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INDIRA INSTITUTE OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

( 4 0 1 ) ENTREPRENEURSHIP DEVELOPMENT & PROJECT MANAGEMENT


Course: MBA II Sem - IV Marks: 70 Time: 2 Hrs. Date: 02/04/12

# Solve any 3 questions from Section I. # Section II is compulsory for all Section I

Q1. Discuss the contribution of Entrepreneurship to Indian Economy and society respectively. Explain whether demography is essential to become an Entrepreneur. Q2 . Discuss the Theories of Max Weber and David McLeland on Entrepreneurship. Explain whether they are relevant to Indian environments. Q3. What is meant by Opportunity Identification? Discuss the various alternatives to identify them. Q4. Make a comparison of benefits of a Managerial and an Entrepreneurial career respectively. Which one would you choose and why? Q5. Discuss the pros & cons of raising finance for projects to set up an enterprise. Q6. Write short notes (Any two) a. Succession planning b. Role of development agencies c. Sickness in SME's d. Achievement Motivation Theory (AMT) Section II You are planning to set up a fast food business at Tathwade, opposite IIMP. Prepare a Project Profile under various headings to be submitted to a bank for loan. You may make any assumptions but spell them out clearly.

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INDIRA INSTITUTE OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

(402) INTERNATIONAL
Course: MBA II Sem - IV

BUSINESS MANAGEMENT
Time: 2 Hrs. Date: 03/04/12

Marks: 70

# Answer any four out of six questions # Question seven (Case study) is compulsory # All questions carry equal marks I. Mention Capitals of a. Kenya, Libya, Vietnam b. What are the currencies of UAE, Switzerland c. When its 2100 Hrs. in Pune, Whats the time in Singapore, Nairobi, Moscow d. Who are these dignitaries Pascal Lamy, Banki Moon, Bernanke e. Give Rupee value of C$, Pak Rupee, Ringgit Discuss the role / significance of following institutions in our foreign trade a. EXIM Bank of India b. ECGC c. ITPO d. Indian Council of Arbitration. Where does India export its 300 Bn $ worth of Merchandise? Where does it source its 450 B $ worth of imports from? Explain with statistics? Whats the contribution of our services sector in our GDP? What is G.A.T.S.? Profile Indias services Export / Import and bring out their importance in bridging our Balance of Payments. Indian corporates are confidently becoming MNCs ! True or false? Discuss the growth story / Strategy of any one of the following a. Tata Motors b. Tata Steel c. Bharat Forge Is Growth without Social Justice Sustainable? Should World Economy be focused on Human Development Index instead of only on G.D.P. growth? Debate with Facts / Figures.

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VII Compulsory Case study INDIRA INSTITUTE OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

( 4 0 7 A ) INTERNATIONAL MARKETING
Course: MBA MKTG. Sem - IV Marks: 50 Time: 1 Hrs. Date: 10/04/12

Note: Solve any Five questions. All questions carry equal marks
Q1. Differentiate between Domestic Marketing & International Marketing. What are the risks involved in IM. Q2. Discuss Porters Model on Competitive Advantage of Nations. Evaluate Indias competitive advantage for Bicycles.. Q3. What are the major factors to be studied on International Environments? Do a SWOT analysis of Bangaladesh to identify opportunities. Q4. What are the alternatives of entry in International markets? What recommendations would you offer to following businesses? a. Strawberries b. Nano- 4 wheeler manufacturer c. Insurance company Q5. How would you do overseas market research for following products? a. Diesel Engines b. Spices Q6. List out the major elements for developing global strategies. Discuss the importance of logistics for exports of poultry products. Q7. Write short notes (Any two) a. Risks in international marketing b. Role of ECGC c. Success of Japan in IM d. Export pricing

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INDIRA INSTITUTE OF MANAGEMENT


Survey No 85/5 A, Opp. Wakad Police Chowky

Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

( 4 0 5 B ) INTERNATIONAL FINANCE
Course: MBA FIN. Sem - IV Marks: 70 Time: 2 Hrs. Date: 6/04/12

# All questions carry equal Marks # Solve any five questions Q1) Explain following terms with appropriate examples: i) Buying rate and selling rate ii) Spot rate and Forward rate iii) Trade control regulations and exchange control regulations iv) Rate of Exchange and Rate of Interest v) Premium and Discount Q2) Companies in India have a choice to borrow either in Rupees or in a foreign currency. What factors need to be taken into consideration, while selecting the currency of borrowing? Support your answer with an appropriate example. Q3) Explain the concept of OPTIONS Contract with appropriate example. Q4) Write short notes on ANY TWO a) Balance of Payments b) Convertibility of Indian Rupee Q5) A) Assume that you are a dealer of a bank in forex market. Following quotes are available in the market. US $ 1 = Rs. 46.00 / 46.10 You have to keep a margin of 0.10 % on the market rates. a) Calculate the rate to be quoted to your exporter customer. b) Calculate the rate to be quoted to your importer customer. Support your answer with proper reasoning. B) Bank A $ 1= Rs. 46.00 / 46.10 Bank B $ 1= Rs. 46.05 / 46.15 Bank C $ 1= Rs. 45.95 / 46.05 i) Which bank will you select if you want to buy $ ? ii) Which bank will you select if you want to sell $ ? Support your answer with proper reasoning. Q6) Describe FOREX markets in India. (Activities undertaken, Features, Players, Factors affecting movement of exchange rates etc.) Q7) Explain the concept of Forward contract with appropriate example
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Survey No 85/5 A, Opp. Wakad Police Chowky

Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

( 4 0 7 E ) EMERGING TRENDS IN HR PRACTICES


Course: MBA HR. Sem - IV Marks: 50 Time: 1 Hrs. Date: 10/04/12

# Solve any three from Qs 1 to Q 5 # Each questions carries 12 marks # Q5 is compulsory & carries 14 marks 1. Explain changed role of HR in current scenario .Illustrate with suitable examples. 2. Design an HRD Survey Questionnaire for carrying out audit in midsize manufacturing organisation employing about 250 employees. 3. What is a learning organization and how can you improve the learning systems in todays organisation? 4. Discuss various issues faced by todays organisation in selection and retention Process. 5. How do cross cultural training play an important role in international organisation? 6. Write Short notes. (Any two) a. Re-Engineering HR b. Ex - patriate Training c. Virtual teams

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INDIRA INSTITUTE OF MANAGEMENT


Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 5 E ) LABOUR LAWS & OTHER LAWS


