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ENTERPRISE RESOURCE PLANNING IIBM EXAM ANSWER SHEETS PROVIDED

ENTERPRISE RESOURCE PLANNING IIBM EXAM ANSWER SHEETS PROVIDED

Examination Paper of Enterprise Resource Planning
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
SubjectCode-B102Examination Paper
Enterprise Resource Planning
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
1. Which of the following describes an ERP system? (1)
a. ERP systems provide a foundation for collaboration between departments
b. ERP systems enable people in different business areas to communicate
c. ERP systems have been widely adopted in large organizations to store critical knowledge used to make the decisions that drive the organization’s performance.
2. The responsibilities of the office manager in a firm that produces electronics spares is: (1)
a. Everything in the office runs efficiently
b. Furniture and other equipment in the office is adequate
c. Processing all the incoming official mail and responding to some
d. All of the above
d. All of the above
3. Physiological Barriers of listening are:
(1)
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above
4. What is the main function of Business Communication: (1)
a. Sincerity
b. Positive language
c. Persuasion
d. Ethical standard
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
5. Which presentation tend to make you speak more quickly the unusual: (1)
a. Electronic
b. Oral
c. Both „a‟ and”b”
d. None of the above
6. Labov’s Storytelling Model based on: (1)
a. Communication through speech
b. Language learning
c. Group Discussions
d. None of the above
7. Diagonal Communication is basically the: (1)
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
8. Direct Eye contact of more than 10 seconds can create: (1)
a. Discomfort &Anxiety
b. Emotional relationship between listeners and speakers
c. Excitement
d. None of the above
9. How to make Oral Communication Effective? (1)
a. By Clarity
b. By Brevity
c. By Right words
d. All of the above
10. Encoding means: (1)
a. Transmission
b. Perception
c. Ideation
d. None of the above
Part Two:
1. Define ERP? (5)
2. What are ERP packages? (5)
3. What are the reasons for the explosive growth of the ERP market? (5)
4. What is Business Integration and how do the ERP systems achieve it? (5)
Section B: Caselets (40 marks)
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
Caselet1
With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. Running IQMS’ manufacturing ERP system delivered via Hosted Managed Services (HMS) provides Ventura Manufacturing the most economical system architecture for greater scalability and efficiency as well as to attain disaster recovery goals.
Ventura is an award-winning semi-automated assembly and production company that serves the automotive, office furniture, education seating, and molding and assembly of optical silicone industries globally. Headquartered in Zeeland, Michigan, the company has multiple plants in Zeeland in addition to plants in Budaörs, Hungary, Saltillo, Mexico and Shanghai, China.
As demand for Ventura’s services grew and the company began attracting customers worldwide, it was apparent the dependency on a single ERP system on-premise in Zeeland, Michigan was becoming an impediment to faster growth. “Relying on a single system to manage our global plants was proving to be a huge scale challenge,” said Joel Boyles, IT Team Lead at Ventura Manufacturing.
Ventura’s customer base is globally-based and to serve them as responsively and effectively as possible, Ventura made the decision to open new production plants in Hungary and Shanghai, China.
With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. The IT Teams at Ventura prides itself on offering live support to any plant, anywhere in the world that needs help, anytime. “When we just had the plants in Mexico and Hungary, our existing staff could scale to support the calls coming from plants for help with their IT systems and take care of ERP-related tasks,” Joel said. When the Shanghai, China facility went online, Ventura was reaching the limits of scale and speed with their IT teams and the system running on-premise in Zeeland.
As demands increased on the system, so did concerns over Availability and Disaster Recovery Objectives the IT Team had defined. Two metrics that are of specific interest to Ventura’s IT team are the Recovery Time Objective (RTO) and Recovery Point Objective (RPO). IT defined the RTO goal as 8 hours and the RPO as 15 minutes, achievable on a 24/7 basis. To accomplish these goals, Ventura would need to create an entirely new system platform that could scale more efficiently with their growing business. The new platform would also need to increase the speed of system updates, which had been a problematic area in the past for the single system to complete.
Joel Boyles, IT Team Lead, says the challenges of scalability and disaster recovery are what drove the urgency for Ventura to decide that Hosted Managed Services (HMS) from IQMS was the best possible solution. “Plant system updates including MRP were taking at least 2 hours
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
per plant, which translated into our IT teams having 24/7 shifts in our Zeeland-based IT offices,” Joel said. “Clearly we had to redefine our system architecture for greater scalability and speed.”
Ventura chose IQMS’ Enterprise IQ delivered via Hosted Managed Services (HMS) because it was the most economical and fastest option for solving the system performance challenges and attaining the disaster recovery goals the company has. Under the IQMS HMS purchase option, software licenses are owned in perpetuity by Ventura and hardware and platform software is provided by the IQMS data center. IQMS is managing the Ventura systems today in a secure data center environment. Ventura’s IT team can gain access to key system metrics and key performance indicators anytime via any browser-enabled laptop, tablet or smart phone.
Questions
1. How Ventura Defined A Global Roadmap To Greater Speed And Reliability? ( 20)
Caselet 2
Enterprise resource planning (ERP) is business management software—usually a suite of integrated applications—that a company can use to store and manage data from every stage of business, including:
•Product planning, cost and development
•Manufacturing
•Marketing and sales
•Inventory management
•Shipping and payment
Functions of ERP
• ERP provides an integrated real-time view of core business processes, using common databases maintained by a database management system. ERP systems track business resources—
 cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll.
• The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that entered the data.
• ERP facilitates information flow between all business functions,
ERP Implementation
Success
Company Background
 Cadbury is a British multinational confectionery company owned by Mondelēz International.
 It is the second largest confectionery brand in the world after Wrigley’s.
 Founder: John Cadbury
 Founded in: 1824, B Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food Drinks, Candy and Gum category. In the Chocolate
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
Confectionery business, Cadbury has maintained its undisputed leadership over the years.
ERP Implementation
Cadbury turns out, in recent years, Kraft implemented SAP ERP 6.0 (System Analysis and Program Development) in what SAP called one of its largest global ERP implementations. Kraft credited ERP with reducing operational costs. 11,000 employees were sending data to the company’s SAP solution and it was linked to 1,750 applications by 2008. That same year, Kraft aslo added SAP’s master data management solution, Net Weaver, with an eye toward integrating legacy systems.
• Cadbury was left with a glut of chocolate products at the start of the year, after the installation of a new SAP-based enterprise resource planning (ERP) system led to an excess of chocolate bars building up at the end of 2005.
• The new U.K. computer system is part of a five-year IT transformation project, called “Probe”, aimed at integrating the Cadbury Schweppes’ supply chain, purchasing, manufacturing, distribution, sales and marketing systems on a global, SAP-based
ERP platform
• Cadbury Schweppes is aiming for an ultimate savings from the Probe project, but its implementation has been far from smooth. The project was beset by problems and delays when it was first introduced in Australia in 2002.
Benefits of ERP
• Cadbury was on a fast paced growth and could not continue with the existing systems and the pace was too slow due to added inefficiencies. ERP added efficiency and guided the led all the issues fast paced growth.
• The implementation of ERP brought in a new way of warehouse management system and brought in structure to branch offices and the depots.
• While implementing the ERP systems, the company has built it upon the past strengths of the company thereby not losing out on its competitive
• The initial implementation took time and then the successive implementations took lesser time and cost and there is a huge advantage in saving cost while in the implementation phase itself.
• The reaction from competition does not matter in this because this is not a change that was advertised to the market. This is an internal process restructuring and was a welcome change within the company which badly needed the change.
• The company also has built in a robust regular feedback system to monitor the changes and check if they go according to the initial plan. The entire implementation is cross functional and hence it is important that there is a high increase in the efficiency. The ERP vendor was also selected from among the best in class vendors which helped the process occur in a streamlined fashion and avoided any possible chances of hiccups during the initial
implementation phase.
The system has also been deployed up to the vendors. They have a portal called vendor connect
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
where they can see their inventory movement and make plans accordingly. Hence the restructuring happens not only internally but also across to the supplier which will add on to the benefits that are accrued.
It was considered at low cost and high result implementation which by itself highlights the success and the benefits.
Questions
1. Why did the Big Bang approach fail for The Hershey Company ? (20)
Section C: Applied Theory (30 marks)
1. What is the difference between ERP and CRM software? (15)
2. What are some of the risks associated with ERP software? (15)
S-2-010619

 

Examination Paper of Production Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Product Design & Development
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Answer type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. The concept of a contract book is detailed by
a. Wheelwright
b. Clark
c. Both (a) & (b)
d. None of the above
2. BOM stands for Bill of Materials.(T/F)
3. Concept screening is based on a method developed by the late Stuart Pugh in the 1980s and is often
called ______________
4. _____________ is used when increased resolution will better differentiate among company concepts.
5. ________________are the first products produced by the entire production process.
6. The first commercial free-form fabrication system was introduced by 3D Systems.
a. 1984
b. 1986
c. 1964
d. 1948
7. Concepts are turned over the customer, client, or some other external entity for selection is called
a. Intuition
b. Pros and Cons
c. External decision
d. Decision materials
8. A Russian problem-solving methodology called TRIZ began to be disseminated in Europe and in the
United States in the
a. 1998
b. 1997
c. 1976
d. 1990
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IIBM Institute of Business Management
9. Functional elements of a Product Architecture are ___________& _____________
10. ______________ is a key determinant of the economic success of a product.
Part Two:
1. What is “Control Drawings”.
2. Write short note on “Resource Allocation”.
3. Write short note on “Product Variety”.
4. What is “Project Risk Plan”
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
New Product Development At Smart India Ltd.
Ajay Kumar, the Vice-President, (Sales) of a leading Delhi based bicycle manufacturer of the country
called SMART LTD., was wondering at the increase in the quantum of Traffic on roads during the last 10
years, while glancing outside his office window. But not much had changed in his company in th23e year
2001. His company‟s market share was dwindling since the last 10 years, though the profits and sales
were showing an increasing trend. The threat of cheap imports was also knocking at the doors. The
competitors were using marketing strategies to the hilt in order to get larger chunk of market share. The
things were not showing improving trend despite the continuous efforts by the company. SMART LTD.
was equally poised with RUSH LTD. in respect of market share just 10 years back. Now the ground
realties were very much adverse to SMART LTD.. While RUSH LTD. was having a market share of
about 45 per cent, SMART LTD. lagged behind with only about half i.e. 23 percent closely followed by
CLIMB LTD. with 20 per cent. The rapid erosion in the market share of SMART LTD. was of concern to
Ajay Kumar, who was trying to find out ways to stop the downfall. The problem of losing market share
had become more prominent keeping in view that the bicycle business was a volume led business to an
extent. To make the matters worse, the credit rating agency had downgraded the debt instrument issued by
the company in view of a possible feud between the family members of the promoter and the majority
share holders.
An important factor in the bicycle market, which had recently gained importance, was the increasing
demand for different types of bicycles among youth, particularly those of the sports variety. Unlike in the
END OF SECTION A
Examination Paper of Production Management
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IIBM Institute of Business Management
past, improved technology had led to newer varieties of bicycle ranging from the very basic to the 21 gear
models. Such value added products also provide better profit margins. Also, some manufacturers had
started rolling out products provide better profit margins. Also, some manufacturers had started rolling
out products that were not strictly bicycles but had similar technological inputs. These included exercise
bicycles popularly found in the clubs and gymnasiums. At the plant level, the top post was that of the
Joint President and was held by one of the family members. Most of the decisions were subject to the gut
feel of the Joint President.
Though perceived as „a poor man‟s product‟, the scenario was changing of late. Earlier the product was
positioned using only one plank i.e., cost effective transport utility vehicle. Now the market was being
segmented multidimensionally by all the players. Age, benefit, income, occasions etc. were the added
criteria. SMART LTD. had come up with bikes for kids, city bikes, mountain bikes and classics. This
reflected the changing needs of buyers as well. CLIMB LTD. had segmented market on the basis of
usage, road bikes, mountain bikes and tandems. SMART LTD. had also jumped to the bandwagon
recently and had introduced bikes in ladies, kids, adventure and health segments. The trend was to
increasingly use the platform of health, fun, sports etc., to increase the penetration into the market. Once
the leader in the bicycle industry had 35 models in the market with about eight colour variants for each.
The competitor RUSH LTD. had about 45 models in the market with more colour variants.
The financial stakes of introducing of a new product in the bicycle industry ranged from Rs 45000 to
a couple of lakhs. The manufacturing process of bicycle was composed of many sub-assemblies. The
synergic use of these sub-assemblies helped in reaping economies of scale. To remain to the competition,
it was imperative to introduce innovative products that could meet the differentiated needs in a better
fashion. Ajay Kumar, the Vice President (Sales) had seen a bike in a foreign magazine and had sent the
picture of the same 6 months back to design and development department. The feasibility report was still
awaited from the design and development department. He appraised the Vice-President (Production)
regarding the issue but the things still had to be sorted out. Ghanshyam, the HOD(Sales Department) had
visited Taiwan and brought designs of four bicycles which could be manufactured by the company. But
his sales division suggested that those bikes would be out of reach for the poor, therefor, the idea could
not be taken up. He was very enthusiastic over a project to launch a new bike for fun loving people. After
detailed deliberations with the production and design development department for about 8 months, the
proposal was sent to the top management for approval. He was sad, as the file was pending for about 2
months with his boss. While Ajay Kumar was pondering over the issues, his colleague from the finance
department entered into the room and said, “I was watching a movie on HBO last night, I saw a very
different kind of bike in it. Did you view it?” Ajay Kumar replied in negative and wondered what could
be the right approach for product development. He was also concerned with the time involved in the
process of development of new products.
Ajay while passing by the market simply gazed at the bicycle showroom on his way and appreciated
the speed at which the competitors were able to come up with various colour variants. Recently, Ajay
Kumar also discussed with the Vice-President (Production) regarding the experimentation with some new
colours. The officer agreed with his new proposal and assured that the same shall be forwarded to the top
management for a final decision. Ajay kumar prepared himself to wait for a long time as his experience
curve suggested. One of the only solacing fact for Ajay Kumar was the success of the bike „football‟
which they launched on the eve of soccer world cup. The bike was an instant success. A friend of Ajay
Kumar, who worked with him till last year, called upon him. He remembered how enthusiastically he was
explaining his new challenging job. He was very happy about the confidence the management had put in
him. He was also being sent abroad on training by his new employers. The sales department had
subjectively come up with the multdimensional mapping of the three major players on two relevant
attributes.
The company planned to come up with a new campaign focusing upon the environment friendliness
of bicycle over motor bikes that use fossil fuels. The government also promised to aid the concern in this
effort. One of the main strengths of SMART LTD. was its undisputed leadership in the rural areas. The
company did not intend to lose it. His main rival was also closing in for the rural market. SMART LTD.
Examination Paper of Production Management
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IIBM Institute of Business Management
had initiated a restructuring exercise in 1999-2000, whereby, three new wholly owned subsidiaries were
created, each being named after the respective cycle manufacturing locations, namely, SMART LTD.
(Delhi), SMART LTD. (Gujarat) and SMART LTD. (Andhra Pradesh). Although the originally stated
intention of setting up these subsidiaries was to treat them as profit centers, current developments indicate
the likelihood of distribution of assets and liabilities into these companies.
Ajay Kumar was quite confident of the quality of the bicycles manufactured as the steel used for the
sale was produced by one of its own unit. The firm had also bagged an international award for its quality
standards. The sales figures had gone up from 250 crores in the year 1995 to 350 crores in the year 1998.
The inflow of foreign exchange showed a steady increase from 100 to 120 during the same period.
SMART LTD. was exporting bikes to more than 35 countries.
Questions:
1. How new product development process be improved at SMART LTD?
2. What strategies should be used by SMART LTD. to increase its market share.
Caselet 2
Swastik Cycles Limited
Swastik Cycles Limited was a key manufacturer of a wide variety of cycles. Its products were available
almost all over the country and were also exported. It was the second largest bicycles selling organisation
followed by Star Cycles. The total turnover of the company was Rs 400 crores during the year 1999-2000
and its market share in the year 2000-2001 was about 24%, whereas Star Cycle had captured about 46%
of the total market in the same year, rest of the market was shared by all other brands. The company had
classified its entire products into.
1. Utility segment: popularly called as the standard cycles, widely used by milkmen, hawkers, and other
lower income group people.
2. Fancy cycles: multi coloured bicycles with modern features like gear changing, stylish handle, slim
frame etc., used by kids, teenagers and sportsmen.
3. Health segment: health maintaining products i.e., walker, cycle etc., for all age group had been put
under this categorys.
The company had its strength in the utility segment and was accepted as the market leader, whereas in
other segments, it had yet to prove itself. In other segments i.e., fancy cycle segment, health segment the
Star Cycle was far ahead. The company was striving to fight the stiff competition from domestic players.
It also anticipated the competition from Chinese players who were expected to enter the Indian market
with low cost products. On account of heavy import duties levied by the government in the budget of
2001-2002, the chances of their invading the domestic market were, however, substantially minimized.
Now, the company had confined itself to win over the domestic players in these segments. The major
issue for a company was that despite their presence in the fancy cycles the segment for last 10 years they
were not able to attract the target market and the sales were lagging behind. The immediate requirement
was to push the sales of these two segments.
The company had been trying to push sales through their dealers network all over the country which
was the only intermediatory between the company and the customers. In order to fresh the desired sales
company had the policy of offering monetary and non-monetary incentives in the form of rebates on
target lifting.
In addition to it, the company also offered incentives like foreign trips to Bangkok etc. and free passes
of mega events. The company also went for some other sales promotion activities the like point of
Examination Paper of Production Management
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IIBM Institute of Business Management
purchase (POP), joint promotion schemes (JPS) with dealers, in which the dealers offered gifts on every
purchase to their customers and the cost incurred was born jointly by the company and the dealer
concerned. Cycle races organised by schools and educational institutes were other promotional measures
adopted by the company.
The company had invested marginally in advertising. They ran the show through print media and the
advertisement on the electronic media was very low. Decision making regarding promotional activities
was centralized with the corporate office, whereas, other decisions regarding sales, R&D and production
could be taken by the respective units. The field force comprising of sales executives and field officers
who were in constant touch with the dealers and the customers for getting their feedbacks regarding sales
promotion strategies, used to send the feedbacks to the corporate office for further processing and
decision making. This consumed time and little was left with the particular unit to decide.
The changing trends in the markets gave enough scope to make the bicycle popular amongst the elite
class in the form of health maintaining products, pollution free vehicles etc. Though the company was
making efforts to tap this newly emerging customer group by offering them health maintaining cycles,
stylish racing cycles, yet it was a hard task for the company because it had not made any strategy to reach
the customers directly to bring about awareness of the products. To improve its market share and
maximize sales, a lot was required to be done by the company to devise the marketing strategies if it was
to cope up with the changed market scenario and the strategies adopted by its competitors.
Questions:
1. Discuss key problem faced by Swastik Cycles?
2. Design an appropriate marketing strategy comprising of all the essentials to overcome this problem.
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Many product development teams separate the “looks like” prototype from the “works like”
prototype. They do this because integrating both function and from is difficult in the early phase of
development. What are the strengths and weaknesses of this approach? For what types of products
might this approach be dangerous?
2. The argument for the motorcycle architecture is that it allows for a lighter motorcycle than the more
modular alternative. What are the other advantages and disadvantages? Which approach is likely to
cost less to manufacture?
END OF SECTION B
END OF SECTION C
Examination Paper of Production Management
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Quantitative Techniques
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice questions & Short Answer type questions.
 Answer all the questions.
 Part One carries 0.5 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. The value of 3n+4 – 6.3n+1 is
a. 27.3n+1
b. 21.3n-1
c. 21.3n+1
d. 27.3n-1
e. 21.3-n-1
2. The value of x which satisfies the question x/2-x/4=x-9 is
a. 12
b. 14
c. 16
d. 18
e. 20
3. The sum of 5ax-7by+cz and ax+2by-cz is
a. 6ax+5by
b. 6ax-5by
c. 6ax+5by-2cz
d. 6ax-5by-cz
e. 6ax-5by+2cz.
4. The product of 3x-5 and 2x+7 is
a. 6×2-11x-35
b. 6×2-11x+35
c. 6×2+11x-35
d. 6×2 +10x-35
e. 6×2+11x+35
5. The 37th term in the series -2.8, 0, 2.8,…. Is
a. 98
b. 89
c. 87
d. 78
e. 68
Examination Paper of Production Management
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IIBM Institute of Business Management
6. The sum of the series 14, 64, 114, … to 20 terms is
a. 7890
b. 8970
c. 9780
d. 10820
e. 10920
7. The last term in the series 2, 4, 8, … to 9 terms is
a. 612
b. 512
c. 412
d. 312
e. 212
8. If an unbiased coin is tossed 3 times then the probability that at least one head occurs is
a. 0.875
b. 0.5
c. 0.375
d. 0.125
e. 0.1.
9. Again in continuation with the above question the probability that 3 heads result is
a. 0.100
b. 0.125
c. 0.250
d. 0.500
e. 0.875
10. The line y=5-10x cuts the y axis at_________ and has slope________
a. (0,10), -5
b. (0,-10), 5
c. (0,5), -10
d. (0,-5), 10
e. (0,5), 10
11. If y=F(x) is the equation of a line then the slope at (5,2) is given by
a. F‟(2)
b. F‟(5)
c. F(2)
d. F(5)
e. None of the above
12. Slope of the line passing through the points (4,4) and (5,5) is
a. 1
b. 9
c. 1/9
d. 20
e. 1/20
13. An „Ogive‟ is
a. A graph of ungrouped data
Examination Paper of Production Management
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IIBM Institute of Business Management
b. A graph of grouped data
c. A graph of cumulative frequencies
d. A graph of ranges of fractiles
e. A graph with rectangles as opposed to a line graph.
14. If p=3×4 + 9xy + y3 then ∂p/∂y is given by
a. 12×3+9x
b. 12×3+9x+3y2
c. 9x+3y2
d. 9y+3y3
e. 12×3+9y+3y2
15. For a function f(x), f‟(x)=0 at x=a then „a‟ is a point of minima if
a. F(a)<0
b. F(a)=0
c. F‟‟(a)=0
d. F‟‟(a)< 0
e. F‟‟(a)>0
16. The function 2×2 + 3x +2 has a
a. Maximum value at x = – 3/4
b. Minimum value at x = – 2
c. Maximum value at x = -3/2
d. Minimum value at x = -3/4
e. The equation has no maxima and minima.
17. The probability of getting exactly 3 heads in four tosses of a fair coin is
a. 1/2
b. 1/4
c. 1/8
d. 1/10
e. 1/16
18. In multiple regression, the number of normal equations will be
a. Two
b. Three
c. One
d. More than three
e. More than or equal to three
19. The index of industrial production is an example of
a. Price index
b. Value index
c. Quality index
d. Relative index
e. Industrial production index
20. As the sample size is increased, the standard error of the mean would
a. Increase
b. Decrease
c. Remain unchanged
Examination Paper of Production Management
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IIBM Institute of Business Management
d. May or may not increase
e. The value of sample mean would be lot closer of population mean
Part Two:
1. What do you understand by „Infeasibility‟ of the solution?
2. Write about „Big – M‟ method for minimization.
3. Write about the „Classical Economic Order Quantity (EOQ) models.
4. Write a short note on „Interfering Float‟.
Section B: Practical Problems (40 marks)
 This section consists of Practical Problems.
 Answer all the questions.
 Each Practical Problems carries 20 marks.
1. A car retailer thinks that a 40,000 mile claim for tire life by the manufacturer is too high. She
carefully records the mileage obtained from a sample of 64 such tires. The mean turns out to be
38,500 miles. The standard deviation of the life of all tires of this type has previously been
calculated by the manufacturer to be 7,600 miles. Assuming that the mileage is normally
distributed, determine the largest significance level at which we should accept the manufacturer‟s
mileage claim, that is, at which we would not conclude the mileage is significantly less than
40,000 miles.
2. Consider the following data:
Output Total Cost
(in lakhs of units) (in lakhs of rupees)
5 140
7 155
9 170
11 180
14 200
17 230
20 240
22 260
24 275
28 310
Identify the fixed and variable cost components using the least squares method.
END OF SECTION A
Examination Paper of Production Management
10
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. In a recent survey, senior company executives in five metros has ranked two former finance ministers
Mr. Manmohan Singh and Mr. P. Chindambaram as first and second and the present finance minister
Mr. Yashwant Sinha in third position as regarding their popularity.In this, an example of sampling
survey? Discuss about necessity of sampling and the different methods of sampling?
2. “Index numbers are an indispensible tool in day to day life. Comment. Also, explain with examples
how index numbers provide a summary measurement of movements of a large number of economic
variables. Is there a possibility that, their method of computation could give a distorted picture of
reality?
S-2-300813
END OF SECTION B
END OF SECTION C

 

Examination Paper of Financial Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B-103
Examination Paper Financial Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Investment is the… (1)
a) Net additions made to the nation’s capital stocks
b) Person’s commitment to buy a flat or house
c) Employment of funds on assets to earn returns
d) Employment of funds on goods and services that are used in production process
II. Financial Management is mainly concerned with… (1)
a) All aspects of acquiring and utilizing financial resources for firms activities
b) Arrangement of funds
c) Efficient Management of every business
d) Profit maximization
III. The Primary goal of the financial management is….. (1)
a. To maximize the return
b. To minimize the risk
c. To maximize the wealth of owners
d. To maximize profit
IV. In his traditional role the finance Manager is responsible for (1)
a. Proper utilization of funds
b. Arrangement of financial resources
c. Acquiring capital assets of the organization
d. Efficient management of capital
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Financial Management
IIBM Institute of Business Management
V.Market Value of the shares are decided by
(1)
a. The respective companies
b. The investment market
c. The government
d. Shareholders
VI. The only feasible purpose of financial management is (1) a. Wealth maximization b. Sales maximization c. Profit maximization d. Assets maximization
VII. Financial management process deals with (1)
a. Investments
b. Financing decisions
c. Both a and b
d. None of the above
VIII. Agency cost consists of
(1)
a. Binding
b. Monitoring
c. Opportunity and structure cost
d. All of the above
IX. Finance Function comprises
(1)
a. Safe custody of funds only
b. Expenditure of funds only
c. Procurement of finance only
d. Procurement & effective use of funds
X.Financial management mainly focuses on (1)
a. Efficient management of every business
b. Brand dimension
c. Arrangement of funds
d. All elements of acquiring and using means of financial resources for financial activities
Part Two:
1. What Is The Financial Management Reform? (5)
2. Why Was The FMR Introduced? (5)
3. What Changes Will The FMR Introduce? (5)
4. What Is Financial Management Information System (FMIS)? (5)
END OF SECTION A
Examination Paper of Financial Management
IIBM Institute of Business Management
Section B: Caselets (40 marks)
Caselet 1
Your employer, a mid-sized human resources management company, is considering expansion into related fields, including the acquisition of Temp Force Company, an employment agency that supplies word processor operators and computer programmers to businesses with temporary heavy workloads. Your employer is also considering the purchase of a bigger staff & McDonald (B&M), a privately held company owned by two friends, each with 5 million shares of stock. B&M currently has free cash flow of $24 million, which is expected to grow at a constant rate of 5%. B&M’s financial statements report marketable securities of $100 million, debt of $200 million, and preferred stock of $50 million. B&M’s weighted average cost of capital (WACC) is 11%. Answer the following questions
Questions
1. Describe briefly the legal rights and privileges of common stockholders. (20)
Caselet 2
Casino is a large electrical construction company having a turnover of Rs.100 crores per annum. Since a few years the company has not been doing well in terms of profits. In order to find out the reason, a group of independent auditors were deployed to examine the operations of the company. The item they felt that needed closer attention was the budget control of new construction work. The audit showed that most electrical designs for new construction were carried out at the headquarters of the company by a project manager. In preparing a budget for a new project, he checked the expenses for similar jobs in the past, then simply multiplied them by various factors. The auditors found that during the past two years, most budgets were greatly overestimated. Incidentally, it was about two years ago that the project manager was given the primary responsibility for budgeting. In this role, he would submit his budget to the Expenditure Control Committee, consisting of higher-level managers who had only a limited interest in budgeting. It was to this committee that the project manager submitted requests for additional money whenever needed. Most of the requests were approved.
The chief auditor felt that the project team tended to “expand” the time needed to complete the task whenever the members thought the budget made it possible. In other words, they “adjusted” their productivity to match the money allocated to the project.
The auditors noted that other contractors could do similar jobs for 20% less money. They concluded that a new control procedure was needed.
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Financial Management
IIBM Institute of Business Management
Questions
1. What do you think of the budgeting process? (10)
2. What kind of control procedure should the auditors recommend? (10)
Section C: Applied Theory (30 marks)
1. Differentiate Between the Financial Management and Financial Accounting? (15)
2. Explain Briefly The Limitations of Financial Ratios? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

 


How Ventura Defined A Global Roadmap To Greater Speed And Reliability?

How Ventura Defined A Global Roadmap To Greater Speed And Reliability?

 

Examination Paper of Enterprise Resource Planning
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
SubjectCode-B102Examination Paper
Enterprise Resource Planning
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
1. Which of the following describes an ERP system? (1)
a. ERP systems provide a foundation for collaboration between departments
b. ERP systems enable people in different business areas to communicate
c. ERP systems have been widely adopted in large organizations to store critical knowledge used to make the decisions that drive the organization’s performance.
2. The responsibilities of the office manager in a firm that produces electronics spares is: (1)
a. Everything in the office runs efficiently
b. Furniture and other equipment in the office is adequate
c. Processing all the incoming official mail and responding to some
d. All of the above
d. All of the above
3. Physiological Barriers of listening are:
(1)
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above
4. What is the main function of Business Communication: (1)
a. Sincerity
b. Positive language
c. Persuasion
d. Ethical standard
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
5. Which presentation tend to make you speak more quickly the unusual: (1)
a. Electronic
b. Oral
c. Both „a‟ and”b”
d. None of the above
6. Labov’s Storytelling Model based on: (1)
a. Communication through speech
b. Language learning
c. Group Discussions
d. None of the above
7. Diagonal Communication is basically the: (1)
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
8. Direct Eye contact of more than 10 seconds can create: (1)
a. Discomfort &Anxiety
b. Emotional relationship between listeners and speakers
c. Excitement
d. None of the above
9. How to make Oral Communication Effective? (1)
a. By Clarity
b. By Brevity
c. By Right words
d. All of the above
10. Encoding means: (1)
a. Transmission
b. Perception
c. Ideation
d. None of the above
Part Two:
1. Define ERP? (5)
2. What are ERP packages? (5)
3. What are the reasons for the explosive growth of the ERP market? (5)
4. What is Business Integration and how do the ERP systems achieve it? (5)
Section B: Caselets (40 marks)
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
Caselet1
With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. Running IQMS’ manufacturing ERP system delivered via Hosted Managed Services (HMS) provides Ventura Manufacturing the most economical system architecture for greater scalability and efficiency as well as to attain disaster recovery goals.
Ventura is an award-winning semi-automated assembly and production company that serves the automotive, office furniture, education seating, and molding and assembly of optical silicone industries globally. Headquartered in Zeeland, Michigan, the company has multiple plants in Zeeland in addition to plants in Budaörs, Hungary, Saltillo, Mexico and Shanghai, China.
As demand for Ventura’s services grew and the company began attracting customers worldwide, it was apparent the dependency on a single ERP system on-premise in Zeeland, Michigan was becoming an impediment to faster growth. “Relying on a single system to manage our global plants was proving to be a huge scale challenge,” said Joel Boyles, IT Team Lead at Ventura Manufacturing.
Ventura’s customer base is globally-based and to serve them as responsively and effectively as possible, Ventura made the decision to open new production plants in Hungary and Shanghai, China.
With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. The IT Teams at Ventura prides itself on offering live support to any plant, anywhere in the world that needs help, anytime. “When we just had the plants in Mexico and Hungary, our existing staff could scale to support the calls coming from plants for help with their IT systems and take care of ERP-related tasks,” Joel said. When the Shanghai, China facility went online, Ventura was reaching the limits of scale and speed with their IT teams and the system running on-premise in Zeeland.
As demands increased on the system, so did concerns over Availability and Disaster Recovery Objectives the IT Team had defined. Two metrics that are of specific interest to Ventura’s IT team are the Recovery Time Objective (RTO) and Recovery Point Objective (RPO). IT defined the RTO goal as 8 hours and the RPO as 15 minutes, achievable on a 24/7 basis. To accomplish these goals, Ventura would need to create an entirely new system platform that could scale more efficiently with their growing business. The new platform would also need to increase the speed of system updates, which had been a problematic area in the past for the single system to complete.
Joel Boyles, IT Team Lead, says the challenges of scalability and disaster recovery are what drove the urgency for Ventura to decide that Hosted Managed Services (HMS) from IQMS was the best possible solution. “Plant system updates including MRP were taking at least 2 hours
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
per plant, which translated into our IT teams having 24/7 shifts in our Zeeland-based IT offices,” Joel said. “Clearly we had to redefine our system architecture for greater scalability and speed.”
Ventura chose IQMS’ Enterprise IQ delivered via Hosted Managed Services (HMS) because it was the most economical and fastest option for solving the system performance challenges and attaining the disaster recovery goals the company has. Under the IQMS HMS purchase option, software licenses are owned in perpetuity by Ventura and hardware and platform software is provided by the IQMS data center. IQMS is managing the Ventura systems today in a secure data center environment. Ventura’s IT team can gain access to key system metrics and key performance indicators anytime via any browser-enabled laptop, tablet or smart phone.
Questions
1. How Ventura Defined A Global Roadmap To Greater Speed And Reliability? ( 20)
Caselet 2
Enterprise resource planning (ERP) is business management software—usually a suite of integrated applications—that a company can use to store and manage data from every stage of business, including:
•Product planning, cost and development
•Manufacturing
•Marketing and sales
•Inventory management
•Shipping and payment
Functions of ERP
• ERP provides an integrated real-time view of core business processes, using common databases maintained by a database management system. ERP systems track business resources—
 cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll.
• The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that entered the data.
• ERP facilitates information flow between all business functions,
ERP Implementation
Success
Company Background
 Cadbury is a British multinational confectionery company owned by Mondelēz International.
 It is the second largest confectionery brand in the world after Wrigley’s.
 Founder: John Cadbury
 Founded in: 1824, B Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food Drinks, Candy and Gum category. In the Chocolate
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
Confectionery business, Cadbury has maintained its undisputed leadership over the years.
ERP Implementation
Cadbury turns out, in recent years, Kraft implemented SAP ERP 6.0 (System Analysis and Program Development) in what SAP called one of its largest global ERP implementations. Kraft credited ERP with reducing operational costs. 11,000 employees were sending data to the company’s SAP solution and it was linked to 1,750 applications by 2008. That same year, Kraft aslo added SAP’s master data management solution, Net Weaver, with an eye toward integrating legacy systems.
• Cadbury was left with a glut of chocolate products at the start of the year, after the installation of a new SAP-based enterprise resource planning (ERP) system led to an excess of chocolate bars building up at the end of 2005.
• The new U.K. computer system is part of a five-year IT transformation project, called “Probe”, aimed at integrating the Cadbury Schweppes’ supply chain, purchasing, manufacturing, distribution, sales and marketing systems on a global, SAP-based
ERP platform
• Cadbury Schweppes is aiming for an ultimate savings from the Probe project, but its implementation has been far from smooth. The project was beset by problems and delays when it was first introduced in Australia in 2002.
Benefits of ERP
• Cadbury was on a fast paced growth and could not continue with the existing systems and the pace was too slow due to added inefficiencies. ERP added efficiency and guided the led all the issues fast paced growth.
• The implementation of ERP brought in a new way of warehouse management system and brought in structure to branch offices and the depots.
• While implementing the ERP systems, the company has built it upon the past strengths of the company thereby not losing out on its competitive
• The initial implementation took time and then the successive implementations took lesser time and cost and there is a huge advantage in saving cost while in the implementation phase itself.
• The reaction from competition does not matter in this because this is not a change that was advertised to the market. This is an internal process restructuring and was a welcome change within the company which badly needed the change.
• The company also has built in a robust regular feedback system to monitor the changes and check if they go according to the initial plan. The entire implementation is cross functional and hence it is important that there is a high increase in the efficiency. The ERP vendor was also selected from among the best in class vendors which helped the process occur in a streamlined fashion and avoided any possible chances of hiccups during the initial
implementation phase.
The system has also been deployed up to the vendors. They have a portal called vendor connect
IIBM Institute of Business Management
Examination Paper of Enterprise Resource Planning
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
where they can see their inventory movement and make plans accordingly. Hence the restructuring happens not only internally but also across to the supplier which will add on to the benefits that are accrued.
It was considered at low cost and high result implementation which by itself highlights the success and the benefits.
Questions
1. Why did the Big Bang approach fail for The Hershey Company ? (20)
Section C: Applied Theory (30 marks)
1. What is the difference between ERP and CRM software? (15)
2. What are some of the risks associated with ERP software? (15)
S-2-010619


IIBM MBA ONGOING EXAM QUESTION AND ANSWER PROVIDED

IIBM MBA ONGOING EXAM QUESTION AND ANSWER PROVIDED

Examination Paper of Enterprise Resource Planning

IIBM Institute of Business Management

 This section consists of multiple choices and Short Notes type questions.

 Answer all the questions.

 Part one questions carry 1 mark each & Part two questions carry 5 marks each.

IIBM Institute of Business Management

SubjectCode-B102Examination Paper

Enterprise Resource Planning

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

1. Which of the following describes an ERP system? (1)

a. ERP systems provide a foundation for collaboration between departments

b. ERP systems enable people in different business areas to communicate

c. ERP systems have been widely adopted in large organizations to store critical knowledge used to make the decisions that drive the organization’s performance.

2. The responsibilities of the office manager in a firm that produces electronics spares is: (1)

a. Everything in the office runs efficiently

b. Furniture and other equipment in the office is adequate

c. Processing all the incoming official mail and responding to some

d. All of the above

d. All of the above

3. Physiological Barriers of listening are:

(1)

a. Hearing impairment

b. Physical conditions

c. Prejudices

d. All of the above

4. What is the main function of Business Communication: (1)

a. Sincerity

b. Positive language

c. Persuasion

d. Ethical standard

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

END OF SECTION A

 This section consists of Caselets.

 Answer all the questions.

 Each Caselet carries 20marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

5. Which presentation tend to make you speak more quickly the unusual: (1)

a. Electronic

b. Oral

c. Both „a‟ and”b”

d. None of the above

6. Labov’s Storytelling Model based on: (1)

a. Communication through speech

b. Language learning

c. Group Discussions

d. None of the above

7. Diagonal Communication is basically the: (1)

a. Communication across boundaries

b. Communication between the CEO and the managers

c. Communication through body language

d. Communication within a department

8. Direct Eye contact of more than 10 seconds can create: (1)

a. Discomfort &Anxiety

b. Emotional relationship between listeners and speakers

c. Excitement

d. None of the above

9. How to make Oral Communication Effective? (1)

a. By Clarity

b. By Brevity

c. By Right words

d. All of the above

10. Encoding means: (1)

a. Transmission

b. Perception

c. Ideation

d. None of the above

Part Two:

1. Define ERP? (5)

2. What are ERP packages? (5)

3. What are the reasons for the explosive growth of the ERP market? (5)

4. What is Business Integration and how do the ERP systems achieve it? (5)

Section B: Caselets (40 marks)

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

Caselet1

With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. Running IQMS’ manufacturing ERP system delivered via Hosted Managed Services (HMS) provides Ventura Manufacturing the most economical system architecture for greater scalability and efficiency as well as to attain disaster recovery goals.

Ventura is an award-winning semi-automated assembly and production company that serves the automotive, office furniture, education seating, and molding and assembly of optical silicone industries globally. Headquartered in Zeeland, Michigan, the company has multiple plants in Zeeland in addition to plants in Budaörs, Hungary, Saltillo, Mexico and Shanghai, China.

As demand for Ventura’s services grew and the company began attracting customers worldwide, it was apparent the dependency on a single ERP system on-premise in Zeeland, Michigan was becoming an impediment to faster growth. “Relying on a single system to manage our global plants was proving to be a huge scale challenge,” said Joel Boyles, IT Team Lead at Ventura Manufacturing.

Ventura’s customer base is globally-based and to serve them as responsively and effectively as possible, Ventura made the decision to open new production plants in Hungary and Shanghai, China.

With eight plants globally running from a single ERP instance on a server in Zeeland, Michigan, the IT team faced the challenges of scaling their systems to support the global growth fueling their company’s expansion. The IT Teams at Ventura prides itself on offering live support to any plant, anywhere in the world that needs help, anytime. “When we just had the plants in Mexico and Hungary, our existing staff could scale to support the calls coming from plants for help with their IT systems and take care of ERP-related tasks,” Joel said. When the Shanghai, China facility went online, Ventura was reaching the limits of scale and speed with their IT teams and the system running on-premise in Zeeland.

