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    ITM334
    Business Intelligence
    Assignment No.I
    Assignment Code: 2013ITM334B1    Last Date of Submission: 15th October 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Explain the relationship between OLAP and data mining. What are some of the main
    categories of data mining technologies? Define at least three of them.
    Ques.    2    What is the role of reporting tool in Business Intelligence product?  Explain why
    scorecards and dashboards are viewed as a special category of reporting.
    Ques.    3    Define OLAP and compare it to OLTP. Describe the major characteristics and benefits
    of OLAP.
    Ques.    4    Describe the three steps of the ETL process. Why is the ETL process so important for
    data warehousing efforts?
    Section-B

5.     As a Business Intelligence solution expert how will you convince a manufacturing organization to     implement BI solution? Further prepare a plan for implementing BI solution for the same.











    ITM334
    Business Intelligence
    Assignment No.II
    Assignment Code: 2013ITM334B2    Last Date of Submission: 15th November 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    What is Corporate Performance Management? Is it different from Business
    Intelligence systems?
    Ques.    2    Define data mining. Define predictive analysis and describe its capabilities and list
    some tools of predictive analysis.
    Ques.    3    List several criteria for selecting a data warehouse vendor and describe why they are
    important
    Ques.    4    Explain data integration and the extraction, transformation, and load (ETL) processes.
    Section-B

5.    Go through Indian airlines website and identify how they can use data mining techniques to     analyze behavior of their customers. Further list what kind of decisions for what all functions can     be taken using Business Intelligence solution.

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    ITM333
    IT Applications for Retail Supply Chain Management
    Assignment No.I
    Assignment Code: 2013ITM333B1    Last Date of Submission: 15th October 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Describe the supply chain involved in making the bottle of Coke that you have just
    picked up from your neighbourhood retail store.

Ques.    2    How do transport companies benefit from technology like Global Positioning System                
                        (GPS)? With the help of GPS, can transport companies track their trucks on real time
                        basis.

    Ques.    3    Given the information below, what are the EOQ and reorder point?
    Annual Demand = 1,000 units
    Days per year considered in average daily demand = 365
    Cost to place an order = Rs. 10
    Holding cost per unit per year = Rs. 2.50
    Lead time = 7 days
    Cost per unit = Rs. 15
    Ques.    4    Suppose a retail company’s new annual report claims their costs of goods sold for the
     year is Rs. 160 million and their total average inventory (production materials + work-
    in-process) is worth Rs. 35 million.  This company normally has an inventory turnover
    ratio of 10.  What is this year’s Inventory Turnover ratio?  What does it mean?
    Section-B

Consider the monthly demand for a company XYZ Ltd.

Sales    2006    2007    2008
January    2000    5000    5000
February    5000    4000    2000
March    5000    4000    3000
April    3000    2000    2000
May     4000    5000    7000
June    6000    7000    6000
July    7000    10000    8000
August    10000    14000    10000
September    15000    16000    20000
October    15000    16000    20000
November    18000    20000    22000
December    8000    12000    8000



5.    Use 6-month, 12 month moving average, exponential smoothing with coefficient with alpha of     0.1, 0.2 to derive the forecast for 2009 Jan to December. For each of the method calculate the     MAD and Bias and discuss which among these models would be appropriate for forecasting the     demand.














    ITM333
    IT Applications for Retail Supply Chain Management
    Assignment No.II
Assignment Code: 2013ITM333B2    Last Date of Submission: 15th November 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Write short notes on the following.
     a)  Bar Coding System
      b)  ERP systems in use in Retail sector
      c)  RFID and its use in Retail business.
      d)  Application of GIS in retail
    Ques.    2    How do transport companies benefit from technology like Global Positioning System
    (GPS)? With the help of GPS, can transport companies track their trucks on real time
    basis.
    Ques.    3    Write short notes on:
    a)Continuous Replenishment Program (CRP)
    b)Collaborative Planning, Forecasting and Replenishment (CPFR)
    c)Electronic Data Interchange (EDI)
    d)Vendor Managed Inventory (VMI)
    Ques.    4    What are the major obstacles to achieving strategic fit?
    Section-B

Design the vehicle route for a retail chain which has 10 stores. Capacity of the vehicle is 25 units and other relevant data are as follows:                                                    

Distance and load related data for a retail chain
Dealer    1    2    3    4    5    6    7    8    9    10
Distance from Store    16    18    10    17    26    18    7    12    15    21
Average Demand (Kgs.)    8    4    6    6    4    8    8    6    8    4
Distance Matrix in Kilometres.
     1    2    3    4    5    6    7    8    9    10
1                                       
2    34                                   
3    7    27                               
4    33    12    27                           
5    41    8    35    19                       
6    31    13    24    23    14                   
7    19    20    14    15    28    24               
8    24    20    19    12    28    27    6           
9    12    32    12    26    40    33    12    15       
10    32    23    28    12    31    33    15    9    22   

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    ITM332
    IT Applications for Merchandising
    Assignment No.I
    Assignment Code: 2013ITM332B1    Last Date of Submission: 15th October 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Explain the importance of sourcing in merchandise process.
    Ques.    2    What is the difference between the four methods of dollar merchandise planning used
    to determine the proper inventory stock levels needed to begin a merchandise selling
    period?
    Ques.    3    What do you understand by sales per square foot? Why do we use it in calculating
    performance measure in merchandise category? Comment with relevant examples
    Ques.    4    a.     What is ECR ? Explain the scope of ECR.
    b.      Explain the information flow in ECR system.
    Section-B

Marks & Spencer And Dewhirst

The partnership between Marks & Spencer and Dewhirst is perhaps one of the longest standing business partnerships of all time.  It began in 1894 when Michael Marks, a stallholder in Leeds Market Hall, formed a partnership with Tom Spencer, who had previously worked as a cashier for a wholesale company I.J. Dewhirst.  The two companies have continued to trade, and Dewhirst is now a world-class manufacturing company in its own right, as well as being the second largest non-food Marks & Spencer supplier.

Dewhirst has its roots in supplying textile products to M&S, but product expansion into areas such as toiletries has given Dewhirst the opportunity to diversify.  In 1998, Marks & Spencer launched a salon-formulation hair-care range in response to the growing interest in healthy hair and consumers’ willingness to purchase upmarket hair products.  The following account follows the introduction of the new product range, highlighting the relationship between supplier and retailer as they work together to bring a product idea to market.

Richard Fawdry, merchandiser for toiletries at Marks & Spencer, talks to his contact, Sales Director Lorraine Crosby at Dewhirst, everyday.  Dewhirst is one of six suppliers to the toiletries department and has a toiletries product development team who work exclusively on Marks & Spencer products.  In the spring of 1997, Lorraine suggested to Richard that marks & Spencer could develop a premium priced ‘salon formulation’ hair care range.  Richard was interested and asked Dewhirst to make some proposals.

The initial stage of the product development was the generation of themed story boards, pulling together ideas on product ingredients and packaging designs including bottle shapes, caps, and openings, labels, colours and product textures.  These were used in product brainstorming sessions involving designers, selectors and merchandisers from M&S and product designers and marketers from the Dewhirst organization.

The next stage involved intensive discussion on the size of the range and target price points.  A few bottles of shampoo would not make an adequate presence, but space constraints within the store meant that a new product launch would result in less space for other products prototype began.  For this, a product development representative from Dewhirst visited laboratories in California, where the best hair-care formulations are made, using all the latest ingredients and technology.