Course: MBA HR. Sem - IV Marks: 70 Time: 2 Hrs. Date: 6/04/12

# Answer any five questions. # All questions carry equal marks.

1.Explain & differentiate the retrenchment process between a company employing less than 100 & a company Employing more than 100 workmen. 2.What are the various benefits available under the ESI Act ? 3.What are the rights & responsibilities of a trade union recognized under the MRTU & PULP Act ? 4.Explain the process you will follow for dismissing a workman for serious misconduct. 5.What are the conditions & withdrawal facilities available for housing purpose under PF Act ? 6. Write short notes --- any two: a. Principles of natural justice b. Employment injury c. Notice of change

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INDIRA INSTITUTE OF MANAGEMENT


Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 8 E ) CASE STUDIES IN PM & IR


Course: MBA HR. Sem - IV Marks: 50 Time: 1 Hrs. Date: 11/04/12

# Attempt any two cases. # Each carries equal marks. 1 Siddharth Fabricators is a Company in Pune engaging 180 workers. It has a recognized Union under MRTU Act, but it has only 17 members. The balance 163 are members of a Union floated by the local MLA Mr. Suresh Jadhav. The name of the recognized Union is Mazdoor Sabha while that of the MLA is Shramik Sangh. Both Unions have submitted their charter of demands for wage settlement & there is anxiety amongst workmen. The Management wants an early productivity-linked settlement because of the machines it has recently imported. Both the Unions have threatened the Management that it should not talk to the rival group.They have also said that any settlement with the rival group will not be binding on them. You are the HR consultant. Advise the Management on course of action & the rationale behind it, not forgetting the legal implications. 2 SV Bank is a Private Sector Bank growing rapidly. It has a promotion policy which says that for junior officer position, internal clerical candidates be given preference. Criterian was length of service, merit, service record, education & computer proficiency. In the last seven years, 75% promotions were from the clerks. Given the severe competition & its experience of last seven years, the Bank has decided to make it 50 50, half internal & half external. The Union has threatened to agitate. As HR manager of the Bank, analyse the situation thoroughly & suggest fully justified solution to the problem. 3 Priya Cosmetics has decided to get ISO certification. This requires Training of all 240 workers over the next six months. As a Training Manager, work out the training plan --no. of programmes, duration, brief content of the programme & training evaluation. Accordingly, send a note to your MD covering all the above aspects.

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 4 E ) LABOUR WELFARE Course: MBA HR.

Sem - IV

Marks: 70

Time: 2 Hrs.

Date: 5/04/12

# Q. No. l is compulsory. # Attempt any three questions from the remaining QI) a) Explain the concept of Lab our Welfare. Discuss the various principles of it? b] Explain interrelationship between welfare & productivity [10] Q2) Define the concept of Workers Participation in Management. Explain in detail the various forms of WPM. Q3) Explain in detail Workers Education and Training with its three levels? Q4) Explain the objectives and role of ILO Q5) C.S.R is essential in promoting Industrial Development in India. Q6) Write short notes on (Any four): a) Police Theory of Welfare b) Components of Social Security c) ILC d) Industrial health & Mental Health e) Statutory welfare amenities under factories Act 1948. [15] [10]

[15] [15] [15] [20]

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 7 B ) STRATEGIC FINANCIAL MANAGEMENT Course: MBA FIN.

Sem - IV

Marks: 70

Time: 2 Hrs.

Date: 10/04/12

# Answer any THREE questions from section A # Answer any ONE question from section B # All questions carry equal marks # Answers to both sections should be written in same answer sheet SECTION A 1. Explain meaning of strategic financial management Why there is need to manage business finance strategically? 2. Strategic wage control is essential in competitive environment at Micro & Macro level- Explain 3. What is strategic vendor management? What is strategic approach to supply cost management? 4. 5. What is brand valuation? Give financial aspects of brand management across various phases of brand life cycle Explain various innovative instruments of raising funds for business

6. What is meaning of demerger? What are its strategic benefits? What are tax implications of merger & demerger?

SECTION B 7. For a capital project following information is available Investment outlay 5,000 Project life Salvage value Annual Revenue Annual Cost [Excluding depreciation, Interest, & Tax] Depreciation Tax Rate Debt- Equity Ratio Cost of equity Cost of debt (Post tax) Straight Line 40% 4:5 18% 9% 4 years NIL 6,000 4,000

Calculate: (a) EVA for all 4 years (b) NPV of project

8. For qualitative & quantitative measures of two divisions following parameters are identified. These parameters are assigned score on scale of 0 to 5. Each parameter has been given weightage. Decide quantitative, qualitative & overall achievement ratio for two divisions & give your conclusion

Parameter Weightage Quantitative in %age ROI [%] 30 N/P Ratio[%] 10 Inventory Turnover 5 Market Share[%] 18 E.P.S.[Rs.] 12 Qualitative Brand Equity 10 VP C.S.R. 3 VP Industrial Relations 3 VP C.R.M. 4 VP Quality 5 VP VP = Very Poor P = Poor A = Average G = Good VG = Very Good EX = Excellent

0 <10 <5 <2 <8 <2

Scale 1 10-14 5-7 2-3 8-9 2-3

2 15-19 8-10 4-5 10-11 4-5

3 20-24 11-13 6-7 12-13 6-7

4 25-29 14-16 8-9 14-15 8-9

Actual Figs. 5 Div. A Div. B >20 22 21 >16 8 6.5 > 9 4 5 >15 14 12 >9 7 5

P P P P P

A A A A A

G G G G G

VG VG VG VG VG

EX EX EX EX EX

VG G EX EX VG

VG A VG EX G

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012 ( 4 0 8 A ) VIRTUAL MARKETING Course: MBA MKT. Sem - IV Marks: 50 Time: 1 Hrs. Date: 11/04/12

# Attempt any 5 questions. # All questions carry equal marks. 1. Define e-Business, and its importance. 2. Differentiate between Virtual Marketing and Traditional Marketing. 3. Explain Data warehousing and Data Mining. Identify the differences between them. 4. Explain in detail Internet Marketing Mix? 5. Describe the role of mobile phones in Virtual marketing. 6. Write in brief Consumer behaviors on the internet 7. Explain the pessimistic factors in online shopping. 8. Short Notes (Write any two):a. eCRM. b. Intranet. c. Portals d. e - Payment system.

