(No. of Printed Pages - 6] MBA202 Enrol. No. SECOND SEMESTER END TERM EXAMINATION: | MAY, 2018 MASTER OF BUSINESS ADMINISTRATION FINANCIAL MANAGEMENT Time: 3 Hrs. Maximum Marks : 70 Note: Attempt questions from all sections as directed. SECTION -A (30 Marks) Attempt any five questions out of six. Each question carries 06 marks. 1, Elaborate the role of finance manager in present scenario. 2. Answer the following : (a) Shareholders’ wealth maximization Vs. Profit Maximization. (4) (b) Define Cash conversion cycle. (2) ; P.T.O. (G31)MBA202 2 3. Discuss : (i) ABC analysis in inventory management, and (ii) factoring services. Answer the following : (a) Calculate EOQ from the given information: Annual usage — 10,000 units, fixed cost per order — Rs. 150, Storage and other carrying cost of inventory — Rs. 5. (2) (b) The company has Capitalization rate of 20%, EPS is Rs. 120, and Rate of return is 12%. Calculate the effect of dividend policy on market price of shares applying Walter’s model when dividend payout ratio is 20% and 80%. (4) Explain the assumptions and implications of the Net Operating Income approach. Illustrate your answer with the help of example. Discuss : (a) The bird-in-the-hand argument in dividend policy. (b) State the assumptions of Gordon’s Model of relevance. (G31).| MBA202 3 ; | | SECTION - B (20 Marks) Attempt any two questions out of three. | Each question carries 10 marks. : | An investor deposits Rs. 10,000 for 10 years. Rate off return is 6%, 7. (a) Calculate the value of deposit after 10 years| (Compounded annually). | (b) What would be your answer if the deposit: compounds quarterly. | | (c) Calculate the amount of deposit to be made if he requires Rs. 17,910 after 10 years. (ROR is 6%, ' compounding annually). : The following are the likelyreturns from investments | in ice-cream and in umbrellas, together with the i associated probabilities : Return from | Return from | Probability ice-cream umbrellas 20% 34 Summer Monsoon Winter What is the expected return and the total risk foreach | investment separately? P.T.O, | (G31)MBA202 4 9. Answer the following : (i) A firm has 5,000,000 ordinary shares outstanding. The market price of the share is Rs. 96 while the book value is Rs. 65. The firm’s earnings and dividends per share are Rs. 10 and Rs.7 respectively. The company wants to issue 1,000,000 shares with a net proceeds of Rs. 80 per share. What is the cost of capital of the new issue? (6) (ii) A ten-year, 8%, Rs. 1000 par value bond, sold at Rs. 950 less 4 percent underwriting commission. Calculate the cost of the bond. (4) / SECTION - C (20 Marks) (Compulsory — Case Study) 10. Michael limited is a leading manufacturer of automotive components. It supplies to the original equipment manufacturers as well as the replacement market. Its projects typically have a short life as it introduces new models periodically. (G31)MBA202 5 As a Financial Analyst of the company you are provided with the following information of three projects. Project A — Extension of an existing line. Project B — New product. Project C - sponsoring a pavilion at a Trade fair. The expected net cash flows of the three projects are as follows : | o | (30,000) i 000) (30,000) CFO of the company believes that all three projects have risk characteristics similar to the average risk of the firm and hence the firm’s cost of capital, viz. 12 percent, will apply to them, You are required to evaluate the projects under following : P.T.O. (G31)[No. of Printed Pages — 4] MBA205 Enrol. No: sss SECOND SEMESTER END TERM EXAMINATION : MAY, 2018 MASTER OF BUSINESS ADMINISTRATION OPERATIONS MANAGEMENT Time : 3 Hrs. Maximum Marks : 70 Note: Attempt questions from all sections as directed. SECTION - A ‘(30 Marks) Attempt any five questions out of six. Each question carries 06 marks. 1. How would operations strategy for a service industry be different, if any from that for a manufacturing industry? Cite an example and explain. 2. Describe the various contributions of Quality Guru’s to TQM. 3. How does a good product design increase organizational efficiencies? 4. Explain Facility Location and discuss the various methods to find the best Location. P.T.O. (G34)MBA205 2 5. The ABC Co. is planning to stock a new product. The Co. Has developed the following information: Annual usage = 8400 units Cost of the product = Rs. 465 /unit Ordering cost = Rs. 155/order Carrying cost = 25%/year of inventory value held. (a) Determine the optimal number of units per order (b) Find the optimal number of orders/year (c) Find the annual total inventory cost What are different measures to increase the productivity of an organization? SECTION - B (20 Marks) Attempt any two questions out of three. Each question carries 10 marks. Explain different types of plant layouts giving examples. Write short notes on any 2 with examples — (a) Kaizen theory (b) Industrial Safety and Ergonomics (c) Supply Chain Management (G34)MBA205 3 9. 