Marks & Spencer did not get heavily involved in the formulations of the hair products, trusting Dewhirst as the product experts to come up with a product suitable for the Marks & Spencer customer.   Lorraine, meanwhile, kept Richard informed on all aspects of the product’s progress.  When the formulation had been agreed between the toiletries technologist at M&S and Dewhirst technicians, it was blind tested with consumers.  In the meantime, product features such as packaging and product information were considered in detail, with the aim of producing a product with worldwide appeal at price levels considered to be value for money, especially to the largest customer group, the UK.  Exchange of design information were facilitated by an EDI/CAM link up between the two companies. Every detail of the product was discussed in depth, with the final selling price as a key influence in the negotiations.

Finally the Richard worked on a detailed sales estimate for the range.  He considered how wide the gap in the market is for this range, how strong is the competition from other hair care brands and retailers, and how much market share Marks & Spencer could expect to take.  Lorraine provided some information to Richard on the market structure and competing retailers to help with this task.  Richard also needed to decide if all the M&S stores would take the hair-care range and, if they do, whether they would take all the different product variations.   The final sales estimate was given to Dewhirst, so that they could start planning production in the factories to meet the delivery schedule.
Point of sale material to support the launch was generated by Marks & Spencer’s graphics department, using product prototypes supplied by Dewhirst in the photography.  The finalized range planning was presented at a merchandise review and was endorsed by the Marks & Spencer board of directors.  Once the product launch was successfully underway, Lorraine and Richard went for an after-work celebratory dink!
5.     Questions:

a)    Why is the type and assortment of merchandise give so much of importance in retailing?

b)    Why is the target price points, packing and product information key deciding factor for product selection in retail outlet like Marks & Spencer?

















    ITM332
    IT Applications for Merchandising
    Assignment No.II
Assignment Code: 2013ITM332B2    Last Date of Submission: 15th November 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Explain in details the Cost and Retail Methods of accounting for Inventory Valuation?
    Use suitable examples and Data Tables to explain your understanding?
    Ques.    2    Write short notes on any TWO from following giving suitable examples?       
    a).Merchandise Security & types of Inventory Shrinkage in Retailing
    b).Re Order point in Inventory levels and the importance of EOQ
    c).Compare Basic Stock Method to Percentage variation method in Inventory Planning
    d).Planned Reductions and Planned Purchases in Inventory Planning by Retailer
    Ques.    3    What are the key factors affecting vendor negotiation?
    Ques.    4    What is Electronic point of scale (EPOS) system. How it is used in improving stock
    control system?
    Section-B

Read the case and answer the following questions:
Private Label
Private labels are products that are manufactured by the retailer itself, rather than a manufacturer who generally markets them through separate retailers. As is evident, private labels are mostly prevalent in organised retail. Europe is the largest market for private label products globally. Within Europe, the United Kingdom is the largest private label market by size, followed by Germany. Private label penetration in the United Kingdom is close to 37 per cent currently, and is forecast to exceed 40 per cent by 2011. Should manufacturers really lose sleep over what the retailer is doing? Well, private labels are large in developing markets — they account for 40 per cent of Wal-Mart sales ($126 billion or Rs 5,16,600 crore), 50 per cent for Tesco ($36 billion or Rs 1,47,600) and are eating into a larger chunk of the organised retail sale in developed markets. In Germany, for instance, private label has shot up from 12 per cent of sales to 34 per cent. This has, in effect, changed the balance of power between brand manufacturers and retailers, giving the latter a decided advantage when negotiating terms with the brand manufacturers. And apart from the multibrand retailers, a category of private label-only retailers has also been created — Ikea, Toys ‘R’ Us, Zara — who sell only private label brands.
The writing is on the wall: private labels are growing faster than manufacturer brands. They are ubiquitous across categories and they now compete on quality — in fact, they are now brands! Private label share is expected to grab almost 22 per cent of sales in developed markets by 2010.
Private labels have evolved from ‘cheap and nasty substitutes’ to the real thing. Indeed, ‘copycat’ private labels still remain a strong strategy for retailers. However, the copycat no longer depends on the price advantage to fight the branded product; it has improved on quality and offers a value proposition to the consumer. Similarly, the earlier theory that that recessions fuelled private labels while an economic boom resulted in growth of brands no longer holds good.
 Among the leading retailers of private labels is Tesco, which has a large portfolio spanning the entire price range. So from a ‘pile it high, sell it cheap’ approach, Tesco has moved into a more consumer-focused chain where private label offerings are the core of the strategy.
Wal-Mart, on the other hand, casts the net wider on private labels to create a ‘house of brands’. The only caution for retailers is that there should be a judicious mix of private labels and brands.
With India on the cusp of a retail revolution, some of the case studies should provide food for thought. In an ACNielsen consumer survey in 2008, only 56 per cent Indians agreed that private labels are a good option in comparison with brands – as against four in five consumers in developed countries. Further, the same survey also concluded that a majority of Indian consumers associate private labels with low cost, and are, therefore, apprehensive about compromising on quality. The target segment for organised retail in India is still predominantly urban, and in the context of private labels, it is more inclined towards ‘upwardly mobile' urban consumers. This segment gives high priority to quality, and the ‘budget label' perception does not help at all.
Further, Indian retailers have not been able to develop a bond with consumers. Consumer loyalty has been seen to provide impetus to private label growth in developed countries such as the United Kingdom. The lack of this bonding and loyalty could hamper private label penetration in coming years.

With the entrance of several corporate majors such as Reliance, Birla, Pantaloon there is intense store-level competition in the current Indian retail scenario. However, if Indian retailers were to follow the UK model, this could actually turn out to be a boon for private label growth. Major UK retailers such as Sainsbury and Tesco have successfully used private labels to differentiate themselves. This scenario could be replicated in India in the near future. At the same time, though, the Indian consumer's psyche also provides an opportunity for retailers. The Indian urban consumer is price-conscious, but also expects high quality.


Questions:
1.    What are private labels? What is the share of private labels for a) Shopper Stop b) Westside c) Pantaloon?                                                                                                                                       
2.    Suggest the strategies by which the potential of Private label can be tapped in Indian Market.    
3.     What are the categories in which Private labels likely to exhibit maximum penetration? Justify. Why ?                                                                                                                      

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    ITM331
    Fundamentals of Retailing
    Assignment No.I
Assignment Code: 2013ITM331B1    Last Date of Submission: 15th October 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Explain Non store retailing. What are different formats of Non Store retailing? Compare
     the benefits of Non store retailing to a Retailer and to a Customer. Give suitable
    examples
    Ques.    2    Explain Various Theories of Retail Evolution and give suitable Indian Examples for
    each Retail Theory.
    Ques.    3    Do you agree that there are three keys to success in retailing – Location, Location and
    Location? What factors should a retailer consider while selecting the location for his
    stores? Discuss with examples.
    Ques.    4    How can small, independent retailers compete against large national chains?
Section-B

Case Study

Carrefour SA, France-based world’s second largest retailer, which clocked global revenues of E 97.8 billion in 2008, has according to an announcement, decided to foray into the country’s retail sector by opening its first Cash & Carry store in the National Capital Region (NCR) in mid-2009 or early 2010.

The Europe’s largest retailer has been looking for opportunities to enter the country’s fast growing retail sector since 2006 as its sales in its home market France, which accounts for nearly one-half of its global sales, have been stagnating for sometime. Last year (2008), sales in France grew by a mere one per cent.