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Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 3 ) CURRENT TRENDS IN MANAGEMENT


Course: MBA II. Sem - IV Marks: 70 Time: 2 Hrs. Date: 4/04/12

Question no 7 is compulsory (28 marks)

Answer and 3 question from 6 (14*3=42 Marks) Q1: Six sigma is a systematic, scientific, statistical defect reduction process Explain. Q2: What are the drivers of Knowledge Management System? And what are the Knowledge management system benefits to the KPO organization, discuss. Q3: What are the different aspects of ITES? What are the new methods of e- learning and how is e- learning made effective under ITES? Q4: Explain the role of Corporate Governance in corporate performance? Discuss the role of top management with reference to Corporate Governance. Q5: What are the Motives of Mergers and Acquisitions? Illustrate with 3 examples and explain the motives versus the impact. Q6: What is Lean Manufacturing? Explain the concepts of TQM with reference to Lean Manufacturing. Q7: Case Study : The Mondragon Model In the year of 2008, the ideas from Mondragon have become much more important. Mondragon offers a model for creating new enterprises in a long term sustainable way which also spreads the wealth created by the enterprise throughout the organization. This essential fairness is going to be very important as part of the recovery of the marketplace and the financial institutions which have failed in providing security and stimulus for real growth. In the last years of the twentieth century, capitalism and the marketplace have regained global preeminence. Socialist and Communist economies are considered failures, and based on their performance, that is as it should be. However, what has begun to reemerge is an attitude toward jobs and work that we have not seen since the Great Depression. Job security is considered part of an old paradigm that is rapidly disappearing. Enormous job cuts across the industrialized world are blamed on market forces that require the "leaning down" of organizations. The old rule of business is this: When you are faced with the choice of risking your capital to protect jobs or risking jobs to protect your capital, always protect your capital. The reverse is: When you are faced with a choice of risking your capital to protect jobs or risking jobs to protect your capital, always protect your jobs! The organization that has reversed the old rule is the Mondragon Cooperative, located in the Basque region of northern Spain. Mondragon represents a paradigm shift for organizational structure and thinking. I believe that an understanding of its history, structure, and success offers a profound alternative to the singular corporate vision of the future that is now in ascendancy.

The History of Mondragon The Mondragon Cooperative was started in 1954 by a Jesuit priest named Don Jose Maria Arizmendiarreta (I will refer to him as Don Jose from here on) and five young men. Don Jose was a fascinating man whose background shows courage and a willingness to stand up for his beliefs. Upon his ordination, he was sent to the Mondragon region to minister to the people. When he arrived in 1941, he found great unemployment, poor education and no positive vision of the future. The assets of the region were few but important: industrious people who knew how to work hard, solidarity based on being treated badly by the Spanish government for hundreds of years, and a strong social structure. Don Jose began the construction of his paradigm shift by starting an industrial apprentice school in the late 1940s. He also taught classes on business ethics to young men who planned to start businesses someday. As the school grew, so too did the unemployment in the region, reaching 20 percent in the early 1950s. Don Jose had read the papal edict that said that the work should he considered part of spiritual development, and he was deeply disturbed by the number of his parishioners who, because of their lack of a job, could not participate in that aspect of their own spiritual growth.

In 1955, he began to take action to change the future of Mondragon. He invited five young men who had been in his business ethics classes to go with him to raise money, in order to buy a business and bring it to Mondragon. They put out the word that they were looking for loans. They had no business plan; they didnt know what they were going to buy or what they would produce. Yet on the strength of their reputations, plus their own personal financial commitment to the project, they raised $361,604! This in a community with high unemployment. In todays dollars, that would be almost three million dollars. With the money in hand, the five went shopping and purchased a small manufacturing company that made Aladdin kerosene heaters. One year after they purchased it, they moved it to Mondragon and the cooperative was born. They named it ULGOR after the first initials of the five principals names. When they asked Don Jose what they were going to do next, he answered, We will build the road as we travel. In 1956, the company had 24 employees. In 1958, it had 149 employees. In 1990, the Mondragon Cooperative Complex, of which ULGOR was the first of many connected cooperatives, had 21,241 member employees. It consisted of a complex of more than one hundred enterprises and was worth more than $2.6 billion. In the last half of the twentieth century, Mondragon has grown and developed a unique worker democracy in which the employees own the enterprises. The capitalworker relationship has been inverted and entrepreneurship flourishes at a rate of success unparalleled anywhere else in the world. The Mondragon success rate in starting and maintaining new enterprises hovers around 80%, an astounding success rate when compared to the world average of 20%. The Principles of Mondragon Five guiding design principles have resulted in Mondragons incredible record of job creation and community continuity. Although the Basque country has special conditions that helped Mondragon flourish, any organization anywhere in the world can learn from this half-a-century-long experiment. Power Structure : The first principle of Mondragon is that of democracy. It is a cooperative; therefore, every worker has a vote. The workers elect the board of directors and the board of directors hires the managers. This has a positive effect on the workers, because the people they elect are the people who hire their supervisors. If they don't like what the management is doing, they can always vote out the board. Part of the democratic structure is a worker's congress where everyone has a vote. There is also a watchdog council of workers that watches upper management and a social council made up of representatives of teams of twenty to fifty workers. In short, everyone has a voice and a representative with a voice. Although unions also exist within the cooperative, they play a very different role than in most corporations because of the high quality of communication between management and the workers and the power balance that is already in place. In Short, the principle of democracy allows the workers to know that, if they wish, they can fundamentally restructure any or all of the Mondragon Cooperative Complex. They are the final decision makers. Financial Structure : Worker democracies are unusual, but they are not unique. However, the financial structure of the Mondragon Cooperative Complex has no parallel in the world. Let's take a look al the key pieces. First, all workers must put some of their own money into the cooperative they are part of. The money accumulates interest but can only be removed upon retirement. It guarantees that everyone has something to lose if the enterprise fails; it also carries with it a reward at retirement if the enterprise is successful. Second, a bank was created within the cooperative structure that serves the cooperative and is itself a cooperative. It has a very clear mission, which is to fund new jobs so that all people who wish to work in the Mondragon area can do so. This mission is even more important than making the best return on investment, thus violating the prevailing paradigm of banking. Simply put, the Mondragon cooperative bank risks its capital to grow and develop the job base of the community. All workers and the Mondragon cooperatives must use this bank. It holds the savings and retirement funds of the workers and processes all the funds flowing through all the Mondragon enterprises. In exchange for this monopoly of money, it provides services no other bank in the world provides to its members:

Strategic information and guidance for both old and new businesses Up-to-date marketing reports that suggest new products and services that are needed in the region and throughout Europe. A staff of older executives ready to mentor new cooperatives A willingness to fund start-ups to create new jobs in the area