As demands increased on the system, so did concerns over Availability and Disaster Recovery Objectives the IT Team had defined. Two metrics that are of specific interest to Ventura’s IT team are the Recovery Time Objective (RTO) and Recovery Point Objective (RPO). IT defined the RTO goal as 8 hours and the RPO as 15 minutes, achievable on a 24/7 basis. To accomplish these goals, Ventura would need to create an entirely new system platform that could scale more efficiently with their growing business. The new platform would also need to increase the speed of system updates, which had been a problematic area in the past for the single system to complete.

Joel Boyles, IT Team Lead, says the challenges of scalability and disaster recovery are what drove the urgency for Ventura to decide that Hosted Managed Services (HMS) from IQMS was the best possible solution. “Plant system updates including MRP were taking at least 2 hours

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

per plant, which translated into our IT teams having 24/7 shifts in our Zeeland-based IT offices,” Joel said. “Clearly we had to redefine our system architecture for greater scalability and speed.”

Ventura chose IQMS’ Enterprise IQ delivered via Hosted Managed Services (HMS) because it was the most economical and fastest option for solving the system performance challenges and attaining the disaster recovery goals the company has. Under the IQMS HMS purchase option, software licenses are owned in perpetuity by Ventura and hardware and platform software is provided by the IQMS data center. IQMS is managing the Ventura systems today in a secure data center environment. Ventura’s IT team can gain access to key system metrics and key performance indicators anytime via any browser-enabled laptop, tablet or smart phone.

Questions

1. How Ventura Defined A Global Roadmap To Greater Speed And Reliability? ( 20)

Caselet 2

Enterprise resource planning (ERP) is business management software—usually a suite of integrated applications—that a company can use to store and manage data from every stage of business, including:

•Product planning, cost and development

•Manufacturing

•Marketing and sales

•Inventory management

•Shipping and payment

Functions of ERP

• ERP provides an integrated real-time view of core business processes, using common databases maintained by a database management system. ERP systems track business resources—

 cash, raw materials, production capacity—and the status of business commitments: orders, purchase orders, and payroll.

• The applications that make up the system share data across the various departments (manufacturing, purchasing, sales, accounting, etc.) that entered the data.

• ERP facilitates information flow between all business functions,

ERP Implementation

Success

Company Background

 Cadbury is a British multinational confectionery company owned by Mondelēz International.

 It is the second largest confectionery brand in the world after Wrigley’s.

 Founder: John Cadbury

 Founded in: 1824, B Currently, Cadbury India operates in four categories viz. Chocolate Confectionery, Milk Food Drinks, Candy and Gum category. In the Chocolate

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

Confectionery business, Cadbury has maintained its undisputed leadership over the years.

ERP Implementation

Cadbury turns out, in recent years, Kraft implemented SAP ERP 6.0 (System Analysis and Program Development) in what SAP called one of its largest global ERP implementations. Kraft credited ERP with reducing operational costs. 11,000 employees were sending data to the company’s SAP solution and it was linked to 1,750 applications by 2008. That same year, Kraft aslo added SAP’s master data management solution, Net Weaver, with an eye toward integrating legacy systems.

• Cadbury was left with a glut of chocolate products at the start of the year, after the installation of a new SAP-based enterprise resource planning (ERP) system led to an excess of chocolate bars building up at the end of 2005.

• The new U.K. computer system is part of a five-year IT transformation project, called “Probe”, aimed at integrating the Cadbury Schweppes’ supply chain, purchasing, manufacturing, distribution, sales and marketing systems on a global, SAP-based

ERP platform

• Cadbury Schweppes is aiming for an ultimate savings from the Probe project, but its implementation has been far from smooth. The project was beset by problems and delays when it was first introduced in Australia in 2002.

Benefits of ERP

• Cadbury was on a fast paced growth and could not continue with the existing systems and the pace was too slow due to added inefficiencies. ERP added efficiency and guided the led all the issues fast paced growth.

• The implementation of ERP brought in a new way of warehouse management system and brought in structure to branch offices and the depots.

• While implementing the ERP systems, the company has built it upon the past strengths of the company thereby not losing out on its competitive

• The initial implementation took time and then the successive implementations took lesser time and cost and there is a huge advantage in saving cost while in the implementation phase itself.

• The reaction from competition does not matter in this because this is not a change that was advertised to the market. This is an internal process restructuring and was a welcome change within the company which badly needed the change.

• The company also has built in a robust regular feedback system to monitor the changes and check if they go according to the initial plan. The entire implementation is cross functional and hence it is important that there is a high increase in the efficiency. The ERP vendor was also selected from among the best in class vendors which helped the process occur in a streamlined fashion and avoided any possible chances of hiccups during the initial

implementation phase.

The system has also been deployed up to the vendors. They have a portal called vendor connect

IIBM Institute of Business Management

Examination Paper of Enterprise Resource Planning

 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

END OF SECTION C

END OF SECTION B

where they can see their inventory movement and make plans accordingly. Hence the restructuring happens not only internally but also across to the supplier which will add on to the benefits that are accrued.

It was considered at low cost and high result implementation which by itself highlights the success and the benefits.

Questions

1. Why did the Big Bang approach fail for The Hershey Company ? (20)

Section C: Applied Theory (30 marks)

1. What is the difference between ERP and CRM software? (15)

2. What are some of the risks associated with ERP software? (15)

S-2-010619

Examination Paper of Health & Hospital Management

IIBM Institute of Business Management

Examination Paper MM.100

Hospital Administration

Section A: Objective Type & Short Questions (30 marks)

 This section consists of Multiple Choi  ces and Short Notes type Questions. 

 Answer all the questions. 

 Part One carries 1 mark each and Part Two carries 5 marks each. 

Part One:

Multiple forms:

1. Low growth low market share products are termed as___________

a. Stars

b. Cash cows

c. Dogs

d. None

2. To improve organizational performance „Alfred Sloan‟ introduced „3S term‟ as doctrine of

strategy, structure and?

a. System

b. Solution

c. Share

d. None

3. Overburdening may occur due to too many group members seeking out an individual for

information and assistance, a solution to such problem is_____________

a. Linear organization

b. Circular organization

c. Elliptical organization

d. None

4. NHS stands for_________________

5. ICU in medication stands for Internal cure union.(T/F)

6. There are 4 levels of strategic consensus that have been identified among the managers, one level

in which managers are informed about the strategy but they are not willing to act is

called___________

a. Blind devotion

b. Informed scepticism

c. Weak consensus

d. None

7. OCB stands for Organization citizenship behavior.(T/F)

1

IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

8. BPR stands business process re enforcement.(T/F)

9. The best way to avoid conflict and there by preserve relationship with in the health care

organization is____________

a. Spiral of silence

b. Web of solution

c. Web of solution

d. None

10. IPE stands for inter disciplinary education.(T/F)

Part Two:

1. Discuss the Managerial issues in Disaster Management?

2. What do you understand by the Outpatient Department (OPD)?

3. Write a short note on Quality Assurance in a Hospital?

4. Briefly describe the importance and functions of Housekeeping department in the Hospital?

END OF SECTION A

Section B: Caselets (40 marks)

 This section consists of Caselets. 

 Answer all the questions. 

 Each caselet carries 20 marks. 

 Detailed information should form the part of your answer (Word limit 200 to 250 words). 

Caselet 1

CULTURAL BELIEFS

An organization‟s culture can be studied at three levels: artefacts, values and assumptions. Artefacts

are the organizational structures that are visible to the members of the organization. Values are the

strategies, goals and philosophies of the organization‟s members. The basic, underlying assumptions

of group members include taken-for-granted beliefs, perceptions, thoughts and feelings. Even though

certain basic assumptions are evident, taken for granted and are not normally confronted or debated,

the culture of the organization will become evident at the level of observable artefacts and in the

shared values, norms and rules of behavior of the organization‟s member. Group norms are sets of

shared values that have been valedated through a consensus process. The social validation of group

norms arises when certain values are confirmed by the shared experiences of the group and these

norms are passed onto new members as being the correct way to do things. This mechanism of

embedding and meshing culture is undertaken at an unconscious level in most organizations.

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IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

Although culture resides in the minds of the members of the organization, it is transmitted through

visible expressions, such as formal and informal routines and everyday rituals of existence undertaken

by members of the organization. Over time, shared experiences develop into a set of core values that

become embedded in individual and organizational philosophy and ideology that ultimately serves to

guide action and behavior. This process is an important mechanism in the transmission of shared

professional assumptions, values, artefacts and symbols from the master to the student and in the

development of the socialization process that professional clinicians undergo. Therefore, the internal

orientation of employees is based primarily on the culture, values, beliefs, ethics and assumptions of

the organization‟s staff; this is particularly evident amongst health service employees, although the

orientation may differ between clinicians and non-clinicians.

1. Why according to you Artefacts are essential for the development of an organization‟s culture?

2. Elaborate the cultural beliefs of your company?

Caselet 2

There are many ways of managing change. Few organizational changes are complete failures, and

few are entirely successful. The management of change draws from psychological, behavioral,

political, social and culture dimensions, many of which may be conflicting. A realization that change

is the result of competition between driving and restraining forces is evident in much of the literature.

Lewin noted some forces drive change whilst others resist change. A change agent is required to

fecilitate change, to manage the restraining forces, and to drive change through. The change is

required to understand change as a phenomenon, identify the key emotional reactions associated with

change, such as resistance, and know how to manage change in a positive manner. Kotter contends

that both leadership and management skills are required to effectively and positively manage change,

particularly in a volatile environment. He further argues that the change process is deductive; it is

about managing complexity and is often undertaken in order to prevent a more chaotic reality than

that presently in force. If change is approached with a certain level of excitement and enthusiasm, it

will create opportunities that will make patients lives better. However, change is often introduced

without due regard for the realities of individual areas of health care practice. Some managers may

not have an insight into the effect of the change on the lives of individuals or realizations that even

minor change may have unintended consequences for the individual and the organization. Most

resistance to change occurs not because of the proposed change, but as a result of individual

perceptions of expected outcomes due to the change and on how this is likely to impact on their lives.

Therefore, an accurate assessment of the environment, both internal and external to the organization,

is required prior to the change, thus preventing negative consequences for individuals.

1. Why there is a need of change?

2. With reference to your company, what changes you prefer?

END OF SECTION B

Section C: Applied Theory (30 marks)

3

IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

 This section consists o  f Applied Theory Questions. 

 Answer all the questions. 

 Each question carries 15 marks. 

 Detailed information should form the part of your answer (Word limit 150 to 200 words). 

1. What do you mean by Emergency Department Planning? How would you explain the managerial

issues in Emergency department?

2. Write a short note on the following terms:

1) Central Sterile Supply Department (CSSD)

2) Total Quality Management in Health Care

3) Medical Audit and its Administration

END OF SECTION C

4

IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

IIBM Institute of Business Management

Examination Paper MM.100

Hospital Care

Section A: Objective Type & Short Questions (30 marks)

 This section consists of Multiple Choi  ces and Short Not type Questions. 

 Answer all the questions. 

 Part One carries 1 mark each and Part Two carries 5 marks each. 

Part One:

Multiple Choices:

1. A method of collaborative work in which visual display of information on flip charts or other

media to which other group member can use is__________

a. Decision matrices

b. Multivoting

c. Boarding

d. Brainstorming

2. A tool for Data collection which summarise perception of a large sample of people

is___________

a. Surveys

b. Interviews

c. Check sheet

d. Data sheets

3. Members of Inspection control committee_________

a. Microbiologist, O.T. incharge, Medical Superintendent

b. Representative from Nursing Service, CSSD in charge, Representative from major clinical

department

c. Both (a) & (b)

d. None of the above

4. MRD stands for___________

a. Medical Records Department

b. Medicine Records Department

c. Medicine Release Department

d. None of the above

5. Format for appraisal in which rank order is establish of employees based on their relative

merit_________

a. Forced Distribution Technique

b. Graphic Rating Scale

c. Ranking methods

d. Free Written Ratings

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IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

6. Analytical technique in Materials Management in which all items in inventory on the basis of

annual usuage time cost is________

a. FSN Analysis

b. ABC Analysis

c. VED Analysis

d. None of the above

7. Planning tool used in Quality Management in which the items are written on individual cards and

displayed on a flip chart__________

a. Relations Diagram

b. Process Decision Program chart

c. Affinity Diagram

d. Activity Network Diagram

8. Method of filing of Medical records in which involves filing of records in exact chronological

order according to unit / serial number___________

a. Middle Digit filing

b. Terminal Digit filing

c. Straight Numeric filing

d. None of the above

9. Type of hospital in which the number of beds is over 300 beds is known as___________

a. Large hospital

b. Medium sized hospital

c. Small hospital

d. None of the above

10. Meeting in hospital whose purpose is to pass on information received from agencies is_________

a. Informative Meeting

b. Consultative Meeting

c. Executive Meeting

d. None of the above

Part Two:

1. What are the factors affecting “Retraining” in a hospital?

2. Write a short note on Finance in Hospitals?

3. Describe the Negotiating system for Hospitals rates?

4. Write down the different members of Appointment committee of the hospital?

END OF SECTION A

Section B: Caselets (40 marks)

6

IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

 This s  ection consists of Caselets. 

 Answer all the questions. 

 Each caselet carries 20 marks. 

 Detailed information should form the part of your answer (Word limit 200 to 250 words). 

Caselet 1

Rakesh and Gagan were two brothers who had graduate in Medicine in the year 1979. Both

established themselves as successful practitioners. In 1992, they decided to set up their own hospital

as both were familiar with the nitty-gritty of the profession after spending a decade as successful

practitioners. In the year 1994, the concept was concretized when three floors Arogya Hospital with a

bed capacity of 60 came into existence at Gwalior. The facilities provided by the hospital were

pathology, X-ray, blood bank and ICU. In the year 1998, the number of beds were increased to 100

with the addition of a fourth floor. In the year 2005, a fifth floor was added and the hospital started

offering services like radiology, 3D spiral, C. Tscan, colourdoppler, pathology, blood bank, C.C.U.,

O.T., maternity unit, emergency and trauma services, in-patient accommodation, canteen,

telecommunication and entertainment.

The hospital had 35 nurses and 55 class four employees. The main task of the class four

employees was to maintain the cleanliness of the hospital. Besides this, they were also entrusted with

the task of sponging, bed setting and shifting of the patients. Salary paid to these employees was

between Rs. 1200/- to Rs. 1800/- per month. The hospital staff was divided into different classes of

employees. Class one comprised of MBBS, MD, MS, and Administrative Officers. Class three

comprised of Technicians and Nurses. Class four comprised of Ayabais, Sweepers and Guards.

Hospital had 11 full time doctors, out of whom 7 were duty doctors (MBBS), 2 full time MD for ICU

and 2 full time in-house surgeons (MS). Besides this, the hospital had 50 visiting doctors who

operated on a turnkey basis. These doctors had their own clinics in different parts of the city and as

per requirement, they admitted their patents in the hospital. There was a mutual agreement between

the doctors and the hospital that the hospital would charge the patients and out of it the doctors would

receive their fees along with a percentage from the hospital share. The patients treated by the hospital

were patients requiring intensive care and minor illnesses. Out of the cases reported in the hospital,

60-75% were maternity and were referred to the hospital by leading gynaecologists of the city, Dr.

Savita and Dr. Manorama. To help the doctors in the treatment of patients, work-instructions for

Resident Doctors, Supervisors, Wardboys / Ayabais and Sweeper boys/ bais were prepared by the

newly appointed Hospital-Administrator Priya. These instructions were prepared in English and were

hung on the walls of the enquiry counter. After a span of one month, Priya resigned from the hospital

on account of some personal reasons.

By the end of the year 2004, Ritu, a fresh post-graduate in Hospital-Administration from

Gwalior, was appointed as an Administrative Officer or take charge of the overall activities of the

hospital. Her role was to monitor the activities of employees of class three and four and various other

activities related to the functioning of the Hospital. The first task before her was to improve the

cleanliness of the hospital. She found that the toilets were not cleaned properly and the room hygiene

was dismal. She started making regular visits to all the wards and rooms in the hospital to observe and

monitor the employees lacked a human touch. To add to this, the patients also complained that the

employees demanded money for the services. After analyzing the situation, she came to the

conclusion that lack of motivation among the class four employees was one of the major factors

responsible for the pathetic condition prevailing in the hospital. Lack of motivation among the class

four employees was also visible in the form of high employee turnover, work negligence, absenteeism

and complaining behaviour. High absenteeism among the class four employees resulted in work

overload for sincere employees, as they were forced to work in the next shift. This was a regular

feature in the hospital as a result of which employees often remained stressed and therefore, less

committed towards their work. Although, they were being provided with dinner and snacks at the

7

IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

expense of the hospital, as a gesture of goodwill for those who worked over time for the hospital. She

also found that the workers were not reporting for their duty on time, despite their arrival in the

hospital on time.

The second reason, which she identified for lack of hygienic condition in the hospital was that the

visiting hours for the visitors were not specified, so there was a continuous flow of visitors round the

clock, which hampered and affected the cleaning activity of the hospital. It was found that the

patients‟ rooms were always full of visitors who would not mind taking their meals in the room/ward.

She felt that there was no solution to visitors‟s problem, as this was an integral part of the

promotional strategy of the management. She also found that the work-instructions given to the

hospital-staff was in English language and it was difficult for class four employees to understand

them. Ritu translated all these instructions in Hindi so that class four employees could understand and

implement them.

Ritu had the daunting task to reduce the absenteeism and make the employees more committed to

their work and felt that a reward of Rs. 200, if given to an employee who remained present for 31

days could perhaps motivate the employee to remain regular at the work place. Further, to motivate to

perform, she decided to systematize the performance appraisal system by identifying performers and

non-performers. This being her first job, she was apprehensive about performance appraisal. The

employees were to be classified into three groups A, B and C, „A‟ was for high performers, „B‟ was

for average performers and „C‟ was for poor performers. It was decided that the employees in the

grade „A‟ would receive the highest increment followed by „B‟ and „C‟. To make the performance

appraisal objective, she identified various activities on which the employees could be appraised. To

make the performance appraisal system more objective, a two-tier appraisal system was developed by

her. In the first phase, the employees were to be rated regularly on the identified activities by patients

and their attendants. In the second phase, observation of doctors and nurses was to be considered.

Although Ritu had full cooperation from the hospital management, yet she was apprehensive about

the employee‟ acceptance of the new system. She had to wait and watch.

1. Critically evaluate the factors identified by Ritu for enhancing organizational effectiveness?

2. Describe a performance appraisal system that you will recommend to Ritu for evaluating the

employees?

Caselet 2

The management of a hospital, faced with a resource crunch embarked on a cost containment

programme. Instructions were issued to various clinical, supportive and utility services to identify the

areas where cost containment could be effectively implemented without compromising with the

patient care facilities.

The hospital had both the centralized and the decentralised purchasing system. The officer-incharge

of the Emergency Department of the hospital, Dr. Systematic was a qualified and trained

hospital administrator. He systematically commenced analysis of the various activities and procedures

in vogue in the Emergency Department.

Dr. Systematic found out that the Emergency Department in addition to the glass syringes

purchased 9000 disposable syringes per annum. The interval of ordering was 30 days. The cost of

each disposable was Rs. 20/-. The ordering cost per order was Rs. 15/- and the carrying cost were

15% of the average inventory per year. He calculated the Economic Order Quantity, lot size of

inventory per month, storage cost and other inventory related costs and analysed the optimum interval

of ordering. He forwarded these results along with the other cost containment measures of the

Emergency Department to the hospital management. The recommendations of Dr. Systematic were

implemented and used as a model for other departments of the hospital. Dr. Systematic for effective

analysis and appraisal was honoured with the Doctor of the year award by the Hospital Management.

8

IIBM Institute of Business Management

Examination Paper of Health & Hospital Management

1. What are the assumptions made by Dr. Systematic for their inventory model?

2. Do you recommend any further suggestion for inventory costs in a hospital?

END OF SECTION B

Section C: Applied Theory (30 marks)

 This section consists o  f Applied Theory Questions. 

 Answer all the questions. 

 Each question carries 15 marks. 

 Detailed information should form the part of your answer (Word limit 150 to 200 words). 

1. Write in brief about structure and function of Hospital organization?

2. Write down the following terms:

1) Labour Relation System.

2) Organization of Hospital Workers.

END OF SECTION C

S-2-300813

9

IIBM Institute of Business Management

Examination Paper of Financial Management

IIBM Institute of Business Management

IIBM Institute of Business Management

Subject Code-B-103

Examination Paper Financial Management

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.Investment is the… (1)

a) Net additions made to the nation’s capital stocks

b) Person’s commitment to buy a flat or house

c) Employment of funds on assets to earn returns

d) Employment of funds on goods and services that are used in production process

II. Financial Management is mainly concerned with… (1)

a) All aspects of acquiring and utilizing financial resources for firms activities

b) Arrangement of funds

c) Efficient Management of every business

d) Profit maximization

III. The Primary goal of the financial management is….. (1)

a. To maximize the return

b. To minimize the risk

c. To maximize the wealth of owners

d. To maximize profit

IV. In his traditional role the finance Manager is responsible for (1)

a. Proper utilization of funds

b. Arrangement of financial resources

c. Acquiring capital assets of the organization

d. Efficient management of capital

 This section consists of multiple choices and Short Notes type questions.

 Answer all the questions.

 Part one questions carry 1 mark each & Part two questions carry 5 marks each.

Examination Paper of Financial Management

IIBM Institute of Business Management

V.Market Value of the shares are decided by

(1)

a. The respective companies

b. The investment market

c. The government

d. Shareholders

VI. The only feasible purpose of financial management is (1) a. Wealth maximization b. Sales maximization c. Profit maximization d. Assets maximization

VII. Financial management process deals with (1)

a. Investments

b. Financing decisions

c. Both a and b

d. None of the above

VIII. Agency cost consists of

(1)

a. Binding

b. Monitoring

c. Opportunity and structure cost

d. All of the above

IX. Finance Function comprises

(1)

a. Safe custody of funds only

b. Expenditure of funds only

c. Procurement of finance only

d. Procurement & effective use of funds

X.Financial management mainly focuses on (1)

a. Efficient management of every business

b. Brand dimension

c. Arrangement of funds

d. All elements of acquiring and using means of financial resources for financial activities

Part Two:

1. What Is The Financial Management Reform? (5)

2. Why Was The FMR Introduced? (5)

3. What Changes Will The FMR Introduce? (5)

4. What Is Financial Management Information System (FMIS)? (5)

END OF SECTION A

Examination Paper of Financial Management

IIBM Institute of Business Management

Section B: Caselets (40 marks)

Caselet 1

Your employer, a mid-sized human resources management company, is considering expansion into related fields, including the acquisition of Temp Force Company, an employment agency that supplies word processor operators and computer programmers to businesses with temporary heavy workloads. Your employer is also considering the purchase of a bigger staff & McDonald (B&M), a privately held company owned by two friends, each with 5 million shares of stock. B&M currently has free cash flow of $24 million, which is expected to grow at a constant rate of 5%. B&M’s financial statements report marketable securities of $100 million, debt of $200 million, and preferred stock of $50 million. B&M’s weighted average cost of capital (WACC) is 11%. Answer the following questions

Questions

1. Describe briefly the legal rights and privileges of common stockholders. (20)

Caselet 2

Casino is a large electrical construction company having a turnover of Rs.100 crores per annum. Since a few years the company has not been doing well in terms of profits. In order to find out the reason, a group of independent auditors were deployed to examine the operations of the company. The item they felt that needed closer attention was the budget control of new construction work. The audit showed that most electrical designs for new construction were carried out at the headquarters of the company by a project manager. In preparing a budget for a new project, he checked the expenses for similar jobs in the past, then simply multiplied them by various factors. The auditors found that during the past two years, most budgets were greatly overestimated. Incidentally, it was about two years ago that the project manager was given the primary responsibility for budgeting. In this role, he would submit his budget to the Expenditure Control Committee, consisting of higher-level managers who had only a limited interest in budgeting. It was to this committee that the project manager submitted requests for additional money whenever needed. Most of the requests were approved.

The chief auditor felt that the project team tended to “expand” the time needed to complete the task whenever the members thought the budget made it possible. In other words, they “adjusted” their productivity to match the money allocated to the project.

The auditors noted that other contractors could do similar jobs for 20% less money. They concluded that a new control procedure was needed.

 This section consists of Caselets.

 Answer all the questions.

 Each Caselet carries 20marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

Examination Paper of Financial Management

IIBM Institute of Business Management

Questions

1. What do you think of the budgeting process? (10)

2. What kind of control procedure should the auditors recommend? (10)

Section C: Applied Theory (30 marks)

1. Differentiate Between the Financial Management and Financial Accounting? (15)

2. Explain Briefly The Limitations of Financial Ratios? (15)

S-2-010619

 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

END OF SECTION C

END OF SECTION B

Examination Paper of Human Resource Management

IIBM Institute of Business Management

 This section consists of multiple choices and Short Notes type questions.

 Answer all the questions.

 Part one questions carry 1 mark each & Part two questions carry 5 marks each.

IIBM Institute of Business Management

Subject Code-B102

Examination Paper

Human Resource Management

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.The following is (are) concerned with developing a pool of candidates in line with the human resources plan (1)

a) Development

b) Training

c) Recruitment

d) All of the above

II. The following is (are) the key components of a business process Re-engineering program? (1)

a) Product development

b) Service delivery

c) Customer satisfaction

d) All of the above

III. The actual achievements compared with the objectives of the job is (1)

a) Job performance

b) Job evaluation

c) Job description

d) None of the above

IV. Performance development plan is set for the employee by his immediate boss. (1)

a) Employer

b) Department Head

c) Immediate boss

d) Any of the above

V.The following type of recruitment process is said to be a costly affair. (1)

a) Internal recruitment

b) External recruitment

c) Cost remains same for both types VI. The following is (are) the objective(s) of inspection. (1) a) Quality product b) Defect free products c) Customer satisfaction d) All of the above

Examination Paper of Human Resource Management

IIBM Institute of Business Management

END OF SECTION A

 This section consists of Caselets.

 Answer all the questions.

 Each Caselet carries 20marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

VII. Which of the following is an assumption of rationality to rationale decision making? (1)

a. Preferences are clear

b. Final choice will maximize payoff

c. The problem is clear and unambiguous

d. All of the above

VIII. ___________ is accepting solutions that are “good enough”. (1)

a. Bounded rationality

b. Satisficing

c. Escalation of commitment

d. None of the above

IX. The three important components in aligning business strategy with HR practice: (1)

a) Business Strategy, Human Resource Practices, Organizational Capabilities

b) Marketing Strategy, Human Resource Practices, Organizational Capabilities

c) Business Strategy, Human Resource Practices, Organizational structure

X. The basic managerial skill(s) is(are) (1)

a) To supervise

b) To stimulate

c) To motivate

d) All of the above

d) Marketing Strategy, Human Resource

Practices, Organizational structure

Part Two:

1. What is the nature of Human Resource Management? (5)

2. What is Human Resource Development (HRD) (5)

3. Discuss the future trends and challenges of HRM? (5)

4. What is manpower planning? (5)

Section B: Caselets (40 marks)

Examination Paper of Human Resource Management

IIBM Institute of Business Management

Caselet 1

Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a sales trainee in a sales office of a large computer hardware firm located in Chennai.

Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivandrum.

The sales growth of the products in his area was highly satisfactory owing to the developmental initiatives taken by respective State Governments in spreading computer education.

Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of office equipment sold by the company for Sanjay’s reference.

After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided

him with the material collected. Thereafter Raghvan excused himself and did not return.

Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving

office.

Questions

1. What do you think about Raghavan’s training program? (10)

2. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)

Caselet 2

Preeti was promoted three months ago from reservations supervisor to front-desk manager for Regency Hotel, an independent, 330-room hostelry. She enjoys her new management responsibilities and is pleased that the occupancy rate averaged 94 percent last month, way above the industry average. But at times she feels stressed by the confusion of managing all front-end operations of the hotel, from reservations and cashiering to the bell desk and concierge. She feels most at home handling the reservation function, a task she always enjoyed as a trainee because she likes to help people. About once a week the staff in the reservation function overbooks rooms, usually because of incomplete scans of conference sales files. Customers with reservations w,0110 arrive late are upset when they have to be referred 1, nearby hotels. Whenever overbooking occurs, Ms. eti takes over direct control of the reservations operation herself, often personally handling reservations for two or three days until order seems to return.

But sometimes while Ms. Preeti is off focusing on the reservations task, other problems arise. On five days last month, clerks at the reception desk checked in every “walk-in” who appeared without reservations. They assumed there would be ample no-shows among those holding reservations. On one occasion, Regency ended up oversold by 24 rooms. Mr. Alex, the hotel general manager, is concerned about Ms. Preeti’s development into her new management position. He knows Ms. Preeti is proud of the high occupancy levels (which mean greater profits) and doesn’t want to destroy that pride. However, he sees her as more interested in

Examination Paper of Human Resource Management

IIBM Institute of Business Management

 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

END OF SECTION C

END OF SECTION B

individual staff tasks (such as making reservations) than in the complexities of managing, training, and motivating her staff. He has talked with Ms. Preeti about balancing her activities as a manager. Alex emphasized that she needs to make sure her staff knows the systems and guidelines and be firm with employees who continue to check in guests when the hotel obviously will be overbooked. He plans to meet with her in a three-month performance review to see if he can shift her motivational expectations about the job.

Question:

1. Do Ms. Preeti’s problems seem to be the result of her lack of motivational immaturity or of her lack of motivational attention to her people? (20)

Section C: Applied Theory (30 marks)

1. What are the future challenges before managers? (15)

2. What is the process of HRP? (15)

S-2-010619

Examination Paper of Marketing Management

IIBM Institute of Business Management

IIBM Institute of Business Management

Subject Code-B104

Examination Paper

Marketing Management

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.“Image building” objectives are common in _____ type of market structure. (1)

a) Competition

b) Oligopoly

c) Monopoly

d) Monopsony

II. The concept of marketing mix was developed by______ (1)

a) N.H Borden

b) Philip Katter

c) Satanton

d) W.Anderson

III. Marketing mix consists of ___ (1)

a) Production recognition

b) Price structure

c) Distribution planning

d) All of these

IV. The concept of marketing mix involves a deliberate and careful choice of organization, product, price promotion, place strategies and___ (1)

a) Policies

b) Concept

c) Planning

d) All of these

V.Operating cost for new system is added into implementation cost and is then divided by gains by improvements in productivity is called (1)

a) Economic Value Added

b) Analysis Of Benefits

c) Return On Investment

d) Return On Public Offering VI. Pricing strategy used to set prices of products that are must be used with main product is called (1) a) Optional Product Pricing b) Product Line Pricing c) Competitive Pricing d) Captive Product Pricing e

 This section consists of multiple choices and Short Notes type questions.

 Answer all the questions.

 Part one questions carry 1 mark each & Part two questions carry 5 marks each.

Examination Paper of Marketing Management

IIBM Institute of Business Management

VII. New product pricing strategy through which companies set lower prices to gain large market share is classified as

(1)

a. Optional Product Pricing

b. Skimming Pricing

c. Penetration Pricing

d. Captive Product Pricing

VIII. Company marketing mix that target market segments very broadly is called (1)

a. Mass Marketing

b. Segmented Marketing

c. Niche Marketing

d. Micromarketing

IX. What does the term PLC stands for?

(1)

a) Product life cycle

b) Production life cycle

c) Product long cycle

d) Production long cycle

X. Which of the following is not a characteristic of “Market Introduction Stage” in PLC? (1)

a) Demands has to be created

b) Costs are low

c) Makes no money at this stage

d) Slow sales volume to start

e) There is little or no competition

Part Two:

1. Name and define the four Ps of the marketing mix? (5)

2. Definition of ‘Pricing Strategies’? (5)

3. What is the role of a Marketing Plan? (5)

4. Describe the difference in Push & Pull distribution strategies? (5)

Section B: Caselets (40 marks)

END OF SECTION A

 This section consists of Caselets.

 Answer all the questions.

 Each Caselet carries 20marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

IIBM Institute of Business Management

Examination Paper of Marketing Management

Caselet1

Because of its imaginative marketing, excellent new products, and fine service to customers, the Westside Business Computers and Equipment Company grew to be a leader in its field, with sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But the president of the company, Mr. Desai, soon realized that the organization structure, which had served the company so well, no longer fitted the company’s needs.

For years the company had been organized along functional lines, with vice-presidents in charge of production, purchasing, finance, marketing, personnel, engineering, and research and development. In its growth, the company had expanded its product lines beyond business computers to include photocopying machines, projectors, and motion-picture cameras. As time passed on, concern had arisen that its organization structure did not provide for profit responsibility below the office of the president, did not appear to fit the far-flung nature of the business now being conducted in many foreign countries, and seemed to emphasize the “walls” impeding effective coordination between the functional departments of marketing, production, and engineering. There seemed to be too many decisions that could not be made at any level lower than the president’s office.

As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign divisions, each with complete profit responsibility. However, after this reorganization was in effect, he began to feel that the divisions were not adequately controlled. There developed considerable duplication in purchasing and personnel functions, each division manager ran his or her operations without regard to company policies and strategies, and it became apparent to the president that the company was disintegrating into a number of independent parts.

Having seen several large companies get into trouble when a division suffered large losses, Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew some of the authority delegations to the division managers and required them to get top corporate management approval on such important matters as (1) any capital expenditures over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies and policies, (4) plant expansion, and (5) changes in personnel policies.

The division general managers were understandably unhappy when they saw some of their independence taken away from them. They openly complained that the company was not very sure about the organizational structure that it wants to follow. The president, worried about his position, calls you in as a consultant to advise him on what to do.

Questions

1. Do you agree on what Mr. Desai did to regulate control was correct? (10)

2. What would you have done under these circumstances? (10)

Caselet2

IIBM Institute of Business Management

Examination Paper of Marketing Management

Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-week trip auditing customer accounts and prospective accounts in the southern states. His primary intention was to do follow-up work on prospective accounts contacted by sales staff members during the past six months. Prospective clients were usually furniture dealers or large department stores with furniture departments.

To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts were fictitious. The people had obviously turned in falsely documented field reports and expense statements. Company salespeople had actually called upon 3 of 22 reported furniture stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed approximately 85 percent of the goodwill contacts. Further study showed that all salespeople had followed this general practice and that not one had a clean record.

M r. Sachin decided that immediate action was mandatory although the salespeople were experienced senior individuals. Angry as he was, he would have preferred, firing them. But he was responsible for sales and realized that replacing the staff would seriously cripple the sales program for the coming year.

Questions

1. As Mr. Sachin, what would you do now to resolve the problem of the false reports? (10)

2. What could Mr. Sachin have done to prevent this problem? (10)

Section C: Applied Theory (30 marks)

1. What is marketing mix in marketing management? What are the seven (7) elements of marketing? (15)

2. What are the goals or objectives of marketing? (15)

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 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

END OF SECTION C

END OF SECTION B

Examination Paper of Organizational Behaviour

IIBM Institute of Business Management

IIBM Institute of Business Management

Subject Code-B105

Examination Paper

Organizational Behaviour

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I.Scientific Management approach is developed by (1)

a) Elton Mayo

b) Henry Fayol

c) F.W. Taylor

d) A. Maslow

II. What sort of goals does Management by Objectives (MBO) emphasize? (1)

a) Tangible, verifiable and measurable

b) Achievable, controllable and profitable

c) Challenging, emotional and constructive

d) Hierarchical, attainable and effective

III. What is the most relevant application of perception

concepts to OB? (1)

a. The perceptions people form about each other

b. The perceptions people form about their employer

c. The perceptions people form about their culture

IV. Goal setting theory is pioneered by (1)

a. Stacy Adams

b. Charms

c. Edwin Locke

d. F. W. Taylor

d. The perceptions people from about society

 This section consists of multiple choices and Short Notes type questions.

 Answer all the questions.

 Part one questions carry 1 mark each & Part two questions carry 5 marks each.

Examination Paper of Organizational Behaviour

IIBM Institute of Business Management

V. Which of the following is/are not organizational factors causing stress? (1)

a. Task demand

b. Role demand

c. Role conflict

d. Satisfaction VI. In which stage of the conflict process does conflict become visible? (1) a. Illumination b. Intentions c. Behavior d. Cognition

VII. In ————–leadership, there is a complete centralization of authority in the leader

(1)

a. Democratic

b. Autocratic

c. Free rein

d. Bureaucratic

VIII. Which of the following is not a contingency theory of leadership?

a. LPC theory

b. Path Goal theory

c. Vroom-Yetton-Jago theory

d. Job centered Leadership

IX. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily. (1)

a. Organizational development

b. Organizational change

c. Organizational culture

d. Organizational conflicts

X. Which one is not a Process Based Theory of motivation? (1)

a) Porter Lawler Theory

b) Mcclelland’s Theory

c) Stacy Adams Theory

d) Vroom’s Theory

Part B:

1. Define Scientific Management. (5)

2. Explain Management by Objectives (MBO). (5)

3. Explain Five-Stage Model of group development. (5)

4. Write short note on Trait Theory. (5)

END OF SECTION A

IIBM Institute of Business Management

IIBM Institute of Organizational Behaviour

Section B: Caselets (40 marks)

Caselet1

Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.

The store’s sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her personal target Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store’s target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired.

Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors, neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.

The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.

Questions:

1. What Should Ms. Priyanka do? (10)

2. What are the standards of performance? Should they be changed? If so, in what ways? (10

Caselet2

MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment design were state of the art at the time of their design, a result of the importance research and development engineering for the department’s future.

As the division grew and Avionics’s success with Doppler systems brought large increases in sales, Mr. Ketan’s preoccupations became considerably more managerially than technical. He began to reassess some of his own thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his

 This section consists of Caselets.

 Answer all the questions.

 Each Caselet carries 20marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

IIBM Institute of Business Management

IIBM Institute of Organizational Behaviour

division’s activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program’s product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.

Question:

1. What is the principal problem with ANC’s existing organizational Structure? (10)

2. How can the matrix form of organization assist Mr. Ketan? (10)

Section C: Applied Theory (30 marks)

1. What are the components of attitude? How does attitude determine the behavior of an

individual? (15)

2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)

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END OF SECTION B

 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

END OF SECTION C

Examination Paper of Principles and Practices of Management

IIBM Institute of Business Management

 This section consists of multiple choices and Short Notes type questions.

 Answer all the questions.

 Part one questions carry 1 mark each & Part two questions carry 5 marks each.

IIBM Institute of Business Management

Subject Code-B101

Examination Paper

Principles and Practices of Management

MM.100

Section A: Objective Type & Short Questions (30 marks)

Part one:

Multiple choice:

I. Management as a Science defines…..Tick the correct one.(1)

a) Perfection through practice

b) Practical Knowledge

c) Creativity

d) Test of Validity & Predictability

II. Indirect Reward involves: (1)

a. Wages

b. Provident Fund

c. Praise& Rewards

d. Incentives

III. This is the part of the management process which actuates the organization members to work efficiently and effectively for the attainment of organizational objectives. Which management function describes this? (1)

a) Planning

b) Organizing

c) Staffing

d) Directing

e) Controlling

IV. It is the function of manning the organization structure and keeping it

manned. The main purpose is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. (1)

a. Manpower Planning

b. Recruitment

c. Performance Appraisal

d. Staffing

e. Training & Development

IIBM Institute of Business Management

Examination Paper of Principles and Practices of Management

V. This type of Organization flows “Flat Hierarchy”. (1)

a. Traditional

b. Modern

c. None of them

d. All of them

VI. It is deciding in advance – what to do, when to do & how to do. It bridges the gap from where we are & where we want to be.(1)

a. Staffing

b. Organizing c

c. Planning

d. Directing

e. None of them

VII. Decentralization may lead to the problem of co-ordination at the level of an enterprise as the decision-making authority is not concentrated. (1)

a. True

b. False

VIII. “Understanding” is the essence of communication. This only happens when there is an intention of not understanding and not being understood by those involved in a communication situation. (1)

a. True

b. False

IX. Here delegation is not entrusted the work neither he is given the responsibility and authority formally. It does not create any obligation.(1)

a. Formal Delegation

b. Informal Delegation

c. None of them

d. All of them

X. The organization must have a supreme authority and a clear line of authority should run from that person (or group) down through the hierarchy, e.g., from the Chairman—the Managing Director—Plant Manager— Production Manager— Foreman-rank and file of employees. (1) a. Principle of Delegation b. Principle of Balance c. Scalar Principle d. Principle of change

IIBM Institute of Business Management

Examination Paper of Principles and Practices of Management

END OF SECTION A

 This section consists of Caselets.

 Answer all the questions.

 Each Caselet carries 20marks.