Despite adverse impact of global economic slowdown, sales in the nascent organised retail sector of India still grew at a healthy pace of around 15 per cent in 2008. This growth, though was slower than the previous years when the business grew at around 30 to 35 per cent per annum.

In order to give a fillip to its India plans and finalise sourcing arrangements, the European retail giant recently organised a meeting of food and non-food vendors in Delhi.

“Every market we enter, we work closely with local producers, farmers, agricultural cooperatives and manufacturers. In most Carrefour stores, around 90 per cent of the sold items are locally sourced,” said Carrefour in a statement.

“This meeting had three objectives: to introduce the Carrefour Group and its project in India, to return on the concept of the cash-and-carry store and to present the working specifications and the mode of collaboration with suppliers.”

Apart from introducing the group and its India plans, according to Herve Clec’h, Managing Director, Carrefour India, the meet was also organised to build relationships and open business opportunities for suppliers in the company’s global sourcing network.

While, the world’s largest retailer Wal-Mart has recently opened its first Cash & Carry store in India in partnership with telecom giant Bharti Enterprises, the world’s fourth largest retailer Metro AG of Germany is is already present on its own in the Cash & Carry segment with 5 C&C stores operating across large metro cities of Bangalore, Hyderabad, Mumbai, and Kolkata in India.

The two other Europerean retail giants Carrefour SA of France (world’s second largest) and Tesco plc of UK (world’s third largest) are now preparing blueprints for setting up their C&C format stores in India. While Tesco plc has joined hands with Star Bazaar retail chain of Tata group retail arm Trent Limited, Carrefour is believed to be in talks with the country’s largest retailer Fututure group for a possible tie-up.

All the major Indian retail players, who were earlier planning to foray into Cash & Carry wholesale retail, including Reliance Retail, Future group, Videocon, Indiabulls, appear to have withdrawn from the race to enter this segment that apart from heavy cash investment requires long gestation period to make operations viable.

5.     Case Questions:

a.    What is cash and carry format? Explain in detail, its advantages and disadvantages.
b.    Why are global retailer look at investment opportunities in India?
c.    Why is it important for a retailer to have a in-depth knowledge of local vendors?
(7+6+7)






    ITM331
    Fundamentals of Retailing
    Assignment No.II
Assignment Code: 2013ITM331B2    Last Date of Submission: 15th November 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Write Short notes explaining the following:
    (i)Ethical and Legal Issues in retailing
    (ii)Dealing with Unprofitable customers
    Ques.    2    Write Short notes explaining the following:
    (a)Flow chart of Retail Strategic Planning Process
    (b)Different types of Positioning alternatives for a Retail Store
    Ques.    3    Define CRM? Briefly explain (CLTV) Customer Life Time Value and Customer
    Pyramid? Explain different CRM methods / approaches used by retailers for customer
    retention.
    Ques.    4    Define Customer satisfaction? Explain importance of customer service in Retail?
    Illustrate with a Flow Chart various types of Service Gaps in context of Retail?
    Section-B

Case Study:
Reliance Jewels, a speciality format of Mukesh Ambani-led Reliance Retail, which specialises in offering a wide range of certified gold, gold jewellery, and diamond jewellery, launched its 12th store in the National Capital Region (NCR). The new store is located at the Gold Souk Mall in Sushant Lok-1, in Gurgaon. Reliance Jewels offers more than 10,000 stunning designs of jewellery from all regions of rhe country.
“We are delighted to bring the Reliance Jewels experience to the people residing in the NCR. It has always been the endeavour of Reliance to provide consumers with a wide range of high quality products at competitive prices. Reliance Jewels is another step in that direction- we offer consumers an unparalleled range of jewellery, backed by the assurance of hallmarked gold and certified diamonds, in an unmatched shopping ambience. We are confident that the Reliance Jewels experience will be appreciated by our customers here,” said Bijou Kurien, President and Chief Executive - Lifestyle, on the occasion.
The first Reliance Jewels store was opened on 17th November, 2007. According to the original plan Reliance had targeted to open 300 speciality jewellery stores and garner 10 per cent of the total market overtaking the business of another jewellery retailer Tanishque, owned by Titan Ltd of Tata group.
Gitanjali Group, the country’s largest integrated jewellery maker and pioneer in the business of branded jewellery, which among others offers branded ornaments under Gili, D’Damas, and Nakshatra brands, is going in for an aggressive expansion of its retail network.
Aerens Gold Souk (AGS) Luxury Retail, a Delhi-based venture of Aerens family, which presently operates two Gold Souks at Gurgaon and Ludhiana, is preparing itself to launch a Rs 250 crore multi-specialty mall in the last quarter of 2010. The mall is coming up at Vandalur, near Chennai.

Case Questions:

5.    a.    Why are all Indian retailer investing in gold market? Discuss with reference to potential             market and growth opportunities.
    b.    Why is certification important in the sector?
    c.    Do a customer profiling for Reliance Jewels.
    d.    As the chief of marketing Reliance Jewels, outline the market expansion and service             strategy.                  
(5+5+5+5)

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    ITM325
    Financial Engineering
    Assignment No.I
    Assignment Code: 2013ITM325B1    Last Date of Submission: 15th October 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    What are the regulatory frameworks in risk management? Explain Basel Committee’s
    recommendations.
    Ques.    2    Explain the types of options
    Ques.    3    Explain the meaning of future and forward. Bring out the differences.
    Ques.    4    What is meant by Derivatives? Describe essential features of a forward and a futures
    contract. In what way they are different?
    Section-B

Silver Oak Ltd. an Indian company an Indian company is mainly engaged in international trade with US and UK. It is currently 1st January. It will have to make a payment of $ 7,29,794 in the coming six months time. The company is presently considering various alternatives in order to hedge its transactional exposure through its London Office. The following information is available:
    Exchange Rates :
   
$/£    Spot Rate                    :  1.5617  - 1.5773
    6-month $ forward rate                :  1.5455  - 1.5609
   
Money Market Rates                               Borrow                   Deposit
                                  (%)                           (%)
    U.S. Dollar                    6         4.5
    Sterling                    7        5.5
   
Foreign currency option prices (Cents per £ for contract size £12,500)
    Exercise Price        Call Option (June)    Put Option (June)
    $1.70/£              3.7            9.6
Suggest which of the following hedging options is most suitable for Silver Oak Ltd.:
(i)    Forward Exchange contract
(ii)     Money Market
(iii)    Currency option.

    ITM325
    Financial Engineering
    Assignment No.II
    Assignment Code: 2013ITM325B2     Last Date of Submission: 15th November 2012
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Explain the meaning of Hedging and how can hedging be used as a tool for risk
    management
    Ques.    2    Define the following terms with appropriate example.
    (A) Currency Swap
    (B) Interest Rate Swap
    Ques.    3    How can hedging be used as a tool for risk management? Explain with example.
    Ques.    4    Define the following terms:
    (a) premium
    (b) Exercise price
    (c) out-of-the-money option
    Section-B

An AMC has decided to call a well – known country risk consultant to conduct a country risk analysis on a small country in which the MNC plan to develop a large subsidiary. The MNC prefers to fire the consultant since it plans to use its employees to other important corporate functions. The consultant uses a computer programme that has assigned weights of importance linked to the various factors. The consultant will evaluate the factors for this small country and insert a rating for each factor into the computer. While the assigned weights to the factors are not adjusted by the computer, the factor rating is adjusted for each country the consultant assesses.