10. Given the following : Activity | Immediate Duration Predecessor in days A es 9 B - 20 Cc 7 10 D A ul E Cc 10 F B,C 4 G F 7 _I (Sees ee Da easeeee toner) I ERK 18 J GH 14 [K. | ~- 24 L a K 6 Draw the network diagram and find the critical path and calculate the expected duration time. SECTION - C (20 Marks) (Compulsory) Traditional project management is used in construction or manufacturing, deals with solid, tangible elements. But IT projects are mainly to do with completion of intangible products with strict deadlines. Basically they involve developing business solutions through a software or both software and hardware combination. These products are constantly under the threat of becoming quickly obsolete due to fast developments in P.T.O. (G34)MBA205 4 . technology. Indian IT companies earn bulk of their revenue through international IT projects outsourced to them. These projects are short term efforts to create a unique product, service or environment such as removing old servers, developing a custom e-commerce site, creating new websites or merging databases. Most interestingly IT projects are executed round the clock as they are broken down into different segments and worked out at different places across the globe. Because of the time difference between different geographical regions across the world the IT project never sleeps. According to a survey 1/3" of IT projects are completed successfully. The reasons are- They face unique technology challenges, from hardware, operating system, network or database problems, to security risks, compatibility issues and the frequent changes manufactures make to their hardware and software configurations. Hence project managers in charge of IT project need to acquire special skills to tackle the unique issues of IT projects. (a) What special skills might be required for successful completion of IT projects? (b) IT projects are geographically scattered but electronically connected all through the duration of the project. Comment on the importance of communication, coordination and documentation. (1000) (G34)[No. of Printed Pages — 6] MBA 201 Enrol. No. woe SECOND SEMESTER END TERM EXAMINATION : MAY, 2018 MASTER OF BUSINESS ADMINISTRATION HUMAN RESOURCE MANAGEMENT Time: 3 Hrs. Maximum Marks : 70 Note:! Attempt questions from all sections as directed. SECTION - A (30 Marks) Attempt any five questions out of six. Each question carries 06 marks. 1. Explain how personnel management is different from Human Resource Management? 2. Explain difference between recruitment and selection. 3. Explain the reasons behind the failure of training and development. P.T.O. (G30)MBA 201 2 4, 10. Define the nature and scope of collective bargaining. Write briefly role and responsibility of human resource manager. Explain different emerging trends in HRM. SECTION - B (20 Marks) Attempt any two questions out of three. Each question carries 10 marks. What are the various sources of recruitment? Discuss their relative merit and Demerit. Explain the process of Human Resource Planning step by step with an hypothetical example. Explain different methods of job Evaluation in detail with an example in each. SECTION - C (20 Marks) (Compulsory) Satish was a Sales Manager for Industrial Products Company in City branch. A week ago, he was (G30)MBA 201 "| 3 promoted and shifted to Head Office as Deputy Manager- Product Management for a division of products which he was not very familiar with. Three days ago, the company VP - Mr. George, convened a meeting of all Product Managers. Satish’s new boss (Product Manager Ketan) was not able to attend due to some other preoccupation. Hence, the Marketing Director, Preet - asked Satish to attend the meeting as this would give him an exposure into his new role. At the beginning of the meeting, Preet introduced Satish very briefly to the VP. The meeting started with an address from the VP and soon it got into a series of questions from him to every Product Manager. George, of course, was pretty thorough with every single product of the company and he was known to be pushy and a blunt veteran in the field. Most of the Product Managers were very clear of George’s ways of working and had thoroughly prepared for the meeting and were giving to the point answers. George then started with Satish. Satish being new to the product, was quite confused and fared miserably. Preet immediately understood that George had possibly failed to remember that Satish was new to the job. P.T.O. (G30)MBA 201 4 He thought of interrupting George’s questioning and giving a discrete reminder that Satish was new. But by that time, George who was pretty upset with the lack of preparation by Satish made a public statement. “Gentlemen, you are witnessing here an example of sloppy work and this can’t be excused”. Now Preet was in two minds - should he interrupt George and tell him that Satish is new in that position OR should he wait till the end of the meeting and tell George privately. Preet chose:the second option. Satish was visibly angry at the treatment meted out by George but he also chose to keep mum. George quickly closed the meeting saying that he found in general, lack of planning in the department and asked Preet to stay back in the room for further discussions. Before Preet could give any explanation