Examination Paper of Entrepreneurship Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Entrepreneurship management
Section A: Objective Type & Short Questions (30 Marks)
? This section consists of Multiple Choice & Short Note type questions.
? Answer all the questions.
? Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. These entrepreneurs are very much sceptical in their approach in adopting or innovating new
technology in their enterprise.
a. Adoptive or imitative entrepreneurs
b. Fabian entrepreneurs
c. Both (a) & (b)
d. None
2. These entrepreneurs are conservative or orthodox in outlook
a. Innovative entrepreneurs.
b. Drone entrepreneurs
c. Imitative entrepreneurs
d. None
3. Entrepreneurs primarily involve themselves in Research & Development activities.
a. Active Partners
b. Solo Operators
c. Inventors
d. None
4. SWOT stands for_____________
5. Which of the following comes under negotiable instruments?
a. Promissory Note
b. Bills of Exchange
c. Cheque
d. All of the above
6. Industrial Dispute Act passed in____________
a. 1948
b. 1947
c. 1920
d. 1950Examination Paper of Entrepreneurship Management
2
IIBM Institute of Business Management
7. KVIB stands for____________
a. Khadi and Village Industries Board
b. Khadi and Village Industrial Bank
c. Khadi and Village Insurence Bank
d. None
8. NABARD stands for____________
9. IFCI stands for____________
10. IDBI is a subsidiary of
a. State bank of India
b. Reserve bank of India
c. PNB
d. None
Part Two:
1. Discuss in brief the importance of cottage and village industries in india.
2. Write a short note on UTI
3. Write a short note on Cottage Industries.
4. What do you mean by Venture Capital?
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
Mahesh and Raja met while at a Compaq disc production company. Mahesh was in charge of editorial and
production, Raja ran the sales force. Mahesh decided to start his own company and invited Raja to join him.
Raja would handle sales and administration, while Mahesh managed the clients and directed production.MR
communications seemed like a perfect partnership. Things seemed to be going well, and they even landed a
major project.As time went by; Raja decided that he wanted a “creative” job too. He spent most of his time
producing Compaq discs rather than looking for new business. Mahesh?s loyality to Raja made him blind to
many things that were obvious to others. Because of their friendship, he trusted that Raja was taking care of
his side of the business. As it turned out, Raja was not very good at the taskshe had taken on. He made
mistakes that reduced expected profits. He was not making new sales contacts, which was supposed to be
the main part of his job. If that were not enough, the feelings that he was letting his friend downmade Raja
feel even worse. Raja began to avoid talking to Mahesh. He stopped coming into the office. Finally, he
END OF SECTION AExamination Paper of Entrepreneurship Management
3
IIBM Institute of Business Management
stopped returning phone calls. By the time Mahesh realised what was happening to the business, it was
too late. There were no new sales. What Mahesh thought were profits was the result of Raja not paying their
bills. Mahesh was left with more than Rs 5,50,000 in unpaid bills and other debts. A tearful message on the
answering machine from Raja “I?m moving out to Chennai for a while. Sorry it didn?t work out.” It took
Mahesh three years to dig out of the financial mess and get his new company up and running successfully.
Questions:
1. How could Mahesh and Raja have avoided the problems that led to the end of their partnership?
2. Why is this situation a good example of the difficulty in maintaining partnerships between friends?
Caselet 2
Reliance Engineering is a manufacturing firm with about 160 employees. The founder of the business,
Manoj, is not active now, and his son, Amit, is the person responsible for the business now. One of Amit?s
sister, Ashwini, runs a small branch distribution office. Her husband, Arun works out of that office as a
salesperson. There are two other people in the office Amit is reorganizing the business and planning to
eliminate the two other office functions by moving them to the home office. Ashwini wants to hire her 21-
year-old daughter, who has a degree, to fill the soon-to-be-created position of office assistant. From
everything Amit understands, this is not the right thing to do. However, Ashwini can not understand why.
Amit has two sons about to leave college. His other sister, Veena, has one son, now out of college, and three
daughters still in school.Amit is not yet sure who else might want to join the business, but one of his sons,
who will graduate with an industrial engineering degree next year, has expressed some interest.
Questions:
1. Is there a list of do?s and don?ts regarding employment of family members in a family business?
2. Amit has not got down to documenting a family employment policy yet. Help him frame one.
Section C: Applied Theory (30 marks)
? This section consists of Long Questions.
? Answer all the questions.
? Each question carries 15 marks.
? Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Explain the meaning and objectives of Entrepreneurship Development Programmes (EDPs) also
discuss the role of government in organizing EDPs.
2. What are the economic factors affecting the development of entrepreneurship? Explain the social
factors which govern the development of entrepreneurship.