 Detailed information should form the part of your answer (Word limit 150 to 200 words).

Part B:

1. Define Administration. In which respect it is different from

Management? (5)

2. What do you understand by the term “Level of Management”? Briefly describe the different levels of Management. (5)

3. Factors involved in Decentralization of Authority. (5)

4. Write a short note on the Principles of Unity of Command. (5)

Section B: Caselets (40 marks)

Caselet1

Rajiv Gupta, President of the Universal Food Products Company, was tired of being the only one in his company actually responsible for profits. While he had good vice-presidents in charge of advertising, sales, finance, purchasing, production, and product research, he realized that he could not hold any of them responsible for company profits, as much as he would like to. He often found it difficult even to hold them responsible for the contribution from their respective areas to company profits. The sales vice-president, for instance, had rather reasonably complained that he could not be fully responsible for sales when the advertising was ineffective, or in a situation when the products customers wanted were not readily available from manufacturing department, or when he did not have the new products he needed to meet market competition. Likewise, the manufacturing vice president had some justification when he made the point that he could not hold down costs and still be able to produce short runs so as to fill orders on short notice; moreover, financial controls would not allow the company to carry a large inventory of everything. Mr. Rajiv had considered breaking his company down into six or seven segments by setting up product divisions with a manger over each with profit responsibility. But he found that this would not be feasible or economical since many of the company’s branded food products were produced using the same equipment and used the same raw materials, and a salesperson calling on a store or supermarket could far more economically handle a number of related products ….than one or a few. Consequently, Mr. Rajiv came to the conclusion that the best thing for him to do was to set up six product managers reporting to a product marketing manager. Each product

IIBM Institute of Business Management

Examination Paper of Principles and Practices of Management

manager would be given responsibility for one or a few products and would oversee for each product, all aspects of product research, manufacturing, advertising, and sales, thereby the person becoming responsible for the performance and profits of the products under his/her portfolio. Mr. Rajiv realized that he could not give these product managers actual line of authority over the various operating departments of the company since that will cause each vice president and his or her department to report to six product managers and the product marketing manager, as well as the president. He was concerned with this problem. But, he knew that some of the most successful larger companies in the world had used the product manager system. Mr. Rajiv resolved to put in the product manager system as outlined and hoped for the best. But he wondered how he could avoid the problem of confusion in reporting relationship

Questions

1. Do you agree with Mr. Rajiv’s program? If it were you, would you have done it differently? Explain. (10)

2. Exactly what is your suggestion that may help to avoid any confusion in this organizational structure? (10)

Caselet2

As Ms. Mansi began to devote all of her time to managing The Arbor, she was dismayed byfinding the anomalies what she believed to be a fairly haphazard management system. While the developer of the retail complex was clearly an astute entrepreneur, she began to feel that he had not paid enough attention to detail in the course of day-to-day operating procedures.

She and Mr. Das had learnt a lot about management from their experience with SLS. Mr. Das for example, had found that the most effective way of running the business involved buying only from reputable suppliers, keeping all plants well fertilized and pruned while they were in inventory, and checking with customers after landscape jobs had been completed to ensure that they were satisfied.

When she bought The Arbor, Ms. Mansi talked with a friend who managed a store at the regional shopping mall in town. Her friend explained how the mall development company had elaborate rules and procedures for its tenants. These rules and procedures dictated store hours, appearance standards, lease terms, promotional and advertising policies, and just about everything imaginable.

The Arbor, however, was a different story. There were no written policies for tenants. As a result, there was considerable variation in how they were managed. Some stores opened on Sunday or in the evening, for example, while others did not; some tenants had long-term leases while others had no current lease at all.

To address these and other issues, Ms. Mansi called a meeting of all the tenants and expressed her concerns. To her surprise, she found that they already were aware of each of her issues, as well as some others that she had not yet had time to consider. They argued, however, that the current system was really the best for The Arbor. As a small operation, each tenant knew all the others, and they worked together to keep things in good order. They thought it was fine that they kept different hours — few customers came to The Arbor just to walk around and shop. Customers usually came to visit specific stores and were aware of the store’s hours. The tenants even

IIBM Institute of Business Management

Examination Paper of Principles and Practices of Management

END OF SECTION B

 This section consists of Applied Theory Questions.

 Answer all the questions.

 Each question carries 15marks.

 Detailed information should form the part of your answer (Word limit 200 to 250 words).

expressed their opinion about the lease situation as a fine condition. Some wanted the security afforded by a lease, while others preferred the flexibility of no lease.

Questions

1. What are the different control examples illustrated in this situation? (10)

2. What kind of control systems might be the most useful for retailers? (10)

Section C: Applied Theory (30 marks)

1. Define Management & its functions? (15)

2. Explain the various concepts of Management. (15)

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END OF SECTION C


KNOWLEDGE MANAGEMENT IIBM EXAM ANSWER PROVIDED

KNOWLEDGE MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Knowledge Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management Examination Paper MM.100 Subject Code-B-111 Knowledge Management Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choice & Short Answer type questions. 

 Answer all the questions. 

 Part one questions carry 1 mark each & Part two questions carry 5 marks each. 
Part One: Multiple Choices:
1. UCC stands for:
a. Universal Commercial Code
b. Uniform Commercial Code
c. Unique Commercial Code
d. United Commercial Code
2. E-business connects critical business systems and constituencies directly via:
a. Internet
b. Extranet
c. Intranet
d. All of the above
3. Unusable rule are also called as:
a. User rule
b. Conflicting rule
c. Subsumed rule
d. None of the above
4. Fact in knowledge codification refers to:
a. Value of an object or a slot
b. Codification scheme
c. Both (a) & (b)
d. Filling of slots
5. An individual with skills & solutions that work some of the time but not all of the time is:
a. Scribe
b. Validity
c. Novice
d. None of the above
6. CBR is:
a. Case based reasoning
b. Case based reliability
Examination Paper of Knowledge Management
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IIBM Institute of Business Management
c. Case based repository
d. None of the above
7. An unskilled employee trying to learn or gain some understanding of the captures knowledge is a:
a. Pupil user
b. Tutor user
c. People user
d. None of the above
8. A rule of thumb based on years of experience is called:
a. Procedural rule
b. Tacit knowledge
c. Heuristic
d. None of the above
9. Episodic knowledge is:
a. The knowledge based on the fundamentals structure functions & behavior of objects
b. The knowledge based on experimental information or episodes
c. The knowledge based on the unrelated facts
d. None of the above
10. A directory that points to people, documents and repositories is:
a. Knowledge map
b. Knowledge codification
c. Rapid prototyping
d. None of the above
Part Two:
1. Write short note on “KM Life Cycle”.
2. Write short note on “The Knowing Doing Gap”.
3. What is Nominal Group Techniques (NGT)?
4. What do you mean by Delphi Method?
END OF SECTION A
Section B: Case lets (40 marks)
 This section consists of Case lets. 

 Answer all the questions. 
 Each Case let carries 20 marks. 

 Detailed information should form the part of your answer (Word limit 150 to 200 words). 
Case let 1
Examination Paper of Knowledge Management
3
IIBM Institute of Business Management
This case is based on an actual incident which took place in an Army Unit deployed in field area. A part of a Battery (about 1/4 of an Artillery Regiment) was deployed in a snow bound high altitude area of Kashmir. This was the first time; an artillery unit was deployed in an area with roads and tracks still under development. Preparation of this area for such a deployment needed a lot of digging for guns, pits for ammunition storage, living place of the personnel, slit trenches and weapon pits for local defence against any possible enemy/terrorists’ attack on the position, place for storage of rations, cook-house and communication trenches, etc. The total strength of the party deployed there was
a) Officer – 1 (Second Lieutenant with about one year service)
b) Junior Commissioned Officer (JCO) – 1
c) Jawans – 40
The Battery Commander (BC) remained with the Regiment Headquarters at Srinagar (with the remaining part of the Battery) as per the orders of the commanding Officer. These was a vehicle with the part of the Battery which was deployed at high altitude to assist in the daily administration of the troops like collection of ration, stores for preparation of defences, water, and ferrying of personnel from one place to another. The vehicle could could go only upto a limited number of places due to bad road conditions and step gradients. Only one driver was kept for this vehicle to reduce administrative problems due to more number of personnel. The vehicle completed about 35 to 40 kms. of running daily in its routine commitments. The part had just been inducted about two weeks back. The defences were being prepared which involved lot of effort in digging of hardened ground due to the cold winter months of November. The defence stores were to collected, once the digging was complete, from another Engineering Unit located about 5 kms. to the rear. The roads were treacherous; with a number of stones and slides falling down occasionally during a drizzle due to precipitation in atmosphere, there were steep gradients, narrow roads with sheer falls on one side due to the road having been cut into the side of hills. The digging was complete by end November. In the month of December, snow fall at that location was expected any time, as it had already started snowing in the higher reaches and tops of mountains. The digging had been completed in a record time of two weeks. The party under the stewardship of the young officer had done a commendable job. In the first week of December, the only driver of the vehicle reported pain in the chest and problem in breathing. He was evacuated by helicopter the next day with instructions to inform the unit to send another driver for the vehicle. It took about three days for anyone to reach this area, with staying of two nights enroute in order to acclimatize by stages. The detachment was to be without any driver for about three days. Another driver was detailed to proceed to this area, after having been medically examined and found it. A day after the dispatch of the driver, the young officer with this party arrived in the unit and reported that the vehicle had fallen from a hill-side road and was completely damaged. The office was in a complete state of disarray and shock. What actually had happened goes something like this.
After the first driver of the vehicle was evacuated, the weather started turning bad and it seemed that it was going to snow that day. The officer realized that in case of snow fall all the efforts put in by the troops would go waste, if the dug-ins were not covered. Realizing this, he borrowed a driver of an ambulance from a local medical unit to direct his vehicle for collection of defence stores. After the stores had been collected and dumped at the site of defences, the vehicle was being driven back to the party’s location. Before it could reach this location, it had to negotiate a dusty and steep track. At a steep climb the vehicle stalled and got switched off. All the men got down, prevented the vehicle from reversing by putting stones behind the wheels and started checking what had gone wrong.
After the check on the engine had been carried out, the bonnet cover slipped off the hands of the driver while closing it and fell to closing position with a bang. Because of the jerk thus created, the stones placed behind the vehicle slipped off. It was later discovered that there was glassy smooth layer of ice under the thin layer of dirt which could not hold the stones firmly and they slipped off, with the result, that the vehicle moved backward and toppled thrice and stopped upside down because of the obstruction created by a big boulder. As there was no one in the vehicle, there were no injuries to personnel. On close inspection by the officer, it
Examination Paper of Knowledge Management
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IIBM Institute of Business Management
was found that the vehicle body, cabin, bonnet, steering wheel and two of the four wheels were badly damaged. The officer, being quite young and inexperienced, could not ascertain the real condition of the engine and chassis. He thought those too were damaged, whereas because of some providential chance, the chassis and engine remained intact. The BC was given the responsibility of getting the vehicle back to the unit. He was given a vehicle fitter and recovery vehicle with a driver. The BC took two more Non-Commissioned Officers (NCOs) and proceeded to the location to retrieve the vehicle, it took two days to reach with a few hours of the last leg of the journey in complete darkness in that snow bound area with treacherous slippery roads. On reaching the location, the Commanding Officer of the local unit, who happened to be the Station Commander of the sector, expressed his unhappiness on their taking such a great risk. With the assistance of all ranks of the unit, who came in willingly, it took two days to get the vehicle out of the boulder strewn area on to a track. It was a minor military operation in itself in the hostile terrain, and inclement weather of high altitude. The troops and officer had a very good rapport with those of the local unit and there was not much of a problem in getting the men of that unit to assist. While coming back, the hazards of night journey were very obvious. There was a thick layer of snow on the road with slope towards the khuds as layers after layers kept on accumulating, freezing before the water could roll down the complete slope. There were steep falls on one side. Both these phenomena, peculiar to hilly terrain, were not very discernible because of the darkness. The headlights of the vehicles exposed very little. There were frozen nalas where the vehicle would skid, aligning itself in the direction of the frozen nala, which tended to prove quite dangerous at times. At such places, the few troops and officer available would get down , push the vehicle to keep it aligned to the road and in turn slip down themselves on the frozen snow, most of the times face-down , in an attempt to push the vehicle. Though the situation was quite grave, it sometimes bordered on being humorous with everyone laughing spontaneously. At one place, the BC pushing the vehicle to keep its tail and aligned to the direction of road , fell down, slipped a few feet down the frozen nala and landed up head down in an frozen khud about five feet deep. But for the direction of landing, the slip and fall could have proved quite dangerous. There was complete silence. The vehicle was gently stopped on the snow itself, secured with pegs along the wheels and rescue operation commenced for the ditch. There were several humorous seamarks by the BC and the tension was relieved at once, with troops working on the vehicle with renewed vigour and strength once again.
At another place, the recovery vehicle with the damaged vehicle behind it at suspension toe slipped, but because of the dexterity of the driver, it was saved from going down a nala by putting it on the left. The BC himself was in the recovery vehicle to give encouragement and moral support to the driver, sharing all the risks which his troops were facing. He did all that the troops did, while directing, controlling and executing. The party with the vehicle, reached the unit location on the evening of the second day after starting from a high altitude area. The problem of recovery of the vehicle being resolved, the question of enquiry into the cause of accident arose. An enquiry into such an accident would have caused embarrassment to all those in authority in the unit and also the officers and jawans of the sub-unit/battery. Meanwhile, the inspection of the vehicle was carried out to assess the extent of damage. It was found that the engine and chasis were intact and the rest of the items of the body or fitment were damaged, either lightly or severely. To avoid embarrassment to the unit and loss to the exchequer, as well as in view of the administrative difficulties, the BC decided to have the vehicle put on road with the units’ efforts and at the earliest. Meanwhile, the cabin-hood of the vehicle had been purchased for about Rs 650 and was paid for by the BC, from his own pocket, thus setting an example to others. The JCO and jawans were also keen to pay for other damages. The offer was appreciated but declined. The Officer-in-charge of the local Army Workshop happened to be an officer with commendable helping attitude, positive bent of mind and with an understanding of peculiarities and problems of the area where such accidents were quite frequent and possible. When approached to assist, he listened to the whole incident very sympathetically and promised to assist in whatever way he could. This officer was a contemporary of the unit in a previous station and had excellent relations and interaction with the unit. Some items were offered by the workshop officer and replaced accordingly. The vehicle was made roadworthy again within a fortnight and put on road for duty. All the enquiries were dispensed with and there was no loss of face by anyone at any level. It is pertinent to mention that it had snowed in that location as soon as the recovery party came out of the hills. Questions:
Examination Paper of Knowledge Management
5
IIBM Institute of Business Management
1. Which factors contributed to motivate the troops to go ahead for such a difficult task as recovering a damaged vehicle from such a difficult and treacherous terrain and getting it repaired in such a short time?
2. Which incidents indicate the importance of good interpersonal relationships with juniors, peers and superiors and what is the importance of good interpersonal relationships?
Case let 2 Carrier Corp. is using data mining to profile online customers and offer them cool deals on air conditioners and related products. By using services from WebMiner, Inc., the air-conditioning, heating, and refrigeration equipment maker has turned more Web visitors into buyers, increasing per-visitor revenue from$1.47 to $37.42. Carrier, part of $26 billion United Technologies Corp., began selling air conditioners, air purifiers, and other products to consumers via the Web in 1999. However, it sold only about 3,500 units that year, says Paul Berman, global e-business manager at the Farmington, Connecticut, company. Not knowing just who its customers were and what they wanted was a big part of the problem. “We were looking for ways to raise awareness [of Carrier’s Web store] and convert Internet traffic to sales,” Berman says.
Last year, Carrier gave WebMiner a year’s worth of online sales data, plus a database of Web surfers who had signed up for an online sweepstakes the company ran in 1999. WebMiner combined that with third-party demographic data to develop profiles of Carrier’s online customers. The typical customer is young (30 to 37), Hispanic, and lives in an apartment in an East Coast urban area. WebMiner matched the profiles to ZIP codes and developed predictive models. Since May of 2002 Carrier has enticed visitors to its Web site, with discounts. When they type in their ZIP codes, WebMiner establishes a customer profile and pops up a window that offers appropriate products, such as multiroom air conditioners for suburbanites or compact models for apartment dwellers. “It’s the first time we’ve intelligently delivered data-driven promotions,” Berman says. Online sales have exceeded 7,000 units this year, Berman says, compared with 10,000 units for all of last year. Carrier chose the WebMiner service because it was quick to implement and is relatively inexpensive – $10,000 for installation and a $5 fee to WebMiner for each unit sold, compared with 6-figure alternatives. Questions:
1. What other data-driven promotions could Carrier come up with using other data mining techniques?
2. What manufacturing-driven applications can Carrier implement using data mining?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory Questions. 
 Answer all the questions. 
 Each question carries 15 marks. 

 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Examination Paper of Knowledge Management
6
IIBM Institute of Business Management

1. Explain the concept of Tacit Knowledge. List the different techniques of capturing Tacit Knowledge.
2. Explain Global Knowledge Leadership. What are the driving forces behind global expansion of knowledge management?
END OF SECTION C
S-2-250613


MATERIAL MANAGEMENT IIBM EXAM ANSWER PROVIDED

MATERIAL MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Material Management
Section A: Objective Type (30 marks)
• This section consists of Multiple choice questions & Short Answer type questions.
• Answer all the questions.
• Part One questions carries 1 mark each & Part Two questions carries 5 marks each.
Part One:
Multiple Choices:
1. Season Index =
a. =Period average demand / deseasonalized demand
b. =deseasonalized demand / period average demand
c. =Period average demand / average demand for all periods
d. = average demand for all periods / period average demand
2. Poke-yoke was first introduce by
a. Edger Schein of America
b. Lawrence D. Miles of U.S.A
c. Shigeo Shingo of Japan
d. None of the above
3. Utilization is the consolidation of several units into large units, called
a. Units loads
b. Unit system
c. Unit wait
d. None of the above
4. Mean Absolute Deviation
a. = sum of forecast error / number of observations
b. = algebraic sum of forecast errors / number of observations
c. = sum of absolute deviations / number of observations
d. None of the above
5. How many variations of network used
a. One
b. Three
c. Two
d. None of the above
Examination Paper
2
IIBM Institute of Business Management
6. Housing starts and gasoline consumption are called
a. Economic indicators
b. Nonleading indicator
c. Leading indicator
d. None of the above
7. The capability of manufacturing to produce goods and services is called
a. Capacity
b. Priority
c. Strategy
d. Production
8. APICS stands for
a. The American Property and Investment Control Society
b. The American Production and Inventory Control Society
c. The America Product and Inventory Control Society
d. None of the above
9. The bill provides a list of the parts needed to make or assemble a product is
a. Planning
b. Manufacturing
c. Product definition
d. None of the above
10. Which file contains a record for each part manufactured
a. The routing file
b. The product structure file
c. Item master file
d. Work center master file
Part Two:
1. Write a note on “ERP” (Enterprise Resource Planning).
2. What do you understand by ‘Operation Overloading’?
3. What is “Two –Bin System”.
4. Explain the “Just in time” philosophy.
END OF SECTION A
Examination Paper
3
IIBM Institute of Business Management
Section B: Analytical Problems (40 marks)
• This section consists of Analytical Problems.
• Answer all the questions.
• Each Question carries 10 marks.
• Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Calculate the available to promise (ATP) using the following data. There are 100 units on hand.
Week 1 2 3 4 5 6
Customer Orders 70 70 20 40 10
MPS 100 100 100
ATP
2. Given the following data, can an order for 30 more units delivery in week 5 be accepted? If not,
what do you suggest can be done?
Week 1 2 3 4
Forecast 80 80 80 70
Customer Orders 100 90 50 40
Projected Available
Balance
140
MPS
3. Given the following parents and components, construct a product tree. Figures in parentheses
show the quantities per item. How many Gs are needed to make one A?
Parent A B C E
Component B(2) E(2) G(2) G(4)
C(4) F(1) F(3)
D(4) H(2)
4. An order for 100 of a product is processed on operations A and operations B. the setup time on A
is 50 minutes, and the run time per piece is 9 minutes. The setup time on B is 30 minutes, and the
run time is 6 minutes per piece. It takes 20 minutes to move a lot between A and B. since this is a
rush order, it is given top priority (president’s edict) and is run as soon as it arrives at either
workstation.
It is decided to overlap the two operations and to split the lot of 100 into two lots of 60 and 40.
When the first lot is finished on operation A, it is moved to operation B where it is set up and run.
Meanwhile, operation A completes the balance of the 100 units (40) and sends the units over to
operation B. These 40 units should arrive as operation B is completing the first batch of 60; thus,
operation B can continue without interruption until all 100 are completed.
a. Calculate the total manufacturing lead time for operation A and for B without overlapping.
Examination Paper
4
IIBM Institute of Business Management
b. Calculate the manufacturing lead time if the operations are overlapped. How much time is
saved?
END OF SECTION B
Section C: Subjective Problems (30 marks)
• This section consists of subjective Problems.
• Answer all the questions.
• Each question carries 7.5 marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Suppose a manufacturer makes wagons composed of a box body, a handle assembly, and two
wheel assemblies. Demand for the wagons is 500 a week. The wheel assembly capacity is 1200
sets a week, the handle assembly capacity is 450 a week, and final assembly can produce 550
wagons a week.
a. What is the capacity of the factory?
b. What limits the throughput of the factory?
c. How many wheel assemblies should be made each week?
d. What is the utilization of the wheel assembly operation?
e. What happens if the wheel assembly utilization is increased to 100?
2. If the annual cost of goods sold is $12 million and the average inventory is $2.5 million:
a. What is the inventory turns ratio?
b. What would be the reduction in average inventory if, through better materials management,
inventory turns were increased to 10 times per year?
c. If the cost of carrying inventory is 20% of the average inventory, what is the annual savings?
3. Suppose management stated that it could tolerate only one stock out per year for a specific item.
For this particular item, the annual demand is 52,000 units, it is ordered in quantities of 2600, and
the standard deviation of demand during the lead time is 100 units. The lead time is one week.
Calculate:
a. Number of orders per year.
b. Service level.
c. Safety stock.
d. Order point.
4. Delivery of goods from a supplier is in transit for ten days. If the annual demand is 4200 units,
what is the average annual inventory in transit?
END OF SECTION C
———————————————————– ***——————————————————–
Examination Paper
5
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Inventory Management
Section A: Objective Type (30 marks)
• This section consists of Multiple Choice questions & Short Answer type questions.
• Answer all the questions.
• Part One questions carries 1 mark each & Part Two questions carries 5 marks each.
Part One:
Multiple Choices:
1. ……………………. is IT tool used for automation data capture.
2. Stockout Level is also called the
a. Red Zone
b. Amber Zone
c. Both (a) & (b)
d. None of the above
3. When classified on the basis of time period, they are
a. Supply forecast
b. Price forecast
c. Demand forecast
d. None of the above
4. The Delphi Method was developed by the Rand Corporation in the
a. 1980
b. 1970
c. 1950
d. None of the above
5. The BOM file is also called the
a. Product Structure File
b. Product Tree
c. Both (a) & (b)
d. None of the above
6. What is the meaning of “Doller Days”.
a. Making money with in area
b. Management of the value of inventory and time with in area
c. Inventory control
d. Management of time
Examination Paper
6
IIBM Institute of Business Management
7. Weeks of supply = ……………………………………………..
8. Fastest and Expensive mode of Transport.
a. Air
b. Rail
c. Water
d. Pipeline
9. ERP systems were developed in
a. 1998
b. 1990
c. 1980
d. 1987
10. The ABC analysis is also called the ………………………………
Part Two:
1. What is “Dependent Demand”?
2. Write short note on “Simulation Models”.
3. What is “Time Phasing”.
4. Write short note on “Statistical Techniques of Forecasting”.
END OF SECTION A
Section B: Caselets (40 marks)
• This section consists of Caselets.
• Answer all the questions.
• Each caselet carries 20 marks.
• Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
M/s Jyoti Textiles, with four spinning mills, eighteen cloth cutting centres, sixteen processing
departments and more than 200 machine centres has installed an information system.
The operations are characterised by a nationwide distribution network. The finished goods moves
through 38 branch offices and 312 authorised distributors all of whom maintain some inventory.
Authorized distributors generate 37% of the orders but account for only 24% of the sales. Most of
the business is done through the branch offices.
The product line is large; products are classified into 175 family groups, representing 12000
finished goods. Approximately 1,500 new items enter the product line annually, and a similar
number are discounted.
Examination Paper
7
IIBM Institute of Business Management
The 12,000 finished goods require 25,000 component parts of which 6,600 are carried in
inventory and 18,400 are made to order. The newly implemented information system already has
paid off substantially and refinements continue to increase benefits. In the preceding year, M/s Jyoti
Textiles achieved a 60% customer service level (i.e. 60% of the orders were delivered according to
original customer request, with no delays or adjustment of dates). Clerical expenses were 36% of the
sales.
The company felt this was not good enough and wanted to improve the customer service. The
company therefore is thinking of a highly integrated system.
1. Keeping in mind the objectives, do you think the company should go in for a highly
integrated system? Support your answer with reasons.
2. Discuss the relevant inventory management strategies for the company.
Caselet 2
Advanced Management University is a large private university teaching a slew of courses and
boasting of a distinguished faculty. The university believed in Quality Education at any cost.
Recently, Ms Julie Joy took over as Head of Purchasing and was informed that she would be
responsible for the entire procurement activity in the university, including its storing, inspection etc.
On the first day, she began a tour of the campus. She found a sweeper putting used x-rays printed
stationery, bits of metal and banana peels into a huge dustbin. She was perplexed and wanted to
find out what happens to the garbage thereafter. She was informed that such garbage bags were kept
in one place and then taken away by the municipality trucks whenever they came.
It did not take Ms Julie Joy to realize that there was no salvage program in the university. But she
also realized that being new, it would be tricky for her to introduce new practices, given that the
faculty were highly egoistic, though learned. She also had to show clear financial benefits to be
accrued from a program of garbage recycling/salvage, for approval of any new process by the
management.
1. What arguments are there in favour of a formal salvage program at Advanced Management
University?
2. What arguments would be expected against the program?
3. What organisational structure should Julie Joy install?
4. Develop a salvage program for Advanced Management University.
END OF SECTION B
Section C: Applied Theory (30 marks)
• This section consists of Long Questions.
• Answer all the questions.
• Each question carries 15 marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper
8
IIBM Institute of Business Management
1. At Ford Motor company, every car or truck model has its own internal website to track design,
production, quality control and delivery processes. Suppliers and customers also have access
to the site, and all concerned are expected to provide full supply chain information. How do
you think this would affect the life of the middle manager?
2. Give example of some typical case where inventory management based on unscientific method
could go wrong.
END OF SECTION C
————————————————————– *** ——————————————————-


IIBM MBA EXAM ANSWER SHEETS PROVIDED

IIBM MBA EXAM ANSWER SHEETS PROVIDED

Examination Paper of Marketing Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B104
Examination Paper
Marketing Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.“Image building” objectives are common in _____ type of market structure. (1)
a) Competition
b) Oligopoly
c) Monopoly
d) Monopsony
II. The concept of marketing mix was developed by______ (1)
a) N.H Borden
b) Philip Katter
c) Satanton
d) W.Anderson
III. Marketing mix consists of ___ (1)
a) Production recognition
b) Price structure
c) Distribution planning
d) All of these
IV. The concept of marketing mix involves a deliberate and careful choice of organization, product, price promotion, place strategies and___ (1)
a) Policies
b) Concept
c) Planning
d) All of these
V.Operating cost for new system is added into implementation cost and is then divided by gains by improvements in productivity is called (1)
a) Economic Value Added
b) Analysis Of Benefits
c) Return On Investment
d) Return On Public Offering VI. Pricing strategy used to set prices of products that are must be used with main product is called (1) a) Optional Product Pricing b) Product Line Pricing c) Competitive Pricing d) Captive Product Pricing e
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management
VII. New product pricing strategy through which companies set lower prices to gain large market share is classified as
(1)
a. Optional Product Pricing
b. Skimming Pricing
c. Penetration Pricing
d. Captive Product Pricing
VIII. Company marketing mix that target market segments very broadly is called (1)
a. Mass Marketing
b. Segmented Marketing
c. Niche Marketing
d. Micromarketing
IX. What does the term PLC stands for?
(1)
a) Product life cycle
b) Production life cycle
c) Product long cycle
d) Production long cycle
X. Which of the following is not a characteristic of “Market Introduction Stage” in PLC? (1)
a) Demands has to be created
b) Costs are low
c) Makes no money at this stage
d) Slow sales volume to start
e) There is little or no competition
Part Two:
1. Name and define the four Ps of the marketing mix? (5)
2. Definition of ‘Pricing Strategies’? (5)
3. What is the role of a Marketing Plan? (5)
4. Describe the difference in Push & Pull distribution strategies? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Marketing Management
Caselet1
Because of its imaginative marketing, excellent new products, and fine service to customers, the Westside Business Computers and Equipment Company grew to be a leader in its field, with sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But the president of the company, Mr. Desai, soon realized that the organization structure, which had served the company so well, no longer fitted the company’s needs.
For years the company had been organized along functional lines, with vice-presidents in charge of production, purchasing, finance, marketing, personnel, engineering, and research and development. In its growth, the company had expanded its product lines beyond business computers to include photocopying machines, projectors, and motion-picture cameras. As time passed on, concern had arisen that its organization structure did not provide for profit responsibility below the office of the president, did not appear to fit the far-flung nature of the business now being conducted in many foreign countries, and seemed to emphasize the “walls” impeding effective coordination between the functional departments of marketing, production, and engineering. There seemed to be too many decisions that could not be made at any level lower than the president’s office.
As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign divisions, each with complete profit responsibility. However, after this reorganization was in effect, he began to feel that the divisions were not adequately controlled. There developed considerable duplication in purchasing and personnel functions, each division manager ran his or her operations without regard to company policies and strategies, and it became apparent to the president that the company was disintegrating into a number of independent parts.
Having seen several large companies get into trouble when a division suffered large losses, Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew some of the authority delegations to the division managers and required them to get top corporate management approval on such important matters as (1) any capital expenditures over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies and policies, (4) plant expansion, and (5) changes in personnel policies.
The division general managers were understandably unhappy when they saw some of their independence taken away from them. They openly complained that the company was not very sure about the organizational structure that it wants to follow. The president, worried about his position, calls you in as a consultant to advise him on what to do.
Questions
1. Do you agree on what Mr. Desai did to regulate control was correct? (10)
2. What would you have done under these circumstances? (10)
Caselet2
IIBM Institute of Business Management
Examination Paper of Marketing Management
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-week trip auditing customer accounts and prospective accounts in the southern states. His primary intention was to do follow-up work on prospective accounts contacted by sales staff members during the past six months. Prospective clients were usually furniture dealers or large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts were fictitious. The people had obviously turned in falsely documented field reports and expense statements. Company salespeople had actually called upon 3 of 22 reported furniture stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed approximately 85 percent of the goodwill contacts. Further study showed that all salespeople had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were experienced senior individuals. Angry as he was, he would have preferred, firing them. But he was responsible for sales and realized that replacing the staff would seriously cripple the sales program for the coming year.
Questions
1. As Mr. Sachin, what would you do now to resolve the problem of the false reports? (10)
2. What could Mr. Sachin have done to prevent this problem? (10)
Section C: Applied Theory (30 marks)
1. What is marketing mix in marketing management? What are the seven (7) elements of marketing? (15)
2. What are the goals or objectives of marketing? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

 

Examination Paper of Business Communication
IIBM Institute of Business Management
• This section consists of multiple choices and Short Notes type questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B109
Examination Paper Business Communication
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The most important goal of business communication is_________. (1)
a) favorable relationship between sender and receiver
b) organizational goodwill
c) receiver response
d) receiver understanding
II. Down ward communication flows from_________ to_________. (1)
e) Upper to lower
f) Lower to upper
g) Horizontal
h) Diagonal
III. Horizontal communication takes place
between_________. (1)
a. superior to subordinate
b. subordinate to superior
c. employees with same status
d. none of these
IV. The study of communication through touch is_________. (1)
a. chronemics
b. haptics
c. proxemics
d. semantic
V._____________ channel of communication is known as grapevine (1)
a. Formal
b. Informal
c. Horizontal
d. Vertical
VI. The following is (are) the most effective ways of communication. (1) a. Verbal b. Non verbal c. Written d. All of the above
Examination Paper of Business Communication
IIBM Institute of Business Management
END OF SECTION A
• This section consists of Caselets.
• Answer all the questions.
• Each Caselet carries 20marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. The handshake that conveys confidence is (1)
a. Limp
b. Firm
c. Loose
d. Double
VIII. ________ of the letter consists of main message. (1)
a. Heading
b. Body
c. Greeting
d. Closing
IX. Body of a letter is divided into ________
parts. (1)
a. 1
b. 2
c. 3
d. 4
X. X. A persuasive message will fail if_____ (1)
a. it does not focus on what is in it for the reader
b. it only lists facts
c. it moves too slowly
d. all of the above
Part Two:
1. Brief Grapevine communication? (5)
2. List the 7 C’s of Communication? (5)
3. Describe the various barriers of communication? (5)
4. Write the negotiation process. (5)
Section B: Caselets (40 marks)
Caselet 1
Barry and Communication Barriers Effective Communication as a Motivator One common complaint employees voice about supervisors is inconsistent messages – meaning one supervisor tells them one thing and another tells them something different. Imagine you are the supervisor/manager for each of the employees described below. As you read their case, give
Examination Paper of Business Communication
IIBM Institute of Business Management
consideration to how you might help communicate with the employee to remedy the conflict. Answer the critical thinking questions at the end of the case then compare your answers to the Notes to Supplement Answers section. Barry is a 27-year old who is a foodservice manager at a casual dining restaurant. Barry is responsible for supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Barry is Serv Safe® certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and hand washing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Barry in his food safety efforts because they know if a food safety outbreak were ever linked to their restaurant; it would likely put them out of business. Still, the owners note there are additional costs for training and making sure food is handled safely. One day Barry comes to work and is rather upset even before he steps into the restaurant. Things haven’t been going well at home and he was lucky to rummage through some of the dirty laundry and find a relatively clean outfit to wear for work. He admits he needs a haircut and a good hand scrubbing, especially after working on his car last evening. When he walks into the kitchen he notices several trays of uncooked meat sitting out in the kitchen area. It appears these have been sitting at room temperature for quite some time. Barry is frustrated and doesn’t know what to do. He feels like he is beating his head against a brick wall when it comes to getting employees to practice food safety. Barry has taken many efforts to get employees to be safe in how they handle food. He has huge signs posted all over the kitchen with these words: KEEP HOT FOOD HOT AND COLD FOOD COLD and WASH YOUR HANDS ALWAYS AND OFTEN. All employees are given a thermometer when they start so that they can temp food. Hand sinks, soap, and paper towels are available for employees so that they are encouraged to wash their hands frequently.
Questions
1. What are the communication challenges and barriers Barry faces? (10)
2. What solutions might Barry consider in addressing each of these challenges and barriers? (10)
Caselet 2
Mr. Dutta, newly appointed president of century Airlines, knew the company’s survival depended on customer service, which in turn depended on motivated employees. So he created the Century Spirit program to build team spirit by encouraging employee participation, individual initiative, and open communication. Among the program’s early successes was newspaper started by a group of flight attendants. The plane truth published information about benefits and work conditions as well as feature stories and humorous articles. It quickly became popular not only with flight attendant but with pilot, machinists, and baggage handlers.
As time went on, though, the plane truth began to run articles critical of the company. When management cut back worker’s hours, the, newspaper questioned what sacrifices the executive were making. When the technical services department releases figures showing long turnaround times, the paper questioned the machinist’s work ethic. Worried that customer might see the newspaper; Mr. Dutta wanted to cancel it. The president of the flight attendants union also wanted to see it was stirring up trouble with the machinists.
Examination Paper of Business Communication
IIBM Institute of Business Management
• This section consists of Applied Theory Questions.
• Answer all the questions.
• Each question carries 15marks.
• Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
Ms. Rachel, Century’s human resource director, was asked to stop the publication. But she hesitated. She knew the employee morale was on the brink, but she did not know whether the newspaper was venting worker’s frustrations and reinforcing team spirit or stirring up old animosities and bringing the whole company down. Was it creating more tension than unity or vice-versa?
Questions
1. What Communication issues are involved at Century Airlines? (10)
2. What Communication Channels are being Utilized (10)
Section C: Applied Theory (30 marks)
1. Explain the various non verbal communications with an example in business
Scenario? (15)
2. Delineate the types of parts of business report writing? (15)
S-2-010619

 

Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by (1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and profitable
c) Challenging, emotional and constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of perception
concepts to OB? (1)
a. The perceptions people form about each other
b. The perceptions people form about their employer
c. The perceptions people form about their culture
IV. Goal setting theory is pioneered by (1)
a. Stacy Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction VI. In which stage of the conflict process does conflict become visible? (1) a. Illumination b. Intentions c. Behavior d. Cognition
VII. In ————–leadership, there is a complete centralization of authority in the leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.
The store’s sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her personal target Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store’s target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors, neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment design were state of the art at the time of their design, a result of the importance research and development engineering for the department’s future.
As the division grew and Avionics’s success with Doppler systems brought large increases in sales, Mr. Ketan’s preoccupations became considerably more managerially than technical. He began to reassess some of his own thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division’s activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program’s product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.
Question:
1. What is the principal problem with ANC’s existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C