on Satish, George asked him “Tell me openly, Preet, was I too rough with that boy?” Preet said “Yes, you were. In fact, I was about to remind you that Satish is new to the job”. George explained that the fact that Satish was new to the job didn’t quite register with him during the meeting. George admitted that he had made a mistake and (G30)MBA 201 5 asked his secretary to get Satish report to the room immediately. A perplexed and uneasy Satish reported to George’s room after few minutes. George looking Satish straight into his eyes said “I have done something which I should have never even thought of and I want to apologise to you. It is my mistake that I did not recollect that you were new to the job when I was questioning you”. Satish was left speechless. George continued “I would like to state few things clearly to you. Your job is to make sure that people like me and your bosses do not make stupid decisions. We have good confidence in your abilities and that is why we have brought you to the Head Office. For everybody, time is required for learning. I will expect you to know all the nuances of your product in three months time. Until then you have my complete confidence”. George closed the conversation with a big reassuring handshake with Satish. Questions: (a) Was it at all necessary for George to apologise to such a junior employee like Satish? P.T.O. (G30)MBA 201 6 (b) If you were in Satish’s place, how would you to respond to George’s apology? (c) Was George correct in saying that Satish is there to correct the “stupid mistake” of his boss and George? (d) Would you employ George in your company? (1000) (G30)(Ng. of Printed Pages — 4] MBA 207 A Enrol. No. SECOND SEMESTER END TERM EXAMINATION : MAY, 2018 MASTER OF BUSINESS ADMINISTRATION LEGAL ASPECTS OF BUSINESS Time: 3 Hrs. Maximum Marks ; 70 Note: Attempt questions from all sections as directed. SECTION - A (30 Marks) Attempt any five questions out of six. Each question carries 06 marks. 1. Elaborate the doctrine of Caveat emptor? 2. What are the provisions relating to noting and protesting under Negotiable Instruments Act, 1881? 3. Explain various types of General Meetings. 4. Elucidate overview of Intellectual Property Laws in India. ; P.T.O. (G35)MBA 207 2 5. 10. What are the features of Negotiable Instruments? Explain the provisions relating to Bailment and Pledge. SECTION - B (20 Marks) Attempt any two questions out of three. Each question carries 10 marks. What are the legal provisions of competency under Indian Contract Act, 1872? What are the grounds of Dissolution of Partnership? Discuss the infringement and passing off under Trademark Law in India. SECTION - C (20 Marks) (Compulsory) (i) Nilesh agreed to sell to Ganesh some oil described as “foreign refined rape oil, warranted only equal to sample”. The goods tendered were equal to sample, but contained an admixture of hemp oil. Can Ganesh reject oil? (G35)MBA 207 3 (ii) Ashok sent a telegram to Bijoy, “Will you sell your car? Quote lowest price” Bijoy sent a reply “Lowest price Rs. 25,000”. Ashok sent a second telegram to Bijoy, “I agree to buy your car for Rs 25,000.” Bijoy thereafter refuses to sell. (a) Can Ashok compel to Bijoy to do so? (b) Is there a contract between Ashok and Bijoy? Gii) Mr. Ramaswamy of Chennai placed an order with Mr. Shah of Ahmedabad for supply of Urid Dhall on 10.11.2016 at a contracted price of Rs. 40 per kg. The order was for the supply of 10 tonnes within a month’s time viz. before 09.12.2016. On 04.12.2016 Mr. Shah wrote a letter to Mr. Ramaswamy stating that the price of Urid Dhall was sky rocketing to Rs. 50 Per. Kg. and he would not be able to supply as per original contract. The price of Urid Dhall rose to Rs. 53 on 09.12.16 Advise Mr. Ramaswamy citing the legal position. P.T.O. (G35)MBA 207 4 (iv) Mr. Ranjit wants to launch a business project. However with a view to protect his business idea, he wants to apply for registration of business idea under Copyright Act, 1957. Can he do so? Give Reason. (1000) (G35)[No. of Printed Pages ~ 8] MBA204 pEmrol. No. were SECOND SEMESTER END TERM EXAMINATION : MAY, 2018 ; MASTER OF BUSINESS ADMINISTRATION MARKETING RESEARCH Time : 3 Hrs. Maximum Marks : 70 | Note: Attempt questions from all:sections as directed. SECTION - A (30 Marks) Attempt any five questions out of six. Each question carries 06 marks. 1, Examine the merits and limitations of the observation method in collecting Information. 2. Describe the different steps involved in a Marketing research process. : 3. Explain the different Non-Probability sampling techniques. 