‘Time: Three hours 1L 12, Registor No lel’ Tale Zlo MBA Degree Examination December 2022 Fourth Trimester 20MBT41 ~ PROJECT MANAGEMENT Regulations 2020) Maximum: 100 marke, Answer all Questions Part-A (10x 2=20 marks) List any four benefits of project management, (001.1 Distinguish between the roles of project managor and functional manager. (001,42) Give any two examples of principled negotiation, (002342) ‘What is the most important selection character of a project manager? Why? (002.2) Identify any four common problems faced by the project budgetor. {C03,K1) ‘List the basie steps to design andiuse — tcos.cx Name any two advanta; Differentiate between AON and AOA format in network diagr: Write a note on Gantt chart, manual one. Recall the key factors that need to be considered when setting up a monitoring system. “A project in itself has been organized to follow the life cycle of all projects” Examine the project management process with real time examples, Compare and contrast the various numeric and non-numeric selection. am. Ges for project manager of having a computerized system over a (COS) (eosxn, Part —B (5 x 16 = 80 marks) (a6) e.KH, (OR) models in project (16) (COnKIR . = Compile the linkage between Negotiation and conflict management process with (16) [Co2K6) a suitable example. ; i (coax Predict the types of likely conflicts that can occur during the different stages of (16) PLC. (OR)3. Describe’ the process of sitbdivision of activities and tree diagram known as WBS. Why is the input of workers so important an aspect of this process. (OR) events that composes the (16) [C03,K5) responsible managers and b. Appraise the different categories of project. budgeting with their advantages and (16) {C035} disadvantages. 14. ads Termination process has two distinct parts. Explain the elements of termination (16) {C05.K5) — process with suitable examples, (OR) b. Appraise the benefits of timely, appropriate and project information. How can a (16) (C05K5, value be assigned to these characteristics. 15. Construct a network diagram and find (as) (ou 1) Critical path 2) , How long it will take to complete the project. 3) Find the ES, LS, EF and LF for each activity 4) Find the slack for each activity. - [Acuviey | jm | oh | Predecessor Remembering | Understanding | Applying [ Analysing | Evaluating | Creating 2) (3) (Ka) (K5) (K6) D 2 10 20 39) 19 2 F — 5839211. 12, 13. F -111561 Register No. MBA Degree Examination March 2023 Fifth Trimester 20MBT52 — CORPORATE STRATEGY (Regulations 2020) Answer all Questigns Part—A (10x 2= 20 marks) Differentiate Vision and Mission. Write an application for core competency. Interpret the role of business strategy. List out four merits of Focus Strategies. Compare related and unrelated diversification strategies. ‘Mention the role of corporate parenting in creating value. Define globalization. Identify any four goals:of MIN Cr Specify the needs of strategy implementation. Recall the importance of strategic change. Part—B (5 x 16 = 80 marks) Examine Porter's five forces framework analysis with substantial evidences. (OR) i) Evaluate SWOT analysis of D-Mart retail stores launched in Tamilnadu. ii) List out and discuss different types of strategies in corporate world. Analyze the various business level strategies in India with suitable examples. (OR) Analyze the different stages of Industry Life Cycle and its impact on strategic (16) implications. Maximum: 100 marks (a6) (01K) (g) (Cou) () (couKs) (16) (C02K4) (co2,K4] Enumerate various steps in implementation of growth strategies with examples. (16) (CO3.K6} (OR)’& i) El i jaborate BCG matrix analysis with illustrations. (8) (003xs) i) Ely je GE Mckinsey analys ucidate GE Mckinsey matrix analysis with examp! (cone les. 6) 14. a. Appraise the different types of entry mode strate; m — praise the different t fer id gies in global mark: arket. ae et (16) (0045) b. 1) Critically evalua ) r te the variou i Coieale oralnatel 8 challenges in global business with (8) {COLKs) ii) Eval Porter's Di uate the Porter's Diamond model on competitive advantage in India. (8) (conn : K5) 15. Case Study: Issues and Challenges in Nike, Inc. » Ine. (cose) ‘The case discusses US-based i mara -based sportswear giant Nike Inc.'s (Nik ovid-19 oF the Corona virus pandemic. The Covid-19 outbreak Eon ‘read to countries across the world, and led of the ‘Wuhan, China, soon spi ‘taking precautions to prevent transmission ‘Stay indoors as lockdowns were imposed in Mery “Iustrios and Nike was also badly hit. The retailer in the Americas, the Asia-Pacific, ‘of 2020 in a bid to December 2019 in to consumers and businesses disease. People were forced to countries. This affected many in reported that 90% of the company-owned stores 0 ser urope were closed down for eight weeks in te fourth quarter protect the health ani ‘s and the consume! pandemic. to a certain extent. The r 'd safety of its worker srs during the Nike’s digital prowess hel ackle the crisis Club (NTO) app, which Iped the company t retailer offered the premium version of i i offered virtual workouts, free to consumers in China. Applying its China Playbook, Nike offered the premium version of its NTC ap) all US consumers for 90 days. The retailer also promoted dvertising campaign ‘Play Inside, Play for the World’ encouraging consumers ted at home amidst the Covid-19 pandemic. ‘Nike's efforts to tackle the crisis led to its reporting a 47% increase in digital 2020. However, the company hat ith the challenge of uring the pandemic. With these |d be a tough road revenue in fiscal However, he oedenres puilt-uy inventory attributable io st josures > being early days of the ‘pandemic, some analysts opined that it could be ahead for Nike as the company would have to cope Writ the full impact of the Covid-19 pandemic. Questions: 1, Categorize the issues and challenges faced by the industry during pandemics and (8) ‘explore how they can tackle those challenges. to become leader among the (8) the strategy that Nike 6M apply in future h crisis management. 