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
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
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