90201

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I Semester M.B.A. Examination, Jan.lFeb. 2012
(2011 Scheme)
Busi ness Admi ni strati on
Management Concepts and Theories.
Ti me: 3 Hours
Max. Marks : 7s
Instruction : Answer all the Sections.
SECTION-A
Answer all the questions.
Each questions
carries six marks. (5x6=30)
1. What is contingency
approach to management ? Give examples.
2. Explain Vroom-Jago model of decision making.
3. What is the basis for departmentalization in the textile manufacturing organisation ?
4. What is the role of creativity in decision making ?
5. What is budgetary control ?
SECTI ON-B
Answer any three questions.
Each carries 1 0 marks. (3x10=30)
6. Discuss the challengers faced by management in the current scenario.
7. Compare and contrast Taylor and Fayol's contributions to management.
8.
Discuss "whetheryou
need any control when everything is going
as
planned".
9. Discuss the various steps involved in formulating a strategy.
10. Discuss the features
and the
process
ol MBO.
SECTI ON_C
11. Casestudy(compul sory):
(1x15=15)
Mattel l nc.' s preschool
toy uni t, Fi sher-Pri ce, has i ts center at comfrany
i
headquarters in East Aurora. N.Y., but it's clearly a separate part
of the operation.
Called the Cave, the center boasts bean-bag chairs comfy couches, and adjustable
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lighting that make people
feel as if they're far from the office. Teams of statfers
from engineering, marketing and design meet with child
psychologists
or other
specialists to share ideas. After observing families at
play
in the field, they return
to brainstorm
-
or "sketchstorm",
as they call it. Then they build
prototypes
ot
toys from foam, cardboard, glue and acrylic
paint.
Mingling with people
from various disciplines in emphasized at the operation.
Staffers such a Tina Zinter-Chahin, senior vice-president for research and
development, call the interaction spelunking, since it's based on the idea of taking
a "deep
dive" into product
development. "People at first were skeptical," says,
Ziner-Chahin, noting that toy designers didn't care to spend so much time with
marketers, "They
said.
'Come
on, l'm going to go
away for five days and take a
marketing person
?'. We found that while they aren't great
with foam and
glue
guns,
they're great
at hashing out an idea and
positioning
the
product."
Fisher-Price staffers can
point
to successes. After observing babies as they
learned basic skills, the spelunkers realized that moms spent a lot of time teaching
kids about such things in the house as doors, light switches, drawers and kitchen
utensils. While the company could boast about toys that make noise or flash
lights. lt was short on real-world, practical
stuff. lt solved the problem
with Laugh
and learn, Learning Home, a
$65
model trome madeef
Blastic,
where kids can
crawl through
a front door and explore the alphabet, numbers, music, speech and
different sounds. A smash hit in its 2004 debut, it's now a full line of toys. The
outfit has high hopes for a couple of forthcoming
products,
such as Easy clean
high chair, the result of a spelunk about issues moms had feeding kids.
Questi ons:
1) Why might bean-bag chairs, comfy couches and adjustable lighting contribute
to creativity ?
2) From the standpoint of innovation, why does it help Fisher-Price to have toy
designers work with marketers ?
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90202 |ililililililillililffiililililt|
I Semester M.B.A. Examination, January/February 2012
(2011 Scheme)
Organi sati onal Behavi our
Ti me: 3 Hours
Max. Marks : 75
SECTI ON-A
Answerthe following questions.
Each
question
carries six marks : (6x5=30)
1. State the various models of Organisational Behaviour.
2. Define, Morale and enlist the indicators of high and low morale.
3. Distinguish between Transactional and Transformational leaders.
4. State the
propositions
ol theory
'Z'
.
5. List out the characteristic features of effective and ineffective Teams.
SECTI ON_B
Answer any three of the following. Each
question
carries ten marks : (3x10=30)
6. Explain the various theories of
personality.
7. Explain Transactional Analysis.
8. Expl ai n l he causes of
perceptual
di storti ons and techni ques of i mpressi on
management in cross cultural business organisations.