4, What is SPSS? Explain its uses in research. (G33)MBA204 2 5. What are the precautions to be taken by a researcher before using the secondary data? According to the'National Retail Federation and Center for Retailing Education at the University of Delhi, the four main sources of inventory shrinkage are employee theft, shoplifting, administrative error, and vendor fraud. The estimated annual amount in shrinkage associated with each of these data sources are as follows : Employee theft. Rs. 17918.6 Shop lifting “Rs. 15191.9 Administrative error Rs. 7617.6 Vendor fraud Rs. 2553.6 Total Rs. 43281.7 Construct a pie chart to depict these data. SECTION - B (20 Marks) Attempt any two questions out of three. Each question carries 10 marks. Discuss the primary scales of Measurement. Defelop an example of each. ; Discuss the Relationship between Cross tabulation and F requency distribution. (G33)MBA204 3 9. What are the sampling errors which are likely to arise during the course of market research study? SECTION - C (20 Marks) (Compulsory) 10. Case Study: Alice’s Dressings Distribution systems may evolve:over time as a business grows and changes. Consider a small one-store family restaurant named Alice’s, with delicious, unique, homemade salad dressings (e.g., Pomegranate Vinaigrette, Rum-Raisin-Orange Ranch, Blue Cheese Catalina). Initially, the dressings were only available to customers eating at Alice’s. Then customers begin requesting bottles to buy. Initial sales and distribution of Alice’s Salad Dressings were from the restaurant to walk-in customers. The product was packaged in a 32-ounce canning jar with a handmade label. New distribution channels cause packaging and pricing changes. Then Alice’s Dressings were sold to a local grocery store at a discounted wholesale price, 28 percent less per ounce than the retail restaurant price, packaged in a smaller, 26- ounce bottle. As local demand grew, Alice decided to have the dressings made in an independent packing facility and sold to - other stores in the area, which initially raised the cost P.T.O. (G33) | |MBA204 4 of making the dressings. Alice’s husband, brothers, and a sister-in- law divided up initial sales responsibilities to call on local and regional stores in their spare time. The popularity of Alice’s Dressings caused Alice to consider the possibility of selling large pallet quantities to distributors in. other states. The distributors needed another 25 percent discount from wholesale price, along with free shipping. Sales brokers were also recommended, at 5 percent commission on net distributor sales, since the family could no longer call on everyone. A separate company would have to be set up to market the salad dressings; an enterprise requiring full-time management. Distribution channels are key to pricing and packaging decisions. In this case, a separate business, new distribution channels and sales representation grew out of Alice’s initial one-store restaurant. Alice’s restaurant was initially able to sell the salad dressings at $5.00 per 32-ounce jar (15.6 cents per ounce) directly to customers. However, once a decision was made to sell Alice’s Dressings as a shelf- stable item in grocery stores, the bottles changed to a standard 26-ounce size to compete with other dressings sold in this size. Alice was concerned that grocery consumers, unfamiliar with the restaurant, would not pay over $3.99 retail \ (633)MBA204 5 per 26-ounce bottle when competing brands ranged | from $1.29 to $2.69 for the same 26-ounce size. Wholesale prices were 28 percent less than retail, at $2.89 per bottle. However, the cost of ingredients was substantially more than competing brands, at $1.00 per bottle, and packaging and processing costs added | another $0.50 per bottle. Profits were reduced from restaurant sales per bottle, but still acceptable (i.e., | from $3.50 a bottle, or 11 cents per ounce, to $1.39 per bottle, or five cents per ounce), since the total amount of sales and profits were expected to be substantially greater through grocery sales. Further research with marketing experts in the industry and sales brokers indicated a further 40 percent reduction in delivered distributor price (including brokerage commissions and shipping costs). Alice would net $1.73 per bottle at delivered distributor price with brokerage commissions of 5 percent, leaving an unacceptable gross margin of only 23 cents per bottle (13 percent), even at the higher retail price of $3.99 per bottle. Alice finally decided to upgrade the bottle and label to a unique, tall, triangular, Italian glass bottle and cork, with gold and black labels and recipe hang-tags by a local design studio. She sold the dressings directly to upscale specialty and grocery stores. Distributors would P.T.O. (G33)MBA204—, 6 not be used. Specialty brokers were hired to aid in selling directly, at a 10 percent commission on net sales. The premium pricing was also retained in this non-elastic, low-price- sensitivity market segment, with the new bottles retailing at $4.99 each. Final net factory sales per bottle were $2.69 after deducting 10 percent brokerage commissions, with net factory profits of $1.10/bottle. Specialty food stores took a 40 percent gross margin, but paid for shipping. Packaging and pricing decisions are intimately related to distribution and sales force decisions: Alice’s restaurant could have made several different distribution decisions, with different packaging and pricing results: * Sell the salad dressings only from the restaurant in 32-ounce jars with. handmade black and white labels at $5.00 each. This distribution and sales decision requires the least