2. Examine dustries throug! sportswear in Percentage~SUS72 5 Register No. ‘MBA Degree Examination March 2023 Fifth Trimester 20MBTSs — ‘58 — CORPORATE SOCIAL RESPONSIBILITY AND SUSTAINABILITY (Regulations 2020) ‘Time: Three ae Maximum: 100 marks Answer all Questions . Part~A (10 x 2= 20 marks) 1. Mention the needs for CSR. ioe 2 Find two challenges of CSR. 1001.42) 3. Whois a whistle blower? ee 4. Outi uutline the role of corporate governance in the success ofthe organization. ee 5. _ Differentiate CSR and Sustainabi (003.3) 6. Discover few activities for sustainable growth. ean 7. What is corporate sustainability reporting? ee 8. “Sustainability reporting is not essential in modern world” — explain your stand. cose 9. Outline facts on sustainability indices. (c05.K2) 10. Mention three challenges in mainstream sustainability. (005.1) ae - Part—B (5 x 16 = 80 marks) 41. a. CSR is an inevitable part of a corporate. Recall how it started in India and (16) 1coukuy spread across. (OR) b. i) Draw and explain the various models of CSR in detail. Qo) (coLKN ii) List down the implementation issues in CSR_ - @ coun 12, a. Who are the parts of governance in the organization? Explain the structure of (16) (C23) top management in governing the organization. (OR) Governments are taking reforms, still corporate miseonduets happen. Infer the (16) [co2.Ka) reasons for corporate misconduct. 43. a. Identify and explain how the pillars of corporate sustainability help (16) !©03K3] organization to sustain. (OR) Select one social innovation that happened recently and explain its impact on (16) {CO%K3) the society. 4A a. Discuss about the national guidelines on social, environm ; Discs ay ofa business. ental, economics (16) [CO4K«] (OR) Narrate the importance of TBL. Exami fi ine j b. Narrate the importance of ine how Triple Bottom Line impacts the (16) [CO1.K4) sustainability.15, Satyam computers was ance the ery jowel af the Indian inform: sector (IT aeetor), but it wna brought ty ite knveow 4h 2008 by ite founders Aa Financial fraud. Satyam’s umoxpectod sallayae parked w dobate over tho Chiel Exe tive Officer's (CEO) volo in Deopelling i ‘iri to ow heights of as the CEO's relationship with the Roan af Directors and the formation of key committees, The scandal brought to light the importance of eorparate: governance (CG) in designing audit committee standarde and board member maponsibilitios Satyam received the Golden Peacock Awan for the best xoverned corporation it September 2008. Mr.Ramalinga Raju, who was apprehended and confessed to a S 1.47 billion (Rs.7,800 crores) seam, rovealod that he had been making up earnings for vears. It was alleged that Rajt and hie brother, Mr.2.Rama Raya, the Managing Director, disguised the lie from tho company’s board, top management, and auditors Faniewnas, aie well Satyam’s probloms began when its chairman, Mr. Ramalinga Raju, announced a § 6 billion offer for two Maytas firms, namely, May infrastructure Ltd and 3 z properties Ltd, on Decomber 16", 2008, indicating that he wished to use the capital available for the benefit of inverstors. Raju's family has promoted and controlled the two businesses. Investors and the market both gave him the thumbs down, forcing: him to withdraw within 12 hours, Concern regarding Satyam's corporate governance caused a 56 percent drop in share values of the company. Satyam was forbidden from: doing business with the World Bank for eight yoars on December 28, 2008, after the international institute charged it with data theft and corrupting its employees. On December 28, 2008 one independent director of the company, US ncademician Mangalam Srinivasan, announced his resignation, followed by three more independent directors, Vinod K Dham (famously known as the father of the Pentium and an ex-intel employee), M Rammohan Rao (Dean of the prestigions Indian School of Business), and Krishna Palepu Professor at Harvard Business School). B.Ramalinga Raju resigned as chairman of Satyam on January7, 2009, after ‘admitting to a financial scam involving over Rs.7800 crore. In his letter, he indicated that his purchase of Maytas firms was his final attempt to replace fictional assets with genuine ones. It was like riding a tiger and not knowing how to get off without getting devoured, he said in his letter Satyam’s proprietors, B Ramalinga Raju and his brother B Rama Raju, were detained by state police in Andhra Pradesh, and the firm was taken over by the Central Government. Under the Indian Penal code, 1860, the Raju brothers were charged with criminal breach of trust, cheating, criminal conspiracy, and forgery. Satyam’s board was reformed by the central Government, and three members were appointed, namely, the HDFC Chairman Deepak Parekh, Ex Nasscom Chairman and IT specialist Kiran Karnik, and former SEBI member C Achuthan, Question: 1, Evaluate the factors that contributed to the Satyam fraud case. 2. Explain the principles of responsible investment. 