9. Discuss the various strategies to resolve organisational conflicts.
10. Discuss the various dimensions and drivers of organisational culture.
SECTI ON-C
1 1 . Read the following case and answer the
questions given
: 15
Case:
At first Tammy Reinhold didn't believe the rumors. Now that the rumors were
confirmed, she was in denial. "l can't believe it," she said. "l've worked as a
greeting-card
artist here for 17 years. I love what I do. Now they tell me tha\l:m,
going to have to do all my work on a computer."
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Tammy was not alone in her fear. The company's other two artists, Mike Tomaski
and Maggie Lyall, were
just
as concbrned. Each had graduated
from art school
near the top of their class. They came to work for Wisconsin Art and Greetings
ri ght out of school
-
Mi ke i n 1976, Tammy i n 1983, and Maggi e i n 1988. They
choose the company, which had been around for more than 50
years,
because of
its reputation
as a good place to work^ The company also had never had a layotf.
Wisconsin
Art and Greetings is a small maker of
greeting
cards and speciality
wrapping paper.
lt has modest resources and modest ambitions. Management has
always
pursued progress
slowly. May be that's why it was so late in introducing
computerized technology to its
production
operations. And why now it decided that
it no longer wanted its artists to do hand-rendered work. Management had bought
three high-powered
Mac computers and equipped them with the latest graphics
and photo-manipulation
software including Photoshop, Quark, and lllustrator.
Courtland Gray, the company's owner, called Tammy, Mike and Maggie into his
office this morning. He told them about the changes that were going
to be made.
Gray acknowledged
that the three were going to have a lot to learn to be able to do
all their work on computers. But he stressed that the changes would dramatically
speed up the art-production and
photo-layout processes
and eventually result in
significant cost savings. He offered to send the three to a one-week course in
Dallas specifically designed to train artists in the new technology. He also said he
expected all of the company's art and
photo
operations to be completely digitalized
within three months.
Tammy was not stupid. She'd been following the trends in graphic
art. More and
more work was being done on computers. She
justthought,
as did Mike and Maggie,
that she might escape having to learn these programs.
After all, Wisconsin Art is
not Hallmark. But Tammy was wrong. Technology was coming to Wisconsin Art
and Greetings and there wasn't much she could do about it
-
other than complain
or look for another
job
!
Questions;
1) Explain Tammy's resistance.
2) Evaluate the way Gourtland Gray handled this change.
3) What, if anything, would
you
have done differently il you
had been Gray ?
90203
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I Semester M.B.A. Examination, January/February 2O12
(zotr
scnemQ
Busi ness Admi ni strati on
Busi ness Envi ronment
Ti me: 3 Hours
Max. Marks:75
SECTION_A
Answerallquestions. Each
question
carries six marks.
(5x6=30)
-i.
List outthe internal stakeholders.
2. How does
growing
environmentalism affect business in India ? Give suitable
examples.
3. Analyse the issue involved in Bhopal
gas tragedy of December 1984.
4. Out line the strategies to tackle the problem o{
'Jobless
growth' in India.
5. Out line the various types of finances
provided by commercial banks to business
fi rms.
SECTI ON_B
..-
{nswer any three
questions.
Each
question
carries ten marks.
(3x10=30)
6. Discuss the
performance
of Indian Economy during the last decode.
7. Discuss the results of 20'l 1 census of India.
8. Outl i ne the SEBI gui del i nes pertai ni ng to i ssue of shares and mergers and
acquisition.
9. Explain the disconnect between economic
performance
and electoral outcome in
Indi a.
10. Why does India attract less FDI an compared to smaller economies ? How are*
India be made FDI friendlv ?
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SECTION_C
'l
1. Compulsorycasestudy. (1xl 5=15)
Rambus Network Academy is one of the leading trainers in Kerala in India in the
lield of hardware, networking and security. The organisation is located at Chalakudy,
Thrissur District, Kerala, and has ten divisions in different
parts
of Kerala. The
organisation had a humble start in 1999, as a PC and Laptop service centre. Later,
the same year,
an educaiion division was also started, aiming to
provide
training
courses in hardware and networking. Initially, ihe division was started as a low
profile project,
but now it is set with enough inf rastructure to support various levels
of training programmes
in the field of hardware, networking and security.