amount of extra resources, spending, and risk. This also provides the smallest potential sales return. ¢ Sell the dressings directly to all consumers through mail order or other marketing channels with family members handling both marketing and sales. This distribution and sales decision is a variation on selling only from the restaurant and may require additional resources to manage and (G33)MBA204 7 grow, but it delivers better returns than selling only to local restaurant customers. © Sell through DSD (Direct Store Delivery) distributors. This distribution and sales decision requires financial resources, management time, personnel, higher margins, and spending support, but may be the fastest way to grow the business. Hire brokers for store and/or distributor sales. This sales decision depends upon scope of operations and geographic and distribution channel expansion plans. Combine several distribution channels simultaneously. This distribution and sales decision calls for the largest amount of resources, time and personnel, with the objective of growing the business as fast as possible. License the formulas and restaurant name to another manufacturer and receive a 4 percent to 5 percent royalty on net sales. This distribution and sales decision is also low-risk, with low- resource requirements. The long-term potential return is much higher than selling out of a single restaurant. P.T.O. (G33)MBA204 8 Sell a different size bottle or jar directly to stores only, as Alice finally decided to do. This distribution and sales decision preserves higher gross margins and eliminates discounts to distributors and possibly sales commissions to brokers, but requires more financing, management personnel and time. Use the above case synopsis, Answer the following questions. ; (a) What should Alice have done? (b) Based on your personal research, what distribution approach would you use if you Alice’s were your company? Why? (c) How do your ideas relate to your target market(s), does your research change the approach to the channel(s)? Why/why not? (1000) (G33)[No. of Printed Pages - 8] MBA203 Enrol. No. wee. SECOND SEMESTER END TERM EXAMINATION : MAY, 2018 MASTER OF BUSINESS ADMINISTRATION INTERNATIONAL BUSINESS AND PRACTICES } Time : 3 Hrs. Maximum Marks : 70 Note: Attempt questions from all sections as directed. SECTION - A (30 Marks) Attempt any five questions out of six. Each question carries 06 marks. 1. What are the economic factors that affect the international business? 2. What is currency convertibility? What is dual exchange rate system? Is rupee is fully convertible after 1991? 3. Outline why the culture of a country might influence the costs of doing business in that country. Illustrate your answer with example. 4. Free market economies stimulate greater. economic growth. Discuss. P.T.O. (G32)MBA203 2 What are the impact of globalization on Indian economy? Write a short note on ASEAN and NAFTA. SECTION - B (20 Marks) Attempt any two questions out of three. Each question carries 10 marks. Debate the merits and demerits of fixed and floating exchange rate regimes. Discuss, which system is the more desirable for an international business? Discuss in detail Hecksher-Ohlin theory of international trade. Discuss the role and functions of World Bank and International Monetary Fund. SECTION - C (20 Marks) (Compulsory) . Wipro Ltd. - The New Face of Global Competition Fifteen years ago, Wipro Ltd. of India was a jumbled conglomerate selling everything from cooking oil and personal care products to knockoffs of Dell microcomputers and lightbulbs. Now it is a fast-growing (G32)MBA203 3 information technology company at the forefront of India’s rapidly expanding technology sector. In the’ year ending March 2005, Wipro generated more than $1.87 billion in sales, the majority from export contracts in information technology services. Its sales have grown by more than 25 percent a year since 1997, and that growth shows no sign of slowing. The company is very profitable, earning $363 million in net income in the year ending March 2005. Wipro’s move into technology began in 1989 when , ce Electric entered into a joint venture with ipro, Wipro GE Medical Systems, to make and sell GE ultrasound scanners under license in India. At the time, _Wipro’s technology revenues were tiny, just $15 million. While sales of GE scanners in India did not take off as quickly as expected. GE quickly realized ithad found a cheap source of talented engineers and programmers. India has a solid base of technology- © focused universities and colleges that turn out many engineers every year. The vast majority speak English. While software programmers in the United States with two to four years of experience make $64,000 a year, similarly skilled individuals in India can be had for as little as $2 an hour, and programmers at Wipro on average earn $10,000 a year. That might not sound like a lot, but in India, where the annual per capita income is still less than $500, it can translate into a very good living. P.T.O. (G32)MBA203 4 GE quickly set aside $5 million a year to hire Wipro software