SAFETY MANAGEMENT IIBM EXAM ANSWER PROVIDED

SAFETY MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Safety Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Safety Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple choice & Short Notes type questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One
Multiple choices:
1. In the 5‟S to good housekeeping leading to cleaner, better & safety workplace, what is meant by
SIESO?
a. Sort
b. Systematize
c. Sweep
d. Sanitize
2. When the car in front is about to turn the right than what step should be taken?
a. Overtake only on right
b. Overtaking on the left
c. Overtaking is not permissible
d. None of these
3. OSHA stands for_____________
a. Organizational Safety and Health Administration
b. Organizational Security and Health Application
c. Occupational Safety and Health Administration
d. Occupational Safety and Health Advantage
4. Which of the following is not the visible cost of accident?
a. Loss of production
b. Medical cost
c. Legal cost
d. Overhead cost
5. BBS stands for_____________
6. PPE Stands for_________.
7. Which of the following is not come under the 5E‟s for accident prevention?
a. Engineering
b. Enforcement
c. Executing
d. Enforcement
Examination Paper of Safety Management
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IIBM Institute of Business Management
8. Spoiled work, loss of prestige, funeral expenses are comes under which type of cost?
a. Visible
b. Invisible
c. Both a & b
d. None of these
9. Which of the following is the basic element of safety organization?
a. Assignment of responsibility
b. An accident record systems
c. Maintenance of safe working condition
d. All of the above
10. What is the full form of ABC in safety?
a. Always better control
b. Always be careful
c. Attitude behavior culture
d. None of the above
Part Two:
1. What are the 5E‟s for accident prevention?
2. Explain the advantages of training in safety?
3. List the basic prevention measures of industrial fire.
4. List the tips for road safety.
Section B: Caselets (40 marks)
 This section consists of Case lets.
 Answer all the questions.
 Each Case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150-200 words).
Caselet 1
The following report appears in the records of accidents in a major manufacturing concern. A new plating
machine has been installed and was being check out for proper operation. During this check it was fond that
bearing on the caustic solution circulating pump were defective and had to be replaced. The pump was
removed, repaired and was being reinstalled. An electrician was assigned to make the electrical connections
on the same pump.
The electrician finished his part of the assignment except for checking the direction of shaft rotation. Since
the plumber was out of the area the electrician asked the company representative supplying the equipment if
the pump was ready to the tried out, and he stated that it was. The electrician walked to the end of the platter
to start the motor and the plumber appeared on the scene at the same time. Shout to the electrician not to start
the pump were too late because he had already turned the pump on. At this moment, hot caustic solution
END OF SECTION A
Examination Paper of Safety Management
3
IIBM Institute of Business Management
showered out of the pipe flange which had not yet been reassembled and tighten. The solution splashed onto
the plumber, two engineers in the area and other plant engineering employee and the vendor representative.
The plumber received burns requiring immediate hospitalization and will be out of work for about two
months. One of the engineers requires subsequent hospitalization for eye burns and was off work for over a
week, while the other three involved received only minor burns.
Questions:
1. How could this “accident” have been avoided? How would you recommend preventing occurrence of a
similar accident in the future?
Caselet 2
The Gladwin Company, a manufacturer of glassware with 1,200 employees, has had the following injury
record for the past three years. The earliest year is shown first. Injuries involving days away from work: 44,
53, 47. The past year, one worker suffered permanently disfiguring burns; another lost four fingers on his
right hand. Severity, which the union calculated on the old Z16.1 basis, was 600; 1,100; and 1050.
The company employs a full time safety specialist and has a safety committee. There is a relatively strong
union, part of a national organization.
The union and management are in the midst of somewhat bitter contract negotiations. The union
representatives in the third say of argument have introduced a demand that the union be given equal
authority with management in all aspects of safety. They maintain working conditions are not safe enough
and that the union should be given authority to set minimum safety standards to stop production when these
areas not complied with and to cooperate as an equal partner with the present safety committee in inspecting
and determining fault and remedy.
Question:
1. What do you think the management representative should do? Should this union demand be granted?
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200-250 words).
1. Explain the “Do‟s” and “Don‟ts” of electrical safety?
2. Define „Hazard‟. Explain types of „Industrial hazard‟?
END OF SECTION B
END OF SECTION C
Examination Paper of Safety Management
4
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Industrial Safety Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple choice & Short Notes type questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One
Multiple choices:
1. _____________is one of the weapons in the creative armoury available to mangers.
a. Brainstorming
b. Hazard
c. Phosgene
d. Hazop
2. Which acid was the by-product of caustic soda manufacturing plant?
a. Folic acid
b. Hydrochloric acid
c. Sulphuric acid
d. Nitric acid
3. Which Step cannot be taken to isolate or block energy?
a. Block machine parts against motion that might result from gravity.
b. Disconnect or shutdown engines or motors that power mechanical systems.
c. Discharge capacitors by grounding.
d. De-energize electrical circuits by disconnecting power source from the circuit.
4. ____________are the outer particles of an atom they contain a negative charge.
a. Electric current
b. Electricity
c. Electron
d. None of these
5. This plan should provide for the orderly and phased shutdown of an installation.
a. Off-site emergency plan
b. On-site emergency plan
c. Safety Plan
d. Health Plan
6. MSDS stands for:-
a. Material Safety Data Sheet
b. Medical Safety Data Sheet
c. Material Solution Data Sheet
d. Material Security Data Sheet
Examination Paper of Safety Management
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IIBM Institute of Business Management
7. The Xanthate is dissolved in dilute sodium hydroxide & the resulting solution is the viscous orange
liquid known as
a. Spinning
b. Shredding
c. Viscose
d. Aging
8. ____________is used as a temporary care measure to provide the circulation of some oxygenated
blood to the brain.
a. CPR
b. ECC
c. NEC
d. CFR
9. The SWL of a wire rope can be calculated by dividing
a.
𝐹𝑎𝑐𝑡𝑜𝑟 𝑜𝑓 𝑠𝑎𝑓𝑒𝑡𝑦
𝑈𝑙𝑡𝑖𝑚𝑎𝑡𝑒 𝑆𝑡𝑟𝑒𝑛𝑔𝑡 𝑕
b.
c.
𝐶𝑎𝑡𝑎𝑙𝑜𝑔𝑢𝑒 𝑏𝑟𝑒𝑎𝑘𝑖𝑛𝑔 𝑙𝑜𝑎𝑑
𝑓𝑎𝑐𝑡𝑜𝑟 𝑜𝑓 𝑠𝑎𝑓𝑒𝑡𝑦
d.
𝑤
2 cos
𝐴
2
e.
𝑈𝑙𝑡𝑖𝑚𝑎𝑡𝑒 𝑏𝑟𝑒𝑎𝑘𝑖𝑛𝑔 𝑠𝑡𝑟𝑒𝑛𝑔𝑡 𝑕
𝑀𝑎𝑥𝑖𝑚𝑢𝑚 𝑝𝑒𝑟𝑚𝑖𝑠𝑠𝑖𝑏𝑙𝑒 𝑠𝑎𝑓𝑒 𝑙𝑜𝑎𝑑
10. Which gas is not used for the purpose of ventilation?
a. Carbon-di-oxide
b. Oxygen
c. Nitrogen
d. Hydrogen
Part Two
1. Describe the safety precautions in storing gas cylinders.
2. Write the advantages and disadvantages of „Electric Forks‟.
3. Explain the overview of the „Employer Safety Program‟?
4. What are the stages of „Brainstorming‟?
Section B: Caselets (40 marks)
 This section consists of Case lets.
 Answer all the questions.
 Each Case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150-200 words).
END OF SECTION A
Examination Paper of Safety Management
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IIBM Institute of Business Management
Caselet 1
Oxygen Cylinder- A Potential Explosion Hazard
In an open area outside a mechanical workshop, a welder was cutting some steel plates with an oxy-acetylene
gas cutter. The oxygen cylinder was about to get empty so, he decided to replace it with a filled one. He
unscrewed the regulator from the empty cylinder and installed it on the new full cylinder.
When he opened up the cylinder valve, he noticed a leak at the union connection between the cylinder and the
regulator. He therefore turned off the cylinder valve, unscrewed the union and examined the gasket. He found
that there were two gaskets instead of one, which ought to be the case. So, he removed one of the gaskets. He
then screwed up the union again and turned on the cylinder valve.
The moment he turned on the cylinder, there was an explosion in the regulator followed by fire. A jet of flame
emerged from the back of the regulator and continued until the cylinder valve was shut off. A large portion of
the regulator melted and burned during the incident.
There was no injury to anyone. The welder remained alert to save himself.
Surveillance Findings
1. An examination of the regulator revealed that there was some grease in the ball bearing in the front
housing.
2. The explosion actually occurred in the rear high-pressure section and the grease was found in the front
housing of the regulator.
3. It is concluded from both the above findings that:
 An inexperienced person had overhauled the regulator.
 There had been, in all probability, grease in the rear section too.
 Grease or oil in the smallest quantity is sufficient enough for oxygen to have caused an
explosion.
Question:
1. What are your recommendations for prevention from these kinds of incidents?
Caselet 2
Explosion in a Chemical Raw Material Store
A continued process chemical plant, manufacturing anion and cation exchange resins, used hazardous
chemicals as their raw material. The process intermediates were also hazardous but the final products were
not. The plant had a separate raw material store, which was maintained as per laid sown standards, and a ring
main fire hydrant system. However the inventories were more than the necessary consumption because of
shortage of material as and when required.
One day in the afternoon at about 2:00pm, a loud sound was heard and the workers observed dense white
smoke coming out if the ventilators of the raw material store. The smoke disappeared in five minutes.
Findings
1. The storeroom was immediately opened to inspect what had gone wrong.
2. A cardboard drum, contained Benzoil Peroxide (BPO) had exploded and spread all over the store.
Examination Paper of Safety Management
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IIBM Institute of Business Management
3. The area was immediately cleaned and the drum was cut open, thoroughly cleaned, rendered to pieces
and disposed of safely.
4. No one was reported injured because the place is isolated.
Question:
1. Prepare an investigation report on the basis of above case and suggest some points for prevention.
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200-250 words).
1. Describe the „Investigation Report‟ based on the “Layered Method”.
2. Explain the method of „Occupational Safety and Health Training‟?
S-2-300813
END OF SECTION B
END OF SECTION C


PERSONNEL MANAGEMENT IIBM EXAM ANSWER PROVIDED

PERSONNEL MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Personnel Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Personnel Management
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choice questions & short notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Goal setting theory is developed by________
a. Vroom
b. Edwin Lock
c. Alderfer
d. Herzberg
2. Vertical enlargement of a job by adding responsibility and opportunity for personal
growth, is referred as___________
a. Quality Circle
b. Work Redesign
c. Job Enrichment
d. Job Enlargement
3. It is the process by which data in regard to each job is systematically observed and noted.
a. Job Enrichment
b. Job Enlargement
c. Job Analysis
d. Job Description
4. The primary purpose of training is to establish a sound relationship between the worker
and his__________
a. Employer
b. Incentive
c. Knowledge
d. Job
5. On the job oriented training method include_________
a. Job Rotation
b. Brain Storming Sessions
c. Guidance
d. All of the Above
6. The performance appraisal that evaluates performance from the monetary returns the
employee yields to his organization, is termed as__________
a. Critical Incident Method
b. Forced –choice Method
c. Cost- Accounting Method
d. Forced-distribution Method
Examination Paper of Personnel Management
2
IIBM Institute of Business Management
7. MBO stands for ___________
a. Management of Objectives
b. Management by Objectives
c. Management with Objectives
d. Managers with Opportunity
8. Upward reassignment of an individual in an organization’s hierarchy , accompanied by
increased responsibilities, Status etc, is referred as________
a. Separations
b. Transfer
c. Promotion
d. Demotion
9. Any wage cost not directly connected with employees productive effort, performance,
service or sacrifice, is called_________
a. Compensation
b. Fringe Benefits
c. Incentives
d. Allowances
10. The level of participation in which the council is consulted on such matters as welfare
programs and method of work and safety.
a. Consultative Participation
b. Informative Participation
c. Associative Participation
d. Decisive Participation
Part Two
1. Difference between Job Description and Job specification?
2. Explain the role of HRM in strategic Management.
3. Describe the Techniques of Job Design.
4. Explain the process of Selection.
END OF SECTION A
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Uptron Electronic Limited is a pioneering and internationally reputed firm in the Electronics
industry. It is one of the largest firms in the country. It attracted employees from internationally
reputed Institutes and Industries by offering high salaries, perks, etc. It has advertised for the
position of an Electronic Engineer recently. Nearly 150 candidates applied for the job. Mr.
Examination Paper of Personnel Management
3
IIBM Institute of Business Management
Sashidhar, an Electronic Engineering Graduate from Indian Institute of Technology with 5years
working experience in a medium- sized electronics firm, was selected from among the 130
candidates who took tests and interview. The interview board recommended an enhancement in his
salary by Rs. 5,000 more than his present salary at his request. Mr. Sashidhar was very happy to
achieve this and he was congratulated by a number of people including his previous employer for
his brilliant interview performance, and wished him good luck.
Mr. Sashidhar joined Uptron Electronics Ltd. on 21st January, 2002, with great enthusiasm. He also
found his job to be quite comfortable and a challenging one and he felt it was highly prestigious to
work with this company during the formative years of his career. He found his superiors as well as
subordinates to be friendly and cooperative. But this climate did not live long. After one year of his
service, he slowly learnt about a number of unpleasant stories about the company, management, the
superiors as well as subordinates relations, rate of employee turnover, especially at higher level. But
he decided to stay on as he had promised several things to the management in the interview. He
wanted to please and change the attitude of management through his diligent performance, firm
commitment and dedication. He started maximizing his contributions and the management got the
impression that Mr. Sashidhar had settled down and will remain in the company.
After some time, the superiors started riding rough- shod over Mr. Sashidhar. He was over- loaded
with multifarious jobs. His freedom in deciding and executing was cut down. He was ill- treated on
a number of occasions before his subordinates. His colleagues also started assigning their
responsibilities to Mr. Sashidhar. Consequently there were imbalances in his family life, social life
and organizational life. But he seemed to be calm and contented. Management felt that Mr.
Sashidhar had the potential to bear with many more organizational responsibilities.
So the General Manager was quite surprised to see the resignation letter of Mr. Sashidhar along
with a cheque equivalent to a month’s salary one fine morning on 18th January, 2004. The General
Manager failed to convince Mr. Sashidhar to withdraw his resignation. The General Manager
relieved him on 25th January, 2004. The General Manager wanted to appoint a committee to go into
the matter immediately, but dropped the idea later.
Questions:
1. What prevented the General Manager from appointing a committee?
2. What is wrong with the recruitment policy of the company?
Caselet 2
When Adite Technologies Ltd (ATL) moved one of their divisions to Bangalore, the branch
manager in Mumbai decided to transfer those employees who did not wish to go to Bangalore to
other local divisions. Ten of the thirty chose to stay and to be transferred to another division.
Madhuri was one of those. She was assigned to the computer moving-head division.
When Madhuri reported to the new job, Narender Kumar, her new supervisor told her he did not
know whether or not he would have a permanent position for her. For three days Madhuri sat and
watched other employees do their work. One Friday, Narender announced that their division had
received another big contract and he would brief Madhuri on her new assignment on Monday.
Madhuri arrived at 9:00 am Monday morning and waited anxiously to learn about the new job.
Narender did not arrive until 10:30. He was being briefed on the new contract; he said and would
not be able to meet Madhuri before lunch. At 1:30 pm Narender returned to show Madhuri the
operation, ‘we are reworking model 10-D and it only requires changing two spot welds. With this
jig, you can turn one out in about three to five minutes’. Narender added,’ B y the way will be the
quality control supervisor on this job. Just double Madhuri was given no idea how important the
Examination Paper of Personnel Management
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IIBM Institute of Business Management
checks might be.
‘Please watch me’, said Narender Madhuri, taking up the welding torch. ‘Any one can do it easily’.
He repeated the operation five or six times. Madhuri tried it and experienced no difficulty. Neither
of them checked their reworked pieces with the blue print to see if they would pass the quality
check and as a result, Madhuri never checked any pieces after that demonstration. Narender did not
see again until Friday.
During the week several things happened. More than half the motors did not work correctly by the
time they reached the final assembly. It could not be determined whether the faulty motors were the
result of Madhuri’s work or the result of a lack of quality checks. A box of 20 parts had been
approved by Madhuri since her initials were on the inspection card, but she had not made the
necessary alterations. That was when Narender found time to talk to Madhuri again.
Questions:
1. What incidents showed that Narender was not performing a good job as a trainer?
2. How do you think Madhuri feels about Narender and about her new job?
END OF SECTION B
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Define the concept of HRP? Explain the need and importance with their process?
2. What do you mean by Worker’s Participation in Management? Describe the purpose of
worker’s participation and effectiveness of worker’s participation?
END OF SECTION C
Examination Paper of Personnel Management
5
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Compensation Management
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choi ce questions & short note questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices
1. A ________ is a hierarchy of jobs to which wage rates have been attached.
a. Wage Level
b. Wage Structure
c. Wage Index
d. Wage Policy
2. It is the wage which is above the minimum wage but below the living wage.
a. Basic wage
b. Overtime
c. Fair wage
d. Compensation
3. It is the process of minimizing the physical and perceptual loads imposed on people engaged in
any type of work.
a. Motion Economy
b. Human Engineering
c. Value Analysis
d. Task Identity
4. It is the method which lists frequency of critical behaviors in an employee___________
a. Performance Appraisal
b. Performance Matrix
c. 360 degree feedback
d. Management by Objectives
5. A map to illustrate behavioral parameters requires in competent performance is___________
a. Competency Mapping
b. Balanced Score Card
c. Behavioral Observation Scale
d. Key Results Areas
6. In this type of team, team members are temporarily assigned some tasks to accomplish?
a. Cross functional Team
b. Hybrid team
c. Process Team
Examination Paper of Personnel Management
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IIBM Institute of Business Management
d. Parallel Team
7. The practice of comparing compensation with other competing to offer a competitive pay
package t o employees, is refer as____________
a. Broadband Policy
b. Bench Marking
c. Retention Policy
d. None of the above
8. Any wage cost not directly connected with the employees’ productive effort, performance
service, is called__________
a. Allowances
b. Incentives
c. Fringe Benefits
d. Bonus
9. It is a company’s expenditure spent directly on employees excluding the cost of infrastructure.
a. Basic Salary
b. Cost to company
c. Allowances
d. Bonus
10. Strategy that provides overall guidelines for the organization is refer as___________
a. HR Strategy
b. Functional strategy
c. Corporate strategy
d. Operational strategy
Part Two:
1. Discuss the terms ‘wages’ and ‘salary’. What factors determine the wage structure in an
industrial enterprise?
2. Define job design. Briefly explain various technique of job design.
3. Briefly explain the Method of Job evaluation?
4. Write a short note on Fringe Benefits?
END OF SECTION A
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Examination Paper of Personnel Management
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IIBM Institute of Business Management
In 2001, a Chennai- based two- wheeler major introduced a bonus scheme for its employees.
Employees covered under this bonus scheme are evaluated through a three-tier process- (1) meeting
production schedules, 2) maintaining machines, and (3) reducing overtime, scrap and shipping errors.
In 2002, productivity surged, and some employees even added as much as 15 per cent to their
paychecks.
The two- wheeler company started facing competition from international players and also was riddled
in patent issues. A court order forced them to stop production of many models, causing significant
manpower restricting successive drop in sales, the company was forced to withdraw the bonus scheme,
and asked employees to be prepared for a financial structure, which would mean a reduction in their
benefits and perks. This message had a highly demoralizing effect on the employees and many efficient
designers and engineers left their jobs to join the competitors. The trade unions also took up the matter
as the workers only faced pay- cut while the senior management remuneration remained unchanged.
A portion of the employee compensation is paid as variable pay, of which bonus is a major part. Other
variable incentives are based on allocated weight age on group target achievement. To rationalize the
compensation cost, the company decided to further switch over to individual performance track record.
A formal announcement to this effect made the workers furious and led to workers protest, resulting in
production loss an a regular basis. The company made it clear to the employees that their behavior
would lead to the closure of the company, which would put them in financial and went on an indefinite
strike.
A few months later, the company obtained clearance from the court and the production of all the
premium high- selling brands, which was stopped earlier, could be resumed, as the patent issue was
found to be untenable. The company feels that the whole issue was masterminded by competitors to
poach valuable employees from the company.
Question:
1. Study the case and provide an alternative compensation design, which would redress the
problem faced by the two- wheeler major in Chennai.
Caselet 2
You are a Manager, the Financial Analysis department of Mendelssohn’s Insurance. Your assistant,
Denzil Worsnip, has worked for you two years. He is 24 years of age and joined Mendelssohn’s as an
‘A’ level entrant. He progressed through the support functions, from junior clerk to section head. He
showed such promise that the company sponsored him at evening classes to study for the accounting
technicians exams. He is over half way through this at the moment and is due to take his final exams in
9 months time.
His aim in joining your team was to use the job as a stepping tone to one of the sales teams. You were
not bothered that Denzil looked on the job in this way a you are all in favor of encouraging people to
get on.
In nay case, you know it is exceptionally difficult to get onto one of these sales teams, particularly
these days with the company placing so much emphasis on its graduate recruitment. You know he was
put out recently when the Unit Trust team hired a graduate trainee, as he had put a lot of effort into
chatting them up. Nevertheless, Denzil does not accept that the new recruit had an advantage in that he
is a qualified actuary.
Until a few months ago, Denzil had been an above average employee. He was always cheerful,
enthusiastic and willing. He also picked things up quickly. You used to have regular weekly team
meetings. You used to use these meetings to get suggestions on your new procedures. Denzil used to
make an excellent contribution to these meetings; he was always full of ideas. It is a shame that there is
now so little time for these meetings.
Examination Paper of Personnel Management
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IIBM Institute of Business Management
You often used to give Denzil some one-off projects to do. He always handled them well and he was
always able to squeeze in the extra work. He was also quite prepared to work late time for these
meetings.
You often used to give Denzil some one-off projects to do. He always handled them well and he was
always able to squeeze in the extra work. He was also quite prepared to work late without overtime
pay. In the last few months, he seems to have really changed. The other day, he refused to take on a job
you wanted him to do. You remember that about four months ago, a similar thing happened. He
complained that he had enough to do and could not take on any more and that he was fed up of
working every day until 8’o clock. You were annoyed at this because you felt Denzil could take on the
extra work, he would just have to assess his priorities better. Anyway, it was only additional routine
work you wanted him to do. You knew he was too busy to do ant projects so you were doing this
yourself to keep the pressure off Denzil. As for all the overtime, partly, Denzil does go in for long
lunch breaks. Networking he calls it. The loss of one person has put additional pressure on the team,
but you feel you should most of it. The others just need to find more efficient working practices.
Denzil has also recently taken to being very off-handed to people. You have overheard him several
times being rude, both on the ‘phone and in person’ to pe ople from the business teams who ask him
for information or help. He has been very rude to you too and obviously completely fails to appreciate
the extreme pressure you are under. Last week, for instance, you got your team together to tell them
about the new procedure, you are implementing, Denzil sat there fuming and then started carrying on at
you for having drawn up this new procedure in secret and also claimed the procedure to be unworkable
and pointed out some faults. The faults he mentioned were valid. But they are easily rectifiable. You
know perfectly well that the new procedure is workable and it will save them all considerable time and
effort as it cuts out a layer of admin. Denzil is just being obstructive. Maybe he has girlfriend problem
and he is taking it out on the office?
Questions:
1. Identify aspects of Denzel’s behavior that indicate that he was well-motivated.
2. Identify those actions taken by the Manager that helped to motivate Denzil.
END OF SECTION B
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. What is compensation management? What goals or objectives does it follow?
2. What do you understand by Motivation? Discuss the roles of rewards and incentives in
Motivation.
3. What is Incentives? Discuss the non-financial Incentives in detail?
END OF SECTION C
S-2-300813


OPERATIONS RESEARCH PROFESSIONAL IIBM EXAM ANSWER PROVIDED

OPERATIONS RESEARCH PROFESSIONAL IIBM EXAM ANSWER PROVIDED

Examination Paper of Operations Research Professional
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Operations Research Professional
Guidelines for paper
 Total No. of Questions is 100.
 The minimum passing marks is 40%.
 Each Question carries 1 mark.
 Answer all the Questions.
Multiple Choices:
1. Operations Research (OR), which is a very powerful tool for ___________.
a) Research
b) Decision – Making
c) Operations
d) None of the above
2. Who coined the term Operations Research?
a) J.F. McCloskey
b) F.N. Trefethen
c) P.F. Adams
d) Both A and B
3. The term Operations Research was coined in the year _______.
a) 1950
b) 1940
c) 1978
d) 1960
4. This innovative science of Operations Research was discovered during _________.
a) Civil War
b) World War I
c) World War II
d) Industrial Revolution
5. Operations Research was known as an ability to win a war without really going in to a ________.
a) Battle field
b) Fighting
c) War
d) Both A and B
6. Who defined Operations Research as scientific method of providing executive departments with
a quantitative basis for decisions regarding the operations under their control?
a) Morse and Kimball (1946)
b) P.M.S. Blackett (1948)
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
c) E.L. Arnoff and M.J. Netzorg
d) None of the above
7. Who defined Operations Research as scientific approach to problem solving for executive
management?
a) E.L. Arnoff
b) P.M.S. Blackett
c) H.M. Wagner
d) None of the above
8. Who defined Operations Research as an aid for the executive in marketing his decisions by
providing him with the quantitative information based on the scientific method of analysis?
a) C. Kitte
b) H.M. Wagner
c) E.L. Arnoff
d) None of the above
9. Operations Research has the characteristic that is done by a team of _________.
a) Scientists
b) Mathematicians
c) Academics
d) All of the above
10. There is a great scope for _________working as a team to solve problems of defence by using
the Operations Research approach
a) Economists
b) Administrators
c) Statisticians and Technicians
d) All of the above
11. Operations Research emphasizes on the overall approach to the system. This characteristic of
Operations Research is often referred as_________.
a) System Orientation
b) System Approach
c) Interdisciplinary
d) Team Approach
12. Operations Research cannot give perfect _______to problems.
a) Answers
b) Solutions
c) Both A and B
d) Decisions
13. Operations Research simply helps in improving the _________ of the solution but does not
result in a perfect solution.
a) Quality
b) Clarity
c) Look
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
d) None of the above
14. Operations Research involves _______attack of complex problems to arrive at the optimum
solution.
a) Scientific
b) Systematic
c) Both A and B
d) Statistical
15. Operations Research uses models built by quantitative measurement of the variables concerning
a given problem and also derives a solution from the model using _______ of the diversified
solution techniques.
a) Two or more
b) One or more
c) Three or more
d) Only One
16. A solution may be extracted from a model either by________.
a) Conducting experiments on it
b) Mathematical analysis
c) Both A and B
d) Diversified Techniques
17. Operations Research uses models to help the management to determine
its ________ scientifically.
a) Policies
b) Actions
c) Both A and B
d) None of the above
18. Operations Research is a ________.
a) Science
b) Art
c) Mathematics
d) Both A and B
19. What have been constructed for Operations Research problems and methods for solving the
models that are available in many cases?
a) Scientific Models
b) Algorithms
c) Mathematical Models
d) None of the above
20. Which technique is used in finding a solution for optimizing a given objective, such as profit
maximization or cost minimization under certain constraints?
a) Quailing Theory
b) Waiting Line
c) Both A and B
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
d) Linear Programming
21. What aims at optimizing inventory levels?
a) Inventory Control
b) Inventory Capacity
c) Inventory Planning
d) None of the above
22. What can be defined as a useful idle resource which has economic value eg; raw materials,
spare parts, finished items, etc.?
a) Inventory Control
b) Inventory
c) Inventory Planning
d) None of the above
23. Which theory concerns making sound decisions under conditions of certainty, risk and
uncertainty?
a) Game Theory
b) Network Analysis
c) Decision Theory
d) None of the above
24. Key concept under which technique are network of events and activities, resource allocation,
time and cost considerations, network paths and critical paths?
a) Game Theory
b) Network Analysis
c) Decision Theory
d) None of the above
25. Which technique is used to imitate an operation prior to actual performance?
a) Simulation
b) Integrated Production Models
c) Inventory Control
d) Game Theory
26. What is concerned with the prediction of replacement costs and determination of the most
economic replacement policy?
a) Search Theory
b) Theory of replacement
c) Probabilistic Programming
d) None of the above
27. What refers to Linear Programming that includes an evaluation of relative risks and
uncertainties in various alternatives of choice for management decisions?
a) Probabilistic Programming
b) Stochastic Programming
c) Both A and B
d) Linear Programming
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
28. What enables us to determine the earliest and the latest times for each of the events and
activities and thereby helps in the identification of the critical path?
a) Programme Evaluation
b) Review Technique (PERT)
c) Both A and B
d) Deployment of resources
29. Linear Programming technique is used to allocate scarce resources in an optimum manner in
problems of __________?
a) Schedule
b) Product Mix
c) Both A and B
d) Servicing Cost
30. Operations Research techniques help the directing authority in optimum allocation of various
limited resources, such as ___________.
a) Men and Machine
b) Money
c) Material and Time
d) All of the above
31. Operations Research study generally involves how many phases?
a) Three
b) Four
c) Five
d) Two
32. _________ models involves the allocation of resources to activities in such a manner that some
measure of effectiveness is optimized.
a) Sequencing
b) Allocation Models
c) Queuing Theory
d) Decision Theory
33. Allocation problems can be solved by_________.
a) Linear Programming Technique
b) Non – Linear Programming Technique
c) Both A and B
d) None of the above
34. In _________ models, everything is defined and the results are certain.
a) Deterministic Models
b) Probabilistic Models
c) Both A and B
d) None of the above
35. In __________ models there is risk and uncertainty.
a) Deterministic Models
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
b) Probabilistic Models
c) Both A and B
d) None of the above
36. ___________ models are obtained by enlarging or reducing the size of the item.
a) Iconic Models
b) Analogue Models
c) Symbolic Models
d) None of the above
37. Operations Research attempts to find the best and __________solution to a problem.
a) Optimum
b) Perfect
c) Degenerate
d) None of the above
38. The word _________ may be defined as some action that we apply to some problems or
hypothesis.
a) Research
b) Operation
c) Both A and B
d) None of the above
39. The operations Research technique, specially used to determine the optimum strategy
is__________.
a) Decision Theory
b) Simulation
c) Game Theory
d) None of the above
40. The operations Research technique which helps in minimizing total waiting and service costs
is_________.
a) Queuing Theory
b) Decision Theory
c) Both A and B
d) None of the above
41. __________are the representation of reality.
a) Models
b) Phases
c) Both A and B
d) None of the above
42. ________ are called mathematical models.
a) Iconic Models
b) Analogue Models
c) Symbolic Models
d) None of the above
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
43. It is not easy to make any modification or improvement in_________.
a) Iconic Models
b) Analogue Models
c) Symbolic Models
d) None of the above
44. In __________models one set of properties is used to represent another set of properties.
a) Iconic Models
b) Analogue Models
c) Symbolic Models
d) None of the above
45. Allocation Models are __________.
a) Iconic models
b) Analogue Models
c) Symbolic Models
d) None of the above
46. Probabilistic models are also known as__________.
a) Deterministic Models
b) Stochastic Models
c) Dynamic Models
d) Static Models
47. __________ models assumes that the values of the variables do not change with time during a
particular period.
a) Static Models
b) Dynamic Models
c) Both A and B
d) None of the above
48. A ____________ models considers time as one of the important variable.
a) Static Models
b) Dynamic Models
c) Both A and B
d) None of the above
49. Replacement Model is a _________ model.
a) Static Models
b) Dynamic Models
c) Both A and B
d) None of the above
50. ___________ may be defined as a method of determining an optimum programme inter
dependent activities in view of available resources.
a) Goal Programming
b) Linear Programming
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
c) Decision Making
d) None of the above
51. _________ are expressed is n the form of inequities or equations.
a) Constraints
b) Objective Functions
c) Both A and B
d) None of the above
52. The objective functions and constraints are linear relationship between _________.
a) Variables
b) Constraints
c) Functions
d) All of the above
53. Assignment problem helps to find a maximum weight identical in nature in a
weighted __________.
a) Tripartite graph
b) Bipartite graph
c) Partite graph
d) None of the above
54. All the parameters in the linear programming model are assumed to be _________.
a) Variables
b) Constraints
c) Functions
d) None of the above
55. The solution need not be in _________ numbers.
a) Prime Number
b) Whole Number
c) Complex Number
d) None of the above
56. Graphic method can be applied to solve a LPP when there are only _________ variable.
a) One
b) More than One
c) Two
d) Three
57. If the feasible region of a LPP is empty, the solution is __________.
a) Infeasible
b) Unbounded
c) Alternative
d) None of the above
58. The variables whose coefficient vectors are unit vectors are called ________.
a) Unit Variables
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
b) Basic Variables
c) Non basic Variables
d) None of the above
59. Any column or raw of a simplex table is called a ___________.
a) Vector
b) Key column
c) Key Raw
d) None of the above
60. If there are ‘m’ original variables and ‘n’ introduced variables, then there will
be ________ columns in the simplex table.
a) M + n
b) M – n
c) 3 +m + n
d) M + n – 1
61. A minimization problem can be converted into a maximization problem by changing the sign of
coefficients in the __________.
a) Constraints
b) Objective Functions
c) Both A and B
d) None of the above
62. If in a LPP, the solution of a variable can be made infinity large without violating the constraint
the solution is ___________.
a) Infeasible
b) Unbounded
c) Alternative
d) None of the above
63. In maximization cases, _________ are assigned to the artificial variables as their coefficients in
the objective function.
a) +m
b) –m
c) 0
d) None of the above
64. In simplex method, we add _________variables in the case of ‘=’
a) Slack Variable
b) Surplus Variable
c) Artificial Variable
d) None of the above
65. In simplex method, if there is tie between a decision variable and a slack (or surplus)
variable, _________ should be selected.
a) Slack variable
b) Surplus variable
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
c) Decision variable
d) None of the above
66. A BFS of a LPP is said to be__________ if at least one of the basic variable is zero.
a) Degenerate
b) Non‐degenerate
c) Infeasible
d) Unbounded
67. In LPP, degeneracy occurs in ________ stages.
a) One
b) Two
c) Three
d) Four
68. Every LPP is associated with another LPP is called ________.
a) Primal
b) Dual
c) Non‐linear programming
d) None of the above
69. As for maximization in assignment problem, the objective is to maximize the ________.
a) Profit
b) Optimization
c) Cost
d) None of the above
70. If there are more than one optimum solution for the decision variable the solution
is __________.
a) Infeasible
b) Unbounded
c) Alternative
d) None of the above
71. Dual of the dual is __________.
a) Primal
b) Dual
c) Alternative
d) None of the above
72. Operations Research approach is_________.
a) Multi‐disciplinary
b) Scientific
c) Initiative
d) All of the above
73. For analysing the problem, decision – makers should normally study_______.
a) Its qualitative aspects
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
b) Its quantitative aspects
c) Both A and B
d) Neither A and B
74. Decision variables are________.
a) Controllable
b) Uncontrollable
c) Parameters
d) None of the above
75. The issue of decision models_________.
a) Is possible when the variable’s value is
b) Reduces the scope of judgment and intuition known with certainty in decision making
c) Requires the knowledge of computer software use
d) None of the above
76. _________is one of the fundamental combinatorial optimization problems.
a) Assignment problem
b) Transportation problem
c) Optimization Problem
d) None of the above
77. An optimization model__________.
a) Mathematically provides the best decision
b) Provides decision within its limited context
c) Helps in evaluating various alternatives constantly
d) All of the above
78. The quantitative approach to decision analysis is a_______.
a) Logical approach
b) Rational approach
c) Scientific approach
d) All of the above
79. Operations Research approach is typically based on the use of________.
a) Physical model
b) Mathematical model
c) Iconic model
d) Descriptive model
80. In a manufacturing process, who takes the decisions as to what quantities and which process or
processes are to be used so that the cost is minimum and profit is maximum?
a) Supervisor
b) Manufacturer
c) Producer
d) Production manager
81. Linear programming has been successfully applied in ________.
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
a) Agricultural
b) Industrial applications
c) Both A and B
d) Manufacturing
82. The term linearity implies ________ among the relevant variables:
a) Straight line
b) Proportional relationships
c) Linear lines
d) Both A and B
83. Process refers to the combination of _________ inputs to produce a particular output.
a) One or more
b) Two or more
c) One
d) None of the above
84. What has always been very important in the business and industrial world, particularly with
regard to problems concerning productions of commodities?
a) Linear Programming
b) Production
c) Decision – making
d) None of the above
85. What are the main questions before a production manager?
a) Which commodity/ commodities to produce
b) In what quantities
c) By which process or processes
d) All of the above
86. Who pointed out that the businessman always studies his production function and his input
prices and substitutes one input for another till his costs become the minimum possible?
a) Alan Marshall
b) Alfred Marsh
c) Alfred Marshall
d) None of the above
87. Who invented a method of formal calculations often termed as?
a) A.V. Kantorovich
b) L.V. Kantorovich
c) T.S. Kantorovich
d) Alfred Marshall
88. Who developed Linear Programming for the purpose of scheduling the complicated
procurement activities of the United States Air Force?
a) George B. Dantzig
b) James B. Dantzig
c) George B. Dante
Examination Paper of Operations Research Professional
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IIBM Institute of Business Management
d) George V. Dantzig
89. This method of formal calculations often termed as Linear Programming was developed later in
which year?
a) 1947
b) 1988
c) 1957
d) 1944
90. What is being considered as one of the most versatile management tools?
a) Electronic Computers
b) Linear Programming
c) Computer Programming
d) None of the above
91. LP is a major innovation since _________ in the field of business decision – making,
particularly under conditions of certainty.
a) Industrial Revolution
b) World War I
c) World War II
d) French Revolution
92. The world ‘Linear’ means that the relationships are represented by ___________.
a) Diagonal lines
b) Curved lines
c) Straight lines
d) Slanting lines
93. The world ‘programming’ means taking decisions___________.
a) Systematically
b) Rapidly
c) Slowly
d) Instantly
94. Who originally called it ‘Programming of interdependent activities in a linear structure’ but la
shortened it to ‘Linear Programming’?
a) Dantzig
b) Kantorovich
c) Marshall
d) None of the above
95. LP can be applied in farm management problems is relates to the allocation of resources such as
_________, in such a way that is maximizes net revenue.
a) Acreage
b) Labour
c) Water supply or working capital
d) All of the above
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IIBM Institute of Business Management
96. LP model is based on the assumptions of _________.
a) Proportionality
b) Additivity
c) Certainty
d) All of the above
97. __________assumption means the prior knowledge of all the coefficients in the objective
function, the coefficients of the constraints and the resource values.
a) Proportionality
b) Certainty
c) Finite choices
d) Continuity
98. Simple linear programming problem with ________ variables can be easily solved by the
graphical method.
a) One decision
b) Four decisions
c) Three decisions
d) Two decisions
99. Any solution to a LPP which satisfies the non‐ negativity restrictions of the LPP is called
its _________.
a) Unbounded solution
b) Optimal solution
c) Feasible solution
d) Both A and B
100. Any feasible solution which optimizes (minimizes or maximizes) the objective function of the
LPP is called its__________.
a) Optimal solution
b) Non‐basic variables
c) Solution
d) Basic feasible solution