Do you think the MNC should use this consultant? Why or why not.

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    ITM324
    Developing Financial Portals
    Assignment No.I
    Assignment Code: 2013ITM324B1    Last Date of Submission: 15th October 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    What do you mean by Portal? Discuss the various features which should be there as a
     part of Effective Financial Portal.
    Ques.    2    Why we need to calculate ROI of a portal before designing? What are the various
    measures you will consider for calculating ROI?
    Ques.    3    What is a financial portal? How it is different from portals like yahoo.com and
    rediff.com?
    Ques.    4    Search web and identify various latest tools and technologies for developing portals.
    (Mention source of your data)
    Section-B

5.     Discuss the usage of a Financial Portal for the achieving the following objectives.
    (A) Promote investor Access to information.
    (B) Disseminate key information.











    ITM324
    Developing Financial Portals
    Assignment No.II
    Assignment Code: 2013ITM324B2    Last Date of Submission: 15th November 2013
    Maximum Marks:100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
    Ques.    1    Write Short notes on
    a).Financial Blogs
    b).Role of Financial Analyst Vs System Analyst
    Ques.    2    "Enterprise portals have moved from the fringes of business to a core competency in
    the span of a few short years”. Justify the above statement in context with Financial
    Portal
    Ques.    3    What do you mean by Portal? Discuss the various features which should be there as a
     part of Effective Financial Portal.
    Ques.    4    How will you ensure that content you are providing on net is valid and relevant for your
    target customers? How personalization can be used in financial portals? Give real life
    example to support your answer (search web and mention source) .
    Section-B

5.    Design the layout of a financial portal and mention the features of it in detail.

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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
2. Value of smoothing coefficient ‘α’ lies
a. Between 1 and ∞
b. Between 0 and 1
c. Between -1 and 1
d. Between 1 and 2
3. Forecasting error is
a. The difference between forecasted demand and actual demand
b. The ratio of forecasted demand and actual demand
c. The difference between the standard forecast demand and the evaluated forecast demand
d. Ratio of standard forecast demand and the evaluated forecast demand
4. For forecasting the analyzers plot the demand data on a time scale, study the plot and then look
for the consistent patterns. Now what does the high noise mean to these patterns
a. Many of the point lie away from the pattern
b. Most of the points lie close to the pattern
c. All the points lie on the pattern
d. None
5. Payback period is
a. The length of time after which the production starts
b. The length of time after which the selling starts
c. The length of time required to recover the investment
d. The length of time for which firm bears replacement of the good.
Semester II Examination Papers
IIBM Institute of Business Management
6. Salvage value is the income from
a. Selling an asset
b. Buying an asset
c. Bargaining in selling
d. Price raised stock
7. On total factor basis ‘Productivity’ is given by x/y, where ‘y’ is
a. Labor + Capital +Materials
b. Labor + Capital + Materials + Energy
c. Capital
d. Capital + Materials
8. Economic efficiency is given by
a. Input /output
b. Input /100
c. (Output-input)/input
d. Output /input
9. This implies an effective management that ensures an organization’s long-term commitment to
the continuous improvement of quality.
a. Quality management
b. Strategic management
c. Total quality management
d. Operations management
10. This techniques for improving productivity involves analyzing the operations of the product or
service, estimate the value of each operation, and modifying (or) improving that operation so that
the cost is lowered.
a. Value engineering
b. Time-event network
c. Work simplifications
d. Quality circles
Part Two:
1. What are the different types of models in production and operation management?
2. Define ‘Depreciation’.
3. What do you understand by ‘Bias’?
4. What are ‘Learning curves’?
END OF SECTION A
Semester II Examination Papers
IIBM Institute of Business Management
Section B: Caselets (40 marks)
This section consists of Caselets.
Answer all the questions.
Each caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
COMPANY BACKGROUND
The Bronson Insurance Group was originally founded in 1900 in Auxvasse, Missouri, by James Bronson.
The Bronson Group owns a variety of companies that underwrite personal and commercial insurance
policies. Annual sales of the Bronson Group are $100 million. In recent years, the company has suffered
operating losses. In 1990, the company was heavily invested in computer hardware and software. One of
the problems the Bronson Group faced (as well as many insurance companies) was a conflict between
established manual procedures and the relatively recent (within the past 20 years) introduction of
computer equipment. This conflict was illustrated by the fact that much information was captured on
computer but paper files were still kept for practical and legal reasons.
FILE CLERKS
The file department employed 20 file clerks who pulled files from stacks, refilled used files, and delivered
files to various departments including commercial lines, personal lines, and claims. Once a file clerk
received the file. Clerks delivered files to underwriters on an hourly basis throughout the day. The
average file clerk was paid $8,300 per year. One special file clerk was used full time to search for
requested files that another file clerk had not been able to find in the expected place. It was estimated that
40 percent of the requested files were these “no hit” files requiring a search. Often these “no hit” files
were eventually found stacked in the requester’s office. The primary “customers” of the file clerks were
underwriters and claims attorneys.
UNDERWRITING
Company management and operations analysts were consistently told that the greatest problem in the
company was the inability of file clerks to supply files in a speedy fashion. The entire company from top
to bottom viewed the productivity and effectiveness of the department as unacceptable. An underwriter
used 20-50 files per day. Because of their distrust of the files department, underwriters tended to hoard
often used files. A count by operations analysts found that each underwriter kept from 100-200 files in his
or her office at any one time. An underwriter would request a file by computer and work on other
business until the file was received. Benson employed 25 underwriters.
MANAGEMENT INFORMATION SYSTEM
Upper management was deeply concerned about this problem. The MIS department had suggested using
video disks as a possible solution. A video disk system was found that would be sufficient for the
Semester II Examination Papers
IIBM Institute of Business Management
companies needs at a cost of about $12 million. It was estimated that the system would take two years to
install and make compatible with existing information systems. Another, less attractive was using
microfilm. A microfilm system would require underwriters to go to a single keyboard to request paper
copies of files. The cost of a microfilm system was $5 million.
1. What do you recommend? Should the company implement one of the new technologies? Why or
why not?
2. An operations analyst suggested that company employees shared a “dump on the clerks”
mentality. Explain.
Caselet 2
Harrison T. Wenk III is 43, married, and has two children, ages 10 and 14. He has a master’s degree
in education and teachers junior high school music in a small town in Ohio. Harrison’s father passed
away two months ago, leaving his only child an unusual business opportunity. According to his
father’s will, Harrison has 12 months to become active in the family food-catering business, Kare-
Full Katering, Inc., or it will be sold to two key employees for a reasonable and fair price. If
Harrison becomes involved, the two employees have the option to purchase a significant, but less
than majority, interest in the firm. Harrison’s only involvement with this business, which his
grandfather established, was as an hourly employee during high school and college summers. He is
confident that he could learn and perhaps enjoy the marketing side of the business, and that he could
retain the long-time head of accounting/finance. But he would never really enjoy day-to-day
operations. In fact, he doesn’t understand what operations management really involves. In 1991
Kare-Full Katering, Inc. had $3.75 million in sales in central Ohio. Net profit after taxes was $
105,000, the eleventh consecutive year of profitable operations and the seventeenth in the last 20
years. There are 210 employees in this labor-intense business. Institutional contracts account for
over 70 percent of sales and include partial food services for three colleges, six commercial
establishments) primarily manufacturing plants and banks), two long -term care facilities, and five
grade schools. Some customer location employs a permanent operations manager; others are served
from the main kitchens of Kare-Full Katering. Harrison believes that if he becomes active in the
business, one of the two key employees, the vice president of operations, will leave the
firm.Harrison has decided to complete the final two months of this school year and then spend the
summer around Kare-Full Katering – as well as institutions with their own food services – to assess
whether he wants to become involved in the business. He is particularly interested in finding out as
much as possible about operations. Harrison believes he owes it to his wife and children to fairly
evaluate this opportunity.
1. Prepare a worksheet of operations activities that Harrison should inquire about this summer.
2. If you were Harrison, what would you do? Why?
END OF SECTION B
Semester II Examination Papers
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
1. Productivity is an important tool for mangers as it helps them to track progress toward the more
efficient use of resources in producing goods and services. Elucidate.
2. In additional to operations research, what are the other tools and techniques used by organizations
to improve productivity?
END OF SECTION C