programmers to write code for GE’s ultrasound machines and its CT scanners. By the mid- 1990s, senior GE managers began to encourage other units to follow the medical division’s lead and outsource information technology work to Indian companies. As a result, at one point during the mid-1990s Wipro was getting as much as 50 percent of its revenues from General Electric. However, along the way GE taught Wipro a hard lesson. GE was soon contracting out work to other Indian information technology companies, playing them off against each other in its drive for ever lower costs. To hold onto its GE business, Wipro found that it had to improve its own operating efficiency, so Wipro looked at what GE was doing, and copied it. Wipro’s joint venture with GE helped in this regard, since it gave Wipro a window into GE’s relentless push for operating efficiencies. Thus, following GE’s lead. Wipro was one of the first Indian companies to adopt the Six Sigma process for improving operating efficiency made famous by GE. Today, Wipro executives credit much of their success in the international market to the hard lessons it learned about efficiency as a GE vendor. By the late 1990s. GE began to turn its attention from simply buying software from India, to using the country as a base for data entry, processing credit card (G32)MBA203 5 applications, and other clerical tasks that could be performed over the Internet. About this time, other Western companies such as American Express and British Airways began doing the same thing. GE estimates that it cut operating costs $300 million a year by shifting such work to India. Wipro was a major beneficiary. . Today Wipro’s 39,000 technology employees write software, integrate back-office solutions, design semiconductors, debug applications, take orders, and field help calls for some of the biggest companies in the world. Its customers still include General Electric along with Hewlett-Packard, Home Depot, Nokia, Sony, and Weyerhaeuser. By using the Internet, Wipro can maintain and manage software applications for companies all over the world in real time. Typical is Wipro’s relationship with Weyerhaeuser, one of the world’s largest timber companies. Wipro’s involvement with Weyerhaeuser began in 1999 when two employees conducted a modest on-site analysis at Weyerhaeuser’s U.S. headquarters just south of Seattle. By 2003. Wipro was supporting a broad array of Weyerhaeuser’s information systems including logistics, sales, and human resource applications from Bangalore, India. Overall, Wipro estimates it can save clients as much as 40 percent of the cost of maintaining such systems. In a highly competitive global economy, the imperative P.T.O. (G32)7 MBA203 6 for companies such as Weyerhaeuser to outsource is compelling. Wipro, however, is not content to remain in the low- margin end of the software business. The company increasingly is moving upstream into high value-added applications. For example, in 2002, Wipro signed a deal to design and engineer tape storage devices for Storage Technology. In 2004, ‘Wipro took over responsibility for all development work on this product line from 200 employees in Minneapolis. Wipro is also moving rapidly into high value-added software services, such as establishing global supply chain or billing systems for large corporations, a business that is currently dominated by Western consulting outfits such as IBM, EDS. and Accenture. As Wipro expands its business, it is also taking steps to become a more global company. Around the world. Wipro has been hiring local nationals to lead its sales push. The company now has -a direct sales presence in 35 countries, most of which are staffed by local nationals, q By 2005, the company hopes that three- quarters of the employees that customers see will be local nationals—in Europe the figure is already 90 percent. According to a Wipro spokesman, using locals “provides the cultural and linguistic ties that make clients smile and help build stronger relationship. (G32)MBA203 1 “Wipro is also buying local companies to give it instant industry presence. In November 2002, Wipro paid $26 million for American Management Systems, buying not just credibility but also 90 consultants and 50 existing client relationships in the energy business. While these consultants will manage contact with U.S. customers, much of the software development work will be moved to Bangalore. In something of a departure from its historic strategy, since 2000 Wipro has also been moving some product development work out of India to developed nations. It now has nine development centers in Europe and the United States. These centers focus on product development work where more communication between Wipro engineers and the client is required than with * the typical outsourcing contract, and where language is an issue. In Germany, for example, Wipro has found that it can win more business if not only its salespeople are German, but also some development work is done locally by German engineers. Question: (a) How did outsourcing work to Wipro improve General Electric’s ability to compete in the