The organisation was established by Mr. Jeevan P.V. and Mr. Abhilash T. in the
year
1999, during the boom in the information technology industry, to leverage the
opportunities in the sector, based on the new business. Though started as a service
centre the organisation had a set
plan for innovation and entry into lT education.
With the increase in demand for lT
professionals
in the area of hardware and
networking, the founders decided to build an infrastructure which was capable of
generating
experts, able to withstand day{o-day challenges that come in this
industry. Thus RAMBUS NETWORK ACADEMY was established. The organisation
is undertaking hardware and networking courses, interior designing and career
oriented short term computer courses..To simplify the management of the entire
organisation, the responsibilities and duties are divided into various levels of
management. The hierarchy includes departments based on the training area, which
also has a head of the department. To uphold the manpower and their efficiency,
there is a Human Resource department.
The Rambus Network Academy is, in association with the Continuing Education
Cell, Govt. of Kerala, operating in
polytechnics
ol Kerala. Continuing Education
Cell (CEC)
is a Kerala Government
project,
operating through
polytechnics,
and
providing
certifications lor courses in almost all engineering subjects. Currently,
the organisation has off campus training in eight
polytechnics,
in collaboration with
the CEC.
The institution provides
a training standard that
provides
sutficient knowledge to
the student for appearing in Global certification examinations such as A+, Net+,
Linux+, RHCE, MCSE, CCNA, CCNP, etc. With a team of
'Globally
ce*ified'
faculties, the entire training
programme is conducted. We happily announcethattill
date, the organisation could successfully train more than 5000 students.
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90203
The organisation
is heading fonrvard to achieve its dream project
of establishing
its
divisions throughout
the country now, to leverage the opportunities
arising from the
new business
environment
and rr industry. Arong with aI these, the orgaiisation
is
planning
to start its new business project
in the field
of advertisement,
donstruction
and Real Estate.
At present,
they are drawing the business pran
and formurating
strategy to venture
into Rear Estate, Advertising,
etc., based on the positive
trends
in the sectors.
There are thousands
of non-resident
Indians invesiing
in housing
and real estate through
builders in Kerala because of two reasons.
a) Income
tax exemption
that they enjoy when they have NFil status and wourd
not get
when they
setfle back in the home country.
To avoid interest tax etc..
they invest heavily
in real estate.
b) The majority
of Kerarite
non-residents
in Gurf countries
have no time to construct
their own houses,
while working in Gulf.
Future
endeavours
include
extending rhe business
enterprise into other states.
The organisation
is committed
to provide
the best of all services.
Questions:
1) Do you
thinkthat
Rambus
academy has grown
because
of the time advanrage
or lhe business plan
?
2) Do you
agree with their diversification plans
?
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90204
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I Semester M.B.A. Examination, January/February
2012
(2011
Scheme)
Busi ness Admi ni strati on
Manageri al Communi cati on
Time: 3 Hours
Max. Marks :75
SECTI ON_A
Answer all
questions.
Each question
carries six marks : (5x6=!e)
1. Why is "communication
a two-way process,'?
2. Explain the process
of communication with the help of a diagram.
3. Briefly explain the objectives of communication.
4. What is the importance
of body language in communication
?
5. What causes loss of information as communication moves downward ?
SECTI ON-B
Answer any three questions.
Each guestion
carries ten marks : (3x10=30)
6. what is
'grapevine'
? How can management use it to influence the morale of the
employees ?
7. Why is listening the most important of the communication
skills ? What measures
should be taken to improve listening skills ?
8. As a secretary of the college association, prepare
a welcome speech to be given
on the occasion of the inauguration of the
year's
activities.
9.
'Verbal
communication
is more important than non-verbal
communication". Discuss.
10. Explain the different types of informal channels ol communication in an organization.
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' SECTI ON-C
Casestudy-Compul sory.