PROJECT MANAGEMENT IIBM EXAM ANSWER PROVIDED

PROJECT MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Project Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM. 100
Strategic Cost Management
Section A: Objective Type (30 Marks)
 This section consists of Multiple Choice questions & short questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. A set of policies, procedures and approaches that helps a firm attain and retain success for long is termed as-
a) Benchmarking
b) Life cycle costing
c) Target costing
d) Strategy
2. A cost management tool that bring in its focus the activities performed to produced a product is called-
a) Target costing
b) Life cycle costing
c) ABC
d) Benchmarking
3. Cost incurred to the past that are not relevant to present decisions are-
a) Fixed cost
b) Sunk cost
c) Opportunity cost
d) Indirect costs
4. In a process costing system, when items are sold, the cost of the item are moved from-
a) Work-in-progress to finished goods
b) Work-in-progress to Cost of goods sold
c) Cost of goods sold to finished good
d) Finished goods to cost of goods sold
5. Differential costs are sometimes referred to as-
a) Incremental costs
b) Relevant costs
c) Avoidable costs
d) Both a& b
6. Customer service feature does not include-
Examination Paper of Project Management
IIBM Institute of Business Management 2
a) Warranty and repair service
b) Adherence to specifications
c) On-time delivery
d) Follow-up with customer after the sale.
7. Product cost are function of-
a) Product design
b) Specific customers
c) Customer characteristics
d) Market segments
8. The company’s overall sales performance is influenced by factors such as-
a) Sales volume
b) Sales Mix
c) Market size and share
d) All of the above
9. Customer life cycle cost includes-
a) Purchases price
b) Start-up costs
c) Post-purchase cost
d) All of the above
10. Which stage of product life cycle is characterized by little competition and slowly increasing sales?
a) Introduction
b) Growth
c) Maturity
d) Decline
Part Two:
1. List the characteristics of Balance score card.
2. What are the methods of Alternative costing?
3. Differentiate between fixed cost and variable cost.
4. Discuss the dissimilarities between job order costing & process costing systems.
END OF SECTION A
Examination Paper of Project Management
IIBM Institute of Business Management 3
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 word)
Caselet 1
Vikram Ahuja was hired as assistant cost controller of chemfert Ltd., a multinational firm that processed chemical for use in fertilizers. Soon Vikram learned that the nearby residential landfill was being used to dump toxic wastes. It appeared that some members of management team were aware of this situation and may have been involved in arranging for this dumping. uncertain, how he should approach, Vikram is contemplating several alternatives courses of action , like seeking the advice of the superior, the controller or anonymously releasing the information in the national daily or discussing with an outside member of the BOD’s
Questions:
1. Discuss why Vikram has an ethical responsibility to take some action against the MNC.
2. Which of the alternative courses would be the most appropriate in the given situation?
Caselet 2
A brilliant university is located in Mumbai. The university has four deportments- Business, humanities, fine arts and engineering. The university is headed by a president who has five presidents reporting to him, each heading auxiliary services, admission and records, academics. Financial services and maintenance. In addition, there are managers who report to these vice-presidents. These include managers for central purchasing, the university press and bookstore; all of whom report to the vice president of auxiliary services, and managers for accounting and finance report to vice president for financial services. Further, a dean who is responsible to the academic vice-president heads each department.
Questions:
1. Prepare an organizational structure of brilliant University.
2. List the name of the departments having under the university.
END OF SECTION B
Examination Paper of Project Management
IIBM Institute of Business Management 4
Section C: Long Questions (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carry 15 marks each.
 Detailed information should from the part of your Answer (Word limit 200 to 250 words)
1. What is “Cost management”? Explain the primary objectives of cost management?
2. Define “Target costing”; discuss the principles of target costing.
END OF SECTION C
Examination Paper of Project Management
IIBM Institute of Business Management 5
IIBM Institute of Business Management
Examination Paper MM.100
Project Management in Information Technology
Section A: Objective Type (30 marks)
 This section consists of mixed type questions and short notes type.
 Answer all the questions.
 Part One questions carry 1 mark each and Part two questions carry 5 marks each.
Part One:
Multiple choices:
1. The knowledge areas of Project Management Process Group are:
a. Planning and Initiating
b. Executing and Closing
c. Monitoring and Controlling
d. All of the above
2. To create a successful project, a project manager must consider:
a. Scope
b. Time
c. Cost
d. All of the above
3. Which one of the following is not involved in the top ten skills or competencies of an effective project manager:
a. People skills
b. Leadership
c. Integrity
d. Technical skills
4. Another name of a phase exit is a _______ point.
a. Review
b. Stage
c. Meeting
d. Kill
5. Which process group includes activities from each of the nine knowledge areas?
a. Initiating
b. Planning
c. Executing
Examination Paper of Project Management
IIBM Institute of Business Management 6
d. Closing
6. The project team works together to create the ______.
a. Scope statement
b. WBS
c. WBS dictionary
d. Work package
7. __________ is a network diagramming technique used to predict total project duration.
a. PERT
b. A Gantt chart
c. Critical Path Method
d. Crashing
8. Which of the following is not a key output of project cost management:
a. A cost estimate
b. A cost management plan
c. A cost baseline
d. None of the above
9. CMMI Stands for:
a. Capability Maturity Model Integration
b. Complex Maturity Model Integration
c. Common Maturity Model Information
d. Capability Maturity Model Information
10. A proposal evaluation sheet is an example of:
a. RFP
b. NPV analysis
c. Earned value analysis
d. Weighted scoring model
Part Two:
1. Define Product Life Cycle.
2. What is Project Integration Management?
3. Write a note on Gantt charts.
4. What is Project Quality Management?
Examination Paper of Project Management
IIBM Institute of Business Management 7
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
A preliminary estimate of costs for the entire project is $140,000. This estimate is based on the project manager working about 20 hours per week for six months and other internal staff working a total of about 60 hours per week for six months. The customer representatives would not be paid for their assistance. A staff project manager would earn $50 per hour. The hourly rate for the other project team member would be $70 per hour, since some hours normally billed to clients may be needed for this project. The initial cost estimate also includes $10,000 for purchasing software & services from suppliers. After the project is completed, maintenance costs of $40,000 are included for each year, primarily to update the information and coordinate the “Ask the Expert” feature and online articles. Projected benefits are based on a reduction in hours consultants spend researching project management information, appropriate tools and templates, and so on. Projected benefits are also based on a small increase in profits due to new business generated by this project. If each of more than 400 consultants saved just 40 hours each year (less than one hour per week) and could bill that time to other projects that generate a conservative estimate of $10 per hour in profits, then the projected benefit would be $160,000 per year. If the new intranet increased business by just 1 percent, using past profit information, increased profits due to new business would be at least $40,000 each year. Total projected benefits, therefore, are about $200,000 per year.
Exhibit A summarizes the projected costs and benefits and shows the estimated net percent value (NPV), return on investment (ROI), and year in which payback occurs. It also lists assumptions made in performing this preliminary financial analysis. All of the financial estimates are very encouraging. The estimate payback is within one year, as requested by the sponsor. The NPV is $272,800, and the discounted ROI based on a three-year system life is excellent at 112 percent.
Discount rate
8%
Assume the project is done in about is months
Year
0
1
2
3
Total
Costs
140,000
40,000
40,000
40,000
Discount factor
1
0.93
0.86
0.79
Examination Paper of Project Management
IIBM Institute of Business Management 8
Discounted costs
140,000
37,037
34,294
31,753
243,084
Benefits
0
200,000
200,000
200,000
Discount factor
1
0.93
0.86
0.79
Discounted benefits
0
186,185
171,468
158,766
515,419
Discounted benefits – costs
(140,000)
148,148
137,174
127,013
Cumulative benefits-costs
(140,000)
8,148
145,322
272,336
NVP
Payback in year 1
Discounted life cycle ROI—-
112%
Assumptions
Costs
#hours
PM (500hours, $50/hour)
25,000
Staff (1500 hours, $70/hour)
105,000
Outsourced software & services
10,000
Total project costs (all applied in year 0)
140,000
Benefits
# consultants
400
Hours saved
40
$/hour profit
10
Benefits from saving time
160,000
Benefits from 1% increase in profits
40,000
Total annual projected benefits
200,000
Questions:
Examination Paper of Project Management
IIBM Institute of Business Management 9
1. What according to you are the factors that can hamper the profit growth related with the project?
2. Mention some strategies to further improve the project’s turnover.
Caselet 2
Many organizations spend a great deal of time and money on training efforts for general project management skills, but after the training, project managers may still not know how to tailor their project management skills to the organization’s particular needs. Because of this problem, some organizations develop their own internal information technology project management methodologies. The PMBOKR Guide is a standard that describes best practices for what should be done to manage a project. A methodology describes how things should be done, and different organizations often have different ways of doing things. For example, after implementing a systems development life cycle (SDLC) at Blue Cross Shield of Michigan, the Methods department became aware that developers and project managers were often working on different information technology project in different ways. Deliverables were often missing or looked different from project to project. They may have all had a project charter, status report, technical documents (i.e., database design documents, user interface requirements, and so on), but how they were producing and delivering these deliverables was different. There was a general lack of consistency and a need for standards to guide both new and experienced project managers. Top management decides to authorize funds to develop a methodology for project managers that could also become the basis for information technology project management training within the organization. It was also part of an overall effort to help raise the company’s Software Capability Maturity Model level. BlueCross BlueShield of Michigan launched a three-month project to develop its own project management methodology. Some of the project team members had already received PMP certification, so they decided to base their methodology on the PMBOKR Guide 2000, making adjustment as needed to best describe how their organization managed information technology projects. See a complete article on this project on the companion Web site for this text. Also see the Suggested Reading to review the State of Michigan Project Management Methodology, which provides another good example of an information technology project management methodology. Many organizations include project management in their methodologies for managing Six Sigma projects. Other organizations include project management in their software development methodologies, such as the Rational Unified Process (RUP) framework. RUP is an interactive software development process that focuses on team productivity and delivers software best practices to all team members. According to RUP expert Bill Cottrell, “RUP embodies industry-standard management and technical methods and techniques to provide a software engineering process particularly suited to creating and maintaining component-based software system solutions,” Cottrell explains that you can tailor RUP to include the PMBOK process groups. Specifically, IBM Rational, the creators of RUP, found that it could adjust RUP input artifacts with PMBOK process inputs, RUP steps with PMBOK process tools and techniques, and RUP resulting artifacts with PMBOK process outputs.
Questions:
Examination Paper of Project Management
IIBM Institute of Business Management 10
1. According to you what are the skills that needed for the project management of an organization?
2. How the six sigma project became a helpful tool in very sophisticated kind of project management?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. What is cost? What is the importance of Project cost Management and explain basic principles of Cost Management.
2. Define the following:
a. Resource Histograms
b. Project Communication Management
END OF SECTION C
S-2-301012


TELECOM MANAGEMENT IIBM EXAM ANSWER PROVIDED

TELECOM MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination paper of Telecom Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Telecommunications Essentials
Section A: Objective Type (30 Marks)
 This section consists of Multiple Choice questions, and short notes.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 4marks each.
Part One:
Multiple Choices:
1. This band transmits uplink around the 6GHz range & downlink around the 4GHz range.
a. C-Band
b. Ku-Band
c. Ka-Band
d. L-Band
2. On these trunks, traffic flows in both the incoming & outgoing directions.
a. DOD trunks
b. DID trunks
c. Two-way local exchange trunks
d. None
3. As networks become more digitized, fewer conversions take place, and voice can be carried at a higher quality over fewer flower bits per second.
a. PCM
b. ADPCM
c. DCSs
d. DLCs
4. _____________ is a standard for storage & retrieval of moving pictures & audio on storage media.
a. MPEG-1
b. MPEG-2
c. MPEG-4
d. MPEG-7
5. It is an open standard for digital video transmission over cable that was defined by ETSI & ratified in 1994.
a. DVB-H
b. DVB-T
Examination paper of Telecom Management
IIBM Institute of Business Management 2
c. DVB-C
d. DVB-S & DVB-S2
6. It is the oldest of DSL technologies & a symmetrical service, measuring that it provides equal bandwidth in the both directions.
a. HDSL
b. SDSL
c. G. SHDSL
d. ADSL
7. It is the newest spread spectrum technique, and its main purpose is to resolve the problems
a. CDMA
b. TDMA
c. OFDM
d. ADPCM
8. It is a new concept in multimedia mobile broadcasting service, converging broadcasting and telecommunications.
a. DMB
b. OFDM
c. VF
d. None
9. It is a Niche broadband wireless technology that at first appears to complete for market share with mobile WiMax & Mobile-Fi.
a. HiperAccess
b. HiperMan
c. iBursrt
d. ETSI BRAN
10. In-FUSIO’s (www. Infusion.com) __________ is best known for its business model, which supports a variety of revenue models, including pay-per-level and SMS high scores.
a. JavaME
b. BREW
c. EXEn
d. Mophun
Part Two:
1. State the protocols & implementations which are associated with Mesh Network.
2. Write a short note on HFC Architecture and draw the topology of an HFC network.
3. What is the IP multimedia system?
4. What is Symmetric Encryptions?
Examination paper of Telecom Management
IIBM Institute of Business Management 3
5. Briefly explain the major layers of IPT network taxonomy.
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
“DoCoMo (meaning ‘anywhere’ in Japanese) is a NTT subsidiary and Japan’s biggest mobile service provider, with over 31 million subscriber as of June 2000. In February 1999, NTT DoCoMo launched its i-mode service. Within one year, it had over four million subscribers, and within another six months it went up to eight million and had overtaken other Japanese Internet service providers (ISPs) that provide service to the desktop. DoCoMo’s i-mode is the only network in the world that now allows subscribers continuous access to the Internet via mobile telephone. The service lets uses send and receive e-mail, exchange photographs, do online shopping and banking, obtain financial information, download personalized ringing melodies for their phones, and navigate among more than 7,000 specially formatted Web sites.” Additional content such news and games is offered on a subscription basis in the range of $ 1 to $ 3 per month.
Since i-mode service is used through cell phones with tiny screens, the types of interaction and graphical displays expected by World Wide Web users are not possible. I-mode was built using IP and a subset of HTML. The initial version operated at only 9.6 Kbps, slower than the 56 Kbps modems that often seem very slow for downloading Internet graphics. The 9.6 Kbps data rate was initially adequate, however, because most of the data was text.
I-mode’s pricing model is totally different from the fixe4d-rate U.S. model or a time-metered European model. I-mode charges are based on the number of packets of data sent per month. The more requests for Web pages or e-mail that a user sends, the higher the total charge. I-mode users pay a $3 flat monthly fee for unlimited access to mobile data services. Additional charges are applied on a per packet basis. Another source of revenue for DoCoMo a 9% gross commission. Although pay-per-use content accounts for only 20% of all i-mode content, 70% of i-mode users subscribe to these services, generating an additional $1 per customer per month in billing and collection commissions for DoCoMo
I-mode is so popular in Japan that the primary method of Internet access in Japan could soon be through mobile phones and other portable devices. DoCoMo announced that Internet access would be an option on every phone it sells.
NTT DoCoMo has looked at ways to penetrate the U.S. market. Some observers are skeptical about whether i-mode would succeed elsewhere. They note that Japan may be a unique market, with unique characteristics that, may not exist elsewhere, such as a huge audience interested I using the Internet, culturally specific content, and a huge commuting population. According to one analyst, successful mobile applications are highly specific to cultures and national demographics. What flies in Japan won’t necessarily fly in the States or Europe.
END OF SECTION A
Examination paper of Telecom Management
IIBM Institute of Business Management 4
Questions:
1. How does this case demonstrate the importance of data transmission rates in business? Does it imply that people in Japan are willing to accept lower data rates than people in the U.S.?
2. Some people say that the Internet fosters globalization by providing world wide access to the Web. Discuss arguments for and against this statement.
Caselet 2
Transmeta Corporation was founded in 1995 to build a new type of computer chip directed at mobile applications that rely on battery power to run laptop computers and other portable devices. The company said nothing about its product until an unveiling on January 19, 200. By October 2000, NEC, Sony, and Fujitsu had all launched notebook computers based on its Crusoe chip. Sony said it will use the processor in its new Vaio Picture Book CIVN notebook, and Transmeta claimed that Crusoe should nearly double the battery life of the new model. Transmeta’s Crusoe product is actually a family of processors. The TM3200 is designed to pro-vide a full a day of Web browsing on a single battery charge for mobile Internet devices weighing one to two pounds. The TM5400 and TM5600 are designed to solve the problems of poor battery life and sub-par performance in the ultra-light mobile PCs. Per-forming at 700 MHz, TM5400/5600-based laptops can last up to eight hours on battery power when running everyday office applications, and three to four hours running heavy-duty multimedia applications like DVD movies.
Major challenges in designing Transmeta’s Crusoe chip centered on reducing the chip’s power consumption while still supporting applications that ran on Intel’s 86xx line of processors. Transmeta applied a unique design that shifted the balance of work between hardware and software. According to Transmeta, “The hardware component is a very simple, high-performance, low-power VLIW (very Long Instruction Word) engine with an instruction set that bears no resemblance to that of x86 processors. Instead, it is the surrounding software layer that gives programs the impression that they are running on 86x hardware. This innovative software layer is called the Code Morphing software because it dynamically ‘morphs’ x86 instructions into the hardware engine’s native instruction set. This unique approach to executing x86 code eliminates million of transistors, replacing them with software. As first, Transmeta chips were being incorporated into portable products there was some controversy about the importance of the power saving afforded by the Crusoe chip. Transmeta claimed that “the chip consumes around one watt of power when running, compared with an Intel Pentium’s 15 to 20 watts. This means it uses significantly less battery power, and enables light-weight notebooks to work for up to eight hours. In standby mode, the chip consumes around 20 milliwatts of power”. A Toshiba product manager was not greatly impressed, saying that the chip does give an increase in battery life but that the back light on a sub notebook computer also consumes a lot of power. He thought the battery life advantage in this market would be no more than 30% to 40%. After IBM decided not to go ahead with the Crusoe for its new product, a spokes-woman said, “The IBM 480 notebook has a battery life of 4.5 hours and it was hoped that Crusoe would extend this to eight hours. However, Crusoe only managed 5.5 hours in IBM’s benchmarking test.” A Gartner Group consultant said,” The main issue is performance. The chip uses emulation or ‘code morphing’ and therefore does not give the same performance as you get with Intel…..the reason IBM moved away from the chip is that either there was not enough power or there was not enough performance.” There was no guarantee that the Crusoe chip or Transmeta would succeed, especially since Intel and other companies were developing chips for the same market.
Examination paper of Telecom Management
IIBM Institute of Business Management 5
Questions:
1. Why might portable computing and desktop computing call for different types of micro-processors?
2. Review the performance variables. In which areas did the Transmeta chip try to excel?
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. DNS is a distributed database system that operates on the basis of a hierarchy of names. Explain the statement & also explain how DNS servers work.
2. Explain the workings of GSM, UWC, Cdma One & PDC technologies of digital cellular.
END OF SECTION B
END OF SECTION C
Examination paper of Telecom Management
IIBM Institute of Business Management 6
IIBM Institute of Business Management
Examination Paper MM.100
Telecom Technologies
Section A: Objective Type (30 marks)
 This section consists of Multiple Choice questions & short note questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 4 marks each.
Part One:
Multiple Choices:
1. Which technology is among the early starter in providing VoWiFi solutions for enterprises with wireless networks?
a. Symbol Technologies
b. Vocera Technologies
c. Spectra link Technologies
d. None
2. In wireless networks ___________ refers to the measure of the performance for a system reflecting its transmission quality & service availability.
a. Internet speeds
b. Quality of Service (QOS)
c. Interoperability
d. Line of Sight
3. A single IP-based core network handling the full range of telecom services.
a. Power line Communication (PLC)
b. VOIP
c. OFCOM
d. Next Generation Networks
4. Which country has the strong competitive broadband market with a penetration of 16%.
a. India
b. USA
c. Japan
d. China
5. Out of the following which project aims to substantially replace all of Bt’s existing network platform (PSTDN, ISDN etc) with a single unified IP platform.
a. ADSL2
b. 21CN
c. ATM
Examination paper of Telecom Management
IIBM Institute of Business Management 7
d. SHDS
6. Which generation of mobile telephony will serve both voice & data applications?
a. 1G
b. 2G
c. 3G
d. 4G
7. This is a high bandwidth wireless networking service that operates in the frequency spectrum of 28-31 GHz range.
a. MMDS
b. LMDS
c. BW
d. None
8. Which management establishes the right architecture to deliver more products, better leveraging development & deployment expenditures?
a. Product Portfolio Management
b. Partner Management
c. Platform Management
d. None
9. ___________ Frequencies allow multiple service providers to utilize the same section of the spectrum & compete with each other for customers.
a. Licensed
b. Unlicensed
c. Both
d. None of the above
10. LAS-CDMA stands for ____________________.
Part Two:
1. What is Backhauling solution?
2. What is Broadband?
3. What is WiMAX?
4. What is THIPON?
5. What is a VOWiFi?
END OF SECTION A
Examination paper of Telecom Management
IIBM Institute of Business Management 8
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Recently the FCC has adopted new rules governing “broadband wireline Internet access services” that remove regulatory obligations on the local telephone companies, while imposing regulation on ISPs. The results could have a significant effect on the market for broadband information services.
In the Broadband ISP Order, the FCC ruled that, following a one –year transition period, local telephone companies that provide broadband Internet access over their facilities will no longer be required to comply with the Computer Rules. As a result, ISPs will no longer have a legal right to purchase broadband transmission services from the local telephone companies at regulated tariff rates. The commission asserted that the Computer Rules are no longer necessary because “ a wide variety of competitive and potentially competitive providers and offerings- such as cable broadband transmission, satellite, wireless and power line-are emerging.”According to Commission the Computer Rules actually harmed ISPs by decreasing operators’ incentives to invest in broadband infrastructure. The Commission also noted that this would result in telephone companies being regulated in the same manner as cable operators, which generally are not required to provide “open access” to ISPs.
At the same time that the FCC released the wireline carriers from their historic regulatory obligations, the agency asserted that the Communications Act gives it right to impose on currently unregulated ISPs regulatory obligations that “mirror” those traditionally imposed on telephone companies.
Because of this ISPs that want to provide a high-speed service rather than purchasing broadband transmission services from local telephone companies at regulated, tariff rates, will need to either: negotiate commercial agreements with telephone companies and cable operators; deploy their own transmission facilities; or be acquired by a facilities-based operator. Negotiating commercial agreements may be difficult. Several major telcos are already discussing the possibility of charging premium prices to ISPs that use their network. The end result is likely to be significant consolidation in the US information services market. This, in turn, could lead to higher prices, reduced innovation and less service diversification.
At the same time, introduction of new regulation could slow deployment of new services, such as VoIP, which have generally been treated as unregulated information services. The FCC has already ruled that “interconnected” VoIP providers must comply with existing rules-previously applied only to telephone companies-requiring operators to provide emergency operator services and assistance to law enforcement. Because the FCC has not adopted a definition of what entities constitute “wire line broadband Internet access providers,” the FCC could seek to apply these regulatory requirements to any service provider that offers a suite of IT/information services that includes the ability to access the Internet over a broadband wireline connection.
Required:
Comment on the strategy which is adopted by the FCC “broadband wireline Internet access services” is fruitful or not?
Examination paper of Telecom Management
IIBM Institute of Business Management 9
Caselet 2
When operators and investors consider starting down the road of network building, they need considerable information to prove their business plan and persuade their spectrum regulator to provide sufficient allotment. This was exactly the situation when a consultancy group approached ATDI on behalf of their overseas client.
The task was to provide the consultants with a GSM/3G network plan for all the primary cities and link these to form a national plan for a sizeable country. All of this had to be achieved within 2 weeks. The network design was for business plan analysis and spectrum application and therefore indicative sites with indicative topology were required to scope the network. The technology was 2G although the concept applies equally to 2.5g and 3G.
With traditional, manual methods of approach it would be impossible to meet the task objective set out above. There are two clear constraining factors- the size of the network and the timescale available.
The approach proposed by ATDI applied technology to the problem. It used IT and software technology to remove the need for costly man days of effort. And it used complete automation ensuring that the result was deterministic. In essence the method used highly skilled engineers to set up the modeling tools in automatic mode and then machine time to complete the work thereby achieving the ultimate in efficiency. The method proposed to the consultants was ATDI’s network auto-planning methodology.
ATDI used fifteen instances of their ICS Telecom radio-modeling tool to ensure that the tight timescales were met. Several days were reserved for preparations of the methods to be used and to document what parameters were used and why.
One of the first steps in auto planning is to define what user population is to be converted. In this piece of work the following information was known:
 The extent of each city delineated by a vector.
 How many people were in the city defined by a population database?
 How many people the network should support in each year of its life. Traditionally, cell planning tools express coverage as color overlaid on terrain.
The representation is rather crude compared to what can be achieved-particularly considering that subscribers can be represented individually or as population groups. This subscriber concept was used within ICS Telecom to model users in this project. This concept places a subscriber at a point on the screen that the auto-planned network must cover. Each of these virtual subscribers was used to represent a real user on the ground.
The method proposed and subsequently used by ATDI to produce the required information was completely successful. The measure of the success of this methodology was that:
 The 2 week deadline was met.
 2 Engineers were used and hence the cost saving was realized.
 All the required deliverables were supplied. The cost benefit to the consultants was considerable when compared to traditional network planning approaches. The final cost of the job was a fraction of the cost of manual methods.
Questions:
1. Explain the concept of ATDI.
2. What are the measures which are behind the success of the ATDI methodology?
Examination paper of Telecom Management
IIBM Institute of Business Management 10
3. What is GSM/3G technology?
4. Write down the steps which are to be known in auto planning.
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. WiFi/mobile roaming and VoWiFi may play an important role for fixed-mobile convergence. Explain.
2. Does a ‘light touch’ regulation regime make sense within the NGN environment? What benefits & risks do you see with a ‘light-touch’?
S-2-301012
END OF SECTION B
END OF SECTION C


POWER MANAGEMENT IIBM EXAM ANSWER PROVIDED

POWER MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Power Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Indian Power Sector
Section A: Objective Type (30 marks)
 This section consists of Multiple Choice questions & short note questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. NTPC has placed appropriate emphasis on the quality aspects in
a. Project Management
b. Maintenance specialist
c. Forecasting
d. CRM
2. Out of the following which one is NOT under Maintenance objectives
a. To maximize plant availability & reliability
b. To optimize maintenance cost.
c. To create safety in work, equipment & environment
d. Management of large size power stations.
3. Import of capital equipment would be free from
a. Income Tax
b. Custom duty
c. Sales tax
d. None
4. Which sector is one of the largest users of gas in India
a. A. telecom
b. Thermal power
c. Power
d. Energy
5. ____________ is the largest private sector Vertically Integrated Power Utility in the electricity distribution field in India.
a. NTPC
b. BTL
c. BTC
d. BSES
Examination Paper of Power Management
IIBM Institute of Business Management 2
6. The government of India has set up a ______________ under the Chairmanship of the Union Minister of Power with members from the Ministry of Power, Finance, Coal, Environment, Railway Board, CEA at the level of secretary to the government
a. Crisis Resolution Group (CRG)
b. CEA
c. PTC
d. None
7. LNG stands for ___________________.
8. VCP stands for ___________________.
9. KESC stands for __________________.
10. WAPDA stands for ________________.
Part Two:
1. Give the new policy initiatives which have been taken by the government of India in the recent past.
2. What are the few other issues which confront the developers particularly at the time of finalizing the Power Purchase Agreement?
3. What is Board Organization Structure of the Power Industry?
4. Write a short note on Tata Electric Company.
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Bharat Research Development Corporation (BRDC) was set up as an autonomous body under the supervision and control of Council of Scientific and Industrial Research. Its main function was to market the various products as presses developed by the different laboratories in the country. These covered such areas as electronics, metallurgy, chemistry, and physics on sale.
END OF SECTION A
Examination Paper of Power Management
IIBM Institute of Business Management 3
The entrepreneurs or industries interested in any of the items can write to BRDC and upon the payment of nominal sum (ranging from Rs. 5 to 30) can get a printed report which is termed as a ‘project profile’. This covers such details as product identification and specifications, potential applications, types of machinery and raw materials required, cost of the project and estimated profit levels. If and when an entrepreneur gets interested in a particular project, he can sign a contract with BRDC for buying the process. This normally consists of payment of a lump sum fee and royalty on sales after the production commences, for a period of 5 to 11 years, depending on the product process. The royalty rates vary from 2% to 5% p.a.
Even after six years of its existence, BRDC is not considered as a successful venture for several reasons. There are lot many products or processes for which there are no buyers. on some of the sales effected earlier, complaints of one type or the other are mounting. These cover such areas as incorrect estimation of cost of the project, non-availability of raw materials recommended and many others. However, the major areas of dissent are on the lack of any marketing data. The entrepreneurs feel that BRDC, a marketing organisation has failed in marketing organisation has failed in marketing of its services.
The project profile which is given to the prospective entrepreneur is prepared by respective research laboratories. They are neither in touch with the markets nor have the machinery to compile the market data which could be provided in the project profile. As a result of this situation, the entrepreneurs cannot establish the marketing feasibility of the project before they enter into an agreement with BRDC. Suggestions are pouring with BRDC that before they decided to market a project, a detailed market research should be done; so that the entrepreneurs will have no doubt in their mind about the feasibility of the project. The entrepreneurs have even agreed to share the costs. The proposal has been accepted, in principle. BRDC, at present, does not have a market research cell. They are wondering whether they should set up their own cell or should utilize the services of professional market research agencies, from time to time, on assignment basis.
Questions:
1. What recommendations would you offer to BRDC? Why?
2. Do you think by giving market research data in ‘project profiles’, the working of BRDC would show any improvements? Why?
Caselet 2
“After 38 years of working for Agua Energia Electrica, I found myself in the dilemma of whether accepting a “voluntary” resignation (not “voluntary” at all, because I was pressured to accept it), or keeping on fighting in defence of my job. The events of that time are so traumatic that remembering them makes me shudder. I had always worked honestly, expecting to retire with honors when the moment came.
My health-deteriorated by stress-could not bear any more, and I eventually accepted the “voluntary” resignation. Today, at 58 years of age, having enough years of service but not the required age of 65 stipulated by law. I cannot retire, nor can I be reinstated because the electricity market is totally polarized. Nobody takes advantage of my training, what I learnt to do during nearly four decades. I support my family on occasional jobs. I’ve even stopped paying our healthcare insurance. I am a person that worked hard to attain an upper-level post, who achieved it by my own effort, and who lost it due to a market reorganization that I do not understand and which is destroying me and my colleagues.” A leader of the APJAE union San Rafael branch, western zone, 25th February 2000: “As all members of this
Examination Paper of Power Management
IIBM Institute of Business Management 4
union know, my co-worker Carlos Alberto Stocco used to work, during the last phase of Agua Energia Electrica, in the Transmission department, job which he carried out efficiently, reaching Category 15, and working full-time. Parallel to this, he was the President of the San Rafael APJAE Branch. By the time the privatizations took place, the Transmission department was given to a concessionaire and transferred to the enterprise Transport de Energia Electrica por Distribution Troncal de Cuyo S.A., Distrocuyo S.A. at the new enterprise Mr. Stocco and another member of this union, Alberto Sardi, were persuaded to disaffiliate from our trade union “because the new management did not want unionists”. However, they were notified that the new enterprise did intend to arrange an “internal union”. Ion exchange, they were promised promotions and pay increase, or, otherwise, they were threatened with dismissal. In this situation, they resigned from the union. A year later, once protection time established by the labour law was over; both were dismissed without any explanations. Both workers then set up-together with other former co-workers in the same circumstances- a service company, which did not however succeed in bringing the necessary profits for them to support their families. They compensated this by doing other activities, from which they obtained good results, but the economic problem was not only consequence they suffered. The loss of his job caused one of them a psychological problem that translated into a profound depression and which, after treatment with no result, led to his suicide.”
Question:
1. Describe how the life of workers get effected by working for a long time in Power Companies
2. What recommendations would you suggest to the worker who wants to give the resignation in the above case? Why?
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. Explain Revised Mega Power Project Policy and give the important features of this policy.
2. Give the response of major concerns and future Outlook of the Indian Private Power Policy which was introduced in October 1991.
3. State the Inadequacies & Limitations of the State Electricity Board (SEBs) of Indian Electricity Industry.
END OF SECTION C
END OF SECTION B
Examination Paper of Power Management
IIBM Institute of Business Management 5
IIBM Institute of Business Management
Examination Paper MM.100
Power Sector Reforms
Section A: Objective Type (30 marks)
 This section consists of Multiple Choice questions & short note questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. It is the largest electricity company and operate in 13 Countries in total
a. The Spanish Multinationals
b. Endesa
c. Iberdrola
d. Union Fenosa
2. This indicates to what extent a particular reforms is accelerating (or possibility retarding) access to electricity
a. Electrification levels
b. Electrification rate
c. Electricity consumption
d. None
3. The ___________ tariff order has fixed charges for wheeling power from a 220 KV feeder of a substation to say 132 KV or 33 KV destination
a. Agriculture tariff
b. ERR
c. APERC
d. OECD
4. This represents the contribution of a consumer category towards the peak demand on the system
a. Demand
b. Energy consumption
c. Consumer
d. None
5. In Argentina, ___________ agreements covering the whole of the electricity sector were ended & replaced by separate negotiations with each company
a. Outsourcing
b. Privatisation
Examination Paper of Power Management
IIBM Institute of Business Management 6
c. Liberalization
d. Collective Bargaining
6. The per capita consumption of electricity increasing at a compounded Annual Growth Rate is ________
a. 3.04 percent
b. 4.04 percent
c. 5.04 percent
d. 6.04 percent
7. VVNL stands for _____________________.
8. CAGR stands for _____________________.
9. CMNAP stands for ___________________.
10. ERC stands for ______________________.
Part Two:
1. What is the impact of Power Sector Reforms on the poor in Orissa?
2. State the objectives of the National Electricity Policy?
3. What are the objectives of the Phase III of Reform?
4. What is Rural Electrification?
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Indian economy has of late attained the status of being the fastest growing economies of the world with a growth rate of 8 to 9 percent per annum. To sustain such a growth, the energy need especially of the electricity industry has to be considered the driver and carefully assessed. India’s electricity consumption is at the sixth position globally with 606 unit’s per capita consumption per annum. Soon it
END OF SECTION A
Examination Paper of Power Management
IIBM Institute of Business Management 7
will become 1000 units per annum by 2012. To meet such large demand, the role of private investors assumes a pivot role. To further support this, the Union Government of Indian has budgeted Rs. 5,750 billion to central, State and private power utilities to augur power generation, transmission and distribution.
To further add on, the Electricity Act 2003 and National Electricity Policy has made 100 percent FDI that has encouraged private companies to join CTUs/STUs (Central Transmission Utility/ State Transmission Utility ) apart from breaking state monopolization. Private companies are also forming joint ventures with as much as 74 percent of equity share as compared to independent Power Transmission Company (IPTC). All these have entailed rapid privatization of the State Electricity Boards (SEBs) such as in Haryana, Delhi, Uttar Pradesh, Madhya Pradesh, Orissa, Andhra Pradesh and Karnataka. Efforts are being made to private electricity distribution in other states as well.
International ties also propel growth in Indian power sector as also in talks held with Nepal and Pakistan to construct exchange and form co-operatives in electricity generation and distribution and firm up position in South Asia.
Despite the above gives and encouraging market scenario, factor like poor operational efficiency of the SEBs, subsidized tariffs, low budget for transmission and distribution, inadequate maintenance, high distribution losses and thefts and uncollected bills result in acute power shortage of as much as 11.7 percent in 2004-05.
RNCOS, a bespoke market research company in its market research report “Future of Indian Electricity Sector (2005-2012)” analyzes the Indian Electricity Sector in light of the existing policy and regulatory framework. The report also studies the growth, performance and reform initiatives of the sector and provides statistical results on generation, transmission and distribution during 2004-05.
The report highlighted on several aspects. These being
 Overview electricity sector casing the current sectoral reforms and achievements, supported by the key macroeconomic and demographic data afflicting the market growth.
 Developments and structural changes in the government policies and programs.
 Year 200 data on value, volume and segmentation on the regional generation, distribution, and transmission of electricity.
 Energy co-operation agenda within the South-Asian countries.
 Monopolization and effect of privatization on the energy sector.
 Drivers and barriers for the private companies to enter the market.
 Employment opportunities in the sector.
 Investment opportunities for the foreign companies to invest in the electricity sector.
 Performance to existing power stations through renovation and modernization programs.
 Performance rating of the state power sector across all states 2004.
 A seven-year forecast of the industry
 An analysis of the key players in the Indian electricity sector and providing their company profiles and financial results.
Policy analysts are working on the highlighted aspects in order to frame appropriate policies to augment the decrepit power industry and making it variable with the millennium goal of cheap and uninterrupted power of all Indians.
Questions:
1. On the basis of the above case comment on the Recent Scenario of Power Sector Reform.
Examination Paper of Power Management
IIBM Institute of Business Management 8
2. Give the highlights of the concerned report.
Caselet 2
Watts and Volts Ltd has been manufacturing power generation equipment (PGEM) in small and medium sizes. The sales were affected either directly to the consumers who would place large orders or through distributors. The company even sold abroad and 50% of its sales were due to exports.
Regional territories (RTs) were the basis of Sales Department. The Regional Sales Manager (RSM) was responsible for generating sales, making calls, to conceive new ideas as well as developing new products. The Chairman of the company saw this as a problem area and appointed a Marketing Manager (MM). He evolved a thorough marketing plan. It took into account the present selling efforts as well as the developments of new products. He suggested an entry into the Systems Market (SM). By this, he meant that the equipment connected to a power generator should also be developed by the company e.g. irrigation pumps for use in the farms. These were to be sold as packages. The Marketing Manager felt that to develop these systems, it was necessary to appoint Product Managers, who were to be given total responsibility of the development and marketing of the system. The Regional Sales Managers did not have the time to market the specialized systems satisfactorily. Besides, they did not have system-consumer knowledge and the inclination.
The Marketing Manager was strongly opposed to having two parallel sales organizations under the same roof. He believed that the job of a Product Manager ended with successful development and introduction of a given product. The sales responsibility will be that of Regional sales Manager only.
Questions:
1. What organizational structure would you recommend for the marketing and sales operations of M/s. Watts and Volts Ltd?
2. Who in your opinion is responsible for sales? Justify your opinion, in the light of this case.
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
END OF SECTION B
Examination Paper of Power Management
IIBM Institute of Business Management 9
1. Several issues would be sorted out in creating a separate organisation for supplying power to agriculture. What are those issues? Explain
2. Describe the process of IRP and give the schematic representation of IRP process.
S-2-301012
END OF SECTION C


