2012
1. a) The retailing sector is perceived as an emerging sector in India. Identify and discuss the growth drivers and their possible contribution to the Indian economy.
b) Discuss the importance of Marketing Research in retailing citing two examples of research application in the recent past.
2. a) What makes Locational Decisions strategic in Retail Business? Discuss with two suitable examples of your choice.

Wednesday 25 July 2012

Database Management Systems: IIBM Exam paper sem 2 : contact us for help


Examination Paper: Information Technology
6
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Database Management Systems
Section A: Objective Type (30 marks)
· This section consists of Multiple Choices and Short notes type questions.
· Answer all the questions.
· Part one questions carry 2 marks each & Part Two questions carry 4 marks each.
Part One:
Multiple choices:
1. The normal language of database is:
a. PHP
b. SQL
c. C++
d. Java

Information Technology and Management: IIBM Exam paper sem 2 : contact us for help


Examination Paper: Information Technology
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Information Technology and Management
Section A: Objective Type (30 marks)
· This section consists of multiple choice questions & short notes type questions.
· Answer all the questions.
· Part One questions carry 1 mark each & Part two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Computer crime is defined by:
a. AITP
b. SWAT
c. Both (a) & (b)
d. None of the above
2. Prototyping is sometimes called:
a. ASD
b. RSD
c. RAD
d. None of the above
3. Virtual reality is also called:
a. Computer-simulated reality
b. Neurons
c. Software robots
d. Telepresence
4. A trackball is a stationary device related to the:
a. Keyboard
b. Joystick
c. Mouse
d. All of the above
5. Hand-held microcomputer devices known as:
a. Personal digital assistance
b. Super computers
c. Both (a) & (b)
d. None of the above
6. KMS stands for:
a. Knowledge memory systems
b. Knowledge making system
c. Knowledge management systems

Examination Paper: Information Technology
2
IIBM Institute of Business Management
d. None of the above
7. A basic system component of information systems is:
a. Memory
b. Processing
c. Storage
d. All of the above
8. How many characters uses the MICR system?
a. 15 characters
b. 18 characters
c. 24 characters
d. 14 characters
9. EBCDIC stands for:
a. Extended Binary Coded Decimal Interchange Code
b. Extended Binary Coded Decimal Instruction Code
c. Extended Binary Coded Data Interchange Code
d. Electronic Binary Coded Data Interchange Code
10. The smallest element of data is called:
a. Byte
b. Bit
c. Giga byte
d. None of the above
Part Two:
1. Write a note on ‘Cache Memory’.
2. What do know about ‘Assembler’?
3. Write a note on ‘Optical Character Recognition’.
4. Explain the term ‘Electronic commerce’.
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
It began as a trading site for nerds, the newly jobless, home-bound housewives, and bored retirees to
sell subprime goods: collectibles and attic trash. But eBay quickly grew into a teeming marketplace
of 30 million, with its own laws and norms, such as a feedback system in which buyers and sellers