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MCA Semester III Examination Paper: Principles of Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Semester III Examination Paper MM.100
PRINCIPLES OF MANAGEMENT
Section A: Objective type (30 marks)
This section consists of Multiple Choice Questions & Fill in the blanks / True & False.
Answer all the questions.
Each Question carries 1 mark.
Multiple Choices:
1. In the keyword ‘PODSCORB’ suggested by Luther Gullick, ‘D’ stands for
a. Development
b. Directing
c. Distance
d. Demonstration
2. The father of scientific management movement is
a. Max Weber
b. Henri Fayol
c. F W Taylor
d. Elton Mayo
3. Who was given the title ‘Universalist’
a. Max Weber
b. Henri Fayol
c. F W Taylor
d. Elton Mayo
4. _____________is applied to the decision situation where the rational opponents are involved,
to have a specific strategy favoring both.
a. Game theory
b. Linear programming
c. Queuing theory
d. Replacement theory
5. According to Graicunas theory, if the number of subordinates working under a manager be 3
then the number of group relations possible be
a. 9
b. 3
c. 6
d. 18
MCA Semester III Examination Paper: Principles of Management
2
IIBM Institute of Business Management
6. If there is a high degree of centralization then
a. The organization structure would be flat with lesser number of levels
b. The organization structure would be flat with greater number of levels
c. The organization structure would be high with lesser number of levels
d. The organization structure would be flat with greater number of levels
7. __________ power is based upon the attraction shown by one individual over other, also this is
more of a personal nature than the positional nature
a. Expert power
b. Coercive power
c. Referent power
d. Reward power
8. Management science is commonly known as
a. Operations research
b. Operations science
c. Management research
d. Operations management
9. This theory of Mc Gregor’s takes a optimistic, dynamic, flexible and positive view of employees
a. Theory X
b. Theory Y
c. Theory A
d. Theory Z
10. The establishment of a distinct area, or unit or subsystem of an organization over which a
manager has authority for performance of specialized activities and results is termed as
a. Departmentation
b. Decentralization
c. Organization
d. Centralization
11. The relationship between workers & management was established through
a. Formal communication
b. Informal communication
c. Oral communication
d. Written communication
12. __________ means group of activities and employees into departments
a. Organization
b. Departmentation
c. Controlling
d. Control devices
MCA Semester III Examination Paper: Principles of Management
3
IIBM Institute of Business Management
13. This theory states that authority is the power that is accepted by others
a. Formal authority theory
b. Acceptance theory
c. Competence theory
d. Decentralization of authority
14. It is one of the most important principle of motivation that people in the organization should be
induced to participate in decision- making process in matters concerning them
a. Principle of participation
b. Principle of communication
c. Principle of recognition
d. None
15. An act or instance of working or acting for a common purpose or benefit is refer to as
a. Coordination
b. Cooperation
c. Vertical coordination
d. Horizontal coordination
16. The activities of every member of any organized group should be confined as far as possible to the
performance of a single function
a. Principle of objective
b. Principle of functionality
c. Principle of coordination
d. Principle of authority
17. __________ refers to a claim of legitimacy, the justification and right to exercise that power
a. Authority
b. Delegation
c. Power
d. Order
18. It is a process by which job duties and responsibilities are defined and the information of various
factors relating to jobs are called
a. Job description
b. Job specification
c. Job explanation
d. Job analysis
19. This type of planning ensures that the required personnel of required skills are available at the
right time
a. Manpower planning
b. Simple planning
c. Continuous planning
d. General planning
MCA Semester III Examination Paper: Principles of Management
4
IIBM Institute of Business Management
20. This organization is a combination of the project and the functional organization
a. Line & staff
b. Matrix
c. Committee
d. Functional
True & False:
1. Motivation is the process by which a manager guides & influences the working of his
subordinate.
2. Controlling involves four sub functions communication, Leadership, Motivation and supervision.
3. Technical sub-system refers to the knowledge required for the performance of tasks.
4. Standing plans are designed to accomplish specific objectives within a relatively short period.
5. Matrix organisation is a combination of the project organisation and the functional organisation.
6. Role culture is a type of organisation culture in which roles rule dominates.
7. In free rein direction method manager gives direct, clear and precise orders to his subordinates
with detailed instructions of work.
8. Post action control referred to control action which takes place when the operation is
completed and results are reviewed.
9. MBO is a technique which helps a manager to achieve his objectives in an efficient manner.
10. Departmentation means group of activities and employees into departments.
END OF SECTION A
MCA Semester III Examination Paper: Principles of Management
5
IIBM Institute of Business Management
Section B: Explanatory Questions (40 marks)
This section consists of Explanatory Questions.
Answer all the questions.
Each Question carries 10 marks.
Detailed Information should from the part of your answer (Word limit 150 to 200).
1. Write the steps which are involved in decision-making. Write a brief note on types of
decision.”?
2. Explain the concept of MBO.
3. What do you understand by the “Line Organization”?
4. What is the classical organization theory?
END OF SECTION B
Section C: Applied Theory (30 Marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 10 marks.
Detailed information Should from the part of your answer (Word limit 200 to 250 words)
1. There are two views about relationship between job satisfaction and productivity: a happy
worker is a productive one; a happy worker is not necessarily a productive one.” Discuss this
statement and point out the situations under which each statement is true.
2. “Informal Organization is detrimental to the Interests of formal organization and, therefore,
It is an evil to be nipped in the bud itself.” Comment on this statement and explain how
management should handle informal organization.
3. “Management is a two-way traffic; it is based upon the effective machinery of
communication.” Discuss this statement.
END OF SECTION C

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ITM323

Project Finance

Assignment - I

Assignment Code: 2013ITM323B1                                          Last Date of Submission: 15th October 2013
                                                                                                        Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
1.    Explain the NPV, Pay Back Period, IRR and discounted pay back period with example.

2.    Outline the characteristics of venture capital investment that distinguish them from     investing in the equity of an established firm listed on a stock exchange.

3.    Describe briefly the things that project financers in Power project consider?

4.    How do the four methods of raising finance – Public issue, rights issue, private     placements and preferential allotment compare?