The Mondragon bank perceives itself not just as a guardian of the money it uses, but as a catalyst for creating new business within the Mondragon Cooperative Complex structure. It always has the welcome mat out for anyone who wishes to create

more jobs. Because of this attitude and the great skills Mondragon has developed in nurturing start-ups, its entrepreneurial success rate has been 80 percent! That is the failure rate for the rest of the world! By the 1980s, the cooperatives bank had funded over one hundred new cooperatives and only three had failed. One British economist studying Mondragon declared this rate of success to be so startling as to be a miracle. Another researcher, Robert Oakeshott, wrote that if you measured the bank by the criteria of creating worthwhile jobs or mobilizing savings, it is outstanding. So successful has this bank been that in the 1980s it had t o petition the Spanish government to allow it to loan money beyond the legal limits set for it because it had more money than the cooperative could effectively utilize. In many ways, the bank as acted like the head office of a private holding company. The only difference is that it is owned by its customers. The Education Connection : The third principle is linked to education. Remember that Don Jose had started a technical school back in the 1940s to serve the young people in the Mondragon region. That school evolved along with the cooperatives. The needs of the growing cooperatives were always connected to the curriculum of the school. Many of the students also worked at the co-ops, so they could see the direct connection between their preparation and their job. The school added students and increased the range of its curriculum. It added management and marketing departments and now is considered one of the best business schools in all of Europe. As of 1990, more than 6,500 students were enrolled in degree programs and 3,500 in other types of training courses. This direct connection to specific enterprises and jobs is rarely emulated in the United States except with such programs as the Motorola University in Schaumburg, Illinois. But here we are describing a complete community, with a commitment to sustain an educational system that reinforces the ability to keep jobs within the region. By the way, those marketing studies the bank maintained for would-be co-op entrepreneurs? They were done, for the most part, as coursework for the marketing program at the school. What more powerful incentive could you give students than to know that their work might very well be the basis of a vigorous new enterprise just down the street? Pay Scales and Equity : The fourth principle focuses on the concept of fair pay. This issue, symbolizing who is and who is not important in a society. is becoming a trigger issue in the United States as CEOs take larger and larger pieces of the pay pie. The Mondragon Cooperative Complex had three things going for it: fairness as part of the culture, a distinctly Christian slant to its enterprise ethics, and the Basque hallmark of moderation. As a result, the cooperative could create an extraordinary set of payment relationships and make them work. Specific pay ratios were set in 1955 and held until the 1980s. The person at the top could earn no more than six times the salary of the person at the bottom of the cooperative. If the boss wanted a raise, everyone got a raise. In the United States, in 1996, the ratio was about 115 to 1 in major corporations. Recently, the ratios at Mondragon have increased to 15 to 1, because the rest of Spain has recognized how good Mondragon's managers are and lured them away with higher salaries. Raises within various sectors of each cooperative are determined by many standard measures of productivity and absenteeism, but they also include unusual measures such as "relational skills," or how well the worker gets along with other people. That measure, in particular, constitutes 20 percent of the pay raise decision. Salaries are called anticipos, payments in advance of profits. Workers who choose to leave their job can be penalized up to 30 percent of the accumulated profits in their retirement fund. If they are fired for a grave offense, significant penalties can be imposed. In case of job loss, workers are paid 80 percent of their salary plus 100 percent of their social and health insurance for twelve months. The Mondragon Cooperative Complex is self-insured for job loss, so that is the very last thing it wants to happen. In fact, a whole series of actions must occur before a worker loses his or her job. For instance, before someone is laid off, any profits accumulated during the year in the specific cooperative would be used to pay for the job position. If that is not enough, then all wages in that cooperative are dropped to 85 percent of standard. If that still isn't enough to finance the continuation of the job, the worker is transferred, if possible, to another of the co-ops in the Mondragon structure. And if that job pays less than the previous job, the unemployment fund makes up the difference. Finally, if all of these efforts fail, the worker goes on unemployment and immediately begins receiving educational benefits to acquire new skills as fast as possible. How well does this program work? During the world recession of the early 1980s, the Basque region lost 150,000 jobs. At the same time, the Mondragon Cooperative Complex created an additional 4,200 jobs. The final result: only 104 of its workers, or six-tenths of 1 percent, ended up unemployed. Retirement : The fifth and last principle centers on an equitable retirement plan. The Mondragon Cooperative Complex self-funds and fully funds its retirement package. Workers contribute 32 percent of their earnings and receive 60 percent of their final salary. The cooperative also paid for all workers' health care until the late 1980s, when the Basque government assumed most of the financing. One nice touch is that as part of the retirement package, the worker is given a vegetable

garden plot if he or she doesn't already have one. To Conclude : The Mondragon model is not perfect. It requires a long-term commitment to moderation instead of excess. For too many in the industrialized world, excess is considered the only measure of success. The Mondragon model also requires a commitment to the community and the people of that community rather than to a quest for short-term profits. And it requires a new kind of banking paradigm. Yet Mondragon also represents something very important: It is a noble forty-year experiment illustrating that the marketplace of competition contains a significant place for cooperation. It is a work community where religious values and ethical considerations of fairness and democracy thrive to the benefit of capital formation and significant profits. It is a place where fear really has been driven out of the workplace in many ways. It is a clear demonstration that only human beings can add value to capital. It is never the other way around! If nothing else, Mondragon serves as a reminder to us all that more than one pathway to the future exists. We must never be afraid to search for the one that lies on the highest ground. Q7 a: Is there a paradigm shift in the model seen here to the contemporary business of today? Discuss. Q7 b: Is Worker democracy and ownership viable alternative to the stockholder paradigm? Discuss and evaluate Q7 c: How has the entrepreneurial wealth been created in this model and what are the advantages and drawbacks of this model? Q7 d: How is education plus community vision plus a bank that is committed to job formation instead of capital formation can create a long-term community job base in this case? Explain.

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012 ( 4 0 4 A ) SERVICES MARKETING Course: MBA MKTG. Sem - IV Marks: 70 Time: 2 Hrs. Date: 5/04/12

# Question No. 1 is compulsory # Solve any 4 questions from the remaining. 1. Motivating Employees to Care for the Customer: The Case of Hospitals