KAIZEN PROFESSIONAL IIBM EXAM ANSWER PROVIDED

KAIZEN PROFESSIONAL IIBM EXAM ANSWER PROVIDED

Examination Paper of Kaizen Professional
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Kaizen Professional
Guidelines for paper
 Total No. of Questions is 100.
 The minimum passing marks is 40%.
 Each Question carries 1 mark.
 Answer all the Questions.
Multiple Choices:
1. Kaizen has been called the single most powerful philosophy in a)
Chinese Management
b) Japanese Management
c) European Management
d) Canadian Management
2. Kaizen means ___________
a) Gradual Improvement
b) Satisfaction
c) Continuous & gradual improvements
d) Continuous change
3. Kaizen principles include a)
Focus on customers
b) Create work team
c) Inform every employee
d) All of the above
4. POM stands for _______
a) Process- oriented management
b) Project Oriented management
c) Project originated management
d) Proper original management
5. ________ is a formal part of fulfilling business plans, strategies and projects in
Kaizen Companies.
a) Visible Management
b) Cross-functional Management
c) Just-in-time management
d) Process-oriented management
6. ________is a manual – production scheduling technique controlled by a process operator
or machine operator.
a) Visible Management
b) Kanban
c) Cross- functional management
d) None of these
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IIBM Institute of Business Management
7. A communication map is similar to a ________
a) Spiral diagram
b) Spider diagram
c) Cross diagram
d) None of these
8. The fundamental purpose of drawing a communication map is to highlight where a)
Employees to be recruited
b) Communication needs to be improved
c) Employees to be terminated
d) Communication need to be removed
9. An internal customer have a right to expect and receive
a) Information germane to their tasks
b) Support to fulfill corporate objectives
c) Courtesy and respect
d) All of the above
10. The first part of enablement equation is ________
a) Training
b) Communicating
c) Motivation
d) Empowerment
11. The enablement equation consists of ________
a) Communication + Training + Incentives
b) Communication + Training + Motivation + Money
c) Communication + Training + Motivation + Empowerment
d) None of these
12. Most common methods of researching customers and market include
a) Personal meetings
b) Customer focus groups
c) Customer panels
d) All of the above
13. A customer panel consists of a number of people who reflect the typical profile of a ______
a) Market Strategy
b) Customers
c) Market Segment
d) None of these
14. __________ is an invaluable source of actualize data and is a common way of
gathering mass information cost effectively.
a) Market Research
b) Mystery Shopping
c) Customer Interview
d) Perception Surveys
15. Customers must have a good reason for responding to research requests. They must feel that
a) Their comments are genuinely valuable
b) They will ultimately benefit from suggestions
c) Their comments will remain confidential
Examination Paper of Kaizen Professional
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IIBM Institute of Business Management
d) All of the above
16. One of Kaizen maxims that a strong three- way relationship should exists between a company,
Its customers and its own ________
a) Employees
b) Product
c) Suppliers
d) Managers
17. A loyalty scheme should never be a substitute for ________ and service values.
a) Core quantity
b) Core quality
c) Rewards
d) Customers
18. Loyalty building processes and activities must be based on ________
a) Incentive Scheme
b) Loyal customers
c) Customer research
d) General consumers
19. VEA stands for ________
a) Value Enhance applications
b) Voice Enhanced applications
c) Voice enhanced auto dialer
d) None of these
20. The characteristics of a learning organization include.
a) Learning culture and climate
b) Reward flexibility
c) Adoptable structure
d) All of them
21. A ___________ is a description of how a company will achieve its formal objectives and goals.
a) Strategy
b) Plan
c) Blueprint
d) Culture
22. What makes a company‟s culture?
a) Accounts of personal successes
b) Company‟s Logo
c) Management information system
d) All of the above
23. A Kaizen approach can discover the root cause of _______ and help o introduce improvements.
a) Customer satisfaction
b) Customer behavior
c) Customer dissatisfaction
d) Customer‟s perception
24. _________ and team autonomy are the foundation of corporate structure in Kaizen companies.
a) Work teams
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IIBM Institute of Business Management
b) Individuals
c) Employees
d) None of them
25. Market research gives a ________ picture to the company.
a) Micro
b) Macro
c) True
d) Imaginary
26. Kaizen promotes the idea of ___________ via many small evolutionary steps.
a) Changes
b) Progress
c) Advancing
d) Team building
27. A _______ in a Kaizen company must be a first- class communicator.
a) Customer
b) Managing Director
c) Team Leader
d) Employee
28. __________ are brief, focused, participatory and a vital part of the two-way management process.
a) Research
b) Team Meetings
c) Employee participation
d) None of these
29. Kaizen makes ___________ a natural and never- ending process.
a) Marketing
b) Communicating
c) Customer Care
d) Training
30. All Kaizen„s instruments are ___________ centered.
a) Human
b) Customers
c) Product
d) Quality
31. A „Kaizen person‟ shows:
a) Attention to detail
b) A forward-looking approach
c) A willingness to co-operate
d) All of the above
32. Kaizen team leaders are appointed on the basis of their a)
Motivating
b) Communicating
c) Training abilities
d) All of the above
33. Team meeting are brief, focused, participatory an a vital part of the______________
Examination Paper of Kaizen Professional
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IIBM Institute of Business Management
a) One way process
b) Two way process
c) Both a & b
d) None
34. Which of the following are the instruments of kaizen?
a) Quality circle
b) Process-oriented management
c) Visible management
d) All of the above
35. JIT is a______________
a) Production system
b) Manufacturing system
c) Operation system
d) All of the above
36. CFM stands for______________
37. ______________ is a manual-production scheduling technique controlled by a process operator
or machine operator.
a) CFM
b) Kanban
c) JIT
d) Quality circle
38. SPC stands for______________
39. What is the full form of PDCA______________
a) Planning-Do-Check-Act
b) Plan-Do-Check-Action
c) Plan-Do-Check-Act
d) Plan-Doing-Check-Apply
40. Which of the following are the customer satisfaction elements?
a) The product element
b) The sales element
c) The location element
d) All of the above
41. All the 6 elements of customer satisfaction must be developed and delivered concurrently to
provide truly excellent customer care.
a) True
b) False
42. Which of the following is not the right of internal customer?
a) Courtesy and respect
b) Being available, approachable and responsive
c) Honest
d) Ethical
43. A communication map will help identify each person‟s direct internal customers and
the communication channel which link them and serve the service chain.
Examination Paper of Kaizen Professional
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IIBM Institute of Business Management
a) True
b) False
44. According to the Enablement equation what to do “when an employee does not know how to do it?
a) Empower
b) Train
c) Communicate
d) Motivate
45. Which of the following are the most common method of researching customers and market?
a) Personal meeting by a company executive
b) Customer panel
c) Customer focus group
d) All of the above
46. The survey conducted as either face-to-face, telephone or postal interviews, these surveys are a
useful way of actively gathering mass information.
a) Customer interview videos
b) Customer focus groups
c) Opinion / perception surveys
d) Customer comment cards
47. Effective research is not depend upon:
a) Guarantee cards
b) Methods
c) Data sharing
d) Expert analysis
48. Research method can be classified as a)
Active
b) Passive
c) Both a &b
d) None
49. Today‟s customers also expect companies to enter into an equally strong socio-communityecological
partnership that demonstrates its social responsibility.
a) True
b) False
50. A loyalty schemes should never be a substitute for core quality and service values.
a) True
b) False
51. VDT stands for_______________
52. BBC stands for_______________
53. A „strategy‟ is a _______________
a) Description of how a company will achieve its formal objectives and goals
b) A product of relationship marketing
c) To maintain a clear focus on vision and mission
d) All of the above
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IIBM Institute of Business Management
54. Which of the following is not the characteristic of a learning organization?
a) Formative accounting and control
b) Intra and inter-organization learning
c) Create work teams
d) None
55. _________________ permits customer to use a limited vocabulary to interact with the system.
a) Text to speech
b) Voice recognition
c) Multiple language support
d) None
56. This facility enables the production of management reports on the productivity of the system and
of individual telephone operator.
a) Intelligent dialing
b) An interface to neural network
c) Call data reporting
d) None
57. The technology should always be a tool within a customer service operation, never the master.
a) True
b) False
58. TQM stands for_________________
59. ISDN stands for_________________
60. Those customer who are loyal to the supplier rather than a transient bait known as a)
Ordinary customer
b) Committed customer
c) Both a &b
d) None
61. Customer doesn‟t have a good reason for responding to research requests.
a) True
b) False
62. Research overcome „market myopia‟ and reduces operational risks to manageable odds.
a) True
b) False
63. Communicate in a kaizen company has eight definite purposes these area)
Engender
b) Enable
c) Both a &b
d) None
64. “Kaizen” is a Japanese term meaning_______
a) A foolproof mechanism
b) Just-in-time (JIT)
c) Setting standards
d) Continuous improvement
Examination Paper of Kaizen Professional
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IIBM Institute of Business Management
65. A recent consumer survey conducted for a car dealership indicates that, when buying a car,
customers are primarily concerned with the salesperson’s ability to explain the car’s features, the
salesperson’s friendliness, and the dealer’s honesty. The dealership should be especially concerned
with which dimensions of service Quality?
a) Communication, courtesy, and credibility
b) Competence, courtesy, and security
c) Competence, responsiveness, and reliability
d) Communication, responsiveness, and reliability
66. “Quality is defined by the customer” is_________
a) An unrealistic definition of quality
b) A user-based definition of quality
c) A manufacturing-based definition of quality
d) A product-based definition of quality
67. Based on his 14 Points, Deming is a strong proponent of a)
Inspection at the end of the production process
b) An increase in numerical quotas to boost productivity
c) Looking for the cheapest supplier
d) Training and knowledge
68. Which of these are the two main functions of Kaizen that an organization has to perform apart
from the other goals like removal of waste and quality management?
a) Maintenance
b) Cutting down on the workforce
c) To increase the pressure on the employees
d) None
69. EDI stands for_________________
70. The ultimate objective in a JIT system is:
a) Maintain low inventory
b) Produce high quality
c) Minimize waste
d) Match demand with a balanced flow
71. Which term refers to a signaling device?
a) Muda
b) Kaizen
c) Poka-yoke
d) Kanban
72. Which one is not a building block of JIT?
a) kanban and small lot sizes
b) personnel/organizational issues
c) product design
d) process design
73. A kanban card is used to signal that:.
a) A machine has broken down
b) A worker is falling behind and needs help
c) A defect has occurred
d) Parts are needed
Examination Paper of Kaizen Professional
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IIBM Institute of Business Management
74. The benefits of Kaizen are what?
a) Improved sales
b) Improved production
c) Improved growth of a company
d) All of the above
75. Kaizen is a Japanese innovation, but where was it invented?
a) Canada
b) England
c) America
d) China
76. In Kaizen, who is tasked with developing company improvements?
a) Middle management
b) Executive management
c) All employees
d) The workers
77. A facility always views itself as what in Kaizen?
a) Imperfect
b) Perfect
c) Inconsistent
d) In need of help
78. Kanban is a visual system for controlling production.
a) True
b) False
79. The ultimate objective in JIT objective is to minimize the amount of inventory on hand.
a) True
b) False
80. Kaizen is best integrated with what?
a) 5S
b) Kanban
c) Lean Manufacturing
d) All of these answers
81. The focus of Kaizen is the _____?
a) “End user”
b) “Customer”
c) “Manager”
d) “Employees”
82. Kaizen leaders do what with employee suggestions?
a) Toss them in the garbage.
b) Give them to employees for review
c) Pass them on to executive managers
d) Review them and give each serious consideration
83. Rewards should be given to encourage what?
a) Reducing workplace injuries
Examination Paper of Kaizen Professional
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IIBM Institute of Business Management
b) Suggesting ideas for improvement
c) Achieving higher production goals
d) Meeting cleanliness goals
84. One of the early innovators of Kaizen was what company?
a) Toyota Motor Company
b) Ford
c) General Motors
d) Mercedes-Benz
85. Managers are expected to regularly visit what?
a) Executive meetings
b) Human resources
c) Work areas
d) Sales meetings
86. Standardizing Kaizen means what?
a) Ensure Kaizen functions the same as Lean
b) Ensuring Kaizen is integrated for the life of the company
c) Ensuring all employees think and act alike
d) Ensuring the “customer’s” needs are always met
87. The role of a Kaizen leader is what?
a) To develop all ideas to improve quality
b) To implement all ideas
c) To promote Kaizen in all duties and interactions
d) To foster specialization in the workplace
88. Kanban is a visual system for controlling production.
a) True
b) False
89. Which term connotes waste and inefficiency?
a) Muda
b) Poka-yoke
c) Kaizen
d) Kanban
90. Which one is not included in the list of seven wastes?
a) Overproduction
b) Insufficient work method
c) product defects
d) poor product design
91. RDA stands for_________________.
92. Communication serves more purposes than informing employees about the content and intent of
a customer care policy”
a) True
b) False
93. A communication ,ap is similar to a spider diagram:
a) True
Examination Paper of Kaizen Professional
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IIBM Institute of Business Management
b) False
94. All kaizen‟s instruments are not human-centered.
a) True
b) False
95. Kaizen‟s instruments are appropriate for manufacturing companies or production discipline only.
a) True
b) False
96. Kaizen does not depend on specialist groups, but on every employee individually.
a) True
b) False
97. Teams are the essential building blocks of corporate structure in kaizen companies.
a) True
b) False
98. A kaizen approach helps organizations discover the root causes of customer dissatisfaction
and provides the systems and attitudes for introducing improvement..
a) True
b) False
99. Senior management has the responsibility to ensuring that the prevailing culture encourages
internal-customer relationship
a) True
b) False
100. Enabling means taking a holistic approach to individual development.
a) True
b) False
S-2-200314


SALES MANAGEMENT IIBM EXAM ANSWER PROVIDED

SALES MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Sales Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Sales and Distribution Management
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choices & Short Note type questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. Which of the following comes under role of a salesman?
a. Territory Sales
b. Direct Sales
c. Technical Sales
d. All of the above
2. This method is used by the trainers to present more information in a short time to a large
number of participants________
a. Lecture
b. Demonstration
c. Group discussion
d. None of the above
3. ________is an emerging form of distribution and promotion that combines elements of
personal selling and advertising.
a. Direct Mail
b. Direct Marketing
c. Team selling
d. None of the above
4. An exercise that is crucial for every company in the business of manufacturing and selling its
products is called_______.
a. Retailer
b. Wholesaler
c. Customer
d. None of the above
5. ________involves manufacturer marketing activities directed at channel intermediaries.
a. Pull Strategy
b. Push Strategy
c. Both (a) & (b)
d. None of the above
Examination Paper of Sales Management
IIBM Institute of Business Management 2
6. They are the shopkeepers who set up shops in the market place to cater to the needs of
hundreds of consumers
a. Distributors
b. Wholesalers
c. Agents
d. Retailers
7. Which one of the following is the 2nd stage of Product life cycle?
a. Maturity
b. Growth
c. Decline
d. Introduction
8. MSA Stands for_______
9. It refers to the number of selling activities that a salesman is expected to perform in his area
over a period of time is known as________.
a. Sales volume quotas
b. Financial quotas
c. Activities quotas
d. All of the above
10. Which of the following comes under financial incentives?
a. Higher Salary
b. Profit Sharing
c. More Commission
d. All of the above
Part Two
1. List the different types of forecasting methods?
2. Write a short note on “Training”?
3. Define the purpose of sales budget?
4. How would you explain the Distribution Strategy?
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
END OF SECTION A
Examination Paper of Sales Management
IIBM Institute of Business Management 3
Swish flow Ltd. – Hiring Salespeople
“Why two out of five salesperson have resigned within six months of joining the company/” asked
marketing director to the sales manager, Sunil Kumar of Swish flow Ltd. “I think, there is
something wrong with our staffing process, “responded Sunil Kumar, without knowing the real reasons
for the turnover of salespeople.
Swish flow Ltd started manufacturing and marketing consumer durables like fans and water purifiers for
household consumer‟s commercial firms in 1993. The sales and marketing office was located in Mumbai,
the commercial capital of India. Swish flow was a newly established company and for its first year of
operations, the company decided to recruit five salesperson to cover major metros and cities of
Maharashtra. The staffing process included the sales manager deciding the job qualifications salespersons
based on what he learnt in the MBA programme. The administration manger was asked to place the
advertisement in the local newspapers. The resumes of applicants were forwarded to Sunil Kumar, who
screened the same and sent interview calls to about ten applicants. The interviews were conducted by
Sunil Kumar and the marketing director and the selected candidates were given the appointment letters.
Some of the candidates had a problem of finding suitable residence, but the company policy did not
provide any consideration for he3 same. Sunil Kumar conducted one-week training programme and
generally guided the new salesperson, who reported to him directly. There was a delay in the receipt of
the fans from the factory, located at Baroda in Gujarat. During this period of three months, Sunil Kumar
was asked to conduct market surveys and look after advertising function of the entire group. He asked the
salespersons to collect market information on various other products like water purifiers, power tillers,
and so on in which the group was interested to diversify. During this period, two salespersons suddenly
stopped coming to work, after collecting their salaries of the previous working month.
Questions:
1. What improvements do you suggest in the staffing process followed by the company?
2. Was Sunil Kumar right in getting market surveys done by the new salesperson?
Caselet 2
Snow White Paper Company is located in an agricultural belt about 300 kilometers from a metro city.
The company is into writing and printing papers. Its primary raw material is wheat straw. Last year,
the company had a turnover of Rs. 134 crore on a volume of 45,000 tons of paper. While preparing
the business plan for the current year, the top management was concerned with the following
distribution issue that they want you to help resolve:
PROBLEM: FINISHED GOODS DISTRIBUTION
The paper industry is dominated by selling agents who bring the manufacturer like Snow White and
the buyer like printing/publishing companies, and note book makers, together. They make a
commission of about 2 percent on all transactions. Some other points:
 Snow White depends on about 110 agents to canvass business for it from the users.
 The Company sells about 23 percent of its paper directly to some government organizations.
 The agent arranges for the buyer to pay the company for its produce by a advance demand
draft. It is expected that the agent provides the credit support to the buyer.
Examination Paper of Sales Management
IIBM Institute of Business Management 4
 Agents are not exclusive for Snow White and work for other paper mills also and normally
play the mills against each other. They have a grip on the business and are reluctant to put the
mill directly in touch with the buyers.
 There is always an uncertainty on the orders and the price, which would be obtained on the
orders- the company cannot plan its profits properly nor offer the best service to end users so
that they always ask for Snow white.
Question:
1. How can you help Snow White become less dependent on the selling agents and plan its sales and
profitability better? How can they plan their customer service efforts?
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. Define the personal selling? Also explain the process of personal selling?
2. What is Motivation? Explain the all theory of Motivation.
3. Define the following terms:
a) Function of Retailers
b) Function of Wholesaler
END OF SECTION C
END OF SECTION B
Examination Paper of Sales Management
IIBM Institute of Business Management 5
IIBM Institute of Business Management
Examination Paper MM.100
Management of a Sales Force
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choices & Short Note type Questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. ____________ is the conscious, systematic process of making decisions about goods and
activities that an individual, group, work unit or organization will pursue in the future.
a. Controlling
b. Planning
c. Training
d. Staffing
2. Which of the following comes under forecasting steps?
a. Trends in sales
b. Past Pattern
c. Competitive factors
d. All of the above
3. SMART Stand for_______
a. Specific-Measure-Achievable-Realistic-Time-bound
b. Smart-Measurable-Achievable-Realistic-Time-bound
c. Specific-Measurable-Achievable-Realistic-Time-bound
d. None of the above
4. Which of the following is not comes under relationship selling?
a. Respond to customer needs
b. Proactive
c. Value-based offers
d. Customer‟s customer
5. Establishing the resource needed to successful execute the operating plan by hiring, coaching and
developing people is known as______
a. Planning
b. People Development
c. Proactive Review
Examination Paper of Sales Management
IIBM Institute of Business Management 6
d. All of the above
6. AIDA stands for_________
7. This study was conducted using the questionnaire technique among first line managers of
Pharmaceutical companies is called______
a. Results
b. Methodology
c. Both (a) & (b)
d. None of the above
8. ______refers to a solely fixed financial reward provided at appropriate times, either weekly or
monthly, depending on the pay period norm.
a. Performance Bonus
b. Straight Commission
c. Straight Salary
d. Salary plus Bonus
9. Which of the following comes under job Description?
a. Duties
b. The job title
c. Responsibilities
d. All of the above
10. _______is the process of weaning our the good from the bad from the large pool of applicant and
choosing the right applicant for the job and the company.
a. Recruiting
b. Selecting
c. Discrimination
d. None of the above
Part Two:
1. Write a short note on „Territory Management‟.
2. Define the Assessment of Sales Training?
3. List the tips on making a good sales plan.
4. Explain the Types of Training?
Section B: Caselets (40 Marks)
END OF SECTION A
Examination Paper of Sales Management
IIBM Institute of Business Management 7
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
MAJESTIC PLASTICS COMPANY
Reps Selling Too Many Low-Profit Products
Over the past several days the top executives in the Majestic Plastic Company had been conducting their
annual performance review of the company‟s operations. The company president, Boyd Russell, sat in on
most of these sessions and periodically became quite involved in some of the departmental reviews. The
sales department was the one currently under discussion, and Clyde Brion, the general sales manager, was
the focus of attention. Overall, the sales and profit results were satisfactory, but the executives noted what
they thought was a problem in two Louise Shannon was the rep, and the other was in Chicago, which was
Henry Sadowski‟s territory.
In each of these territories, the sales reps total sales volume was satisfactory. The problem was that the
bulk of their sales volume was in low profit products- that is, products whose gross margin was well
below the company‟s desired average. Then the chief financial officer, Oliver Twombly, recalled that this
same situation had been brought up at last year‟s performance review. Clyde Brion realized he was on the
spot with his fellow executives, including the president.
Top management really did not want to change the basic compensation plan because, oer the company as
a whole, it apparently had been working okay. And Brion concurred in this decision. He pointed out that
Shannon ad Sadowski consistently met their total sales quotas and that each had won a sales contest
designed to stimulate total sales. But their performance was not balanced. They went way over quota on
low-margin goods. They were not selling a desirable mix of products, nor were they generating their share
of new accounts. Basically they were getting large repeat orders from a few established accounts. And
Shannon and Sadowski generally were neglecting the newer products that were the foundation of the
company‟s future growth.
Brion had been aware of this situation for some time, but he had never given it the attention it deserved,
partly because the two reps total sales volume was satisfactory and partly because he had other brushfires
to put out. Now he was convinced that he had better do something-and do it quickly.
Question:
1. What should Clyde Brion do to remedy the imbalanced sales performance of Louise Shannon and
Henry Sadowski?
Caselet 2
SUNRISE CLEANERS
To Train or Not to Train
Sunrise Cleaner Company‟s sales have been expanding rapidly in the past several years and are expected
to continue increasing throughout the next decade. In order to meet this demand, Mickie Parsons,
Sunrise‟s sales manager, has hired a number of sales representatives and expects to hire 6 to 10
Examination Paper of Sales Management
IIBM Institute of Business Management 8
salespeople in the coming year and more the following year. In the past, Sunrise hired only experienced
reps, but lately the company has been hiring recent marketing graduates. While the new grades don‟t have
experience, they often are a high level of motivation and a good understanding of overall marketing
planning. However, the less experience reps need more training-both on company policies and sales
procedures-before they are effective in making sales calls. Parson is trying to design a training program
that will provide the necessary training at the lowest possible cost.
Currently, Sunrise does not have a training program. Te new hires just spend a week in a territory with an
experienced rep, and ten they are given their own territory. While tis system was satisfactory with
experienced people, it is not adequate for the inexperienced people the company is now hiring.
Mickie Parsons has suggested the president of Sunrise, Keat Markley, that the company institute a one-or
two-week training program at company headquarters. Parsons has suggested two options. The first option
is to hire a staff recruiter/ trainer who would spend half of his or her time on recruiting and the other half
on training. The new staff specialist would be paid a salary of about $60,000 a year- so the added cost
with respect to the training responsibilities would be $30,000 a year. The second option is to contract with
an outside company that specializes les force training. That company would provide a specialist to set up
and conduct a training program at a cost of approximately $20, 0000 per week.
Parsons was just concluding her presentation to Keat Markley. “I feel that a training program would
increase the average annual sales per rep a minimum of 5 percent- to $1,050, 000 per rep.”
Markley replied, “I am not convinced that the training would improve performance enough to justify the
costs. You know it isn‟t just the cost of the trainer. We would also have to bring these reps into
headquarters and pay their expenses while they are here. There would be some equipment and materials
involved…. All for a 5 percent increase in sales! I want to be sure that the 5 percent would more than
cover these costs. What about using computer training software to train the new reps? Eng I read says that
all of the top companies are using online programs to do a lot of their training and that they are saving
bundles in the process.”
“I‟ve have checked into that option,” Parsons said, “but I don‟t think that a basic off-the –shelf program
would be very effective for training inexperienced graduates and the initial cost of developing a
customized program would be excessive- a minimum of $3,00,000 with each additional week module
costing $50,000. Besides, I think an online program works best for refresher training or for introducing
new product information, not for teaching basic selling skills- that should be face-to-face training.” “OK,”
said Markley, “you put together an analysis that considers all the costs of these training options, and ten
make a recommendation to me. Be sure that you look at the increase in sales that will be necessary to
cover these additional costs.”
Parsons left the meeting already calculating the costs in her head. She knew that bringing a rep into
headquarters would cost $250 per rep for travel and $750 per rep per week for lodging and meals.
Materials for any of the programs would likely add an extra $100 per rep and the audiovisual equipment
for the face-to-face training would be headed for her office, where she could put all of these costs together
in order to make a reasoned recommendation to Markley as soon as possible.
Question:
What type of training program should Mickie Parsons recommend to Keat Markley? What‟s your
reasoning for your recommendation?
Section C: Applied Theory (30 Marks)
END OF SECTION B
Examination Paper of Sales Management
IIBM Institute of Business Management 9
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. Elaborate the Role of Area Sales Manager?
2. Define the term selection? How would you explain the selection process?
3. What is Incentive? Define the types of Incentives?
S-2-300813


RISK MANAGEMENT IIBM EXAM ANSWER PROVIDED

RISK MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Risk Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM. 100
Risk Management
Section A: Objective Type & Short Questions (30 Marks)
Part One:
Multiple Choices:
1. Which of the following is the characteristic of forward contract?
a. Is traded over the counter?
b. Is a customized financial product
c. Is a credit derivative
d. Both a & b
2. Coordinating all the operational risk activities of the bank, working towards achievement of the stated
goals & objective are the task attributed to:
a. Operational risk management committee
b. Operational risk management department
c. Operational risk management officers
d. Chief risk officer
3. This is the risk of adverse deviations of the mark-to-market value of the trading portfolio, due to market
movements; during the period required to liquidate the transactions.
a. Market Risk
b. Liquidation Risk
c. Market liquidity Risk
d. Credit & counterparty Risk
4. A fraud acts by a third party, of a type intended to defraud, misappropriate property or circumvent the
law is called____________
a. Internal fraud
b. External fraud
c. Damage to physical assets
d. Clients, products & business practices
5. In the standardized approach, bank‟s activities are divided into how many business lines?
a. 4
b. 6
c. 8
d. 10
6. Credit risk management committee & credit policy & procedures committee monitors__________
 This section consists of Multiple Choices and Short Notes Type Questions.
 Answer all the questions.
 Part one carries 1 mark each and Part Two carries 5 marks each.
Examination Paper of Risk Management
IIBM Institute of Business Management 2
a. Market risk
b. Credit risk
c. Operational risk
d. All of the above
7. Which of the following is the duty of risk management committee for credit?
a. Implementation of risk management policy for credit strategy
b. Monitor credit risk
c. Regulatory/ Legal compliances
d. All of the above
8. Duration is defined as___________
a. Time to maturity
b. Average time
c. Weighted average time to maturity
d. Remaining maturity
9. ALCO stands for _____________
10. RAROC stands for _____________
Part Two:
1. List the principles of risk management.
2. Discuss the sources of risk.
3. What is „Asset liability management‟? List its objectives in banks.
4. Write a short note on Interest rate risk.
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Everybody Bank was set up with a registered office at Gwalior in 1995-96 by a leading financial
organization, when the government liberalized its policies and allowed private sector banks to operate. The
branch at Gwalior was established on November 13, 1995. Everybody bank was the first private sector bank
to commerce its operations at Gwalior. The bank had the advantage of being the first and got good business.
Subsequently, other private sector banks also opened their branches in Gwalior. Dinesh joined the branch as
branch head in june-1998. His focus was to retain the leadership of the bank with improved profitability. He
adopted a multi-programmed strategy which yielded good results during the three years of working. The
END OF SECTION A
Examination Paper of Risk Management
IIBM Institute of Business Management 3
bank not only continued to be a leader in private sector banks but also established nationalized banks. In
2001, it stood to the State Bank of India. Profitability also improved during these years.
Dinesh had joined Everybody Bank in 1997, after serving more than 20 years in a leading nationalized
bank. After serving for 1.5 years in other branches, he was posted at the Gwalior‟s branch as the Branch
head in June 1998. The new generation of banks was setup with a clear focus on the corporate sector during
its initial phases. The Gwalior branch of everybody bank also had the same focus with 85 percent of total
advances in the corporate sector and a residual 15 percent in the retail sector. Gradual opening up of the
economy, and increasing competition, forced the corporate sector to improve the quality of services and to
reduce the cost. In its search, the interest component gained focus and the corporate started looking for
avenues to mobilize low cost funds. RBI also gradually reduced the bank rate resulting in reduction of the
margin of profit, in the banks.
The deposits of the Gwalior branch consisted of high cost funds, namely, certificate of deposits at the rate
of 13-14 percent. The need of the hour was to collect the resources; therefore, all resources were tapped
irrespective of their costs. Considering the reduction in the margin of corporate sector, the bank changed its
focus from the corporate to the retail segment. It came up with the portfolio of schemes in the housing
loans, car loans, educational loans, loan against demat shares and personal loans. It resulted in the increases
of the share of retail segment from 15 percent to 50 percent and corresponding reduction in the corporate
segment from 85 percent to 15 percent. The strategy resulted in the improvement of the margin of the bank
to a level of 3-4 per cent.
Another strategy adopted by the bank, with a view to reduce the cost of resources, was to concentrate on
saving bank account and current account. With a view to tap the low cost funds, the strategy adopted was to
setup a network of branches in various cities. In 1998, there was only one branch in the city and by the end
of 2001 the number of ATMs across the city. The number of ATMs increased from one to five by 2001.
They also came up with services like mobile banking, internet banking etc.
Another important step taken by Dinesh in this direction was established high service standards. The
complaints from the customers were taken up seriously. Also, schemes of performance-linked
increment/bonus were adopted. The performance expectations of the management were high. The bank also
focused on all the areas of administrative cost very reduction. In this direction the staff requirement was
reviewed and the class four positions were reduced. The arrangements with taxi operators: courier service
companies were renegotiated for reducing the cost. For example, the courier cost per package was reduced
from Rs. 30 to Rs. 15. The executives voluntarily decided to travel in the economy class and do not during
the night, so as to avoid overnight stay charges. Although the not, the overtime allowances was permissible,
but in order to reduce the cost, the practice of payment of overtime was stopped. These strategies resulted in
saving of the bank, from Rs. 4.2 crores in 1998, to cover Rs 20 crores in 2001. total deposits increased
during these three years from Rs. 112 crores to 200 crores.
The assets of the bank had increased from 100 crore in 1998 to 267 crore in 2001. in addition to this, 65
crores were sanctioned in a non-fund limit. Dinesh also concentrated on improving the quality of assets.
The proactive approach of Dinesh resulted in the leading position of the branch during his tenure of three
years as the bank, i.e. , business per employee was the highest amongst all the 65 branches of the bank and
on the basis of profit per employee, the branch was ranked third. Achievements of Dinesh were appreciated
by the management in the meeting. After returning to his headquarters, sitting in his chamber he has
wondering as to what should be his future plan of action for further growth.
Questions:
1. Critically analyze the strategies adopted by Dinesh to retain the leading position.
2. What additional steps Dinesh could have taken to improve the profitability?
Caselet 2
Examination Paper of Risk Management
IIBM Institute of Business Management 4
Established in 1950 Ramakrishna Motors Ltd.is one of the India‟s pioneers in vehicle Manufacturing with a
total investment of Rs.500 crore and currently has a gross capital Employed of Rs 906 crores (Annexure
I).Over the years, Ramakrishna Motors Ltd, has Established a reputation as a quality-conscious company
with a unique corporate culture. The company had collaboration with Tshi Mishu, Japan Ramakrishna
Motors Ltd. Was Recognized internationally for its expertise in design and manufacture of a wide range of
Products from general purpose engines to specialty, technology and processes. Ramakrishna Motors had a
single product in the car segment named Amanda. Ramakrishna Motors Ltd. Is a part of Ramakrishna
group, which besides automobile manufacturing also had an Export company? The company had enjoyed a
monopoly in the passenger car segment for 50 years. However it had failed to diversify into other related
products or introduce cars; in different segments. It had started its operations throughout the country and
had plants located at Rajkot, Nagpur, Bangalore and Agra.
AGRA PLANT
The Agra plant was established in April, 1989 with an investment of Rs 150 crores. The project was an
ambitious venture started with the intention of converting Agra into the Detroit of India. The required
investment of Rs.150 crores was funded by the promoter as Well as various financial institutions such as
International Financial Corporation (IFC), Asian Development Bank, IDBI, IFCI and ICICI. The
institutions provided the funds on The basis of the future projections of the Agra plant. The plant was able
to acquire funds at The rate of 6.25% from foreign financial institution namely, IFCI and Asian
Development Back whereas, the loan from the Indian financial institutions namely, IDBI, ICICI and IFCI
was obtained at 16%. The plant was set up on 40 acres of land which was leased from the Uttar Pradesh
State Government for 99 years at the low rate of 0.05 paisa per square metre. The plant employed a total of
1,000 persons consisting of both skilled and unskilled personnel to man the unit. The Agra plant had two
units namely, the gear box unit and engine unit. The machinery installed in the plant was state-of-the-art
technology and imported mainly from Japan. The total investment in plant and machinery was Rs. 120
crores which was depreciated under Schedule 14 of the Companies Act, 1956 at the rate of 4.75% for single
shift and at the rate of 8.25% for the double shift for the purpose of Income Tax Act. The plant was initially
hoping to come out with a car in the small car segment called Libra. The car was expected to capture a large
market segment due to its high quality, cost competitiveness and few players in the market. However, the
company failed to obtain the license for the manufacture of the vehicle due to the government requirement
of foreign currency which resulted in the license going to Maruti Udyog Limited which was a foreign
collaboration of Government of Government of India with Suzuki, Japan. It was therefore, decided that the
Agra plant would act as a feeder plant for the Bangalore plant, which manufactured the model Amanda. The
Agra plant hoped to supply 30,000 units and thereby, achieve 100% installed capacity utilization.
In the early nineties the process of liberalization and globalization was ushered into Indian economy. This
process of liberalization saw the end of the license raj and a number of new players in the car manufacturing
segment entered the market. Due to this, the company‟s product faced stiff competition and there was a
steady decline in the sales of Amanda. This resulted in a decline in demand of the parent plant for the
products manufactured at Agra. The parent company which had a total workforce of 16,000 began
downsizing and retrenched 10,000 of its employees. The Agra plant which had 1,000 employee strength
downsized itself to a total of 500 employees. This plant which was set up anticipating 100% capacity
utilization saw itself facing a problem of under utilization of production capacity as only 40% of the
capacity could be utilized. The Agra plant being a feeder plant found itself in a loss making situation where
it became difficult to recover its fixed overheads. At around this time, the Indian economy too was hit by a
recessionary phase and there was an overall decline in demand in the passenger car segment. The Agra
plant started considering ways to get itself out of the loss making situation.
The plant has been recording a loss and although it has paid back the IFC loan, it has been unable to pay
back the Indian financial institutions as a result of which it was unable to get any further funding from
them. In 1999, one of its competitors Ford Company Ltd. Approach the plant with a proposal for using the
Examination Paper of Risk Management
IIBM Institute of Business Management 5
unutilized capacity. The proposal was that the five C‟s namely, cylinder block, cylinder head, crank shaft,
cam shaft and connecting rod which the plant was making for its parent company, would be modified and
homolocated for the Ford company cars. This would involve an expense of approximately Rs. 2 crores in
terms of general equipment. However, specific equipment and tools would be invested by the Ford
Company. In case the arrangement was discontinued at a later date, the Ford Company would take away its
equipment. The arrangement would increase capacity utilization of the Agra plant to the extent of 5%. The
finance manager was seriously considering this proposal and was analyzing the investment decision on the
basis of Accounting Rate of Return.
Questions:
1. Evaluate the company‟s investment decision with specific reference to the Agra plant.
2. Had you been the finance manager, would you accept Ford Motors proposal? Why?
3. Do you think the finance manager needs to be concerned about the low depreciation provision?
Why?
4. What according to you is the source of finance available to Ramakrishna Motors Ltd in case it is
required to finance the Ford proposal for the Agra plant?
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carry 15 marks each.
 Detailed information should from the part of your Answer (Word limit 200 to 250 words)
1. Define “Risk”, Explain types of risk faced by a bank or financial institutions?
2. What is “Credit risk management”? Explain its objectives?
END OF SECTION B
END OF SECTION C
Examination Paper of Risk Management
IIBM Institute of Business Management 6
IIBM Institute of Business Management
Examination Paper MM.100
Risk Management and Financial Institutions
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Notes type questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 Marks each.
Part One:
Multiple Choices:
1. The options where the strike price is close to the price of underlying asset is:
a. At-the-money options
b. In-the-money options
c. Out-of-the money Options
d. All of these
2. Which of the following are the non-traditional derivatives?
a. Weather derivatives
b. Oil derivatives
c. Natural gas derivatives
d. All of the above
3. An option gives the holder the right to sell the underlying asset by a certain price is termed
as_____________
a. Call option
b. Put option
c. American option
d. European option
4. A product where value at any given time is linearly dependent on the value of an underlying market
variable is:
a. Linear product
b. Non-Linear product
c. Both a & b
d. None of these
5. The agreement between two companies to exchange cash flows in the future known as____________
a. Future
b. Forward
c. Swap
Examination Paper of Risk Management
IIBM Institute of Business Management 7
d. Options
6. The life insurance lasts for a specified period & pays a lump sum either when the policy holder dies or
at the end of the period, which ever, is known as____________
a. Variable life insurance
b. Group life insurance
c. Whole life insurance
d. Endowment life insurance
7. When an company wishing to issue is not publicly traded, the share issue known as____________
a. Equity share
b. Initial public offer(IPO)
c. Debenture
d. None of these
8. VAR stands for______________
9. The volatility of this model is changes with the passage of time
a. EMWA Model
b. GAMMA Model
c. VEGA Model
d. GARCH Model
10. LIBOR is stands for ______________
Part Two:
1. What is difference between open-ended and close-ended mutual fund?
2. Write short note on „option contract‟?
3. What are the main sources of liquidity for financial institution?
4. Explain the Concept of „Exchange-Traded Markets‟?
Section B: Practical Problems (40 Marks)
 This section consists of Practical Questions.
 Answer all the questions.
 Each Question carries 10 marks.
 Detailed information should from the part of your answer.
1. In the 1980s, Bankers Trust developed index currency option notes (ICONs). These are bonds in which
the amount received by the holder at maturity varies with a foreign exchange rate. One example was its
trade at maturity varies with a foreign exchange rate. One example was its trade with the Long Term
END OF SECTION A
Examination Paper of Risk Management
IIBM Institute of Business Management 8
Credit Bank of Japan. The ICON specified that if the yen/US dollar exchange rate, ST , is greater than
169 yen per dollar at maturity (in 1995), the holder of the bond receives $1,000. If it is less than 169
yen per dollar, the amount received by the holder of the bond is
1,000- max[0, 1,000 (169 – 1)
ST
When the exchange rate is below 84.5, nothing is received by the holder at maturity. Show that this
ICON is a combination of a regular bond and two options.
2. Suppose that the risk-free zero curves is flat at 7% per annum with continuous compounding and that
defaults can occur halfway through each year in a new 5- year credit default swap. Suppose that the
recovery rate is 30% and the default probabilities each year conditional on no earlier default are 3%.
Estimate the credit default swap spread. Assume payments are made annually.
3. Suppose that 6- month, 12-month, 18-month, 24-month, and 30-month zero rates are 4%, 4.2%, 4.4%,
4.6%, and 4.8% per annum, respectively, with continuous compounding. Estimate the cash price of a
bond with a face value of 100 that will mature in 30 months and pays a coupon of 4% per annum
semiannually.
4. Suppose that the economic capital estimates for two business units are as follows:
Business Unit
1 2
Market risk 10 50
Credit risk 30 30
Operational risk 50 10
The correlation between market risk and credit risk in the same business unit is 0.3. the correlation
between credit risk in one business unit and credit risk in another is 0.7. the correlation between
market risk in one business unit and market risk in the other is 0.2.
All other correlations are zero. Calculate the total economic capital. How much should be allocated
to each business unit?
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should from the part of your answer (Word limit 200 to 250 words).
END OF SECTION B
SECTION B
Examination Paper of Risk Management
IIBM Institute of Business Management 9
1. Define “Derivative market”. Explain the types of derivative market?
2. What is “Operational Risk”. Explain the categories of operational risk?
S-2-300813
END OF SECTION C
SECTION C


DATA MINING AND PREDICTIVE ANALYTICS IIBM EXAM ANSWER PROVIDED

DATA MINING AND PREDICTIVE ANALYTICS IIBM EXAM ANSWER PROVIDED

Examination Paper of Data Mining and Predictive Analytics
a. all of the above
IIBM Institute of Business Management
IIBM Institute of Business Management Examination Paper
Data Mining and Predictive Analytics
MM.100
Section A: Objective Type & Short Questions (30 marks) Part one:
Multiple choice:
I. Background knowledge referred to
a) Additional acquaintance used by a learning algorithm to facilitate the learning process
b) A neural network that makes use of a hidden layer
c) It is a form of automatic learning.
d) None of these
II. Querying of unstructured textual data is referred to as
a) Information access
b) Information updation
c) Information manipulation
d) Information retrieval
IV. A manual component to data mining, consists t processing data in form of
a) Discovered processes
b) Discovered algorithms
c) Discovered features
d) Discovered patterns
VI. Analysis tools precompute summaries of very large amounts of data, in order to give
a) Queries response
b) Data access
c) Authorization
d) Consistency
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
III. A manual component to data mining, consists of preprocessing data to a form acceptable to
a) Variables
b) Algorithms
c) Rules
d) Processes
V. Patterns that can be discovered from a given database, can be of
a) One type only
b) No specific type
c) More than one type
d) Multiple type always
Examination Paper of Data Mining and Predictive Analytics
IIBM Institute of Business Management
VII. Data can be store , retrieve and updated in …
a) SMTOP
b) OLTP
c) FTP
d) OLAP
VIII. Which of the following is a good alternative to the star schema?
a) snow flake schema
b) star schema
c) star snow flake schema
d) fact constellation
XI. Background knowledge is…
a) It is a form of automatic learning.
b) A neural network that makes use of a hidden layer
c) The additional acquaintance used by a learning algorithm to facilitate the learning process
d) None of these
X. Which of the following is true for Classification?
a) A subdivision of a set
b) A measure of the accuracy
c) The task of assigning a classification
d) All of these
Part Two:
1. What are data mining techniques? (5)
2. What are the applications of data mining? (5)
3. Why is data mining important? (5)
4. Differentiate Between Data Mining And Data Warehousing? (5)
Section B: Caselets (40 marks)
Caselet 1
User-generated content is an indispensable part of today’s industry as every other company needs user data to sell and buy products and provide the best possible support to its users and clients. While user data is important, it needs to be processed to make it relevant for the company. Data mining is the most important tool to process such data and make it relevant and useful.
The decision tree algorithm with the apriori algorithm can be used to support the needs of the client.
To explain this problem, we will turn to smart technology –something that makes our lives easier. Whenever we install any application in our smartphone, we are asked for permission for the installation, but we do not pay too much attention to the information these application require to be installed. In the process, we unknowingly
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Data Mining and Predictive Analytics
IIBM Institute of Business Management
disseminate varied information on maps, massages, contacts, etc. With the help of this information the application, besides collating customer data, also tries to support the users to make their life easier and at the same time makes them dependent on the application in the near future.
Once the user information is gathered, the data is analysed to get the required information so as to give the best information to the algorithm at different times. This type of analysis starts from data pre-processing steps, steps that have already been explained in Chapters 1 and 2. However, for this type of data pre-processing the information gain happens by designing the decision tree at different levels-the depth decision tree or 2-10 level decision tree as well.
Each data gives a valid point of information and these points are used in designing the clusters among different types of data but they are very centric in information as they provide the information of different users according to same contents. The frequency of the matching data is processed by means of decision tree under info gain and Apriori.
It is a common experience nowadays for different applications to recommend the same item for buying from different applications or portals, Users are also able to exercise their choices when it comes to reading the news by selecting the content that is more liked. Through their preferences, they provide the application information about the cognitive behavior of users. This allows prediction of the way a particular4 consumer behaves and recommendations are accordingly tweaked. Most studies of systems or online reviews so far have used only numeric information about sellers or products to examine their economic impact. The understanding that text matters has not been fully realized in electronic markets or in online communities. Insights derived from text mining of user-generated feedback can thus provide substantial benefits to businesses looking for competitive advantages.
Let us summarise some of the chief benefits utiling user-centric data:
 It saves money: Since the users themselves provide relevant content for prediction and subsequent recommendations, users data need not be bought and efficiency in terms of time and costs in increased.
 It provides variety: By using the user data, the customer can be apprised of various new features or upgrades to the existing product. Further, the user gets to know about the discounts being offered and can avail the support extended to the end user.
 It offers a voice to the user: The company is in a position to offer individual customers different products as per individual preferences and a user can provide any specific information of the item he /she wants to use
.
These benefits of user-centric data should be firmly kept in mind to make such data more predictive and relevant in our fast-paced technological era.
Questions
1. What do you understand by user generated content? (10)
2. Do you really think user generated content is effective? (10)
Caselet 2
Big data is the collection and cross-referencing of large numbers and varieties of data sets that allows organizations to identify patterns and categories of cardholders through a multitude of attributes and variables. Every time customers use their cards, big data suggests the products that can be offered to the customers. These days many credit card users receive calls from different companies offering them new credit cards as per their needs and expenses on the existing cards. This information is gathered on the basis of available data provided by vendors.
There are quite a few option available to customers to choose from. Sometimes customers even switch their existing credit card companies. But competition may not always work in the best interests of consumers. It also
Examination Paper of Data Mining and Predictive Analytics
IIBM Institute of Business Management
involves bank’s profit. Competition may also be focused on particular features of credit cards that may not represent long-term value or sustainability.
Those paying interest on balances may be paying more than they realize or expect. Some consumers use up their credit limits quickly or repeatedly make minimum payments without considering how they will repay their credit card debt. A proportion of consumers may also be over-borrowing and taking on too much debt, and there are signs that some issuers may profit more from higher risk borrowers (by which we mean customers at greater risk of credit default).
With the launch of this credit card market study, we intend to build up a detailed picture of the market and assess the potential identified issues. We plan to focus on credit card services offered to retail consumers by credit card providers, including banks, mono-line issuers and their affinity and co-brand partners.
While mass marketing continues to dominate most retailers’ advertising budgets, one-to-one marketing is growing rapidly too. In this case study, you will learn how to improve performance by communicating directly with customers and delighting them with relevant offers. Personalised communication is becoming a norm. Shoppers now expect retailers to provide them with product information and promotional offers that match their needs and desires. They count on you to know their likes, dislikes and preferred communication method-mobile device, email or print media.
On the surface, generating customer-specific offers and communications seems like an unnerving task for many retailers, but like many business problems, when broken into manageable pieces, each process step or analytical procedure is attainable. First, let’s assume you have assembled promotions that you intend to extend as a group of offers (commonly called “offer bank”) to individual customers. Each offer should have a business goal or objective, such as:
 Category void for cross or up-selling of a particular product or product group
 Basket builder to increase the customer’s basket size
 Trip builder to create an additional trip or visit to the store or an additional e-commerce session
 Reward to offer an incentive to loyal customers
Questions
1. How Big data used in this case study- Define? (20)
Section C: Applied Theory (30 marks)
1. What Are Olap And Oltp? (15)
2. What Are Different Stages Of “data Mining”? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C