Section-B

Case Study
The normal and crash times and direct costs for the activities of a project are shown below:   
Activity                  Time                Cost
            Normal            Crash        Normal        Crash
     (1-2)             5                2        6,000        9,000
    (2-4)             6                3        7,000        10,000
    (1-3)             4                2        1,000        2,000
    (3-4)             7                4        4,000        8,000
    (4-7)             9                5        6,000        9,200
    (3-5)           12                3        16,000        19,600
    (4-6)           10                6        15,000        18,000
    (6-7)            7                4        4,000        4,900
    (7-9)            6                4        3,000        4,200
    (5-9)           12                7        4,000        8,500

Case Questions:

5.    a.    Draw the network diagram.

    b.    Determine all normal and critical path.

    c.     Find the minimum cost project schedule if the indirect cost are Rs. 1,000 per
        week.

ITM323

Project Finance

Assignment - II

Assignment Code: 2013ITM323B2                                          Last Date of Submission: 15th November 2013
                                                                                                        Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
1.    Define cost of capital, with method of working, with an example, of:
    (a)     Equity capital
    (b)     Retained earnings
    (c)     Debenture

2.    (a)     Describe briefly the main features of venture capital.
    (b)     Explain the V.C. investment process and management.

3.    Explain firm risk and market risk.

4.    What are the similarities and differences between the UNIDO approach and Little-    Mirrlees approach?

Section-B

Case Study
Virgin Air: A case on Project Appraisal

Following is the article which appeared on 9th August, 2009 in Forbes (some assumptions and additions have been made in the above case.)

For Virgin Air
Greg Levine, August 09 2009, 3:48 PM ET NEW YORK -
Über-entrepreneur Richard Branson is said to be near the launch of Low-cost airlines in India. ….. The move follows the success of low-cost airline Virgin Blue in Australia. …..

However, Branson had seen the following items in Business Standard some time back.

Air-India may shelve low-cost airline plan
Amrita Dhar in New Delhi | November 10, 2008 10:26 IST

Air-India may shelve its plan to begin a low-cost airline. The Air-India board of directors has set up a special committee headed by N Vaghul, ICICI Bank chairman, on Saturday to take a final view on the matter. Vaghul is a member of the airline's board.

Preliminary feasibility studies conducted by the airline have revealed that it would not be commercially viable to begin low cost operations


Richard Branson has therefore, asked for your advise, whether he should finally go-ahead with Low-Cost Airlines in India. Branson has provided you the following information, which was generated through Market and Technical Appraisal, of the proposed low-cost airline project in India. You are required to appraise the project from the financial point of view.

 1.     Project Starts, 1st April 2010 (It will take 1 year to actually start the commercial     operation)

2.     Virgin Air openings in India starts, 1st April 2011

3.     Project Ends – 5 Years after operation i.e., 31st March 2016

4.     Project Cost                (in Million $)   
    Cost of the Aircraft (Boeing 737)         140
    Baggage X-Ray Machines              15
Transfer Vehicles                  11
Contingencies                        10
Interest prior to operation              10
Margin money for working capital          14
Total                         200   

5.     The assets have the following scrap value on 31st March 2016. Aircraft (Boeing 737) –     $90 million, Baggage X-Ray Machines - $ 5 million, Transfer Vehicles - $0.55 million

6.     Means of Financing
        a.     Equity share capital by Branson            $ 100 million
        b.     10% Loan from Bank of Australia            $ 100 million

    Loan is secured against Aircrafts  and  repayable in  5 years @$20 million each year     starting 31st March 2012 and with interest payable  annually along with the     instalment amount.   Ignore interest for the period 1st April 2005-31st March 2011.

7.     Contingencies and Interest prior to operation has to apportioned among Aircraft     (Boeing 737), Baggage X-Ray Machines in the ratio of 1:1 each

8.     Based on the Market Appraisal, Virgin will focus only on the  following  sectors. The       following   Revenue   are   expected   to   be   generated   in  the first year of operation     from the above sectors
 
No. of Aircrafts         No. of Flights        Revenue to            
dedicated to Sector                  Per day        generated each
Flight (one side)
Delhi-Mumbai Sector            2        2 flights to and fro    $ 0.1 million
Mumbai-Bangalore Sector        1        1 flights to and fro    $ 0.05 million
Hyderabad-Calcutta Sector        1        2 flights to and fro    $ 0.15 million
Calcutta-Delhi Sector            1        1 flights to and fro    $ 0.10 million   


    Assume that service shall be provided for 300 days per annum

    Revenue will grow at a rate of 10% on the 1 year of commercial operation.

9.     Expenses Estimated:
Aircraft Turbine Fuel                        40% of Revenue
Airport Authority of India Fees                 $ 5 million per annum
(Airport Fees, Airport Traffic Controllers Fees)
Salary, Wages and other personnel expenses        $10 million per annum
Aircraft Maintenance Inventory consumption        $ 5 million per annum
Ground Support Administration Expenses            $ 4 million per annum
In-Flight Catering-Food and Beverages            $ 6 million per annum
Commission to Direct Selling Agent                5% or Revenue

    The expenses except Aircraft Turbine Fuel and Commission to Direct Selling Agent will     remain same in the years following the 1st year.

10.     Depreciation shall be provided on the following basis
                Under Company Law        Under Income Tax Law
                Straight Line Method        Written-down Method
    Aircraft (Boeing 737)         8%                10%
    Baggage X-Ray Machines    16%                28%   
    Transfer Vehicles        19%                45%   

11.     Income Tax applicable to Virgin Air shall be 30%. Assume there is no deduction in     respect of Investment Allowances.

12.     Assume there is no interest on working capital as it will be invested from the owners’     equity.

13.     The cost of equity is estimated to be 20%.

    No additional working capital is expected to bring in the future years.

    Avoid decimals in your calculations.

 

Case Question:

5.    Prepare the Cash-flow statement, Profit and Loss Account, Balance Sheet along with the     case analysis.

    Following is present value factors for various years at various rates:

Years\Rates    11.50%    13.50%    15.00%    16.50%
1    0.897    0.881    0.870    0.858
2    0.804    0.776    0.756    0.737
3    0.721    0.684    0.658    0.632
4    0.647    0.603    0.572    0.543
5    0.580    0.531    0.497    0.466

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ITM322

IT Applications in Non-Banking Financial Services

Assignment - I

Assignment Code: 2013ITM322B1                                          Last Date of Submission: 15th October 2013
                                                                                                        Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
1.    Explain the organization and functions of OCTEI.

2.    Describe various risks being faced under portfolio management and suggest     methods to eliminate them.

3.     A company purchased an equipment costing Rs. 5,00,000 on hire purchase basis     payable in 4  equal yearly installments of Rs. 2,05,000 each. Split the installments into     interests and principal.

4.    Define mergers and acquisitions. What are the motives and economic advantages of     merger and acquisitions?

Section-B

Case Study
The following is the data regarding two companies ‘A’ and ‘B’ belonging to the same equivalent risk class:
                                                                      Company A                 Company B
Number of Ordinary shares                            1,00,000                     1,50,000
8% Debentures                                                   50,000                          ----
Market price per share                                     Rs.1.30                       Rs.1.00  

All profit after paying debenture interest is distributed as dividends.

Case Question:

5.    You are required to explain how under Modigliani and Miller approach, an investor     holding 10% of shares in company ‘A’ will be better off in switching his holding to     company ‘B’.






ITM322

IT Applications in Non-Banking Financial Services

Assignment - II

Assignment Code: 2013ITM322B2                                          Last Date of Submission: 15th November 2013
                                                                                                        Maximum Marks: 100
Attempt all the questions. All the questions are compulsory and carry equal marks.
    Section-A
1.    Why do companies issue share in the market? What is the relationship between the     new issue market and the secondary market?