Hospital patients have enough problems with their illness not to confront poor service as well. Dr. Damle, Dean of Om Multispecialty Hospital, underscored the problem. Whether the physician, the house staff or the nurse, the waiter, x-ray or emergency room, the admitting clerk is rude; the maid who bumps the bed while cleaning: the parking-lot attendant who is less than helpful when the lot is full; the cafeteria that turns away visitors; the pharmacy that has limited hours for outpatients - all of this suggests that hospitals operate for their own convenience and not that of the patient, his family and friends. Hospitals today are turning to guest-room programs to train and motivate Physicians, nurses and other employees in hospitality. Om Multispecialty Hospital is among the latest of several hospitals to add a further wrinkle-a guaranteed services program. Om Multispecialty set up a fund of Rs.5, 00,000 out of which they pay patients who have a justified complaint ranging from cold food to overlong waits in the emergency room. The hook is that any money not paid out of the fund at the end of the year is divided among the hospitals employees. This plan has added a tremendous incentive for the staff to treat the patients well. There are fifty employees and no patients have to be paid by the end of the year, each employee gets an Rs.10, 000 as bonus. In the first six months, the hospital had to pay out only Rs.9, 000 to patients. Questions: i. Explain the role of service employees in achieving better customer satisfaction in Hospital Marketing. (5) ii. Discuss the concept of Service Profit Chain with the help of above mentioned example. (4) iii. Discuss the important issues related to Hospital/Healthcare marketing. (5) 2. Discuss the difference between Goods & Services. Also explain unique features of services and challenges in marketing of services due to these features. Customers of services do not change brand frequently as compared to that of Goods. Do you agree with this statement? Justify your answer. Explain SERVQVAL model of service quality. Customers of services do not change brand frequently as compared to that of Goods. Do you agree with this statement? Justify your answer. What is service blueprinting? Explain the concept with suitable examples. Write short notes on (Any Two) : a. The role & importance of Physical Evidence in Services Marketing. b. Pricing of Services. c. Services Marketing Triangle. d. Explain the techniques to manage demand variations in Public Transport Services.

3.

4. 5.

6. 7.

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012 (407 D) PROJECT MANAGEMENT Course: MBA OPR. Sem - IV Marks: 50 Time: 1 Hrs. Date: 10/04/12

Section A: Answer any three questions from the questions 1 to 4 - 30 marks 1. Project activities are found to be usually inclusive of large amount of buffer times; yet many projects suffer from time delays. What are the reasons for the same? How to overcome this problem? 10 marks 2. How does the project work breakdown structure lead to the creation of the Gantt Chart for the project? 10 marks 3. What is the significance of the acronyms BCWS, ACWP and BCWP? How are they used to monitor and control the project execution using the Schedule Performance Index and the Cost Performance Index? 10 marks 4. Identify the activities required to be performed in each stage of the project life cycle? What is the impact on the project if these activities are individually not carried out properly? 10 marks Section B: Question 5 is compulsory -20 marks 5. Write short notes on: a. Constrained project resource b. Reduction of program uncertainty and risk c. Handling project overhead costs d. Project charter

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INDIRA INSTITUTE OF MANAGEMENT


Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 6 C ) BUSINESS APPLICATION
Course: MBA SYS. Sem - IV Marks: 70 Time: 2 Hrs. Date: 9/04/12

# Question 1 is compulsory. # Attempt any three from the remaining. # State assumption made if any. Q.1 Explain Customer Order Processing From Enquiry Processing to dispatching and invoicing. Draw the following: 1st Level DFD ERD Table design Q.2 Explain, how GRN (Goods Receipt Note) for vendor is processed in the stores. Q.3 Describe PPC (Production Planning and Control) Cycle. Q.4 Design the screen to enter employees personal, salary and allowances details. Also state the major validations required. Q.5 Write short notes: (any 2) a) Day books b) VED c) Employee Recruitment d) Subcontracting

[20] [10] [10]

[10] [10]

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

(408 D) STRATEGIC SOURCING


Course: MBA OPR. Sem - IV Marks: 50 Time: 1 Hrs. Date: 11/04/12

# Answer any 4 questions. All carry equal marks. # Please follow the word limits given. Use bulleted lists, tables and charts to clarify and explain briefly and clearly. Q1 Why is the term Strategic Sourcing used to define what Michael Porter called Procurement in the value-Chain? (250 words) Q2 Explain the concept of Supply-Network particularly with reference to the Manufacturing Industry. (250 Words) Q3 Explain Strategic Purchasing, using the differentiated model to maximize effectiveness. (250 Words) Q4 Define the current concept of Supplier Relations. How is it integrated with the concept of Lean Manufacturing? (250 Words) Q5 Write Short explanatory notes (150 words each) on any 2 of the following: A) Stores Function and its interface with Supply. B) Concept of Order Penetration and links with Ordering. C) Supply Management in Service Industry. D) Determinants of Outsourcing.

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

(406 E) STRATEGIC HRM


Course: MBA HR. Sem - IV Marks: 70 Time: 2 Hrs. Date: 9/04/12
# Question 1 is compulsory # Attempt any 3 questions out of the remaining Q1. Study this case study and answer the questions following it (25 marks) Modern Industries Limited (MIL) in Bangalore is an automobile ancillary industry. The company started manufacturing automotive components over two decades ago in a small way and has grown steadily over the years, employing over 4,000 persons at present with the turnover exceeding Rs.100 crores. Its products are selling well and earning a sizeable amount of profits. The company is controlled and managed by an industrialist family. known for their shrewdness and business acumen. They are among the first generation industrialists who started their industrial ventures in a modest way, during the early phase of industrialization in the country and along with the growth of automotive industry, MIL also grew up. The present Chairman, Mr. Suresh Shah had been with the company right from it's inception. He started his career as an engineer trainee, rose to the position of the Managing Director and in 1983 became the company's Chairman. As a result, he is acquainted with every minute detail and also with every employee who has been in the company for long. He continues to keep in close touch with them and is easily accessible to all of them, overruling hierarchy. A high premium is placed on their loyalty and their long services are valued. The Chairman of the company firmly believes that each one of them has contributed significantly towards the growth of the company. In the light of the fact that the company maintained a "strong utilitarian culture" all along, the contribution of each and every employee had to be substantial and they were rewarded accordingly. At the same time, there were many instances, where the services were terminated due to inadequate performance. Mr. Janardhan Thakur joined MIL as a training instructor, over two decades ago. Prior to that, he served as an instructor at an Industrial Training Institute. He had himself obtained the craft instructors' certificate from ITI. He was 35 years old and his main task was to recruit young persons as trainees, either under the Apprentices Act or as company trainees and then train them as craftsmen. Most of these trainees were absorbed to meet the growing needs of the company, and Mr. Shah used to personally involve himself in the process of recruitment and training of craftsmen. Mr. Thakur was directly reporting to Mr. Shah, despite the vast gap in the hierarchy. Mr. Thakur was promoted to the rank of training Superintendent in 1980, though there was not much change in his job content. The growing phase of the company was practically over by that time, and the Apprentice training became a mere statutory activity. The company did not have the vacancies to absorb the trained apprentices, and therefore, Me. Shah's involvement in apprenticeship training also receded. The training activity became a subsidiary activity and was not given much importance. The winds of change were blowing through MIL also. Mr. Anil Shah, the son of the founder industrialist took over as the Managing Director of MIL in 1983, whereas Mr. Ramesh Shah continued to be the Chairman of the company. The young MD was full of new ideas. He wanted to revitalise the company from all aspects and diversify into high technology areas. He wanted to modernise the present plant and change the management style from the traditional direct control approach to a systems controlled approach. A modern computer was bought and computerisation was introduced. The company had to face many problems while introducing these changes. One of the major hurdles was the problem of a number of senior employees, who were not adequately qualified or developed, but had grown into senior positions. Earlier the touchstone was loyalty and hard work rather than competence. In the light of this situation, new competent professionals had to be hired to introduce the changes. MIL was well-known for its aggressive personnel policies. Anyone who joined the company had to struggle hard for his survival as the company was ruthless in sacking those who were not meeting the requirements. It was particularly so in case of the new appointees, which in turn necessitated them to be ruthless in their work The older employees felt threatened and resented the changes and the consequent pressures. Therefore, they collectively approached the Chairman and requested him to intervene and safeguard their interests. The Chairman, who was not himself happy with all the changes, issued