BUSINESS ANALYTICS USING SAS IIBM EXAM ANSWER PROVIDED

BUSINESS ANALYTICS USING SAS IIBM EXAM ANSWER PROVIDED

Examination Paper of Business Analytics Using SAS
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper Business Analytics Using SAS
MM.100
Section A: Objective Type & Short Questions (30 marks) Part one:
Multiple choice:
I. Which one of the following is the value of the variable
data work.one;a = 2;b = 3; c = a ** b;run;
(1)
a. 6
b. 8
c. 9
d. None of the above
II. Which one of the following statement can’t be part of “PROC FREQ” (1)
a. Output
b. Weight
c. Set
d. Tables
III. Which one is not a data type in SAS.
(1)
a. Numeric
b. Date
c. Character
d. Boolean
IV. Which of the following statements are used to read delimited raw data file and create an SAS data set (1)
a. Data, Infile, Input
b. Data, Set, Input
c. Data, Set, Infile
d. Data & Set
V. Which of these is casual model technique
(1)
a. Moving average
b. Exponential Smoothing
c. Regression
d. Trend Model
VI. When variance between predicted and actual values is not same, it is called –
(1)
a. Multicolinearity
b. Heteroskedasticity
c. Homoscadesticity
d. Autocorrelation
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Business Analytics Using SAS
IIBM Institute of Business Management
VII. Is there a limitation of records in SAS? (1)
a. No
b. Ye
c. Can’t say
d. None of the above
IX. what is syntax used for assigning library in SAS (1)
a. LibSet
b. LibData
c. Data
d. Libname
VIII. Which one is not a window in SAS (1)
a. Editor
b. Log
c. drive
d. results
X. What is the syntax to print results in SAS (1)
a. Proc set
b. Proc print var
c. Proc Print
d. Proc Sql
Part Two
1 . Write data step to assign work dataset, say ABC with limitation of 10 observations only? (5)
2. Write the role of PDV in SAS (5)
3. Explain lib name function with read-only access (5)
4. What is the starting date in SAS, how does SAS reads any given date (5)
Section B: Caselets (40 marks)
Caselet 1
1. Answer the question based on data given below. Name of the dataset is class-
Roll Number
Class
Age
Gender
Subject
Sports
001
1
10
M
Maths
Cricket
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Business Analytics Using SAS
IIBM Institute of Business Management
002
1
11
M
English
Tennis
003
2
9
F
Maths
Football
004
4
7
F
Science
Football
005
3
7
M
Maths
Cricket
006
5
10
F
Science
Tennis
007
3
7
F
Art
Cricket
Questions
1. Write code to see frequency distribution by Gender & Subject? (10)
2. Write code to filter student age less than 10 and like football and Maths? (10)
3. Write code to sort the data by age? (10)
4. Which sport has the maximum demand, write code to see proportionate (10)
Section C: Applied Theory (30 marks)
1. Explain how SAS can replace excel, talk about 3 key features of SAS? (15)
2. What is the meaning of debugging in SAS, how can it help in code writing?
(15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C


ANALYTICS WITH R IIBM EXAM ANSWER PROVIDED

ANALYTICS WITH R IIBM EXAM ANSWER PROVIDED

Examination Paper of Analytics with R
IIBM Institute of Business Management
IIBM Institute of Business Management Examination Paper
Analytics with R
MM.100
Section A: Objective Type & Short Questions (30 marks) Part one:
Multiple choice:
I. R is an programming language?
a) Closed source
b) GPL
c) Open source
d) Definite source
II. Who developed R?
a) Dennis Ritchie
b) John Chambers
c) Bjarne Stroustrup
III. R was named partly after the first names of R authors?
a) One
b) Two
c) Three
d) Four
IV. Packages are useful in collecting sets into
unit ?
a) Single
b) Multiple
V. R is an interpreted language so it can access through ?
a) Disk operating system
b) User interface operating system
c) Operating system
d) Command line interpreter
VI. Many quantitative analysts use R as their tool?
a) Leading tool
b) Programming tool
c) Both the above
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Analytics with R
IIBM Institute of Business Management
VII. Predictive analysis is the branch of
analysis?
a) Advanced
b) Core
c) Both the above
VIII. is used to make predictions about unknown future events?
a) Descriptive analysis
b) Predicitive analysis
c) Both the above
XI. How many steps does the predictive analysis process contained?
a) 5
b) 6
c) 7
d) 8
X. How many types of R objects are present in R data type?
a) 4
b) 5
c) 6
d) 7
Part Two:
1. Explain the data import in R language. (5)
2. Explain how to communicate the outputs of data analysis using R language. (5)
3. What is R? (5)
4. What are the disadvantages of R Programming? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Analytics with R
IIBM Institute of Business Management
Caselet 1
In the internet era, prediction of customer behavior is a very valuable insight, since it helps a marketer to analyse its products’ value and send updates for selling its products. The online market depends on the history of its customers. Devising new strategies for markets and attracting customers to stores and trying to convert the incoming traffic into sales profitably are all vital to the financial health of retailers. Every retailer uses different strategies to increase store traffic and convert traffic into profits. They invest in prime real estate with desirable properties such as high foot-traffic of their targeted customer segments, customer populations, customer convenience and visibility. Once they determine a location, retailers drive store traffic in a variety of ways such as spending on advertising, offering loss-leader about the products with various discounts or conducting various promotional events in local markets, such as offering discounts at various levels or price deductions. Whenever costumers visit a store, retailers try to convert the customers profitably through several means. They ensure that the right product is available at the right place, at the right time and at the right price. They invest in store labour to ensure that costumers experience a good and competitively priced shopping service that would encourage them to purchase and return to the store in future as well. Such relationships are critical to retailers for the following reasons. First , they get to know the feedback of other stores and requirements of the customers. Financial data of the local customers can be calculated using time series data. Decision tree is very important for this type of problem as we can calculate the risk factors in the local market and understands the needs of the customers from their previous behavior. This is also known as learning the cognitive behavior of the customer. Let us take the example of iphone 7 that was launched recently. This brand also uses time-series analysis for understanding the behavior of their customers by means of data gathered from the earlier models like iphone 6 and iphone 6s. How the customer used these earlier models and what features they look for in competitive products provides important insights for product development. Decision tree is very useful for gathering information about new market values as these depend on the time series that comes from historical data. Using such data, we can analyse information from new products as well . We can analyse customer behavior in conjunction with their financial status and give them best discounts for their needs. If we analyse historical data, many products have failed badly because they were not able to understand the requirements of the market at that time. So, to play it safe, every company nowadays tries to understand the market and its needs as per the market values, thus, creating a decision tree from the time-series data is an essential task for them. Decision trees can help in reducing errors by means of information gain from the parent to the child. Tree baised induction in ID3 helps to generate a recommendation engine. Such an engine is a powerful tool to understand the needs of the market and help companies choose profitable markets. Decision trees have many features that are very helpful to retailers and companies for offering discounts by comparing the information gain and loss in the market. This is also done by understanding the behavior of the customer with regards to the new product and older products-iphone 6 and 6s being pertinent examples here because after launching iphone 7 and 7s the prices of iphone 6 and 6s were reduced by 20k in the Indian Market. Using decision tree and its properties in data mining, we can increase the profits for retailers and help companies convert customer traffic into profits. Data mining is presented in more detail in the next few chapters.
Questions
1. What is the features of decision trees? (10)
2. Define properties in data mining, by which we can increase the profits for retailers? (10)
Examination Paper of Analytics with R
IIBM Institute of Business Management
Caselet 2
The term, ‘recommender systems’ is widely used nowadays. Recommender systems are composed of very simple algorithms that aim to provide the most relevant and accurate information to users by sorting/filtering useful information from very large databases. Recommendation enginers discover data patterns from a given dataset by learning the consumers’ information and then producing outcomes that correlate to their needs and interests. In addition, recommendation engines narrow down the risk that could become a complex decision to just a few recommendations search. Big data supports recommendations at an unimaginable level these days. Recommendation engines work mainly in one of the following two ways, viz., either they rely on the properties of items with their bread crumps that a uses likes, which are analysed to determine what else the user may like, or they rely on the likes and dislikes of other users, which the recommendation engine uses to compute a similarity index between users and recommends items to them accordingly . It is also possible to combine both these methods to build a highly-advanced recommendation engine. The main goal is to achieve the recommended collective information of users for the items that might interest customers. These systems have access to user-centric information with profile attributes, such as demographics and product descriptions. They differ in the way they interact while analyzing the data to develop affinity values between users and items, which can be used to indentify well-matched pairs. A collaborative filtering system is used for matching and analyzing historical interaction alone, while content-based filtering is used for profiling-based attributes. Let us see how we can implement a recommendation engine with a collaborative memory-based recommendation engine. However, before that we must first understand the logic behind such a system. To this engine, each item and each user is nothing but an identifier or token element. Let us take the example of Netflix . Please note that we will not take any other attribute of a movie, such as cast, director, genre, etc., into consideration while generating recommendations for users. The similarity between two users is represented by using a decimal number between- 1.0and 1.0.. We will call this number, the similarity index. The possibility of a user liking a movie will be represented by using another decimal number between -1.0 and 1.0. Now that we have modeled the world around this system using simple terms, we can unleash a handful of elegant mathematical equations to define the relationship between these identifiers and numbers. In our recommendation algorithm, we will maintain a number of sets, which should represent a member of supersets with all users and identifiers. Each user will have two sets, viz., a set of movies the user likes and a set of movies the user dislikes, Each movie will also have two sets associated with it, viz., a set of users who liked the movie and a set of users who disliked the movie. During the performance where recommendations start to generate, a number of sets will be produced, mostly unions or intersections of the other sets. We will also have ordered lists of suggestions and similar users for each user. Similarly, like movies we can use the following recommendations. Personalised Product Information E-commerce Sites Such engines help in understanding customers’ preferences on the basis of their visit on the website. They show the customers the most relevant recommendation-type products as per their needs or there likes in real time. Recommendation improve as the cognitive learning improves with regression about each visitor each time. Website Personalisation
This is used by many organizations to calculate revenue on the basis of the number of hits from visitors. It increases their sales and targets new customers through segmentation into different cluster. It also allows getting in touch by message-centric methods. Real-time Notifications This is used by e-commerce for letting their customers know about the new top selling brands and available discounts. Such engines help brands build trust among their customers and create a sense of presence and urgency while showing real-time notification of shoppers’ activities on their website.
Questions
1. Which filtering system is used for matching and analysing historical interaction alone and define? (20)
Examination Paper of Analytics with R
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
1. Compare R & Python (15)
2. Explain the data import in R language (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).


IIBM MBA ONGOING EXAM ANSWER PROVIDED

IIBM MBA ONGOING EXAM ANSWER PROVIDED

Examination Paper of Financial Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B-103
Examination Paper Financial Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Investment is the… (1)
a) Net additions made to the nation’s capital stocks
b) Person’s commitment to buy a flat or house
c) Employment of funds on assets to earn returns
d) Employment of funds on goods and services that are used in production process
II. Financial Management is mainly concerned with… (1)
a) All aspects of acquiring and utilizing financial resources for firms activities
b) Arrangement of funds
c) Efficient Management of every business
d) Profit maximization
III. The Primary goal of the financial management is….. (1)
a. To maximize the return
b. To minimize the risk
c. To maximize the wealth of owners
d. To maximize profit
IV. In his traditional role the finance Manager is responsible for (1)
a. Proper utilization of funds
b. Arrangement of financial resources
c. Acquiring capital assets of the organization
d. Efficient management of capital
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Financial Management
IIBM Institute of Business Management
V.Market Value of the shares are decided by
(1)
a. The respective companies
b. The investment market
c. The government
d. Shareholders
VI. The only feasible purpose of financial management is (1) a. Wealth maximization b. Sales maximization c. Profit maximization d. Assets maximization
VII. Financial management process deals with (1)
a. Investments
b. Financing decisions
c. Both a and b
d. None of the above
VIII. Agency cost consists of
(1)
a. Binding
b. Monitoring
c. Opportunity and structure cost
d. All of the above
IX. Finance Function comprises
(1)
a. Safe custody of funds only
b. Expenditure of funds only
c. Procurement of finance only
d. Procurement & effective use of funds
X.Financial management mainly focuses on (1)
a. Efficient management of every business
b. Brand dimension
c. Arrangement of funds
d. All elements of acquiring and using means of financial resources for financial activities
Part Two:
1. What Is The Financial Management Reform? (5)
2. Why Was The FMR Introduced? (5)
3. What Changes Will The FMR Introduce? (5)
4. What Is Financial Management Information System (FMIS)? (5)
END OF SECTION A
Examination Paper of Financial Management
IIBM Institute of Business Management
Section B: Caselets (40 marks)
Caselet 1
Your employer, a mid-sized human resources management company, is considering expansion into related fields, including the acquisition of Temp Force Company, an employment agency that supplies word processor operators and computer programmers to businesses with temporary heavy workloads. Your employer is also considering the purchase of a bigger staff & McDonald (B&M), a privately held company owned by two friends, each with 5 million shares of stock. B&M currently has free cash flow of $24 million, which is expected to grow at a constant rate of 5%. B&M’s financial statements report marketable securities of $100 million, debt of $200 million, and preferred stock of $50 million. B&M’s weighted average cost of capital (WACC) is 11%. Answer the following questions
Questions
1. Describe briefly the legal rights and privileges of common stockholders. (20)
Caselet 2
Casino is a large electrical construction company having a turnover of Rs.100 crores per annum. Since a few years the company has not been doing well in terms of profits. In order to find out the reason, a group of independent auditors were deployed to examine the operations of the company. The item they felt that needed closer attention was the budget control of new construction work. The audit showed that most electrical designs for new construction were carried out at the headquarters of the company by a project manager. In preparing a budget for a new project, he checked the expenses for similar jobs in the past, then simply multiplied them by various factors. The auditors found that during the past two years, most budgets were greatly overestimated. Incidentally, it was about two years ago that the project manager was given the primary responsibility for budgeting. In this role, he would submit his budget to the Expenditure Control Committee, consisting of higher-level managers who had only a limited interest in budgeting. It was to this committee that the project manager submitted requests for additional money whenever needed. Most of the requests were approved.
The chief auditor felt that the project team tended to “expand” the time needed to complete the task whenever the members thought the budget made it possible. In other words, they “adjusted” their productivity to match the money allocated to the project.
The auditors noted that other contractors could do similar jobs for 20% less money. They concluded that a new control procedure was needed.
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Financial Management
IIBM Institute of Business Management
Questions
1. What do you think of the budgeting process? (10)
2. What kind of control procedure should the auditors recommend? (10)
Section C: Applied Theory (30 marks)
1. Differentiate Between the Financial Management and Financial Accounting? (15)
2. Explain Briefly The Limitations of Financial Ratios? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

 

Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B102
Examination Paper
Human Resource Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The following is (are) concerned with developing a pool of candidates in line with the human resources plan (1)
a) Development
b) Training
c) Recruitment
d) All of the above
II. The following is (are) the key components of a business process Re-engineering program? (1)
a) Product development
b) Service delivery
c) Customer satisfaction
d) All of the above
III. The actual achievements compared with the objectives of the job is (1)
a) Job performance
b) Job evaluation
c) Job description
d) None of the above
IV. Performance development plan is set for the employee by his immediate boss. (1)
a) Employer
b) Department Head
c) Immediate boss
d) Any of the above
V.The following type of recruitment process is said to be a costly affair. (1)
a) Internal recruitment
b) External recruitment
c) Cost remains same for both types VI. The following is (are) the objective(s) of inspection. (1) a) Quality product b) Defect free products c) Customer satisfaction d) All of the above
Examination Paper of Human Resource Management
IIBM Institute of Business Management
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. Which of the following is an assumption of rationality to rationale decision making? (1)
a. Preferences are clear
b. Final choice will maximize payoff
c. The problem is clear and unambiguous
d. All of the above
VIII. ___________ is accepting solutions that are “good enough”. (1)
a. Bounded rationality
b. Satisficing
c. Escalation of commitment
d. None of the above
IX. The three important components in aligning business strategy with HR practice: (1)
a) Business Strategy, Human Resource Practices, Organizational Capabilities
b) Marketing Strategy, Human Resource Practices, Organizational Capabilities
c) Business Strategy, Human Resource Practices, Organizational structure
X. The basic managerial skill(s) is(are) (1)
a) To supervise
b) To stimulate
c) To motivate
d) All of the above
d) Marketing Strategy, Human Resource
Practices, Organizational structure
Part Two:
1. What is the nature of Human Resource Management? (5)
2. What is Human Resource Development (HRD) (5)
3. Discuss the future trends and challenges of HRM? (5)
4. What is manpower planning? (5)
Section B: Caselets (40 marks)
Examination Paper of Human Resource Management
IIBM Institute of Business Management
Caselet 1
Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a sales trainee in a sales office of a large computer hardware firm located in Chennai.
Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivandrum.
The sales growth of the products in his area was highly satisfactory owing to the developmental initiatives taken by respective State Governments in spreading computer education.
Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of office equipment sold by the company for Sanjay’s reference.
After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided
him with the material collected. Thereafter Raghvan excused himself and did not return.
Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving
office.
Questions
1. What do you think about Raghavan’s training program? (10)
2. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)
Caselet 2
Preeti was promoted three months ago from reservations supervisor to front-desk manager for Regency Hotel, an independent, 330-room hostelry. She enjoys her new management responsibilities and is pleased that the occupancy rate averaged 94 percent last month, way above the industry average. But at times she feels stressed by the confusion of managing all front-end operations of the hotel, from reservations and cashiering to the bell desk and concierge. She feels most at home handling the reservation function, a task she always enjoyed as a trainee because she likes to help people. About once a week the staff in the reservation function overbooks rooms, usually because of incomplete scans of conference sales files. Customers with reservations w,0110 arrive late are upset when they have to be referred 1, nearby hotels. Whenever overbooking occurs, Ms. eti takes over direct control of the reservations operation herself, often personally handling reservations for two or three days until order seems to return.
But sometimes while Ms. Preeti is off focusing on the reservations task, other problems arise. On five days last month, clerks at the reception desk checked in every “walk-in” who appeared without reservations. They assumed there would be ample no-shows among those holding reservations. On one occasion, Regency ended up oversold by 24 rooms. Mr. Alex, the hotel general manager, is concerned about Ms. Preeti’s development into her new management position. He knows Ms. Preeti is proud of the high occupancy levels (which mean greater profits) and doesn’t want to destroy that pride. However, he sees her as more interested in
Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
individual staff tasks (such as making reservations) than in the complexities of managing, training, and motivating her staff. He has talked with Ms. Preeti about balancing her activities as a manager. Alex emphasized that she needs to make sure her staff knows the systems and guidelines and be firm with employees who continue to check in guests when the hotel obviously will be overbooked. He plans to meet with her in a three-month performance review to see if he can shift her motivational expectations about the job.
Question:
1. Do Ms. Preeti’s problems seem to be the result of her lack of motivational immaturity or of her lack of motivational attention to her people? (20)
Section C: Applied Theory (30 marks)
1. What are the future challenges before managers? (15)
2. What is the process of HRP? (15)
S-2-010619

Examination Paper of Managerial Economics
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B106
Examination Paper
Managerial Economics
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Demand is determined by
(1)
a) Price of the product
b) Relative prices of other goods
c) Tastes and habits
d) All of the above
II. When a firm’s average revenue is equal to its average cost, it gets (1)
a) Super profit
b) Normal profit
c) Sub normal profit
d) None of the above
III. Managerial economics generally refers to the integration of economic theory with business
(1)
a) Ethics
b) Management
c) Practice
d) All of the above
IV. Which of the following was not immediate cause of 1991 economic crisis (1)
a) Rapid growth of population
b) Severe inflation
c) Expanding Fiscal deficit
d) Rising current account deficit
V.Money functions refers to : (1)
a) Store of value
b) Medium of Exchange
c) Standard of deferred payments
d) All of the above VI. Given the price, if the cost of production increases because of higher price of raw materials, the supply (1) a) Decreases b) Increases c) Remains same d) Any of the above
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Managerial Economics
IIBM Institute of Business Management
VII. Total Utility is maximum when (1)
a. Marginal Utility is maximum
b. Marginal Utility is Zero
c. Both of the above
d. None Of The Above
VIII. Cardinal approach is related to (1)
a. Equimarginal Curve
b. Law of diminishing returns
c. Indifference Curve
d. All of the above
IX. Marginal Utility curve of a consumer is also his (1)
a) Supply Curve
b) Demand Curve
c) Both of above
d) None of above
X. Government of India has replaced FERA by (1)
a) The competition Act
b) FRBMA
c) MRTP Act
d) FEMA
Part Two:
1. What is Managerial Economics? What is its relevance to Engineers/Managers? (5)
2. “Managerial Economics is economics that is applied in decision making” Explain? (5)
3. Differentiate b/w, Micro economics vs. macroeconomics? (5)
4. Factors Affecting Price Elasticity of Demand? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Managerial Economics
Caselet1
Dabur is among the top five FMCG companies in India and is positioned successfully on the specialist herbal platform. Dabur has proven its expertise in the fields of health care, personal care, home care and foods. The company was founded by Dr. S. K. Burman in 1884 as small pharmacy in Calcutta (now Kolkata), India. And is now led by his great grandson Vivek C. Burman, who is the Chairman of Dabur India Limited and the senior most representative of the Burman family in the company. The company headquarter is in Ghaziabad, India, near the Indian capital New Delhi, where it is registered. The company has over 12 manufacturing units in India and abroad. The international facilities are located in Nepal, Dubai, Bangladesh, Egypt and Nigeria. S.K. Burman, the founder of Dabur, was trained as a physician. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. Soon, he started preparing natural remedies based on Ayurveda for diseases such as Cholera, Plague and Malaria. Due to his cheap and effective remedies, he became to be known as ‘Daktar’ (Indian izedversion of ‘doctor’). And that is how his venture Dabur got its name—derived from Daktar Burman. The company faces stiff competition from many multinational and domestic companies. In the Branded and Packaged Food and Beverages segment major companies that are active include Hindustan Lever, Nestle, Cadbury and Dabur. In case of Ayurvedic medicines and products, the major competitors are Baidyanath, Vicco, Jhandu, Himani and other pharmaceutical companies.
Vision statement of Dabur says that the company is “dedicated to the health and wellbeing of every household”. The objective is to “significantly accelerate profitable growth by providing comfort to others”. For achieving this objective Dabur aims to:
 Focus on growing core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology.
 Be the preferred company to meet the health and personal grooming needs of target consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of Ayurveda and herbs with modern science.
 Be a professionally managed employer of choice, attracting, developing and retaining quality personnel.
 Be responsible citizen with a commitment to environmental protection.
 Provide superior returns, relative to our peer group, to our shareholders.
Chairman of the company
Vivek C. Burman joined Dabur in 1954 after completing his graduation in Business Administration from the USA. In 1986 he was appointed as the Managing Director of Dabur and in 1998 he took over as Chairman of the Company.
IIBM Institute of Business Management
Examination Paper of Managerial Economics
Under Vivek Burman’s leadership, Dabur has grown and evolved as a multi-crore business house with a diverse product portfolio and a marketing network that traverses the whole of India and more than 50 countries across the world. As a strong and positive leader, Vivek C. Burman had motivated employees of Dabur to “do better than their best”—a credo that gives Dabur its status as India’s most trusted nature-based products company.
Leading brands
More than 300 diverse products in the FMCG, Healthcare and Ayurveda segments are in the product line of Dabur. List of products of the company include very successful brands like Vatika, Anmol, Hajmola, Dabur Amla Chyawanprash, Dabur Honey and Lal Dant Manjan with turnover of Rs.100 crores each.
Strategic positioning of Dabur Honey as food product, lead to market leadership with over 40% market share in branded honey market; Dabur Chyawanprash is the largest selling Ayurvedic medicine with over 65% market share. Dabur is a leader in herbal digestives with 90% market share. Hajmola tablets are in command with 75% market share of digestive tablets category. Dabur Lal Tail tops baby massage oil market with 35% of total share.
CHD (Consumer Health Division), dealing with classical Ayurvedic medicines, has more than 250 products sold through prescription as well as over the counter. Proprietary Ayurvedic medicines developed by Dabur include Nature Care Isabgol, Madhuvaani and Trifgol.
However, some of the subsidiary units of Dabur have proved to be low margin business; like Dabur Finance Limited. The international units are also operating on low profit margin. The company also produces several “me – too” products. At the same time the company is very popular in the rural segment.
Questions
1. What is the objective of Dabur? Is it profit maximisation of growth maximisation? (10)
2. Do you think the growth of Dabur from a small pharmacy to a large multinational company is an indicator of the advantages of joint stock company against the proprietorship form? Elaborate. (10)
Caselet2
The Regina Company„ one of the largest inakets of vacuum cleaners recent’) had scv cfc ptollkins with the quality of its products. The market responsc to this 1ak of quality caused financial problems for Ow company. in late 1995. Regina began having return rates as high as 30 to 50 percent on some of its Housekeeper and Housekeeper Plus models. These models were sold primarily through discount stores. Further, Regina’s Spectrum vacuum cleaner, an upgraded version sold in specialty stores, was introduced in 1995 with many quality problems. ef The specific problems identified for the Housekeeper and Housekeeper Plus models were associated with faulty belts and weak suction. In the Spectrum model, the agitator was melting; and making a loud noise, the foot pedals were breaking, and the steel-encased motor (which had been advertised as the
IIBM Institute of Business Management
Examination Paper of Managerial Economics
power source for the vacuum cleaner) had been replaced with a less desirable. less reliable motor.
As a result of these problems, Target stores discontinued Regina’s Housekeeper Plus model after reporting that “at least half of those sold were returned.” At Starmart, which accounts for about a quarter of the Housekeeper sales, I. out of every 5 machines sold was returned. To help service customer complaints, Regina set up an 800 telephone number for customers to contact the firm. directly. The sales returns caused Regina’s shareholders to question the 1995 fiscal earnings report. Furthermore, both inventories and accounts receivable doubled during the 1995 fiscal year. At the end of that period, Regina’s chairman and 40 percent stockholders
Resigned. The chairman’s resignation was closely followed by a company announcement stating that the financial results reported for the 1995 fiscal year were materially incorrect and had been withdrawn. This announcement brought a suit from shareholders who had bought Reoina stock on the basis of the 1995 camings report. It also prompted an audit of the 1995 results and a request to another accounting organization to work on Regina’s business and accounting controls. A few months later, Regina ‘agreed to be acquired by a unit of Magnum, a vacuum cleaner and Water-purification Company. Under Magnum, Regina shut down production while engineers worked to solve the problems inherent in the Housekeeper and Housekeeper Plus vacuums, particularly the suction difficulties. In September 1998, Magnum and Regina decided to separate the two companies again. Since then, Regina has been regaining market share with its Housekeeper models. The ‘vacuums are popular because they carry on-board tools.
Questions:
1. What type of controls would you have established to preclude the major returns experienced by Regina? (10)
2. How would you have controlled the finished-goods -inventory to avoid its growing to twice the size that it was in the previous year. (10)
Section C: Applied Theory (30 marks)
1. What is the importance of demand analysis in business decision? (15)
2. Explain individual demand function and market demand function. (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

 

Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by (1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and profitable
c) Challenging, emotional and constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of perception
concepts to OB? (1)
a. The perceptions people form about each other
b. The perceptions people form about their employer
c. The perceptions people form about their culture
IV. Goal setting theory is pioneered by (1)
a. Stacy Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction VI. In which stage of the conflict process does conflict become visible? (1) a. Illumination b. Intentions c. Behavior d. Cognition
VII. In ————–leadership, there is a complete centralization of authority in the leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.
The store’s sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her personal target Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store’s target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors, neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment design were state of the art at the time of their design, a result of the importance research and development engineering for the department’s future.
As the division grew and Avionics’s success with Doppler systems brought large increases in sales, Mr. Ketan’s preoccupations became considerably more managerially than technical. He began to reassess some of his own thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division’s activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program’s product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.
Question:
1. What is the principal problem with ANC’s existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C

 


IIBM MBA EXAM ANSWER SHEETS PROVIDED

IIBM MBA EXAM ANSWER SHEETS PROVIDED

Examination Paper of Financial Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B-103
Examination Paper Financial Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Investment is the… (1)
a) Net additions made to the nation’s capital stocks
b) Person’s commitment to buy a flat or house
c) Employment of funds on assets to earn returns
d) Employment of funds on goods and services that are used in production process
II. Financial Management is mainly concerned with… (1)
a) All aspects of acquiring and utilizing financial resources for firms activities
b) Arrangement of funds
c) Efficient Management of every business
d) Profit maximization
III. The Primary goal of the financial management is….. (1)
a. To maximize the return
b. To minimize the risk
c. To maximize the wealth of owners
d. To maximize profit
IV. In his traditional role the finance Manager is responsible for (1)
a. Proper utilization of funds
b. Arrangement of financial resources
c. Acquiring capital assets of the organization
d. Efficient management of capital
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Financial Management
IIBM Institute of Business Management
V.Market Value of the shares are decided by
(1)
a. The respective companies
b. The investment market
c. The government
d. Shareholders
VI. The only feasible purpose of financial management is (1) a. Wealth maximization b. Sales maximization c. Profit maximization d. Assets maximization
VII. Financial management process deals with (1)
a. Investments
b. Financing decisions
c. Both a and b
d. None of the above
VIII. Agency cost consists of
(1)
a. Binding
b. Monitoring
c. Opportunity and structure cost
d. All of the above
IX. Finance Function comprises
(1)
a. Safe custody of funds only
b. Expenditure of funds only
c. Procurement of finance only
d. Procurement & effective use of funds
X.Financial management mainly focuses on (1)
a. Efficient management of every business
b. Brand dimension
c. Arrangement of funds
d. All elements of acquiring and using means of financial resources for financial activities
Part Two:
1. What Is The Financial Management Reform? (5)
2. Why Was The FMR Introduced? (5)
3. What Changes Will The FMR Introduce? (5)
4. What Is Financial Management Information System (FMIS)? (5)
END OF SECTION A
Examination Paper of Financial Management
IIBM Institute of Business Management
Section B: Caselets (40 marks)
Caselet 1
Your employer, a mid-sized human resources management company, is considering expansion into related fields, including the acquisition of Temp Force Company, an employment agency that supplies word processor operators and computer programmers to businesses with temporary heavy workloads. Your employer is also considering the purchase of a bigger staff & McDonald (B&M), a privately held company owned by two friends, each with 5 million shares of stock. B&M currently has free cash flow of $24 million, which is expected to grow at a constant rate of 5%. B&M’s financial statements report marketable securities of $100 million, debt of $200 million, and preferred stock of $50 million. B&M’s weighted average cost of capital (WACC) is 11%. Answer the following questions
Questions
1. Describe briefly the legal rights and privileges of common stockholders. (20)
Caselet 2
Casino is a large electrical construction company having a turnover of Rs.100 crores per annum. Since a few years the company has not been doing well in terms of profits. In order to find out the reason, a group of independent auditors were deployed to examine the operations of the company. The item they felt that needed closer attention was the budget control of new construction work. The audit showed that most electrical designs for new construction were carried out at the headquarters of the company by a project manager. In preparing a budget for a new project, he checked the expenses for similar jobs in the past, then simply multiplied them by various factors. The auditors found that during the past two years, most budgets were greatly overestimated. Incidentally, it was about two years ago that the project manager was given the primary responsibility for budgeting. In this role, he would submit his budget to the Expenditure Control Committee, consisting of higher-level managers who had only a limited interest in budgeting. It was to this committee that the project manager submitted requests for additional money whenever needed. Most of the requests were approved.
The chief auditor felt that the project team tended to “expand” the time needed to complete the task whenever the members thought the budget made it possible. In other words, they “adjusted” their productivity to match the money allocated to the project.
The auditors noted that other contractors could do similar jobs for 20% less money. They concluded that a new control procedure was needed.
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Financial Management
IIBM Institute of Business Management
Questions
1. What do you think of the budgeting process? (10)
2. What kind of control procedure should the auditors recommend? (10)
Section C: Applied Theory (30 marks)
1. Differentiate Between the Financial Management and Financial Accounting? (15)
2. Explain Briefly The Limitations of Financial Ratios? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B102
Examination Paper
Human Resource Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The following is (are) concerned with developing a pool of candidates in line with the human resources plan (1)
a) Development
b) Training
c) Recruitment
d) All of the above
II. The following is (are) the key components of a business process Re-engineering program? (1)
a) Product development
b) Service delivery
c) Customer satisfaction
d) All of the above
III. The actual achievements compared with the objectives of the job is (1)
a) Job performance
b) Job evaluation
c) Job description
d) None of the above
IV. Performance development plan is set for the employee by his immediate boss. (1)
a) Employer
b) Department Head
c) Immediate boss
d) Any of the above
V.The following type of recruitment process is said to be a costly affair. (1)
a) Internal recruitment
b) External recruitment
c) Cost remains same for both types VI. The following is (are) the objective(s) of inspection. (1) a) Quality product b) Defect free products c) Customer satisfaction d) All of the above
Examination Paper of Human Resource Management
IIBM Institute of Business Management
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. Which of the following is an assumption of rationality to rationale decision making? (1)
a. Preferences are clear
b. Final choice will maximize payoff
c. The problem is clear and unambiguous
d. All of the above
VIII. ___________ is accepting solutions that are “good enough”. (1)
a. Bounded rationality
b. Satisficing
c. Escalation of commitment
d. None of the above
IX. The three important components in aligning business strategy with HR practice: (1)
a) Business Strategy, Human Resource Practices, Organizational Capabilities
b) Marketing Strategy, Human Resource Practices, Organizational Capabilities
c) Business Strategy, Human Resource Practices, Organizational structure
X. The basic managerial skill(s) is(are) (1)
a) To supervise
b) To stimulate
c) To motivate
d) All of the above
d) Marketing Strategy, Human Resource
Practices, Organizational structure
Part Two:
1. What is the nature of Human Resource Management? (5)
2. What is Human Resource Development (HRD) (5)
3. Discuss the future trends and challenges of HRM? (5)
4. What is manpower planning? (5)
Section B: Caselets (40 marks)
Examination Paper of Human Resource Management
IIBM Institute of Business Management
Caselet 1
Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a sales trainee in a sales office of a large computer hardware firm located in Chennai.
Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivandrum.
The sales growth of the products in his area was highly satisfactory owing to the developmental initiatives taken by respective State Governments in spreading computer education.
Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of office equipment sold by the company for Sanjay’s reference.
After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided
him with the material collected. Thereafter Raghvan excused himself and did not return.
Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving
office.
Questions
1. What do you think about Raghavan’s training program? (10)
2. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)
Caselet 2
Preeti was promoted three months ago from reservations supervisor to front-desk manager for Regency Hotel, an independent, 330-room hostelry. She enjoys her new management responsibilities and is pleased that the occupancy rate averaged 94 percent last month, way above the industry average. But at times she feels stressed by the confusion of managing all front-end operations of the hotel, from reservations and cashiering to the bell desk and concierge. She feels most at home handling the reservation function, a task she always enjoyed as a trainee because she likes to help people. About once a week the staff in the reservation function overbooks rooms, usually because of incomplete scans of conference sales files. Customers with reservations w,0110 arrive late are upset when they have to be referred 1, nearby hotels. Whenever overbooking occurs, Ms. eti takes over direct control of the reservations operation herself, often personally handling reservations for two or three days until order seems to return.
But sometimes while Ms. Preeti is off focusing on the reservations task, other problems arise. On five days last month, clerks at the reception desk checked in every “walk-in” who appeared without reservations. They assumed there would be ample no-shows among those holding reservations. On one occasion, Regency ended up oversold by 24 rooms. Mr. Alex, the hotel general manager, is concerned about Ms. Preeti’s development into her new management position. He knows Ms. Preeti is proud of the high occupancy levels (which mean greater profits) and doesn’t want to destroy that pride. However, he sees her as more interested in
Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
individual staff tasks (such as making reservations) than in the complexities of managing, training, and motivating her staff. He has talked with Ms. Preeti about balancing her activities as a manager. Alex emphasized that she needs to make sure her staff knows the systems and guidelines and be firm with employees who continue to check in guests when the hotel obviously will be overbooked. He plans to meet with her in a three-month performance review to see if he can shift her motivational expectations about the job.
Question:
1. Do Ms. Preeti’s problems seem to be the result of her lack of motivational immaturity or of her lack of motivational attention to her people? (20)
Section C: Applied Theory (30 marks)
1. What are the future challenges before managers? (15)
2. What is the process of HRP? (15)
S-2-010619

 