Examination Paper: Information Technology
3
IIBM Institute of Business Management
rate each other on each transaction. When that wasn’t quite enough, eBay formed its own police
force to patrol the listings for fraud and kick out offenders. The company even has something akin to
a bank: Its Paypal payment-processing unit allows buyers to make electronic payments to eBay
sellers who can’t afford a merchant credit card account. “eBay is creating a second, virtual
economy,” says W. Brian Arthur, an economist at think tank Santa Fe Institute. “It’s opening up a
whole new medium of exchange.” eBay’s powerful vortex is drawing diverse products and players
into its profitable economy, driving its sellers into the heart of traditional retailing, a $2 trillion
market. Among eBay’s 12 million daily listings are products from giants such as Sears Roebuck,
Home Depot, Walt Disney, and even IBM. More than a quarter of the offerings are listed at fixed
prices. The result, says Bernard H. Tenenbaum, president of a retail buyout firm, is “They‘re coming
right for the mainstream of the retail business.” So what started out as a pure consumer auction
market-place is now also becoming a big time business-to-consumer and even business-to-business
bazaar that is earning record profits for eBay’s stockholders. And as the eBay economy expands,
CEO Meg Whitman and her team may find that managing it could get a lot tougher, especially
because eBay’s millions of passionate and clamorous users demand a voice in all major decisions.
This process is clear in one of eBay’s most cherished institutions: the voice of the Customer
program. Every couple of months, the executives of eBay bring in as many as a dozen sellers and
buyers, especially its high selling “Power Sellers,” to ask them questions about how they work and
what else eBay needs to do. And at least twice a week, it holds hour-long teleconferences to poll
users on almost every new feature or policy, no matter how small. The result is that users feel like
owners, and they take the initiative to expand the eBay economy – often beyond management’s
wildest dreams. Stung by an aerospace down-turn, for instance, machine-tool shop Reliable Tools
Inc., tried listing a few items on eBay in late 1998. Some were huge, hulking chunks of metal, such
as a $7,000 2,300-pound milling machine. Yet they sold like ice cream in August. Since then, says
Reliable’s auction manager, Richard Smith, the company’s eBay business has “turned into a
monster.” Now the Irwindale (California) shop’s $1 million in monthly eBay sales constitutes 75%
of its overall business. Pioneers such as Reliable promoted eBay to set up an industrial products
marketplace in January that’s on track to top $500 million in gross sales this year.Then there is eBay
Motors. When eBay manager Simon Rothman first recognized a market for cars on cars on eBay in
early 1999, he quickly realized that such high-ticket items would require a different strategy than
simply opening a new category. To jump-start its supply of cars and customers, eBay immediately
bought a collector-car auction company, Kruse International, for $150 million in stock, and later did
a deal to include listings from online classifieds site, AutoTrader.com. Rothman also arranged
insurance and warranty plans, an escrow service, and shipping and inspection services.This approach
worked wonder. Sales of cars and car parts, at a $5 billion-plus annual clip, are eBay's single largest
market. That has catapulted eBay in front of No. 1 U.S. auto dealer AutoNation in number of used
cars sold. About half of the sellers are brick-and-mortar dealers who now have a much larger
audience than their local area. “eBay is by far one of my better sources for buyers,” says Bradley
Bonifacius, Internet sales director at Dean Stallings Ford in Oak Ridge, Tennessee. And for now,
the big corporations, which still account for under 5 percent of eBay’s gross sales, seem to be
bringing in more customers then they steal. Motorola Inc., for example, helped kick off a new
wholesale business for eBay last year, selling excess and returned cell phones in large lots. Thanks to
the initiative of established companies such as Motorola, eBay’s wholesale business jumped
ninefold, to $23 million, in the first quarter.As businesses on eBay grow larger, they spur the
creation of even more businesses. A new army of merchants, for example, is making a business out
of selling on eBay for other people. From almost none a couple of years ago, these so called Trading
Assistants now number nearly 23,000. This kind of organic growth makes it exceedingly though to
predict how far the eBay economy can go. Whitman professes not to know. “We don’t actually
control this,” she admits. “We are not building this company by ourselves. We have a unique partner
– million of people.”

Examination Paper: Information Technology
4
IIBM Institute of Business Management
Questions:
1. Why has eBay become such a successful and diverse online marketplace? Visit the eBay website
to help you answer, and check out their many trading categories, specialty sites, international
sites, and other features.
2. Why do you think eBay has become the largest online/offline seller of used cars, and the largest
online seller of certain other products, like computers and photographic equipment?
Caselet 2
It’s no secret that somewhere in a back room in the typical Fortune 500 company, there’s a team of
analytical wizards running sophisticated data mining queries that mine for gems such as data about
about the company’s best customers – those top 20 percent of clients that produce 80 percent of the
company’s profits. These jewels can be a business’s most valuable intellectual property, which
makes them very valuable to competitors. What’s to prevent that data set from walking out the door
or falling into the wrong hands? Sometimes, not much. Many companies lack the internal controls to
prevent that information from leaking. The problem is that such data is as hard to protect as it is to
find. Owens & Minor Inc., a $4 billion medical supplies distributor, counts some of the nation’s
largest health care organizations among its customers. In late 1996, it started mining data internally
using business intelligence software from Business Objects SA. “From the beginning, we were
aware of security issues around this strategic information about our operations,” says Don Stoller,
senior director of information systems at Owens & Minor. “For example, a sales executive in Dallas
should only have access to analyses from his region.” It is always possible that someone who has
legitimate access will abuse that trust, but companies can minimize that potential by strictly limiting
access to only those who need it. thus, Owens & Minor uses role-level security functions that clearly
define who has access to which data. “This meant we had to build a separate security table in our
Oracle database,” says Stoller. A few years later, when the company wanted to open its systems to
suppliers and customers, security became even more important. In 1998, Owens & Minor moved
quickly to take advantage of Web-intelligence software from Business Objects that’s designed to
Web-enable business intelligence systems. The result was Wisdom, an extranet Web portal that lets
Owens & Minor’s suppliers and customers access their own transactional data and generate
sophisticated analyses and reports from it.“It business-to-business transactions, security is key,” says
Stoller. “We had to make absolutely sure that Jhonson & Jhonson, for example, could not see any
3M’s information. This meant we had to set up specific customer and supplier security tables, and
we had to maintain new, secured database views using the Oracle DBMS and Business
Objects.”Wisdom was such a success that Owens & Minor decided to go into the intelligence
business with the launch of wisdom2 in the spring of 2000. “We capture data out of a hospital’s
materials management system and load it into our data warehouse,” Stoller explains. A hospital can
then make full use of its business-intelligence software to mine and analyze purchasing data. Owens
& Minor receives a licensing and maintenance fee for the services.Layers of security and encryption
require a considerable amount of overhead data for systems administration. Both Stoller and Michael
Rasmussen, an analyst at Giga Information Group, say that’s the main reason security concerns
about business intelligence are often swept under the carpet. The issues of authentication (identifying
the user) and authorization (what things the user is allowed to do) must be addressed, usually across
different applications, Rasmussen says, adding, “Systems administration can be a real
nightmare.”“We are going through some of this,” says David Merager, director of Web services and
corporate applications at Vivendi Universal Games Inc. (www.vugames.com). “Our business
intelligence needs more security attention.” Business intelligence reports come from two systems: an
Oracle-based for budgets on a Microsoft SQL Server database. The heart of the business intelligence