instructions to the MD, to the effect that no old employee be dislocated. The new MD had no other option but to comply with the order. The MD was interested in trying out the HRD approaches to train all the employees, particularly employees who were turning out to be deadwoods. He hired Mr. Kumar in 1984 as a Training Manager. Mr. Kumar was basically an engineer but had considerable experience with a multinational company in the field of HRD, particularly in Training and Management Development. He re-organized the training set up by inducting two Assistant Managers. Mr. Thakur was next to the Assistant Managers in the hierarchy 'and reported to Mr. Kumar directly and continued to manage the affairs related to apprenticeship training. Until Mr. Kumar came along, Mr. Thakur had enjoyed the position of the head of the training division, though there was no other training activity apart from apprenticeship training. He was operating independently and was reporting directly to the MD. He continued to do so even after the organisation had grown in proportion. Mr. Thakur felt demoted in the new set up. He felt as if he lost his position and individuality in the organisation, and his pride was seriously hurt. He was not prepared to accept Mr.Kumar as his boss .and he started behaving in an irrational manner. He resented the vast gap created between him and the top man in the new structure. Mr. Kumar tolerated him with the hope that Mr. Thakur would reconcile himself to the changes, in time. Unfortunately, he continued to behave in the same way and there was no improvement even after one year. When Mr. Kumar tried to counsel him, Mr. Thakur demanded to be promoted to the level of Assistant Manager, as he happened to be the senior most person in the department. Kumar promised to look into his demand. On a careful analysis of the personal docket of Mr. Thakur and all the previous documents, he found out that Mr. Thakur was over promoted and also over paid for the job that he was doing. Leave alone being entitled for further promotion, Mr. Thakur was not even fit for his present position. The company did not have a formal performance appraisal system. It's products were selling well, the profitability was good and accordingly all the employees were rewarded well. Promotions and extra increments were given arbitrarily based on the personal likes and dislikes of the top man, rather than on any objective analysis of performance or potential of an individual. No formal manpower planning or organisational planning existed. No efforts were made to forecast implications of such a system in future. On the whole, the company did not have any formal projection for the future. The company followed the practice of giving long service .certificates and awards to all those who had completed 20 years of service in the company. Mr. Thakur had got his certificate only recently. There were several employees belonging to Mr. Thakur's category. All of them united and met both formally and informally to discuss their strategies and demands. They used to put up their grievances to the management collectively. They had established a very strong rapport with the Chairman, Mr. Shah. Mr. Kumar presented all the facts to Mr. Thakur to convince him that his promotion was not possible. As the latter was not used to the kind of logic presented by Mr. Kumar, he dismissed all his arguments as sophisticated jargon, irrelevant to the context of his company. He was particularly bitter about the fact that his promotion was turned down whereas there were several people with similar background who have got their promotions. Therefore, there was further deterioration in his behaviour. He started ignoring the directions of Mr. Kumar and worked as per his own whims and fancies, behaving arrogantly. He even went to the extent of challenging Mr. Kumar that he could neither promote him nor demote him in the prevailing situation. So long as he was protected by the Chairman of the company, there was nothing for him to worry about and his job was practically secure. Mr. Kumar optimistically hoped that Mr. Thakur could overcome his frustration and anger over a period of time. Unfortunately, even after another six months there was no sign of any progress. In fact, the situation deteriorated further with Mr. Thakur becoming more confident in his belief that' Mr. Kumar was powerless to deal with him. He turned out to be a drag in the department, purposely creating problems for Mr. Kumar. In MIL the annual increments and general raises were given as a policy to every employee which is termed as. the "Janata raise" Mr. Thakur was quite sure that he would get his Janata raise and reconciled himself to that. Mr. Kumar tried to stop this raise but could not do so. There were several bullies belonging to Mr. Thakur's category in the organisation and one of the tasks of the Training Manager was to handle such people. Though he had organised a few training workshops in the behavioural areas, it had not brought about the required attitudinal changes. Right under his nose he had a person whose behaviour he was not able to amend. Mr. Kumar realised that the desired changes were not possible, so long as the "flat security" was there. Due to a change in the governmental policy, there were several new competitors to MIL and the MD felt there was a strong need and urgency to bring in changes in the organisation, to make it more dynamic and competitive. It was no longer possible to carry on the organisational dead woods. Mr. Kumar was under great pressure to look into all such cases in the

organisation, on a priority basis. When he explained his difficulties, the MD suggested that he should approach the Chairman to apprise him of the facts. Mr. Kumar met the Chairman and apprised him of the situation particularly citing the example of Mr. Thakur. The Chairman, in turn attributed the blame to Mr. Kumar himself, questioning him as to why a faithful and normal employee had turned into a problematic case under Mr. Kumar within one year. Mr. Kumar is now left with no alternative but to ignore Mr. Thakur and continue in his efforts to change the other difficult employees. However, he will not have the moral right to intervene in such cases. Alternatively he could simply promote Mr. Thakur and buy peace irrespective of whether he deserves it or not. Questions Q1a. Is it right on the part of the Chairman to protect the senior employees, thereby causing problem to the new MD? (5 marks) Q2b. How should have, the MD resolved this case pertaining to Mr. Thakur (10 marks) Q3c. Explain the performance management and training strategies to be employed in this case in order to avoid recurrence of such incidences in the organization. (10marks)

Q2. Distinguish between vision & Mission of the business. How is environmental appraisal done? (15marks) OR Q2. Explain the need of HR strategies for organizational stability and growth (15marks) Q3. Explain the role of competency mapping in career development (15marks) Q4. Explain the objectives of compensation strategies. Explain any two compensation strategies Q5. Write short notes on any two of the following (15 marks) a) Learning Organizations b) Human issues in Mergers and Acquisitions c) Women in workforce d) Autonomous work teams

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 6 B ) RISK & INSURANCE MANAGEMENT


Course: MBA FIN. Sem - IV Marks: 50 Time: 1 Hrs. Date: 9/04/12

Each question carry equal marks Attempt any three questions 1. What are the RBI Guidelines to Banks on Clear Functional Separation on Risk Management? 2. What is Risk Management? Discuss in detail the process of Risk management. 3. What are Futures? Discuss the various Futures applications in Currency, Index, Interest rate futures, stocks and commodity futures. 4. Discuss various pages of Legal requirements in formation of Life Insurance Contracts. Which type of parties is debarred from entering into a contract? 5. Write short notes on (any two) i. Endowment Policy Assurance ii. Bancassurance iii. Pure and Speculative Risk iv. Insurance from the view point of individuals v. Derivatives Options and basics of strategies used to trade options derivatives.