3. What are your recommendations and suggestions to avoid such frauds in the ation Dechnotogy (6) joo! | future? Blooms [Remembering [Understanding | Applying [Analysing ‘Taxonomy Level «Ky (K2) {K3) ka) Percentage 25 5 40 | wRegister No.[ 2 | t [M4 zlol7 1s | ln MBA Degree Examination March 2023 Fifth Trimester 20MBE22 ~ ORGANIZATIONAL DEVELOPMENT AND CHANGE MANAGEMENT (Regulations 2020) Mine Tee bones Maximum: 100 marks Answer all Questions Part A (10» 2= 20 marks) 1, List any three major trends which are relevant in OD. aa 2. Give an example for systems theory. aoa Who is an OD consultant? : cou) What are the design components involved in organisational level? one 5. List out any four OD interventions to be followed by a change agent in an organisation. _ {C021 6. Give an example for HRM intervention in a firm. ae 7. The models of change have been categorised into three groups. List them. fooeey Differentiate transformational and transactional factors in Burke-Litwin model of [CO4K3) ‘organisational performance and change. (cosa) | State any two roles of a change agent while implomonting change in an organisat Distinguish formal and informal components of organisational culture. Part —B (6 x 16= 80 marks) . 11. a. i) Discuss the OD values and assumptions to be followed in an organisation of (10) {COLK3) your choice. ii) How will you form teams and evaluate the team work in a firm. © (CoLks) (OR) b. Discuss any three theories of organization development. (46) [(COLK3} 12. a. You are appointed as a change agent in a bank. Design a group-level diagnosis (16) {CO2K4] model which can improve the effectiveness of the bank. (OR) Being an OD consultant, you have collected data and to determine the (16) CO2K4} techniques to be used for analyzing and diagnosing information. 13. a. Evaluate any two human process interventions to be followed at individual, (16) (CO3.K5) interpersonal and group process approaches. (OR) As a change agent of a company. Evaluate any one strategic change (10) (CO3.K5} intervention which can be used to downsize and change the structure of a pharma company. b i) ii) Choose and evaluate a training method suitable for im Be plementing OD ina (6) {C035} pharma company. —_—_—_—14. s, You are a Human Resource Manager of a company and selected u as a ch [cos.xsy agent. Discuss the Lewin's model of change and identify ite suitability for your a ' company. Select the company on your own. (OR) b. Discuss any one content based model which is suitable in the present scenario. (16) [04K] Give your valid points for selecting the model. 15. Organisational redesign at Vodafone Idea Limited. (16) (€05.K6) It focuses on the integration efforts undertaken following the merger between idea and Vodafone in August 2018 that resulted in the formation of Vodafone India Limited (VIL). In 2017, the Indian mobile industry witnessed hyper competition with the entry of Reliance Jio Infocomm Limited (Jio) that offered extremely low priced plans. To face the onslaught from Jio, the existing telecom operators went into consolidation mode. Idea and Vodafone decided to come together and announced a merger agreement on March 20, 2017. VIL focused on accelerated integration wi strategy (i) accelerate execution integration profitable areas. (iii) drive average revenue per rd upselling. Gv) focus an partnership to drive value (v) strengthen the balance sheet. This formed the blueprint under which several strategic initiatives were taken to improve its revenue, profitability and competitive position in the market place. One of the key steps take was to revamp the organization structure and culture of VIL on the basis of the newly created vision; mission and values. The company’ implemented the new, stricture which comprised 5 bands (M1 to M5) and a sot of corresponding designation prefixes across the company effective from June 2019. VIL ‘aleo set about evolving a common work ethic and culture to ensure that the merged entity focused on the smooth functioning of the organisation. Despite the restructuring efforts and its efficiencies, VIL's market cap fell by more than 20% (over INR 60 billion) and its share price by 81% following the merger, which closed on August 31, 2018, It reported a net loss of Rs.48.73 billion’s, its third Successive quarterly loss since the merger. Revenue had declined 4.3% sequentially to Rs. 112.69 billion, falling below dio's revenue for the first time in the same period, debt was Rs.998 billion as of June end 2019. On August 19, 2019 VIL CEO Balesh sharma announced his resignation citing personal reasons. He had served as CEO for just under a year. Ravinder Takkar took charge of operations as CEO and MD on the very day of Sharma's resignation. Takkar’s top priority was to reverse the revenue decline. 1. What are the issues and challenges faced by VIL's management? ith a very clearly defined five-pillar (ii) prioritize investment in terms of ‘user (ARPU), up with simplification 2, Discuss the importance of culture for the success of a newly combined organisation. Bloom's Remembering | Understanding | Applying Analysin, Eval i ir Taxonomy Level | (Kl) 2) 3) foe | ene | Sree Percentage 6 3 42 20 20 ° 2 F ~ 52242