Examination Paper: Information Technology
5
IIBM Institute of Business Management
system consists of Microsoft’s OLAP application and software from Comshare Inc. that provides the
Web-based front end for the analytics. “Our budget teams use these reports to do real-time
analyses,” says Merager. Rodger Sayles, manager of data warehousing at Vivendi Universal, says
one way to secure such a system is to assign roles to all users within the Microsoft application. Roles
determine precisely what a user is allowed to see and do and are usually managed within a directory.
If your computing architecture is amenable to a single, centralized directory that supports roles, this
may be an attractive solution. “The problem is that once you have over 40 distinct roles, you run into
performance issues, and we have identified about 70 user roles,” Sayles explains. He says there’s
way around this difficulty. “I think we are going to use a combination of Web portals and user roles.
A user would sign on through a particular Web portal, which would effectively place the user in a
role category. This reduces the overhead burden on the application,” says Sayles.
Questions:
1. Why have developments in IT helped to increase the value of the data resources of many
companies?
2. How can companies use IT to meet the challenges of data resources security?
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. What potential security problems do you see in the increasing use of intranets and extranets in
business? What might be done to solve such problems? Give several examples.
2. Suppose you are a manager being asked to develop e-business and e-commerce applications to
gain a competitive advantage in an important market for your company. What reservations might
you have about doing so? Why?
END OF SECTION C





Strategic Management : IIBM Sem 2 exam paper: contact us for help


Semester II Examination Papers
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester-II Examination Paper MM.100
Strategic Management
Section A: Objective Type (30 marks)
• This section consists of Multiple choice questions & Short Notes type questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Part one:
Multiple choices:
1. These are the plans formulated to achieve strategic goals.
a. Tactical plans
b. Strategic plans
c. Operational plans
d. Standing plans
2. This strategy facilities specialization by establishing a position of overall cost leadership,
differentiation, or both, but only within a particular segment, in an entire market.
a. Specific
b. Focus
c. Directive
d. Differentiation
3. This plan basically defines the actions of major departments and other sub-units that are required
in the execution of a strategic plan.
a. Tactical plan
b. Operational plan
c. Single-use plan
d. Long-term plan
4. This is a distinctive business or collection of related business, that can be managed relatively
independent of other businesses within the organization
a. Functional unit
b. Department unit
c. Organizational unit
d. Strategic business unit
5. These strategic plans of the organization have a time-frame exceeding five years.
a. Short-terms plans
b. Single-use plans
c. Long-term plans
d. Intermediate plans