15
Anand, Vice Pre_sident,
systems, ground
his cigarette into the ashtray and rhought,
'Here
go
those
save-the Earth people
again'. He had
just
read a copv of a memo
that savitri, Vice President, finance, had sent to Rajiv;cEo,
asking'tirat
smoking
be
prohibited
throughout
the premises
of salient Technologies
-
both ii their Gurgaon
and Pune
otfices. savitri cited health dangers, reduced productivity,
rights of
non'smokers,
and damage to company property.
Anand knew he courd cit6 some
arguments
also : the rights of smokers, the unfairness
of imposing
new restrictions
that were not in place
when workers were hired, the reduced pioductivity
due to
stress from not smoking and the fact that other health-related pioductivity
[razards
(such
as gross
obesity) were not banned. He fert that he courd easiiy get
the
support
of Raghu, Vice
president,
marketing, and Vinay, general
managei
Jtitities,
the two
other smokers in the management.
Following
these developments,
the cEo decides to hold a special meeting
of the
executive
committee,
made up of himseff and the three vice
presidentslwhich
includes Anand
and savitri) the following week to discuss and resolve
the'issue.
Regular parliamentary
procedures
are followed at these meetings.
1) Assume
the role of Rajiv, the cEo. compose a memo to the executive
committee
announcing
the meeting and outlining the agenda.
2) Assume
the roles
of other participants
in the meeting and carry on the discussion
from your
own point.
Also write the minutes of the meeting.
3) After the role-play,
discuss how each of the participants
felt about the meeting ?
was any one arguing from a
position
he/she did not really agree with ? was the
meeting
successful
? Did anyone lose or win ?
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90205
I Semester M.B.A. Examination, JanJFeb.2O12
(2011 Scheme)
Busi ness Admi ni strati on
Managerial Accounting
Time:3 Hours
Max. Marks : 75
SECTION-A
Answer all the questions.
Each question
carries six marks. (5x6=30)
1 . Explain the assumptions underlying accounting measurement.
2. Outline the importance of Excel in linancial analysis.
3. How are cash flows classified in a Cash Flow Statement ?
4. Calculate operating cycle for 2008 and 2009 from the following information about
XYZcompany.
2008 2009
Sales Rs. 98,400 Rs. 1,07,300
Costofgoodssold 67,600 78,500
Inventories
20,600 9,800
Debtors 21,600 25,900
At the end ol year
2OO7
,
the company had inventories of Rs. 8,700 and debtors
Rs. 18,000.
5. From thefollowing data, calculate break-even
point.
Budgeted oulput (in
units) 70,000
Fixed cost Rs.8,00,000
Selling price per
unit Rs. 44
Variable cost per
unit Rs. 24
lf the selling
price
is reduced to Rs. 40
per
unit, what will be the revised break-even
Point
?
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aa"r,or-,
Answer
any three questions.
Each question
carries ten marks.
rffiffiilffimffi
(3x10=30)
6. Explain the statutory provisions
regarding the preparation
of final accounts of
joint
stock companies.
7. Discriminate
between relevant and inelevant costs for making
decisions with suitable
examples.
8. Dutt companfs Profit and Loss Account forthe year
ended 31-3-2008 is as lolrows:
Rs.7,58,000
12,000
I,mo
3,000
4,39,000
67,000
85,000
11,000
8,000
1,74W
83,000
89,000
Sales
Gain on sale of investments
Interest income
Dividend
from subsidiaries
Cost of goods
sold
Depreciation
expense
Selling
and administrative
expenses
Interest
expense
Loss on sale of Plant and Machinery
Prolit before income
tax
Income
tax
Profit after tax
Relevant
Balance sheet Accounts
on 31
-3-200g
and
g1-9-2007
are as follows :
lnventories
Debtors
Prepaid
expenses
Creditors
Biils payable
Incometax payable
31-+2008
Rs.93,000
66,000
11,000
84,000
21,000
21,000
31*+2007
Rs.79,000
53,000
8,000
64,000
65,000
28,m0
Compute net cash flow from operating activities using indirect
method.