2.    Explain the various regulatory frameworks on Merchant Banking.

3.    Discuss in Brief some important recent development in the merchant banking     establishments in India.

4.    Describe the important instruments and their features through which capital can be     raised by a corporate from the Capital Market.

Section-B

Case Study
GPC Ltd. Has received an offer to either purchase a building for Rs. 4 Lakhs or take it  on lease for an annual rent of Rs. 40,000. Cost composition of the building includes  Rs. 40,000 for land. If building is purchased, renovation will cost another Rs. 60,000.  
  
 However, if the building is leased, GPC ltd. has agreed to pay the property tax and insurance, and make necessary repairs.

It is estimated that annual cost will be as follows:

 Repairs and maintenance Rs.12,000. Property taxes Rs.8,000. Insurance @1.11% (Rounded off to the nearest Rs. 10) to be calculated on the value before renovation and is expected to remain constant at that level. The building has an estimated life of 20 years  and to be depreciated on a straight line method. The salvage value would  be equal to the cost of demolition. The amount required to purchase and remodel the building will yield 8%  interest free of tax invested in good marketable securities.

Case Question:

5.    You are required to prepare a statement showing the annual savings or extra cost     involved if the building is purchased as compared to leasing.

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Examination Paper: Health and Hospital Management
6
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Principles of Hospital Administration and Planning
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 1 mark each and Part two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Public Health Services are concerned with the:
a. Control of communicable diseases
b. Maternal and child health
c. Occupational health and reduction of health hazards
d. All of the above
2. The service of an OPD is affected by the:
a. System
b. Arrival pattern
c. Appointment System
d. None of the above
3. CSSD stands for:
a. Central Sterile Supply Department
b. Circular Sterile Supply Department
c. Central Site Survey Department
d. All of the above
4. ICU Incharge responsibility should cover:
a. Continuity of care
b. Administrative matters
c. Care and maintenance of equipments
d. All of the above
5. According to which method one nurse is assigned to a group of patient to provide total nursing
care:
a. Functional Assignment Method
b. Team Nursing Method
c. Group Assignment Method
d. Primary Nursing Method
Examination Paper: Health and Hospital Management
7
IIBM Institute of Business Management
6. Break-even point analysis, analyses the relationship between revenue and ______.
a. Variable Cost
b. Expenses
c. Cost
d. Volume
7. MRI stands for:
a. Medical Resonance Imaging
b. Magnetic Resonance Imaging
c. Medical Reasonable Imaging
d. None of the above
8. Ultrasonography waves are mechanical pressures waves whose frequency ranging from:
a. 10-100 MHz
b. 2-50 MHz
c. 100-150 MHz
d. 2-10- MHz
9. The Hospital laboratory works generally falls under the which divisions:
a. Hematology, cytology & Microbiology
b. Clinical Chemistry, Histopathology & Biochemistry
c. Urine and stool analysis
d. All of the above
10. ____________ is a dry type filter with a rigid casing enclosing the full depth of accordion type
filter pleats.
a. OT Suite
b. HEPA filter
c. Cleaner’s closet
d. Electrical outlets
Part Two:
1. What are the importances of Outpatient Services?
2. Define Hospital as a Social System.
3. What are the main functions of the Nursing Services?
4. Explain the classification of Ward Accommodation?
END OF SECTION A
Examination Paper: Health and Hospital Management
8
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Mr. Naveen Desai is the current president of Medicare Memorial Hospital’s board of trustees.
Medicare Memorial is a 200-bed voluntary short-term general hospital serving an area of
approximately 50,000 persons. Mr. Naveen has just begun a meeting with the administrator of the
hospital, Mr. Tarun. The purpose of the meeting is to seek an acceptable solution to an apparent
conflict-of-authority problem within the hospital between Mr. Tarun and the chief of surgery, Dr.
Mathew.
The problem was brought to Mr. Naveen’s attention by Dr. Rajeev. The problem that concerned Dr.
Mathew involved the operating room supervisor, Ms. Meetha. Ms. Meetha schedules the hospital’s
operating suite in accordance with policies that she “believes” to have been established by the
hospital’s administration. One source of irritation to the surgeons is her attitude that maximum
utilization must be made of the hospital’s operating rooms if hospitals cost are to be reduced. She
therefore schedules in such a way that operating room idle time is minimized. Surgeons complain that
the operating schedule often does not permit them sufficient time to complete a surgical procedure in
the manner they think desirable. More often than not, insufficient time is allowed between operations
for effective preparation of the operating room for the next procedure. Such scheduling, the surgical
staff maintains, contributes to low-quality patient care. Furthermore, some of the surgeons have
complained that Ms. Meetha shows favoritism in her scheduling, allowing some doctors ore use of the
operating suite than others.
The situation reached a crisis when Dr. Mathew following an explosive confrontation with s. Meetha
made an appeal to the hospital administrator, who in turn informed Dr. Mathew that discharging
nurses was an administrative prerogative. In effect, Dr. Mathew, was told he did not have authority
over any issue affecting medical practice and good patient care in Medicare Hospital. He considered
this as a medical problem and threatened to take the matter to the hospital’s board of trustees.
As the meeting between Mr. Naveen and Mr. Tarun began, Mr. Tarun explained his position on the
problem. He stressed the point that a hospital administrator is legally responsible for patient care in
the hospital. He also contended that quality patient care cannot be achieved unless the board of
trustees authorized the administrator to make decisions, develop programs, formulate policies and
implement procedures. While listening to Mr. Tarun, Mr. Naveen recalled the position belligerently
taken by Dr. Mathew, who had contended that surgical and medical doctors holding staff privileges at
Medicare would never allow a ‘layman’ to make decisions impinging on medical practice. Dr.
Mathew also had said that Mr. Tarun should be told to restrict his activities to fund raising, financing,
maintenance – administrative problems rather than medical problems. Dr. Mathew had then requested
that Mr. Naveen clarify in a definitive manner the lines of authority at Medicare Memorial.
As Mr. Naveen ended his meeting with Mr. Traun, the severity of the problem was unmistakably
clear to him, but the solution remained quite unclear, Mr. Naveen knew a decision was required – and
soon.
Questions:
1. According to you, what conflict had developed at Medicare Memorial Hospital?
2. What should Mr. Naveen do?
Examination Paper: Health and Hospital Management
9
IIBM Institute of Business Management
Caselet 2
Outpatient service is one of the rapidly growing services of the hospital. Therefore in many instances,
outpatient departments built in the recent past have been found to be too small over the years because
of increasing demands, growth of new specialties and the desirability of carrying out an increasing
range of diagnostic and therapeutic procedures on outpatient basis. The department must, therefore,
be planned for a substantial capacity for growth.
In the general hospital, the outpatient department will consist of general outpatient clinic as well as
specialty clinics, in the form of a polyclinic. The structural requirement of outpatient department
incorporating a polyclinic will depend upon the extent of the services provided. The primary aim
should be to provide large floor areas free of structural members to give the maximum adaptability
for changing requirements.
In many hospitals, poorly planned physical relationship of the OPD are responsible for increasing the
work of staff and causing embarrassment and unnecessary movements for patients. On outpatients
visits, patent flow usually progresses from Enquiry and Registration to Waiting, then to examination
rooms and thereafter to investigation facilities, and lastly the pharmacy. In comparison to the other
departments of the hospital, viz. wards, diagnostic and service departments combined, the percentage
of space occupied by the outpatient department of most existing public hospitals varies from 12 to 18
per cent.
The area required for the outpatient department should be adequate to accommodate the reception and
waiting hall, waiting rooms, registration and outpatient medical records, clinics, toilet facilities and
the injection and dressing room, pharmacy, minor OT and circulation routes. Scales of space for
outpatient department can hardly be standardized in view of the varied requirements and range of
services provided. For planning premises, half square foot for each expected annual outpatient visits
is considered to provide adequate space in case of most general hospitals. A hospital expecting 500
outpatients per day over 300 normal working days in a year would thus require upto 75000 square
feet (6975 sqm) of space for its outpatient department.
Questions:
1. What will be procedures that could be performed on outpatient basis?
2. Outpatient Services is important in Hospitals. Why?
END OF SECTION B
Examination Paper: Health and Hospital Management
10
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. What are the role and functions of an ICU?
2. What are the Ethical and Legal Aspects of Hospital Administration?
END OF SECTION C
S-3-010711