END OF SECTION B
END OF SECTION C
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Entrepreneurship management
Section A: Objective Type & Short Questions (30 Marks)
? This section consists of Multiple Choice & Short Note type questions.
? Answer all the questions.
? Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. These entrepreneurs are very much sceptical in their approach in adopting or innovating new
technology in their enterprise.
a. Adoptive or imitative entrepreneurs
b. Fabian entrepreneurs
c. Both (a) & (b)
d. None
2. These entrepreneurs are conservative or orthodox in outlook
a. Innovative entrepreneurs.
b. Drone entrepreneurs
c. Imitative entrepreneurs
d. None
3. Entrepreneurs primarily involve themselves in Research & Development activities.
a. Active Partners
b. Solo Operators
c. Inventors
d. None
4. SWOT stands for_____________
5. Which of the following comes under negotiable instruments?
a. Promissory Note
b. Bills of Exchange
c. Cheque
d. All of the above
6. Industrial Dispute Act passed in____________
a. 1948
b. 1947
c. 1920
d. 1950Examination Paper of Entrepreneurship Management
2
IIBM Institute of Business Management
7. KVIB stands for____________
a. Khadi and Village Industries Board
b. Khadi and Village Industrial Bank
c. Khadi and Village Insurence Bank
d. None
8. NABARD stands for____________
9. IFCI stands for____________
10. IDBI is a subsidiary of
a. State bank of India
b. Reserve bank of India
c. PNB
d. None
Part Two:
1. Discuss in brief the importance of cottage and village industries in india.
2. Write a short note on UTI
3. Write a short note on Cottage Industries.
4. What do you mean by Venture Capital?
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
Mahesh and Raja met while at a Compaq disc production company. Mahesh was in charge of editorial and
production, Raja ran the sales force. Mahesh decided to start his own company and invited Raja to join him.
Raja would handle sales and administration, while Mahesh managed the clients and directed production.MR
communications seemed like a perfect partnership. Things seemed to be going well, and they even landed a
major project.As time went by; Raja decided that he wanted a “creative” job too. He spent most of his time
producing Compaq discs rather than looking for new business. Mahesh?s loyality to Raja made him blind to
many things that were obvious to others. Because of their friendship, he trusted that Raja was taking care of
his side of the business. As it turned out, Raja was not very good at the taskshe had taken on. He made
mistakes that reduced expected profits. He was not making new sales contacts, which was supposed to be
the main part of his job. If that were not enough, the feelings that he was letting his friend downmade Raja
feel even worse. Raja began to avoid talking to Mahesh. He stopped coming into the office. Finally, he
END OF SECTION AExamination Paper of Entrepreneurship Management
3
IIBM Institute of Business Management
stopped returning phone calls. By the time Mahesh realised what was happening to the business, it was
too late. There were no new sales. What Mahesh thought were profits was the result of Raja not paying their
bills. Mahesh was left with more than Rs 5,50,000 in unpaid bills and other debts. A tearful message on the
answering machine from Raja “I?m moving out to Chennai for a while. Sorry it didn?t work out.” It took
Mahesh three years to dig out of the financial mess and get his new company up and running successfully.
Questions:
1. How could Mahesh and Raja have avoided the problems that led to the end of their partnership?
2. Why is this situation a good example of the difficulty in maintaining partnerships between friends?
Caselet 2
Reliance Engineering is a manufacturing firm with about 160 employees. The founder of the business,
Manoj, is not active now, and his son, Amit, is the person responsible for the business now. One of Amit?s
sister, Ashwini, runs a small branch distribution office. Her husband, Arun works out of that office as a
salesperson. There are two other people in the office Amit is reorganizing the business and planning to
eliminate the two other office functions by moving them to the home office. Ashwini wants to hire her 21-
year-old daughter, who has a degree, to fill the soon-to-be-created position of office assistant. From
everything Amit understands, this is not the right thing to do. However, Ashwini can not understand why.
Amit has two sons about to leave college. His other sister, Veena, has one son, now out of college, and three
daughters still in school.Amit is not yet sure who else might want to join the business, but one of his sons,
who will graduate with an industrial engineering degree next year, has expressed some interest.
Questions:
1. Is there a list of do?s and don?ts regarding employment of family members in a family business?
2. Amit has not got down to documenting a family employment policy yet. Help him frame one.
Section C: Applied Theory (30 marks)
? This section consists of Long Questions.
? Answer all the questions.
? Each question carries 15 marks.
? Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Explain the meaning and objectives of Entrepreneurship Development Programmes (EDPs) also
discuss the role of government in organizing EDPs.
2. What are the economic factors affecting the development of entrepreneurship? Explain the social
factors which govern the development of entrepreneurship.
END OF SECTION B
END OF SECTION C
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