Semester II Examination Papers
IIBM Institute of Business Management
6. Operational plans are mainly oriented towards issues that usually have a time horizon of
a. About five years
b. 3 to 5 years
c. 1 to 2 years
d. One year or less
7. These refer to the determination of the purpose and the basic long-term objectives of an
enterprise, and the adoption of courses of action and allocation of resources necessary to achieve
these aims.
a. Strategies
b. Plans
c. Policies
d. Procedures
8. These strategies provide guidelines for organizational growth
a. Organizational
b. Finance
c. Marketing
d. Growth
9. There are the three major kinds of standing plans: policies, rules, and
a. Projects
b. Programs
c. Procedures
d. Standards
10. This step in the planning process involves putting the plan into action.
a. Implementation
b. Selection
c. Evaluation
d. Review
Part Two:
1. Explain the ‘Adaptive mode’ of strategic management.
2. What is ‘Behavioral theory’?
3. Write about ‘Delphi technique’ of forecasting.
4. What are the basic steps one should follow for the ‘Value chain analysis’?
END OF SECTION A

Semester II Examination Papers
IIBM Institute of Business Management
Section B: Caselet (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
Akash Engineering Ltd. (AEL) had achieved sales of Rs. 3440 lakhs during the year 2004-05 against
sales of Rs. 1209 lakhs previous year. The sales this year were highest ever achieved in the history of
the company. Profit before interest, depreciation and taxes were Rs. 642 lakhs as against Rs. 81
lakhs during the year 2003-04, which showed a tremendous increase (8 times) in profitability of the
company. Economic indicators were still positive in the coming year for the company.
COMPANY SNAPSHOT
AEL was established in the year 1963 at Dediyasan GIDC, Mehsana, Gujarat, India. The Golden
Mills Limited – a flagship company of the prominent Indian Business Group had acquired the
controlling interest of AEL since 1993. AEL, a mid-sized company, was one of the leading in
manufacturing companies process equipments for Chemicals, Petrochemicals, Pharmaceuticals,
Fertilizers, Drugs and allied industries. Attainment of the highest standard of quality and
enhancement of customer satisfaction had been the corporate philosophy of the company. In line
with corporate philosophy, the management reaffirmed its commitment for providing reliable quality
products and services through understanding and fulfilling customer’s requirements, use of prime
quality raw materials, defined process control at each stage of manufacturing, meeting national and
international standards defined by customers, training and motivating employees, professional
approach and implementation of international quality management system standards.AEL had been 7
producing Columns, Heat Echangers-Coolers-Chillers-Condensers, Pressure Vessels, Reactors,
Deaerators, Economizers, Oxygen / Nitrogen Storage Tanks, Dished Ends, Centrifuges, Chlorine and
other allied Gas Cylinders and Expansion Bellows. The product was highly of a technical nature and
AEL was well-known in the market for its prompt response and good quality products. They had
developed import substitute products like rocket buster and spherical pressure vessels. AEL was into
direct marketing and customized services. It had served various industrial sectors and prominent
buyers like ISRO, BARC, IOCL, Kochi Refineries, HPCL, BPCL, British Oxygen, Inox India,
Kirloskar Pneumatic, Reliance Petro, IPCL, Ranbaxy, NTPC, HILL, Godrej, BHEL and J.K.
Industries.
Issues
Till 1993, the top management had 20% stake in AEL and they never took active interest in its
management. In comparison with other companies of Indian Business Group, it was very small.
Since inception, its products were highly technical in nature and AEL was well known in the market
for its prompt response and good quality products. They had also developed import substitute
products like rocket buster and spherical pressure vessels. For initial years, AEL made profits. Then
also, from 1985 to the year 2002, AEL was in trouble because sales declined continuously. During
those years, the company was making losses. It had been, therefore, registered as a sick unit by BIFR
(Board of Industrial and Financial Reconstruction) in the year 2001 under the provisions of the Sick
Industrial Companies (Special Provisions) Act, 1965. Other major issues were related to Human