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

( 4 0 8 B ) STRATEGIC COST MANAGEMENT


Course: MBA FIN. Sem - IV Marks: 50 Time: 1 Hrs. Date: 11/04/12

# Solve any two from section I and any one from Section -II

Section-I
Q. 1 Life cycle cost reduction is best achieved during the stages of the product life cycle. Do you agree or disagree? Explain Q. 2 What is value chain analysis? What role does it play in Strategic cost analysis? Q. 3 Explain the concept Strategic Management? State the different types of Strategies. [15] [15] [15]

Section-II
Q.4 Bombay Electronic makes audio player model AB 100, BD 100, CD 100 and FD 100. Details of cost relating 4 similar types of player are: [20] Product AB 100 BD 100 CD100 FD 100 Output (Nos.) 120 100 80 120 Per unit: 40 50 30 60 Direct Material (Rs.) Direct Labour (Rs.) 28 21 14 21 Machine hours (nos.) 4 3 2 3 Products are usually produce in production runs of 20 units and sold in batches of 10 units Production overheads are currently absorbed using machine hour rate and total production overhead for the period has been analyzed as follows: (Amount in Rs.) Machine department cost 10,430 Set-up costs 5,250 Stores receiving 3,600 Inspection/ Quality control 2,100 Materials handling and dispatch 4,620 Cost driver to be used as follows: Set up costs No. of production runs Stores receiving Requisition raised Inspection/ Quality control No. of production runs Material Handling & dispatch Orders executed No. of requisitions raised on stores is 20 for each product & No. of orders executed is 42 No. of units in each order is 10 You are required to calculate: a) Total cost for each product if all overhead costs are absorbed on machine hr. basis b) Total cost for each product using Activity based costing c) Comment briefly on difference obtained in (a) & (b) above Q.5 Perfume Soaps Ltd. is to choose which of two delivery vehicles to buy. Vehicle A or Vehicle B.

Statistical and cost information about each type of vehicle is a follows: Particulars Vehicle A Vehicle B Annual mileage ( miles) 20,000 20,000 Capital Cost (Rs.) 25,000 40,000 Annual tax and insurance (Rs.) 700 900 Operating costs Fuel consumption 3 miles/ litre 4 miles / litre Oil consumption 5 litre/1000 miles 5 litres/ 1500 miles Fuel cost 45 per / litre 45 per/litre Oil cost 60 per/litre 60 per/litre Maintenance Costs Service interval Every 3,000 miles Every 4,000 miles Cost of service Rs.450 Rs.200 Random breakdowns Every 5,000 miles Every 20,000 miles Cost of breakdown Rs.600 Rs.900 Expected life 6 years 6 years Disposal value at end of life Rs.1,000 Rs.5,000 The companys target DCF rate of return is 10%. Which type of vehicle should be purchased?

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INDIRA INSTITUTE

OF MANAGEMENT

Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033.

INTERNAL EXAM - APRIL 2012

(408 C) INTERNET TECHNOLOGY


Course: MBA SYS. Sem - IV Marks: 50 Time: 1 Hrs. Date: 11/04/12

# Q. 1 is compulsory. # Each question carries equal marks.


# Solve any four questions from remaining questions. Q. 1 What is list? Explain various types of lists along with related tags and attributes. Q. 2 Write HTML code to read personal details of student. When user clicks on Submit button, insert these details into the Student table using ASP. Q. 3 Explain various text formatting tags with attributes. Q. 4 Explain Date and String functions of VBScript. Q. 5 Write short notes on: 1. CSS 2. XML Q. 6 Write code to create following table:

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INDIRA INSTITUTE OF MANAGEMENT


Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

(405 D) TECHNOLOGY MANAGEMENT


Course: MBA OPR. Sem - IV Marks: 70 Time: 2 Hrs. Date: 6/04/12

# ANSWER ANY FIVE QUESTIONS (5 x 14 =70) 1. Define Technology Management and examine the relationship between the role of technology and overall business strategies of a firm. Give examples. 2. What is interaction between science, technology, and business? How do these interactions effect industrial growth? Discuss with suitable examples. 3. Differentiate between invention and innovation. In what ways innovation continues to contribute to a business firms growth? Illustrate your answer with some India examples. 4. Why is Technology Assessment important? Explain the stages involved in Technology Assessment. 5. Explain any four of the following: a. Autonomous Research Councils in India: Purpose and Role b. Technology Management linkages at Enterprise level c. Main feature of Science & Technology policy of India d. Sources of Technology Information e. Developing Diffusion Strategy 6. What are Intellectual Property Rights? Why they are important? Discuss the various aspects of management of IPRs? 7. Explain the concept of Technology Diffusion. Why is technology diffusion important? What impact has current world scenario on the technology diffusion cycle? Give reasons for your answer.
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INDIRA INSTITUTE OF MANAGEMENT
Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

(404 D) OPERATIONS STRATEGY


Course: MBA OPR. Sem - IV Marks: 70 Time: 2 Hrs. Date: 5/04/12

# Answer any five questions # All question carry equal marks 1.Explain difference between Business Strategy & Operations Strategy. What does Operations Strategy focus on ? Highlight any 3 essential factors for evolving the Business Strategy for a ready to eat snacks food manufacturer. 2.Define Role of Manufacturing Operations for a Garments Manufacturer for making Business Strategy for achieving competitiveness. 3.Illustrate with examples how a Service Provider like an Insurance Company will need to work on Changing Market Requirements & highlight features for its Value Chain. 4.Explain with illustrated examples the meaning of Generic & Specific Strategies in a Dynamic Market of Mobile Services Providers. 5.Explain with illustrations the concepts of Progression & Regression related to a Chain of Restaurants of Fast Foods & Beverages. 6. Explain with examples the Concept of Order Qualifiers & Winners in relation to the product namely Bicycles. 7.What is Lean Management & Why is it desirable to adopt this method. Which Tools & Techniques need to be applied to become Lean ? Explain with examples, how these will help a Company of Annual Turnover of Rs.100 Crores making Auto Parts / Spares can become successful to gain min. profit of 25 %. 8.Explain the meanings of - P Q C D S & M. Name the specific measurements in relation to a Manufacturer of Computer Parts OR a Service Provider namely Logistics Services.
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INDIRA INSTITUTE OF MANAGEMENT
Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