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+
srnos
9. Fromthefollowing
particulars,
draw up a Balance sheet
of Xtra Ltd. for year
ending
31"rMarch,2008.
a) Current ratio
z.s
b) Quick ratio
1.5
c) Networking
capital
d) Stock turnover ratio
e) Gross profit
ratio
f) Fixed
assets turnover ratio
g)
Debtors
turnover ratio
h) Fixed
assets to shareholders networth
i) Reserves
to capital
j)
Longterm
loans
10. Ingersoll-R
and (lndia)
Ltd. manufactures air compressors, pumps
and drilling
equipments. The following
is the list of balances extracted
from its books as on
g1"r
March,2009.
The amounts are in millions of rupees.
Share capital
Reserves
and surplus
Fixed
assets (gross
block) 989.23
Rs.60,000
6 times
2ff/"
2 times
2ti mes
0.8
0.5
Rs.30,000
Depreciation
Capital work in progress
Investments
Inventories
Sundry debtors
315.68
4't24.M
570.55
1. 16
22.59
1093.07
132't.58
1657.8'l
269.87
4.47
Cashandbankbalances
2SBB.S2
Loansandadvances
992.27
Current liabilities
Provisions
Deferred
tax liability
Contingent liabilities
not provided
lor :
Claims against the company not acknowledged as debts
Sales tax/excise
matters in disoute
36.72
29.97 \
Prepare the classified Balance sheet of Ingersoll-R
and (lndia)
Ltd. as at March,
2OO7 in vertical form.
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-
SECTION_C
11 .Case study (compulsory) : 15
Sahara Electricals produces
and sells three types of meters. The cost analysis
per
meter of each type of meter is given below :
A B C
Materials Rs.30 Rs.48 Rs. 18
Labour 2. 30 8
Overheads:
Fixed 24 36 24
Variable 24 36 16
Total cost 100 150 66
Profit 35 30 10
Selling price 136 180 76
No.of metresproduced 1,000 1,500 2,000
With an objective to concentrate only on two most profitable meters, the management
wishes to discontinue the
production of less
profitable
meter among the three.
However, there is scope lor doubling the
production
of remaining meters, if any
one is discontinued.
As a management consultant, advise as to
production
of which meter should be
discontinued, through a report.
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I Semester
M.B.A. Examination,
January/February
2O12
(2011
Scheme)
Busi ness Admi ni strati on
Manageri al Economi cs
Ti me :3Hours
Max. Marks : 75
SECTI ON- A
Answerallquestions.
Each quesrion
carriessix marks.
(5x6=30)
1. Define opportunity
cost. Explain its importance in managerial
economics.
2. Explain consumer
equilibrium
under cardinal utility analysis.
3. Define price
elasticity
of demand. what are its tpes ?
4. What is a trade cycle ? What are its
phases
?
5. Discuss on
price
leadership.
SECTI ON- B
Answer any three questions.
Each question
carries 1 0 marks. (3x10=30)
6. Obtain a lineartrend
equation forthe following data :
Quantity sold
2000
100
2@1
180
2W2
m
2003
270
2@4
340
Project the sales for the year
2009 and 2010.
7. Long run and short run objectives and decisions differ for a firm. Substantiate.
8. what is perfect
competition
? Explain price
and output determination under
perfectly
competitive
market.
\
'
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9. what is demand forecasting ? Briefly discuss on various methods
used for
demand forecasting.
10. Explain the various phases
of business cycle and their implications
on business
decisions.
SECTI ON-C
Compul sory:
(1x15=1S)
11. The owner
of a car wash measrues the following short run production
function :
Q=6L- 0. 5L2
where
Q
=
no. of car washes per
hour
L
=
no. of worker.
i) Generate
a schedule showing totar product,
average product,
and marginar
product.
i i ) Pl otthi sschedul e
on a
graph
iii) lf the price
of car wash is Rs. 15, how many workers shourd the owner emproy
if he pays
hourly wage rate Rs. 6 to each worker ?
iv) suppose
he gets
students to work in the everning at Rs. 4
per
hour. should he
employ
more workers then ?