Semester II Examination Papers
IIBM Institute of Business Management
Resources. Conventionally, many workers joined through relations in the organization. There was no
performance measurement system for workers and managerial staff in the organization, which had
made them dull and lethargic. Moreover, there was no training program for labors to improve their
efficiency. The company needed to sharpen the skills of the workers. The competition had
intensified with big companies like laser and Toubro Ltd., ISAAC, Vadodara, GMM (Gujarat
Machinery Manufacturer), Vadodara, making their presence felt through their focused approach by
importing the manufacturing machineries from the developed countries. This made machineries of
AEL outdated. Moreover, many small fabricators also had ventured into this area. The research and
development in the company was always lop-sided. The company had never focused on reinvesting
in this area. Its capital investment in R & D was almost nil and recurring expenditure was only Rs.6
lakhs during the Year 2004-05. The profitable customers like, ISRO, BARC had already withdrawn.
Increase in prices of steel and other major raw materials, rise in other input costs, had squeezed
margins. Under tough competition and working capital shortage, the company had become almost
non-performing. The economic downfall, continued recession in the country and the world over had
further added fuel to the fire, making it difficult for the company to survive.
Steps taken by Management
As a measure towards labor problems, the management decided to give the option of Voluntary
Retirement Scheme (VRS) to all its employees. As a result, 278 labors and 34 staff members opted
for voluntary retirement under the VRS facilitating the company to decrease overheads to a large
extent. To fulfill the skilled workers were called back on a contractual basis. Since there was not any
performance measurement and incentive plan, AEL had to lose 3 to 4 good people to its competitors.
The company had now started the performance link bonus scheme wherein monetary benefit of 25
percent hike in the wages and salaries was given. It also started a training program, for its
contractual labors and appointed full time CEO from Arvind Mills. The company also hired a
consultant (who was an employee for more than 20 years at a senior level in Larsen & Toubro Ltd.)
for textile machinery and air handling system. It also made strategic alliances with few of the
renowned consultants, like, Engineers India Limited, Jacob H&G limited, UHDE India Limited,
Toyo Engineering Limited, Linde – West Germany, Monsanto – U.S.A., Kvaerner Powergas India
Limited, Tecnmont ICB India, Dalal Mott McDonald, Project Development India Limited, Chemtex
Engineering Ltd., Tata Consultant Engineers.AEL also developed in house R&D Laboratory –
approved by the Govt. of India and authorized to issue Certificate of Testing carries out. For this, it
imported technology for the manufacture of Industrial Centrifuges from West Germany and through
continuous interaction with R&D, company was able to fully absorb and adopt this technology. The
boost exports in developed countries like US, UK ad other European countries. With this quality
certification, the company felt that they had reaped the result in that very year by getting good orders
from HINDALCO and BHEL,. As a result, the profitability in 2004-05 reached an all time high.
PRESENT SCENARIO AND FUTURE PLAN
AEL’s turnover had reached the level of Rs. 34.4 crores, which helped them to recover all the debts.
The organizational structure was flat and there were no second line managers. Even the existing
managers were reluctant to pass the information and share their experiences with the new recruiters.
The image of AEL regarding the quality had to be reregistered in the minds of customers.AEL’s
short-term goal was to increase the turnover from current Rs. 34.3 crores to Rs. 150crores. The new
target was set Rs. 500 crores. And for this the management had identified new business divisions
like Textile Machineries, Air Handling System, Duplex Stainless Steel and Super Duplex Stainless
Steel, Aluminium and its alloys, Consulting Division Specialized in Power Plant and Waste water
Treatment and Non-conventional Energy System. Of which, textile machineries, power plan and airhandling
system would work as backward linkage to other companies of Indian business group. The