(404 B) INDIRECT TAXATION


Course: MBA FIN. Sem - IV Marks: 70 Time: 2 Hrs. Date: 5/04/12

# Question 1 is compulsory

# Attempt any four questions from the rest. # Question 2 to Question 6 carry equal marks Q1) Attempt the following: Marks: 20 i) What do you mean by assessable value under Central Excise? ii) A service provider provides taxable service at an gross amount of Rs. 20,00,000, compute service tax? iii) Explain TIN? iv) A & Co. charged Rs. 15,000 per unit from their customer for sale of 10 units. The goods were manufactured by A & Co. out of raw material supplied by the customer for such manufacture. The raw material was purchased by customer for Rs. 50,000. Compute assessable value of 10 units, rate of excise duty 10%+ cess. v) Explain the concept of input tax credit under VAT? Q2) Define the following: i) Manufacture ii) Dealer under VAT Q3) Explain the provisions (any two): i) Valuation Rules under Central Excise ii) Exemptions under Service Tax iii) Credit of tax paid on purchases under VAT Q4) Write short notes (any two): i) Self Assessment under Central Excise. ii) Filing of returns under Service Tax iii) Invoice under VAT. Q5) Explain the rules of Cenvat Credit under Central Excise? Q6) Discuss nature of Service tax. State any two important taxable services?
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INDIRA INSTITUTE OF MANAGEMENT
Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

(407 C) INFORMATION SYSTEMS AUDIT


Course: MBA SYS. Sem - IV Marks: 50 Time: 1 Hrs. Date: 10/04/12

# Q.1. is compulsory(25 Marks)

# Answer any Five from remaining Q.1. A company is having its presence in 17 countries in the world. The company has already implemented ERP which integrates the operations in all the 17 countries. Recently the company is acquiring another 4 companies in 2 more countries. Now the company wants to analyze the integration of the existing IT processes with the newly acquired companies. As an implementation member, What should be the audit perspective? Justify. What controls will have to be audited? Explain. What should be the contents of the Audit Report? Q.2. Explain the concept of Information Systems Auditing. What do IS auditors actually do? Explain. Q.3.What are controls? Explain in detail Internal and external controls. Q.4.List and explain the steps in Audit Planning. Q.5.What is the scope of IS Audit? List and elaborate the contents of IS Audit Scope. Q.6.What is Database Audit? Explain the steps in Database Audit. Q.7. Why are networks required to be audited? Explain with examples.

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INDIRA INSTITUTE OF MANAGEMENT


Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

( 4 0 5 A ) MARKETING STRATEGY & RELATIONSHIP MARKETING


Course: MBA MKTG. Sem - IV Marks: 70 Time: 2 Hrs. Date: 6/04/12

# Attempt any four questions. # All questions carry equal marks

QI) Write short notes on any two: a) Competitor Analysis. b) Customer Analysis. c) Sales & Profitability analysis. Q2) "Differentiation strategies are useful in obtaining sustainable competitive advantage". Explain it with the help of appropriate examples. Q3) Explain the concepts of database, data warehousing and data mining. Is customer database marketing really profitable to a small scale firm engaged in marketing consumer products? Q4) "Relationship Marketing holds the key to competitive edge. The essence of Relationship marketing lies in the firm creating a strong group of loyal customers"- Comment. Q5) State the differences between consumer goods markets and industrial goods markets. What marketing strategy would you adopt for marketing industrial goods? Explain with examples. Q6) Write short notes on any two: a) Paradigm shift in marketing. b) Customer acquisition Vs Customer retention. c) IT enabled RM.
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INDIRA INSTITUTE OF MANAGEMENT
Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

(406 A) PRODUCT & BRAND MANAGEMENT


Course: MBA MKTG. Sem - IV Marks: 70 Time: 2 Hrs. Date: 09/04/12

# Attempt any four questions. # All questions carry equal marks

Q1) Discuss the process of New Product Development. Q2) Describe brand elements of a) Coke. b) Dove. Q3) Brand is built in the minds of people. Do you agree? Explain this in context to "DLF IPL". Q4) Describe Brand Extension at length with proper illustrations. Q5) What is brand endorsement? Explain role of celebrities in endorsing the brand. Q6) Write Short Notes on - (Any 2): a) Augmented Product b) Product-Mix c) Co-branding. d) Factors influencing design of the product.

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INDIRA INSTITUTE OF MANAGEMENT


Survey No 85/5 A, Opp. Wakad Police Chowky Katraj Dehu Road Bypass Highway, Tathawade, Pune 411 033. INTERNAL EXAM - APRIL 2012

(406 D) QUALITY MANAGEMENT


Course: MBA OPR. Sem - IV Marks: 70 Time: 2 Hrs. Date: 9/04/12

Q.1 and Q.2 carry 20 marks each Q.3 nad Q,4 carry 15 marks each Q.1

A shaft designer and manufacturer has manufactured a lot of 30 shafts. USL, LSL and nominal diameter of the shaft should be 0.55 mm, 0.45mm and 0.5mm respectively. Diameters of all the 30 shafts are as below: 0.469 0.488 0.496 0.511 0.521 0.537 0.463 0.484 0.496 0.502 0.517 0.533 0.468 0.499 0.496 0.512 0.522 0.533 0.475 0.492 0.499 0.515 0.534 0.534 0.477 0.493 0.51 0.519 0.537 0.546 Cost of rework for a shaft with diameter 0.511 is $0.03
Find out the total loss occurred for the whole set of 30 shafts by using Taguchi Quality Loss Function

Q.2

In the Banking sw projects the defects are defected as given in table below.

Number of Defects SW Project Number 1 2 3 Serious A Not So Serious B 1 1 Minor C 5 4

4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

1 1 1

2 1 2 4 1 1 1

2 1 3 3 9 6 1 3 1 2 4 6 3 4 2

If the weights given for the different class of defects are: A : 10, B : 5, C : 1, construct appropriate stabilised control chart/charts for quality. Q.3 What do you mean by Quality Function Deployment ( QFD )? Explain QFD template in detail with suitable example. Q.4 What do you mean by Failure Mode Effect Analysis ( FMEA )? Explain the difference between Design FMEA and Process FMEA with suitable examples

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