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Examination Paper: Banking and Financial Services Management

1

IIBM Institute of Business Management

IIBM Institute of Business Management

Examination Paper MM.100

Principles and Practices of Banking

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 4 marks each.

Part One:

Multiple Choices:

1. Frequency of First Tranche Returns is:

a. Weekly

b. Monthly

c. Monthly/quarterly

d. Monthly/quarterly/half-yearly

2. An order for winding up a banking company can be issued by:

a. The High Court

b. The RBI

c. The Central Government

d. The Supreme court

3. Who shall be natural guardian in case of married minor girl?

a. Father

b. Brother in law

c. Father-in-law

d. Husband

4. X a partner in the firm XYZ Co. wants to open a Bank account in the firm’s name. It will require

signatures of:

a. All partners

b. Any one of the partner

c. Managing partner only

d. Sleeping partner not required

5. Public limited companies should have minimum shareholders, before Opening Bank account.

a. 11

b. 7

c. 5

d. 15

Examination Paper: Banking and Financial Services Management

2

IIBM Institute of Business Management

6. If the beneficiary is government then the Expiry of guarantee is governed by the ‘law of

limitation’ ranging from 3 years to:

a. 15 years

b. 30 years

c. 20 years

d. 10 years

7. Charge created on LIC Policy is:

a. Lien

b. Hypothecation

c. Pledge

d. Assignment

8. The device that combines the parallel input data into single serial output data is known as:

a. Switcher

b. Multiplexer

c. Encoder

d. Front end processor

9. In market skimming pricing strategy:

a. Initially price is lower and then it is increased

b. Initial price is high and is maintained high

c. Initial price is low and is maintained low

d. Initially price is higher and then it is reduced

10. The marketing personnel need information ………… intervals.

a. At yearly

b. At quarterly

c. At monthly

d. On a continuous basis and regular

Part Two:

1. Explain ‘Cryptography’ and the need of keys. Convince.

2. Define the term ‘obscenity’ used in E-commerce.

3. What do you understand by Real time accessement?

4. What ‘Marketing mix’ conveys in modern marketing theory? Explain in short.

5. Write a note on ‘Labeling’ in product development.

END OF SECTION A

Examination Paper: Banking and Financial Services Management

3

IIBM Institute of Business Management

Section B: Caselets (40 marks)

· This section consists of Caselets.

· Answer all the questions.

· Each Caselet carries 20 marks.

· Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1

There is a lacuna in the present T-Bill auction system of RBI. The dealers (investors) are subject to

what is called the ‘Winners Curse’. The value of a T-Bill to a dealer is the price it can fetch in the

secondary market. This is an unobserved random value, which is likely to be common to all dealers.

It is quite unlike the works of art which the Sotheby’s would place at an auction. The price of Mona

Lisa, say, to an avid collector of Da Vinci’s paintings, would be more than what a Picasso collector

would value it. In sharp contrast, market participants are likely to agree on the price of a T-Bill in the

secondary market. Now winning an auction in a discriminatory price method may not be profitable.

For, it would mean that the winner has overestimated the T-Bill value.

Questions:

1. How does the winner in such an auction become the loser due to the ‘winner curse’?

2. Explain the role of primary dealers in the money market.

Caselet 2

In a bid to familiarize banks, exporters and other financial bodies with ‘Forfeiting’, the State Bank of

India (SBI) will soon be setting up a three-man cell at its international division in Mumbai for

advisory purposes. According to Mr. D. Ian Guild, Senior Advisor, Forfeiting & Syndications

Group, Standard Bank, the cell was being set up after a series of meetings with the bank, and is

essentially aimed at spreading the message of Forfeiting as an effective trade financing mechanism

to increase exports. Suggesting that forfeiting was the ideal springboard for effecting a quantum

jump in exports in the medium-term, Mr. Guild said he was confident of aggregating forfeiting

business of $100 millions in 1998 and $250 millions in 1999 in the country. Since its introduction in

1992, Exim Bank had facilitated 69 forfeiting transactions valued at around $75 millions, with credit

periods ranging between 90 days and seven years, and covering the export of goods ranging from

textiles to plant and machinery. The RBI has now permitted all commercial banks to act as

facilitators for forfeiting transactions. Mr. Guild pointed out that forfeiting has not really taken off in

India because exporters and commercial banks lacked the knowledge of the mechanics of the

scheme. In India, the real challenge would be to motivate small and medium exporters to use the

forfeiting route for exports to countries which may not be able to buy on cash terms. Mr. S.

Bhattacharya, deputy general manager, Exim Bank, Calcutta, said: “Payment defaults by overseas

buyers were an integral part of cross-border business and export credit insurance has not been a

comprehensive answer to this problem”. Forfeiting offered an alternative solution, especially to

exporters wishing to penetrate difficult markets for the first time, he pointed out. Some of the top

international forfeiters in the world have stopped accepting forfeiting documents involving Pakistan

and Russia, according to Mr. Amitabh Mehta, Trader and Originator, Forfeiting and Syndications

Examination Paper: Banking and Financial Services Management

4

IIBM Institute of Business Management

group, Standard Bank London Ltd. (SBLL). According to Mr. Mehta, forfeiting transactions

involving Pakistan could not be carried out due to poor performance of the banks there. In addition,

the financial status of Pakistan following the nuclear blasts has made it impossible to carry out the

transactions. Similarly, transactions with Russia are being totally rejected by forfeiting due to the

current economic turmoil. Joining the list with Pakistan and Russia are Iraq, Sudan and Nigeria, he

added. Commenting on the Indian situation, Mr. Mehta said, “With its sound banking system, the

country is well placed in the international scene. In fact, there is tremendous potential for forfeiting

in the years to come,” he said. According to him, even after the nuclear tests conducted by India, the

top forfeiters were not worried and continued to accept forfeiting papers to be transacted with India.

Questions:

1. Discuss the mechanism of forfeiting and the role played by banks in forfeiting transactions.

2. How does forfeiting differ from factoring?

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. Government securities are referred to as ‘gift-edged securities’, as they are absolutely secured.

RBI, being the banker to the Government, issues different types of paper on behalf of the latter, to

cater various requirements. Discuss the various types of Government securities that are issued by

the RBI.

2. A sound regularly framework in regulating capital markets is expected to provide transparency,

maintain market integrity, fairness and ensure investor protection. However, lack of adequate

regulations can lead to manipulations which endanger the integrity of the market and damage the

confidence of investors and market participants in India?

END OF SECTION C