Semester II Examination Papers
IIBM Institute of Business Management
management planned to convert the design department as an individual responsible profit centre, to
develop the designs for own business as well as providing consultancy to other businesses. Although
the CEO had a great pleasure in announcing that the company had reached a turnover of Rs. 34.4
crores but was a little bit apprehensive about the bumpy roads towards the Rs. 150 crores target.
1. If you were appointed as a CEO of AEL, Would you like to go for a separate design division?
2. Critically evaluate the future plans of AEL.
3. Do you think the target set by AEL was realistic? Comment.
4. Comment on the management strategies adopted by AEL.
Caselet 2
Alloys and Metals Pvt. Ltd., Indore was established by Kartik Jain in the year 2000, with the vision
to cater to the needs of the booming Steel Industry. The company started with the manufacturing of
Ingots – a steel product, which served as an input for production process in Hot Rolling Mills. The
manufacturing unit was situated at Pithampur, an industrial zone where the government offered
several incentives, rebates and subsidized electricity. Over 20 years of experience in steel trading
business prompted Kartik and his brother to invest their own capital to set up this unit. Later on, they
took financial assistance from Indian Overseas Bank. His brother supervised production at the
manufacturing unit whereas he concentrated on acquiring suppliers, marketing and distribution of
the product. Initially, when they entered into the business, the demand far exceeded the supply, and
this attracted those to enter the market. The manufacturing unit employed 150 workers; out of which
80 percent were on contract basis while the rest were wage holders. They worked in two shifts of
nine hours each, and the plant was shut down for six hours daily. The company had introduced a
number of innovative HR policies to keep motivation and morale of its workers high. They paid
overtime for extra hours put in by the employees. This considerably reduced employee absenteeism
and turnover. The company provided group insurance under the Employee State Insurance Scheme
(ESI) and all other safety measures for their benefits. The production capacity was 80 tones per day.
The company manufactured Ingots of various sizes (3”- 4”, 3.25” – 4.25”, 3.50” – 4.50”) as per the
requirement of the customers. The manufacturing unit was prone to accidents as the Ingots were
manufactured at temperatures as high as 17000c. Maintenance of such high temperature required
heavy power consumption and the expenditure on power was only approx. rs.50-60 Lakhs per
months. The company had also ser up a waste recycling plant at Pithampur as on an average 10
percent of the material was wasted. The recycled product was then further used as raw material.
Steel scrap, used to produce Ingots was purchased locally from Shree Gears Pvt. Ltd., Dewas Steel
India Ltd., Dewas, and T-Tee Industries Pvt. Ltd. Dewas. They also imported the same from various
countries like South Africa, Britain and Thailand. The firm had big cost disadvantage when it came
to procurement of raw materials. Due to the quality nature of the supplier base, the firm funds it
extremely difficult to maintain the quality and consistency of raw material. The finished product was
supplied to companies like Gowardhan Saria, Richa Steel;s Pvt. Ltd. and Shivam Ispact Pvt. Ltd.,
Indian Metal Industries (IMI), Indian Rolling Mills, Saathi Steels Pvt. Ltd., Central Steels Pvt. Ltd.
and Shivam Ispact Pvt. Ltd. and to other steel units in Rajasthan, Gujarat and Punjab. The
distribution channel of the company was not very complex. It was primarily through direct selling or
intermediate brokers in certain cases. The firm did not have a very well-developed marketing
department because of the fixed clientele. Ingot being a commodity product was quoted on the

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IIBM Institute of Business Management
NCDX (National Commodities Exchange) and its rates varied between Rs. 1000-2000 per Ton.
Selling price was also dependent on the rates prevailing in Ghaziabad, Mandi Govindgarh, Raipur
and Calcutta as well as upon the various competitors’ rates prevailing in the market. Competition
was faced from Mayura Steels, Anand Steels, Sarkar Ispat, Shivani Estates Re-rolling Mills and
Sliver Ingots and other national manufacturers. The company used to purchase raw materials in cash
and kept at least 10 days of inventory. On the other hand, the company’s sale was mostly on credit,
with a time limit of 15-30 days. The company had a long list of defaulters – both buyers and sellers.
An incident involving a vendor who had defaulted with the supply of raw material was a matter of
growing concern for Kartik. A consignment due from Anna Enterprises, Thailand never reached
Alloys & Metals Pvt. Ltd., even though an advanced payment of $40,000 had been made at the time
of placing the order. The material was supposed to have arrived within 10 days, but in spite of
repeated reminders – telephone calls, fax and e-mails – delivery was not received even after a period
of two months. He then began to contact the person who had referred the particular supplier, but did
not get any satisfactory response from his end. He also contacted the Reserve Bank of India for
further course of action but he received no reply from them also. Being a member of the National
Steel Association, Mumbai he tried to seek their assistance for dealing with the matter but here also
he faced dejection. Neither the defaulters not the increasing competition deterred him from
visualizing a better future for the company. Disparity in demand and supply, increase in competition
and competitors’ diversification strategies, technological advances and the continuing boom in the
steel industry further motivated him to expand and diversify. In a period of two years, the company’s
turnover had reached over Rs. 45 crores. Encouraged by such a tremendous growth, Kartik was
planning to install a new Blast furnace to double its production capacity. As an initiative for future
development and expansion, they were also looking into the avenues of diversification into
manufacturing products like Channels, Angels and Rounds with plans to enter the retailing sector.
Now, he was at crossroads thinking whether and how to go about this diversification process.
1. As Kartik, what would have been your strategies to deal with the defaulters?
2. What steps should Kartik adopt before expansion and diversification? Would it be a wise decision
to diversify at this stage?
END OF SECTION B
Section C: Applied Theory (30 marks)
• This section consists of Long Questions.
• Answer all the questions.
• Each question carries15 marks.
1. Strategic planning involves both, the development of organizational objectives and the
laying down of specifications about how they will be accomplished. In this context,
outline the major steps in the strategic planning process.
2. Implementing strategies effectively is of great importance. The success of a strategy
depends on how effectively it is implemented. Elucidate.
END OF SECTION C