global economy? Does such outsourcing harm or benefit the American economy? P.T.O. (G32)MBA203 8 (b) Did General Electric help to create Wipro? How? (c) If India’s information technology companies continue to prosper, over time what do you think, will happen to the income differential between software programmers in the United States and India? What are the implications for the American economy? (d) Since 2000, Wipro has moved abroad, establishing sales offices in 35 nations and design centers in nine. Why is Wipro doing this? (1000) (G32)(No. of Printed Pages — 4] MBA 242 Enrol. No. vce SECOND SEMESTER END TERM EXAMINATION : MAY, 2018 MASTER OF BUSINESS ADMINISTRATION BUSINESS COMMUNICATION - II Time: 2 Hrs. Maximum Marks : 60 Note: Attempt questions from all sections as directed. SECTION - A (24 Marks) Attempt any four questions out of five. Each question carries 06 marks. 1. Explain direct and indirect method of written communication. 2. Discuss how is letter writing different than memo writing? 3. Discuss characteristics of an effective resume. 4, ee “you attitude” in written communications an example. P.T.O. (G36)MBA 242 2 5. “Email writing is a very important tool for creating your image in the organization” Justify. SECTION - B (20 Marks) Attempt any two questions out of three. Each question carries 10 marks. Principled negotiations. Agenda vs. minutes. Characteristics of a good memo. SECTION - C (16 Marks) (Compulsory) Read the email below and answer the questions given SUBJECT LINE: EMPLOYEE BENEFITS Attention: Amy Wright : How are you today? It was great seeing you the other day at lunch. I loved your casserole. I will try that recipe next week. Please give me your feedback when I finish it. (G36)MBA 242 3 I find the employee benefits are not covering the basic necessities for dental/health and I have been receiving complaints that a half hour break for lunch is not long enough. Employees keep complaining and they would prefer to work longer and have a more enjoyable lunch break to get their personal errands done before coming back to their desk to work for the rest of the day. Our dental and health benefits cover $400 a year for dental and 50% coverage on prescriptions and we do not have any privilege for professional services, such as chiropractors and physiotherapy. Can we get this changed? I hope you think it is a good idea. Sincerely, M. Mazza HR Department Questions : (a) Give your opinion about the email above. (3) P.T.O. (G36)MBA 242 4 (b) What are the issues in the email? Explain according to the 7c’s Principles of communication. (5) (c) Rewrite the above email in your own words. (8) (1000) (G36)(No. of Printed Pages — 4] MBA 243 Enrol. No. . SECOND SEMESTER END TERM EXAMINATION: | MAY, 2018 | MASTER OF BUSINESS ADMINISTRATION BEHAVIOURAL SCIENCE - II Time: 2 Hrs. Maximum Marks: 60 Note: Attempt questions from all sections as directed. SECTION - A (24 Marks) Attempt any four questions out of five. Each question carries 06 marks. 1. “Good communication is the foundation of good relationship building.” Comment. 2. Discuss the role of personality in interpersonal communication. 3. Explain with help of suitable example the importance of interpersonal communication. 4. Explain confirming and disconfirming communication, P.T.O. (G37)MBA 243 2 5. Suppose your job transfers you to a foreign culture, what non-verbal communication practices must you be sensitive to. SECTION - B (20 Marks) Attempt any two questions out of three. Each question carries 10 marks. What are some of the major sources of interpersonal conflicts? Give suitable measures to resolve them. “Ineffective communication is the fault of the sender”. Do you agree/Disagree? Give reasons. Write short notes on: (i) Culture & Communication (ii) Perception of communication SECTION - C (16 Marks) (Compulsory) Read the case study carefully : The company had several departments and hundreds of employees. The company was family owned, family managed and completely family oriented. The owner, (G37)MBA 243 3 his brother, their sons, and their daughters-in-law managed all the affairs of the company. The heads- of-department contacted the directors (owners) for any decisions that needed to be made. One of the directors was always present in the office, and at hand, to hand out decisions on critical and not -so - critical matters. It was a norm to take decisions unilaterally without consulting the rest of the family members. Sometimes employees were scolded for their acts and it was later found that they had merely followed orders given by one of the directors. 7 Departmental heads started taking advantage this functioning style. They knew which boss to turn to for a particular wish to be granted. The directors seethed in anger, at times did not agree with what had happened, but kept quiet because one of them had granted permission. This style of functioning divided the staff into favorites and non-favorites of one or the other directors. This led to enquiry by each director about what was going on. It also led to a showdown between employees first and the directors later. The showdown became a big issue and needed to be sorted out by the chairman, the original promoter of the company. P.T.O. (G37)MBA 243 4 The performance of the company started suffering. The atmosphere inside the factory became tense and once happy campus was riddled with misunderstandings. The chairman called a meeting of all departmental heads. The departmental heads could not arrive at a solution. They mentioned nothing about how they approached different directors for getting different things. They even sent each director’s favorite to him to get what they wanted. The communication channels remained clogged and things came to such a pass one day that some young directors asked for a division of the factory. This came as a big blow to the chairman who suffered a heart attack. Now answer these questions : (a) What are the basics of work-team communication that are neglected by the company? (b) Give your suggestions to solve the above problem. (1000) (G37)SECOND SEMESTER END TERM EXAMINATION :'MAY, 2018 | FREN104 FRENCH GRAMMAR - I {UC] Time: 2 Hrs i Maximum Marks: 60 Note: Attempt questions from all sections as directed. ' I Section- A : Attempt any four questions out of five. Each question carries 06 marks. {24 Marks] QI. Complétez avec un adjectif possessif. a) Elle a aussi un oncle. C'est oncle. i b) Nous avons des amis. Ce sont amis. : ¢) Vous avez une télévision. C'est télévision. d) Mes parents ont un chien. C'est chien. ; e) Ils ont aussi trois chats. Ce sont chats. I f) Nous avons des voisins : ce sont voisins. i Q2. Conjugez les verbes au passé compose. a) Est-ce que vous (recevoir) un paquet ? | b) Ils (se perdre) dans la forét. c) Est-ce qu'elle (prendre) le téléphone ? d) Léa et Sarah (partir) hier. e) Frangois (se lever) a 8 heures. f) Est-ce que tu (lire) ce livre ? Q3. Mettez a Vimpératif. . Tu dois mettre ton manteau. . Vous devez vous brosser les dents. . Vous devez faire de ce monde un paradis . Nous ne devons pas enfreindre la loi. ia . Tu dois beurrer le moule | . Nous devons nous estimer heureux meaoce Q4. Complétez ces phrases avec avoir au passé composé. Est-ce que tu de l'insecticide? (boire) J de nouveaux poémes. (écrire) « Tex et Edouard le match de foot. (regarder) . Tex et Tammy des amis hier soir. (rencontrer) i . Tammy beaucoup de crépes pour la féte. (préparer) i Manuel visite 4 Berlin. (rendre) oe meaoc QS. Transformez les phrases au future proche. . Elle vont au cinema. i . Vous parlez frangais. . Je fais de la natation |. Nous jouons au football. i . Je mange de la glace. i Elle danse & L' hotel. {GLI menoge(2] FREN104 Section—B : Attempt any two questions out of three. Each question carries 10 marks. [20 Marks] Q6.Lisez le paragraphe et repondez aux questions. Les étrennes Les étrennes sont les cadeaux que I’on fait a quelqu’un 4 Noél ou au début de Il’année, souvent pour remercier les gens. Donner des étrennes, c’est une tradition qui a du bon mais ¢a crée aussi des obligations et il faut aussi savoir combien donner, quand envoyer ses voeux et comment choisir les cadeaux. « Le petit cadeau » ne devra pas se présenter sous forme de chéque mais de billets glissés dans une enveloppe et accompagnés d’une carte.Et si le don d’argent vous choque, rien ne vous empéche d’offrir une bonne bouteille de champagne ou une boite de chocolat. a. Ecrivez vrai ou faux : (4) i. On peut donner une bouteille de champagne comme cadeau 4 Noél. ii. Certains gens n’aiment pas !’idée de donner de l’argent comme don. iii, On donne des étrennes a Paques. iv. On donne les étrennes pour dire merci aux amis. b. Donnez les contraires : (2) i. au début : ( au commencement / 4 la fin / puis) ii, envoyer : ( offtit/ recevoir / donner ) c. Complétez avec un mot/des mots du texte : (4) i. Peux-tu m’aider a une belle cravate ? ( donner / choisir / envoyer) {la fait un d’un million de francs a I’hépital. (don / donner / choque) iii, Tu dois ta tante pour le beau cadeau. ( remercier / choisir/ envoyer) iv. Elle a mis toutes les enveloppes dans une grande - (carte / bouteille /boite) Q7. Conjugue les verbes pronominaux au présent. Je (se décider) a partir. Comment tu (s‘appeler) 2 Il (se réjouir) de la nouvelle. Nous (s'informer) sur les possibilités. Vous (s ‘inféresser) aux ordinateurs? Hier je (se dépécher) pour prendre le train. Demain nous (se réveiller) a9 heures. Tu lis le livre que tu (s acheter) la semaine derniére. Quand vous étiez petits, vous (se tromper) en mathématiques. j. Aujourd’hui ils (se baigner) au lac. Pe mesaoges Q8.a) Complétez avec : que / qui / ot (5) a) Le chien est sur la table, est méchant. b) L’avion le pilote conduit, est blanc. c) L’Inde est un pays se trouve beaucoup de monuments. d) Je dépense l’'argent mon frére me donne. e) Voila amie m/aide tout le temps. b)Trouvez la question a) J’aime les gateaux ! b) M. Bernard et ses amis viennent chez nous. c) Nous allons toujours au méme endroit pour les vacances. d) Non, ne les lave pas ! e) Je vais chez le frére de mon amie. 6) Section-C —: Compulsory question [16 Marks] Q9. Vous invitez votre ami/amic frangaiso a la féte de 26 janvier a Rajpath. Rédigez cette invitation. (40-50 mots) cee {GL1]