Examination Paper of Managerial Economics
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B106
Examination Paper
Managerial Economics
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Demand is determined by
(1)
a) Price of the product
b) Relative prices of other goods
c) Tastes and habits
d) All of the above
II. When a firm’s average revenue is equal to its average cost, it gets (1)
a) Super profit
b) Normal profit
c) Sub normal profit
d) None of the above
III. Managerial economics generally refers to the integration of economic theory with business
(1)
a) Ethics
b) Management
c) Practice
d) All of the above
IV. Which of the following was not immediate cause of 1991 economic crisis (1)
a) Rapid growth of population
b) Severe inflation
c) Expanding Fiscal deficit
d) Rising current account deficit
V.Money functions refers to : (1)
a) Store of value
b) Medium of Exchange
c) Standard of deferred payments
d) All of the above VI. Given the price, if the cost of production increases because of higher price of raw materials, the supply (1) a) Decreases b) Increases c) Remains same d) Any of the above
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Managerial Economics
IIBM Institute of Business Management
VII. Total Utility is maximum when (1)
a. Marginal Utility is maximum
b. Marginal Utility is Zero
c. Both of the above
d. None Of The Above
VIII. Cardinal approach is related to (1)
a. Equimarginal Curve
b. Law of diminishing returns
c. Indifference Curve
d. All of the above
IX. Marginal Utility curve of a consumer is also his (1)
a) Supply Curve
b) Demand Curve
c) Both of above
d) None of above
X. Government of India has replaced FERA by (1)
a) The competition Act
b) FRBMA
c) MRTP Act
d) FEMA
Part Two:
1. What is Managerial Economics? What is its relevance to Engineers/Managers? (5)
2. “Managerial Economics is economics that is applied in decision making” Explain? (5)
3. Differentiate b/w, Micro economics vs. macroeconomics? (5)
4. Factors Affecting Price Elasticity of Demand? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Managerial Economics
Caselet1
Dabur is among the top five FMCG companies in India and is positioned successfully on the specialist herbal platform. Dabur has proven its expertise in the fields of health care, personal care, home care and foods. The company was founded by Dr. S. K. Burman in 1884 as small pharmacy in Calcutta (now Kolkata), India. And is now led by his great grandson Vivek C. Burman, who is the Chairman of Dabur India Limited and the senior most representative of the Burman family in the company. The company headquarter is in Ghaziabad, India, near the Indian capital New Delhi, where it is registered. The company has over 12 manufacturing units in India and abroad. The international facilities are located in Nepal, Dubai, Bangladesh, Egypt and Nigeria. S.K. Burman, the founder of Dabur, was trained as a physician. His mission was to provide effective and affordable cure for ordinary people in far-flung villages. Soon, he started preparing natural remedies based on Ayurveda for diseases such as Cholera, Plague and Malaria. Due to his cheap and effective remedies, he became to be known as ‘Daktar’ (Indian izedversion of ‘doctor’). And that is how his venture Dabur got its name—derived from Daktar Burman. The company faces stiff competition from many multinational and domestic companies. In the Branded and Packaged Food and Beverages segment major companies that are active include Hindustan Lever, Nestle, Cadbury and Dabur. In case of Ayurvedic medicines and products, the major competitors are Baidyanath, Vicco, Jhandu, Himani and other pharmaceutical companies.
Vision statement of Dabur says that the company is “dedicated to the health and wellbeing of every household”. The objective is to “significantly accelerate profitable growth by providing comfort to others”. For achieving this objective Dabur aims to:
 Focus on growing core brands across categories, reaching out to new geographies, within and outside India, and improve operational efficiencies by leveraging technology.
 Be the preferred company to meet the health and personal grooming needs of target consumers with safe, efficacious, natural solutions by synthesizing deep knowledge of Ayurveda and herbs with modern science.
 Be a professionally managed employer of choice, attracting, developing and retaining quality personnel.
 Be responsible citizen with a commitment to environmental protection.
 Provide superior returns, relative to our peer group, to our shareholders.
Chairman of the company
Vivek C. Burman joined Dabur in 1954 after completing his graduation in Business Administration from the USA. In 1986 he was appointed as the Managing Director of Dabur and in 1998 he took over as Chairman of the Company.
IIBM Institute of Business Management
Examination Paper of Managerial Economics
Under Vivek Burman’s leadership, Dabur has grown and evolved as a multi-crore business house with a diverse product portfolio and a marketing network that traverses the whole of India and more than 50 countries across the world. As a strong and positive leader, Vivek C. Burman had motivated employees of Dabur to “do better than their best”—a credo that gives Dabur its status as India’s most trusted nature-based products company.
Leading brands
More than 300 diverse products in the FMCG, Healthcare and Ayurveda segments are in the product line of Dabur. List of products of the company include very successful brands like Vatika, Anmol, Hajmola, Dabur Amla Chyawanprash, Dabur Honey and Lal Dant Manjan with turnover of Rs.100 crores each.
Strategic positioning of Dabur Honey as food product, lead to market leadership with over 40% market share in branded honey market; Dabur Chyawanprash is the largest selling Ayurvedic medicine with over 65% market share. Dabur is a leader in herbal digestives with 90% market share. Hajmola tablets are in command with 75% market share of digestive tablets category. Dabur Lal Tail tops baby massage oil market with 35% of total share.
CHD (Consumer Health Division), dealing with classical Ayurvedic medicines, has more than 250 products sold through prescription as well as over the counter. Proprietary Ayurvedic medicines developed by Dabur include Nature Care Isabgol, Madhuvaani and Trifgol.
However, some of the subsidiary units of Dabur have proved to be low margin business; like Dabur Finance Limited. The international units are also operating on low profit margin. The company also produces several “me – too” products. At the same time the company is very popular in the rural segment.
Questions
1. What is the objective of Dabur? Is it profit maximisation of growth maximisation? (10)
2. Do you think the growth of Dabur from a small pharmacy to a large multinational company is an indicator of the advantages of joint stock company against the proprietorship form? Elaborate. (10)
Caselet2
The Regina Company„ one of the largest inakets of vacuum cleaners recent’) had scv cfc ptollkins with the quality of its products. The market responsc to this 1ak of quality caused financial problems for Ow company. in late 1995. Regina began having return rates as high as 30 to 50 percent on some of its Housekeeper and Housekeeper Plus models. These models were sold primarily through discount stores. Further, Regina’s Spectrum vacuum cleaner, an upgraded version sold in specialty stores, was introduced in 1995 with many quality problems. ef The specific problems identified for the Housekeeper and Housekeeper Plus models were associated with faulty belts and weak suction. In the Spectrum model, the agitator was melting; and making a loud noise, the foot pedals were breaking, and the steel-encased motor (which had been advertised as the
IIBM Institute of Business Management
Examination Paper of Managerial Economics
power source for the vacuum cleaner) had been replaced with a less desirable. less reliable motor.
As a result of these problems, Target stores discontinued Regina’s Housekeeper Plus model after reporting that “at least half of those sold were returned.” At Starmart, which accounts for about a quarter of the Housekeeper sales, I. out of every 5 machines sold was returned. To help service customer complaints, Regina set up an 800 telephone number for customers to contact the firm. directly. The sales returns caused Regina’s shareholders to question the 1995 fiscal earnings report. Furthermore, both inventories and accounts receivable doubled during the 1995 fiscal year. At the end of that period, Regina’s chairman and 40 percent stockholders
Resigned. The chairman’s resignation was closely followed by a company announcement stating that the financial results reported for the 1995 fiscal year were materially incorrect and had been withdrawn. This announcement brought a suit from shareholders who had bought Reoina stock on the basis of the 1995 camings report. It also prompted an audit of the 1995 results and a request to another accounting organization to work on Regina’s business and accounting controls. A few months later, Regina ‘agreed to be acquired by a unit of Magnum, a vacuum cleaner and Water-purification Company. Under Magnum, Regina shut down production while engineers worked to solve the problems inherent in the Housekeeper and Housekeeper Plus vacuums, particularly the suction difficulties. In September 1998, Magnum and Regina decided to separate the two companies again. Since then, Regina has been regaining market share with its Housekeeper models. The ‘vacuums are popular because they carry on-board tools.
Questions:
1. What type of controls would you have established to preclude the major returns experienced by Regina? (10)
2. How would you have controlled the finished-goods -inventory to avoid its growing to twice the size that it was in the previous year. (10)
Section C: Applied Theory (30 marks)
1. What is the importance of demand analysis in business decision? (15)
2. Explain individual demand function and market demand function. (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Marketing Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B104
Examination Paper
Marketing Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.“Image building” objectives are common in _____ type of market structure. (1)
a) Competition
b) Oligopoly
c) Monopoly
d) Monopsony
II. The concept of marketing mix was developed by______ (1)
a) N.H Borden
b) Philip Katter
c) Satanton
d) W.Anderson
III. Marketing mix consists of ___ (1)
a) Production recognition
b) Price structure
c) Distribution planning
d) All of these
IV. The concept of marketing mix involves a deliberate and careful choice of organization, product, price promotion, place strategies and___ (1)
a) Policies
b) Concept
c) Planning
d) All of these
V.Operating cost for new system is added into implementation cost and is then divided by gains by improvements in productivity is called (1)
a) Economic Value Added
b) Analysis Of Benefits
c) Return On Investment
d) Return On Public Offering VI. Pricing strategy used to set prices of products that are must be used with main product is called (1) a) Optional Product Pricing b) Product Line Pricing c) Competitive Pricing d) Captive Product Pricing e
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management
VII. New product pricing strategy through which companies set lower prices to gain large market share is classified as
(1)
a. Optional Product Pricing
b. Skimming Pricing
c. Penetration Pricing
d. Captive Product Pricing
VIII. Company marketing mix that target market segments very broadly is called (1)
a. Mass Marketing
b. Segmented Marketing
c. Niche Marketing
d. Micromarketing
IX. What does the term PLC stands for?
(1)
a) Product life cycle
b) Production life cycle
c) Product long cycle
d) Production long cycle
X. Which of the following is not a characteristic of “Market Introduction Stage” in PLC? (1)
a) Demands has to be created
b) Costs are low
c) Makes no money at this stage
d) Slow sales volume to start
e) There is little or no competition
Part Two:
1. Name and define the four Ps of the marketing mix? (5)
2. Definition of ‘Pricing Strategies’? (5)
3. What is the role of a Marketing Plan? (5)
4. Describe the difference in Push & Pull distribution strategies? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Marketing Management
Caselet1
Because of its imaginative marketing, excellent new products, and fine service to customers, the Westside Business Computers and Equipment Company grew to be a leader in its field, with sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But the president of the company, Mr. Desai, soon realized that the organization structure, which had served the company so well, no longer fitted the company’s needs.
For years the company had been organized along functional lines, with vice-presidents in charge of production, purchasing, finance, marketing, personnel, engineering, and research and development. In its growth, the company had expanded its product lines beyond business computers to include photocopying machines, projectors, and motion-picture cameras. As time passed on, concern had arisen that its organization structure did not provide for profit responsibility below the office of the president, did not appear to fit the far-flung nature of the business now being conducted in many foreign countries, and seemed to emphasize the “walls” impeding effective coordination between the functional departments of marketing, production, and engineering. There seemed to be too many decisions that could not be made at any level lower than the president’s office.
As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign divisions, each with complete profit responsibility. However, after this reorganization was in effect, he began to feel that the divisions were not adequately controlled. There developed considerable duplication in purchasing and personnel functions, each division manager ran his or her operations without regard to company policies and strategies, and it became apparent to the president that the company was disintegrating into a number of independent parts.
Having seen several large companies get into trouble when a division suffered large losses, Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew some of the authority delegations to the division managers and required them to get top corporate management approval on such important matters as (1) any capital expenditures over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies and policies, (4) plant expansion, and (5) changes in personnel policies.
The division general managers were understandably unhappy when they saw some of their independence taken away from them. They openly complained that the company was not very sure about the organizational structure that it wants to follow. The president, worried about his position, calls you in as a consultant to advise him on what to do.
Questions
1. Do you agree on what Mr. Desai did to regulate control was correct? (10)
2. What would you have done under these circumstances? (10)
Caselet2
IIBM Institute of Business Management
Examination Paper of Marketing Management
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-week trip auditing customer accounts and prospective accounts in the southern states. His primary intention was to do follow-up work on prospective accounts contacted by sales staff members during the past six months. Prospective clients were usually furniture dealers or large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts were fictitious. The people had obviously turned in falsely documented field reports and expense statements. Company salespeople had actually called upon 3 of 22 reported furniture stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed approximately 85 percent of the goodwill contacts. Further study showed that all salespeople had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were experienced senior individuals. Angry as he was, he would have preferred, firing them. But he was responsible for sales and realized that replacing the staff would seriously cripple the sales program for the coming year.
Questions
1. As Mr. Sachin, what would you do now to resolve the problem of the false reports? (10)
2. What could Mr. Sachin have done to prevent this problem? (10)
Section C: Applied Theory (30 marks)
1. What is marketing mix in marketing management? What are the seven (7) elements of marketing? (15)
2. What are the goals or objectives of marketing? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by (1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and profitable
c) Challenging, emotional and constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of perception
concepts to OB? (1)
a. The perceptions people form about each other
b. The perceptions people form about their employer
c. The perceptions people form about their culture
IV. Goal setting theory is pioneered by (1)
a. Stacy Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction VI. In which stage of the conflict process does conflict become visible? (1) a. Illumination b. Intentions c. Behavior d. Cognition
VII. In ————–leadership, there is a complete centralization of authority in the leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.
The store’s sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her personal target Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store’s target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors, neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment design were state of the art at the time of their design, a result of the importance research and development engineering for the department’s future.
As the division grew and Avionics’s success with Doppler systems brought large increases in sales, Mr. Ketan’s preoccupations became considerably more managerially than technical. He began to reassess some of his own thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division’s activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program’s product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.
Question:
1. What is the principal problem with ANC’s existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C


LOGISTICS MANAGEMENT IIBM EXAM ANSWER PROVIDED

LOGISTICS MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Logistics Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Distribution & Logistics Management
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choice & Short Note type questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. It deals with the movement of finished goods from the last point of production to the point of
consumption.
a. Marketing Channel Management
b. Logistics Management
c. Boundaries
d. Relationships
2. Which conflict is one of the major bottleneck in the development & maintenance of partnering
channel relationship
a. Channel conflict
b. Management conflict
c. Logistics conflict
d. Distribution conflict
3. The phase of externally integrated business function era (1990s onwards) is recognized as the era
of
a. Logistics Management
b. Human Resource Management
c. Financial Management
d. Supply Chain Management
4. ___________ may be conducted from time-to-time or at least once in a year to know about
change in the expectation levels & actual performance
a. Customer Service Monitoring cell
b. Formal Customer Satisfaction Survey
c. Customer Conference
d. Customer Feedback System
5. The firm‟s incomplete or inaccurate knowledge of customer‟s service expectations is known as
a. Market Information Gap
b. Service Standards Gap
c. Service Performance Gap
d. Internal Communication Gap
Examination Paper of Logistics Management
2
IIBM Institute of Business Management
6. This gap exist between the present level of customer service offered and the corporate vision
about customer service
a. Gap 1
b. Gap 2
c. Gap 3
d. Gap 4
7. This stock refers to window display of an inventory in order to stimulate demand and act as a
silent salesman
a. Decoupling stock
b. Psychic stock
c. Pipeline stock
d. None
8. This stock is also known as cycle or lot size stock
a. Working stock
b. Safety stock
c. Anticipation stock
d. None
9. In this system manufacturer is given the responsibility for monitoring & controlling inventory
levels at the retail store level
a. Quick Response
b. Continuous Replenishment
c. Vendor-managed Inventory
d. Customer Relationship
10. This mode of transport is a very significant one but with a very restricted scope. It is used
primarily for the shipment of liquid & gas
a. Airways
b. Railways
c. Pipelines
d. Seaways
Part Two:
1. What is Containerization and also mention the main features of Containerization.
2. What is Third Party Logistics?
3. Differentiate between Public & Private Warehouse.
4. What is Logistics Information System?
Section B: Caselets (40 Marks)
END OF SECTION A
Examination Paper of Logistics Management
3
IIBM Institute of Business Management
 This section consists of Caselets.
 Answer all the questions.
 Each caselete carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselete 1
Superior Medical Equipment Company supplies electrical equipment that is used as components in the
assembly of MRI, CAT scanners, PET scanners, and other medical diagnostic equipment. Superior has
production facilities in Phoenix, Arizona, and Monterrey, Mexico. Customers for the components are
located in selected locations throughout the United States and Canada. Currently, a warehouse, that
receives all components from the plants and redistributed them to customers, i s located at Kansas City,
Kansas. Superior‟s management is concerned about location of its warehouse since its sales have
declined due to increasing competition and shifting sales levels among the customers. The lease is
about to expire on the current warehouse, and management wishes to examine whether it should be
renewed or warehouse space at some other location should be leased. The warehouse owner has offered
to renew the lease at an attractive rate of $2.75 per sq. ft. per year for the 200,000 sq. ft. facility. It is
estimated that any other location would cost $3.25 per q. ft. for a similar-size warehouse. A new or
renewed lease will be for five years. Moving the inventory, moving expenses for key personnel, and
other location expenses would result in a one-time charge of $3, 00,000. Warehouse operating costs are
expected to be similar at any location.
In the most recent year, Superior was able to achieve sales of nearly $70 million. Transportation costs
from the plants to the Kansa warehouse were $2,162,535, and from the warehouse to customers were
$4,819,569. One million dollars was paid annually as warehouse lease expenses. To study the
warehouse location question, data shown in Tables 1 and 2 were collected.
Although transport costs are not usually expressed on a $/cwt./mile basis, given that the outbound
transportation costs for the most recent year were $4,819,569, the weighted average distance of the
shipments was 1128 miles, and the annual volume shipped was 182,100 cwt., the estimated average
outbound rate from a warehouse is $0.0235/cwt./mile.
Table 1 Volume, Rate, Distance, and Coordinate Data for Shipping from Plants to the Kansas City
Warehouse in Truckload Quantities (Class 100) for the Most Recent Year.
PLANT ANNUAL TRANSPORT DISTANCE, GRID
LOCATION VOLUME, RATE, $/CWT. MILES Coordinatesa
CWT.b X Y
Phoenix 61,500 16.73 1163 3.60 3.90
Monterrey 120,600 9.40 1188 6.90 1.00
Total 182,100
aMiles =230 X coordinate
distance bCwt.=100 lb.
Table 2 Volumes, Rate, Distance, and Coordinate Data for Shipping from Plants to the Kansas City
Warehouse in Truck in 5,000 lb Quantities (Class 100) for the Most Recent Year.
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IIBM Institute of Business Management
PLANT
ANNUAL
TRANSPORT DISTANCE,
GRID
VOLUME, Coordinatesa
LOCATION CWT.b
RATE,
$/CWT. MILES X Y
Seattle 17,000 33.69 1858 0.90 9.10
Los Angeles 32,000 30.43 1496 1.95 4.20
Denver 12,500 25.75 598 5.60 6.10
Dallas 9,500 18.32 560 7.80 3.60
Chicago 29,500 25.24 504 10.20 6.90
Atlanta 21,000 19.66 855 11.30 3.95
New York 41,300 26.52 1340 14.00 6.55
Toronto 8,600 26.17 1115 12.70 7.80
Montreal 10,700 27.98 1495 14.30 8.25
Total 182,100
Kansan City 8.20 6.00
Questions:
1. Based on information for the current years, is Kansas City the best location for a warehouse? If
not, what are the coordinates for a better location>? What cost improvement can be expected
from the new location?
2. If by year 5 increases are expected of 25 percent in warehouse outbound transport rates and 15
percent in warehouse inbound rates, would your decision change about the warehouse
location?
Caselete 2
Personal Care limited (PCL) is a large and premier FMCG company in India with a turnover of about
Rs 1,200 crore. It has 25 production plants and 10 contract manufacturers spread over the whole
country, producing about 120 products ranging from personal care to household goods. Again out of
120 products, about 60 percent have different variants as well as package sizes.
The company has four own central warehouses situated in the four zones of north, south, east and west
that receive products from almost all the plants on a regular and consignment basis in container by
road. These warehouses are responsible for taking care of stocks, order placement for next arrivals,
loading and unloading, protective storage, stock recording, apart from order processing and
replenishment of good to distributors of respective zone whose numbers come around 150 per
warehouse.
After receiving goods from various plants, these warehousing are first entered into the computer for
inventory recording purposes. Suitable storage location spaces are then assigned after taking into
consideration the quantity to be stored, the physical dimension, characteristics of items, frequency of
flow, and availability of the space, which is quite variable and flexible. For storage of goods, a flexible
racking system is used so that the size of a rack‟s space can be changed as per the size on the product‟s
package. Furthermore, racing is back-to-back in pallet blocks which are 5-storied, and in one block
there are about 400 back-to-back racks.
In certain area, for selected heavy weight and bulky items, 50 selectors drive forklift trucks and in the
remaining area, as many as 350 selectors pick the goods manually and use hand trolley. Selectors are
normally less educated and highly experienced, who have well-defined areas of selection.
With this existing system, there have been a lot of practical problems, such as underutilization of space,
Examination Paper of Logistics Management
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IIBM Institute of Business Management
traffic congestion in between the racks as one selector blocks another‟s progress while he is picking item
from a location, wrong assortment, difficult to track goods, difficult to fill one single order as it contains
a variety of items, etc. this result into frequent complaints lodged by distributors.
Furthermore, a trucker is required to collect items from different places of the warehouse to make up the
order. Frequently, they have to wait for a full load. Then, the driver has to collect challan and other
required papers. Normally, this whole process takes seven to ten days, subject to ready availability of the
goods in stock. In the case of stock-out item, it may goes anywhere between 15 and 30 days. That is why
replenishment cycle time for nearby distributors is about 10-15 days and for others, it comes to around 3
weeks.
Due to a gradual increase in the quantum of competition and increasing customer expectations, along
with increasing awareness about the overwhelming contribution of logistics in cost reduction and service
improvement, the top management of PCL have appointed highly qualified and experienced
professionals at all four warehouses with the following objectives:
 To improve the efficiency of the warehouses
 To reduce the replenishment cycle time by percent
 To reduce the total logistical costs by 10 per cent
 To have transparency in dispatch of premium products.
The chief warehouse manager, who joined the north zone warehouse as had a very successful career of 25
years. He wants to redefine the whole warehouse operating system.
Questions:
1. How should the chief warehouse manager of PCL approach this problem?
2. Develop a warehousing operational strategy to overcome the problem and fulfill the redefined
objectives of the firm.
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. Information technology had the major effects on all areas of business. Explain the effective use of
Information Technology in Distribution Management.
2. Explain what Partnering Channel Relationship is and also state the reasons for developing
Partnering Channel Relationship.
END OF SECTION B
END OF SECTION C
Examination Paper of Logistics Management
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Business Logistics
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choice & Short Note type questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. This decision involves mode of selection, shipment size, routing & scheduling.
a. Inventory decision
b. Transport decision
c. Distribution decision
d. Facility location decision
2. This refers to the activities of gathering the information needed about the products & services
desired & formally requesting the products to be purchased.
a. Order preparation
b. Order transmittal
c. Observation
d. Order entry
3. A very valuable function for the TMS is to suggest the patterns for consolidating small shipments
into larger ones.
a. Mode selection
b. Routing
c. Scheduling
d. Freight Consolidation
4. This refers to transporting truck trailers on railroad flatcars, usually over longer distances than
trucks normally haul.
a. Water
b. Pipeline
c. Roadways
d. Trailers on Flatcars
5. An operating philosophy that is an alternative to the use of inventories for meeting the goal of
having the right goods at the right place at the right time.
a. Just-in-time
b. Kanban
c. MRP Mechanies
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IIBM Institute of Business Management
d. None
6. A buyer may wish to negotiate the best possible price but not take delivery of the full purchase
amount at one time.
a. Fixed sourcing
b. Contract buying
c. Flexible sourcing
d. Deal buying
7. Transportation rate structure, especially rate breaks, influence the use of storage facilities is
known as___________
a. Storage function
b. Holding
c. Consolidation
d. Break-bulk
8. These warehouses are the most common type which handle a broad range of merchandise.
a. Household warehouses
b. Miniwarehouses
c. Bulk storage warehouses
d. General merchandise warehouses
9. ___________ refers to the time that goods remain in the transportation equipment during
delivery.
a. Leased space
b. Storage in transit
c. Load unitization
d. Space layout
10. It refers to the selection of more than one order on a single pass through the stock.
a. Zoning
b. Batching
c. Sequencing
d. Modified area system
Part Two:
1. What is Bid-Rent Curves?
2. What is Mixed Integer linear Programming?
3. Differentiate between Lumpy and Regular Demand.
4. Write a short note on „Order Transmittal‟.
Section B: Caselets (40 Marks)
END OF SECTION A
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IIBM Institute of Business Management
 This section consists of Caselets.
 Answer all the questions.
 Each caselete carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselete 1
World is a worldwide refiners and distributor of fuel products for a automobiles, aircrafts, trucks, and
marine operations, services stations, and bulk facilities as outlets. Keeping more than 1,000 such
outlets supplied is a significant operating problem for the company. Maintaining adequate fuel levels
at the auto service stations is its major concern, because fuel generates the most revenue for the firm
and has the greatest demand for customer service. Being able to forecast usage rates by product at
these service stations is one of the key elements of goods distribution operations. In particular, the
tanker truck dispatchers need an accurate forecast of fuel usage in order to schedule fuel deliveries at
service stations to avoid stock outs.
SERVICE STATION OPERATION
Service stations may carry three or four different grades of fuel including 87, 89, and 92 octane
gasoline and diesel fuels. These are stored in underground tanks. Due to the variations in the usage
rates among the stations and the limited capacities of these tanks, the frequency of replenishment may
range from two or three times per day to only several times per week. Each tank is dedicated to one
type of fuel. Fuel levels are measured periodically by placing a calibrated stick into a storage tank,
although some of the more modern stations have electronic metering devices on their tanks. Tanker
trucks, typically having four fuel compartments, are used for replenishment.
A FORECASTING SITUATION
Each service station‟s fuel grade represents a specific forecasting situation. A case in point is one of
the lower-volume stations selling 87- octane fuel. With replenishment occurring only a few times per
week, forecast of usage rates on a daily basis is adequate. Because usage does depend on the day of the
week, forecasting for a particular day of the week may be quite different from any other day of the
week.
Questions:
1. Develop a forecasting procedure for this service station. Why did you select this method?
2. How should promotions, holidays, or other such periods where fuel usage rates deviate form
normal patterns be handled in the forecast?
Caselete 2
As director of purchasing for Industrial Distributors, Walter Negley had to plan the purchasing
quantities for the higher-valued products that Industrial Distribution inventoried and resold to its
industrial customers on a short order cycle. One such product was a replacement motor used in
conveyors. Replacement sales were received from customers located in North America and was
approximately constant throughout the year. These motors were manufactured in West Germany and
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IIBM Institute of Business Management
imported through the Port of Baltimore. They were transported by truck to industrial‟s privately owned
warehouse in the Chicago area. Although the West German manufacturer had a price policy that
included transportation to Baltimore, Industrial incurred the transportation expenses from Baltimore to
Chicago. To help determine the purchase quantities, Walter gathered the following information:
Information Description Quantities/Costs Source of Information
Average annual sales 1,500 units Sales
Replenishment lead time 1 month (0.083 yr) Purchasing
Clerical cost per requisition $ 20 Accounting
Expediting cost per requisition $ 5 Traffic
Inventory-carrying cost 30% per year Finance
Packaged weight per unit 250 lb Traffic
Unloading cost at warehouse $ 0.25 per cwt. Accounting
Storage capacity at $ 300 units Warehouse manager
warehouse
Public warehouse storage $ 10 per unit per year Public warehouse
Rates
The manufacturer has just announced its new price schedule for motors at the Port of Baltimore.
Checking with the trucking company to move the motors from Baltimore,
Units per Order Unit Price
First 100 $ 700
Next 100 $ 680
All over 200 $ 670
Walter found it practical to contract for either full truckload shipments at $12 per cwt. (100 lb) for
truckload (TL) quantities of 40, 000 lb or more or less-than-truckload (LTL) quantities at $18 per cwt.
Questions:
1. What replenishment order size, to the nearest 50 units, should Walter place, given the
manufacturer‟s noninclusive pricing policy?
2. Should Walter change his replenishment order size if the manufacture‟s pricing policy were one
where the price in each quantities break includes all units purchased?
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
END OF SECTION B
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IIBM Institute of Business Management
1. What is a heuristic Method? How are they useful in solving warehouse location problem?
2. What is a “Virtual Inventory”? What is the planning problem associated with such inventories?
3. Decision makers such as truck dispatchers, can go a long way toward developing good truck routes &
schedule by applying guideline principles. What are those principles for good Routing & Scheduling?
S-2-300813
END OF SECTION C


INSURANCE MANAGEMENT IIBM EXAM ANSWER PROVIDED

INSURANCE MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Insurance Management

IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Insurance Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choices & Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark & Part Two carries 5 marks each.
Part One:
Multiple choices:
1. India‟s first insurance company was established in
a. 1818
b. 1817
c. 1718
d. 1950
2. The word „Ombudsman‟ in Insurance means
a. Appointment of an official to sell the goods.
b. Appointment of an official to investigate the complaints.
c. Appointment of an official to inspect the quality of goods.
d. Appointment of an official to supervise the work force.
3. Insurance is a
a. Contract
b. document
c. Agreement
d. Both (a) & (b)
4. „Asha deep‟ is an Insurance
a. Related to dreaded disease or death
b. Related to theft
c. Related to fire
d. Related to crops
5. „Actuary‟ is
a. A book that contains death data
b. A book that contains statics of production
c. A person expert in statics
d. A person expert in agent ship
6. „Snobbish‟ customers are :
a. Self loving or egoist customer
b. Those who lack confidence
Examination Paper of Insurance Management
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IIBM Institute of Business Management
c. Those who take quick and immediate decision
d. Logical customers who ask a lot of questions
7. What stands for „I‟ in AIDAS related with the knowledge of selling process
a. Ideal
b. Idol
c. Income
d. Interest
8. Endowment Policy is
a. Sum of Term Assurance and Pure Endowment
b. Difference of Term Assurance and Pure Endowment
c. Sum of Endowment Assurance and Pure Endowment
d. Difference of Endowment Assurance and Pure Endowment
9. In case of Suicide in India
a. It is not a crime
b. It is a crime
c. It has no relation with the Insurance Policy
d. None of the above can be said
10. USP stands for
a. Unique Sales Promotion
b. Unique Sales Process
c. Unique Selling Proposition
d. None of the above
Part Two:
1. Elaborate the functionality of „Married Women‟s Property Act‟ of India.
2. What are the necessary documents that have to be submitted for getting a License for agent
ship in Insurance Business?
3. Mention any two Insurance Policies for Handicapped.
4. What is „Charter Parity‟?
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION A
Examination Paper of Insurance Management
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IIBM Institute of Business Management
Caselet 1
Insurance Business- The Difference in Providing Services
With increasing competition and changing customer preference, companies both in the
manufacturing and service sectors, are increasingly focusing on services to differentiate their
offering from each other. The need is being felt more than ever before as the tangible features of
„products‟ offered by manufactures and service providers tend to get imitated easily. This implies
that companies will need to find certain intangibles that can differentiate their respective „Products‟.
The insurance sector in India was a government controlled till very recently. As of 1989-99, life and
non-life insurance business generated a premium of Rs 3,19,638 million (US $ 8.2 billion) which
was about 2.6 per cent of the company‟s Gross Domestic Product (GDP). However in absolute
terms, India‟s insurance business is not just small, it is miniscule compared to the economically
advanced countries. India‟s share in the world insurance market is only 0.39 per cent as against
34.17 per cent of the US, 21.02 per cent of Japan and 8.5 per cent of the UK. The Insurance sector
comprises life and non-life business. During 1998-99 the former accounted for a lion‟s share of the
total insurance market with a share of 73 per cent (US $ 6 billion). The non-life insurance geared
towards risk, which accounted for 85 per cent non-life business. Of the balance 15 per cent, liability
insurance accounted for three per cent and personal non-life insurance for only 12 per cent, through
the share of personal non-life according to a report. This report states that the personal non-life
business is likely to grow four thousand million rupees in 1998-99 to fifty thousand million rupees in
2009-10.
With the passage of the IRDA Bill in October, 1999, the character of the insurance industry in
general and the personal non-life segment in particular is likely to change, specifically with regard to
rising customer expectations. Given the development, it is imperative for existing insurance firms
and new entrants to understand customer‟s changing expectations to develop strategies for the future.
It is importing to go through the following:
 Understand the salient features of personal non-life
 Insurance business
 Understand the key expectations of customers
 Examine sources of customer‟s dissatisfaction
 Suggest strategies for building customers loyalty
 Personal Non-Life Insurance
Personal non-life insurance schemes can be categorized into four major groups relating to property,
health, accident and liability. The basic objective of these schemes is to meet the personal risk
protection needs of individuals.
Insurance policy for these products is basically individuals who own certain consumer items or
properties.
Health-related insurance schemes cater to the needs of individual to protect themselves from the
uncertainties of ill health/accident at home or abroad.
Accident-related products include various policies that cover personal accident and other specific
contingencies. The liability offers cover to professionals.
Customer Expectations in Personal Line of Business.
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IIBM Institute of Business Management
These are the six major areas where customers expect a lot from the insurance companies.
Resolution of Customer Anxiety
In a service industry, one of the factors that motivates a customer to opt for a service is whether the
service provider is able to reduce his or her anxieties, articulated or not, in relation to the same, in
case of insurable products, perhaps, the only exception to the city-centric strategy will be Reliance‟s
push, which is expected to reach even small town and villages in the districts of Gujarat and
Maharashtra, the two states where the petrochemical major is a household name.
It also has an investor base of five million which can be tapped as an initial point of contact for
marketing products beside this; it plans to leverage its large customer base in the retail segments
(textiles and cellular phones) to sell insurance. In development markets, even retail chains are used
to sell policies and that too could happen here.
Products
A lot will depend on the kind of products that these outfits launch. Initially, multinationals are
expected to push familiar products to test the markets. Incidentally, each product will need clearance
from IRDA before launch. Royal Sundaram Alliance, foe example will, launches a mix of personal
and commercial insurance policies. This will cover fire, motor, personal accident and health
insurance. HDFC – Standard life will launch two core life insurance products and then another dozen
will be disability and health-related (life insurance covers you in case of death: but others will also
take into account these riders.) Insiders reveal that in the run up to launch, many new private players
have quietly conducted market research to figure out what will work here Max New York life has
spent eight month conducting exhaustive research and its officials say that their policies will be
drafted keeping the feedback in mind. One of them will be credit risk insurance. Under this, a person
can get his housing loan or car loan insured. So, in case the person cannot repay the loan amount
because of disability or death, the asset will not be impounded because the insurance company will
cough up the outstanding amount. A variation of this product could be attaching a life insurance
policy to a loan. In this case, due to death or disability the bank or the institution pick up the
insurance amount and the asset stays with the survivors. This works like a double collateral.
Some bit of preliminaray segmentation of the market is also appearing. IFFCO-Tokyo marine, for
instance, is planning to target the 35,000 old farmers cooperatives to sell its policies. In the process,
it will create a whole new range of insurance policies for farmers. It will introduce farmer‟s credit
insurance and weather insurance among other things. So, the farmers need not to be unduly worried
in case of a drought or flash floods. On the ground, the change the mind set of people, more so in life
insurance. In India, life insurance is seen more as tax-saving mechanism rather than a safety net in
case of death. The battle for talent for already begun to recruitment advertisement in the newspapers
bears testimony to that. According to industry watchers, given the emphasis on marketing policies,
managers with a background in fast moving consumer goods (FMCGs) are in great demand. Salaries
are also according to some report going through the roof. FMCG salaries insurance salaries are
reportedly between a multiple of three to four. The other industry which appears to have become the
favourite hunting grounds for insurance companies to tap talent is the hospitality industry.
Predictably, since more of the recruits have no prior insurance background, a lot of emphasis is
being out on training and development of the sales force. It will create trained agents on the field,
Examination Paper of Insurance Management
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IIBM Institute of Business Management
along with classroom training. Training will largely be abroad for one to three weeks to get an idea
about how insurance is handled there. Some entrants like HDFC- Standard lfe have decided to
outsource training need to speed up the process.
Price
This is the one aspect of strategy that‟s completely hush-hush. But most insurance executives say
that given that the Indian customer is extremely price-sensitive they will price their policies close to
existing price points of product from the public sector outfits. HDFC‟s Tawlaker adds that at least in
life insurance, the sum insured of most of the policies will range between Rs 50,000 and 1 lakh.
“This‟s where the volumes live”.
1. What are the basic factors required as you feel for further improvement in Pricing?
2. According to some industry watchers, the big players like Reliance the Tata, and the Birlas
contribute to almost 30% of the total premium collected by GIC and its four subsidiaries. And to
the extent, GIC and its subsidiaries could see their business shrink. Comment.
Caselet 2
A fire occurred on 15th December, 1999 in the premises of ABC Co. Ltd. From the following
figures, calculate the amount of claim to be lodged with insurance company for loss of stock:
Rs
Stock at cost as on 1st April 1998 20,00,000
Stock at cost as on 1st April 1999 30,00,000
Purchases for the year ended 31st March
1999
40,00,000
Purchases from 1st April 1999
to 15th December 1999
88,00,000
Sales for the year ended 31March 1999 60,00,000
Sales from 1st April 1999 to
15th December 1999
1,05,00,000
During the accounting year 1999-2000, cost of purchases rose by 10 percent above the previous
year‟s level, while selling prices went up by 5 percent.
Salvage value of stock after fire was Rs 2,00,000. The policy was for Rs 55,00,000 and was subject
to average clause.
1. What according to you, ABCL should have used to claim its best insurance refunds?
END OF SECTION B
Examination Paper of Insurance Management
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IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. How does Money Back Policy differ from Endowment Assurance? Which one is a better option
and why?
2. How important is the Consumer Protection Act an in today‟s world of consumerism?
END OF SECTION C
Examination Paper of Insurance Management
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Risk Management and Insurance
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choices and Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. HMOs charge employers a monthly fee called____________
a. A coverage fee
b. The pro rata plan fee
c. The subrogation payment
d. The capitation payment
2. Which of the following alternatives is not a typical dividend option?
a. Cash
b. A lifetime income annuity
c. Reduction of the next premium
d. Accumulation of the next premium
3. Choose the True statement about industrial life insurance.
a. It is less expensive than ordinary life insurance
b. It is more expensive than ordinary life insurance
c. It is also called discount life insurance
d. It is widely used in estate plans
4. Replacement cost at the time of loss less depreciation is the definition of:
a. Actual cash value
b. Fair market value
c. The maximum covered loss
d. The maximum replacement of loss
5. Assets that are readily available to pay claims are called_____________
a. Admitted assets
b. Accepted assets
c. Real assets
d. Standard operating assets
6. Stare demises means:
a. All things considered
b. Innocent parties prevail
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IIBM Institute of Business Management
c. It is impolite to stare
d. To stand by decisions
7. In most states the insurance commission is:
a. Impeached
b. Elected
c. Appointed by the government
d. Appointed by the governor
8. The federal law that promotes a safe working environment for workers is:
a. OSHA
b. CERCLA
c. Equal Opportunities Act
d. Superfund
9. The organization that collects data on insurance applicants is the:
a. CBS
b. MIB
c. CIA
d. FCAS
10. The percent of uninsured Americans in 2001 was about:
a. 14 percent
b. 2 percent
c. 4 percent
d. 10 percent
Part Two:
1. How would you explain Moral and Morale hazards?
2. What do you understand by „Subsidization‟?
3. What are „Waiver‟ & „Estoppel‟?
4. Write a short note on „Patient‟s bill of rights.
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
END OF SECTION A
Examination Paper of Insurance Management
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IIBM Institute of Business Management
Vacancy Clause
The Roberts family owned a house in Alabama. It was insured with a fire insurance policy issued by
the Sparkler Mutual Insurance Company. On April 1, the Roberts moved to Tennessee. Their son,
Bob, remained in the Alabama home for an additional month. Thereafter, the home was rented to a
tenant who lived in the home for the month of May. Mr. Roberts returned to the home irregularly,
remaining overnight on July 4 and on a few other occasions. A few pieces of furniture remained in the
home until August. On or about August 4, the home and its contents were destroyed by fire.
Questions:
1. Do you think that Sparkler Mutual should pay for the loss? Explain your reasons.
2. Did the family‟s absence affect the chance of loss in this case?
Caselet 2
Case for Discussion
Ed “Bonzo” Jones was a college student. He played outfielder on his fraternity‟s softball team. A
home run was hit, and the ball went into an area of electrical transformers operated by the local
utility, Total Power and Light Company. The electrical transformers were surrounded by a 5-foot
wire fence that Jones claimed to retrieve the ball. Warnings signs were posted by the utility indicating
the area was dangerous. It was later determined the gate to the area was left unlocked, although Jones
did not use it to gain access. In retrieving the ball, Jones made contact with some equipment and was
severely burned by the electrically. He was hospitalized for three months and suffered permanent
disfigurement. His medical bills amounted to $300,000.
Questions:
1. What arguments would you make if you were planning the legal defense of Total Power and
Light Company?
2. If you were on the jury in this case, would you award a judgment for damages to Jones? Explain
your reasons.
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. If you were a large business with $ 10 million of property, would you want your primary insurer
to purchase reinsurance? Explain your reasons. Would you prefer to deal with a small primary
insurer who reinsured your risk or a large primary unsurer who did not purchase reinsurance?
END OF SECTION B
Examination Paper of Insurance Management
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IIBM Institute of Business Management
2. Do you think a college education is necessary to perform the following occupations effectively?
a. Life insurance agent
b. Loss adjuster
c. Property insurance underwriter
d. Actuary
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END OF SECTION C


EVENT MANAGEMENT IIBM EXAM ANSWER PROVIDED

EVENT MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination paper of Event Management
IIBM Institute of Business Management
Examination Paper MM.100
Event Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choi  ce & short Note type questions. 
 Answer all the questions. 
 Part one carries 1 mark each & Part Two carries 5 marks each. 
Part One:
Multiple Choices:
1. Which one of the following is the second element of the promotional strategy?
a. Image
b. Branding
c. Advertising
d. Publicity
2. Most event budgets include a ________ for unexpected expenses.
a. Management Fees
b. Contingencies
c. Break Even Point
d. Cash Flow Analysis
3. This statement is a list of an organization‟s revenue, expenditure, and the net profit (or net
loss) for a specific period.
a. P&L Statement
b. Balance
c. Control System
d. None
4. This risk includes disputes over contracts between the event organizer & the client and/
or between the event organizer & a subcontractor.
a. Financial Risk
b. Legal Risk
c. Safety & Security
d. Technology-Related Risks
5. It is an important risk control process, and it is essential that every member of the event team
is familiar with this process.
a. Incident Reporting
b. Emergency Response Plans
c. Standards for Risk Management
d. None
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IIBM Institute of Business Management
Examination paper of Event Management
6. A _________ chart is generally used in the early planning days and in the lead-up to an event.
a. Gantt chart
b. Organization chart
c. Pie- chart
d. Z-chart
7. It is the set of traditional practices that have long been accepted & used when dealing with
& meeting with others.
a. Rules
b. Regulation
c. Protocols
d. Norms
8. This incorporates all projected images, such as replays of sporting highlights on large screens or
scoreboards.
a. Sound
b. Vision
c. Layout
d. Decor
9. This is that period of group development during which members grow used to one another
and tentatively formulate goals & behaviors that are acceptable.
a. Forming
b. Storming
c. Norming
d. Performing
10. It is about getting things organized, getting things (and people) in the right place &
tearing everything down.
a. Time Management
b. Logistics
c. Policies
d. Procedures
Part Two:
1. What do you understand by the term „Incident Reporting‟?
2. Define the concept of Crowd Management‟.
3. Who is an Event Manager & what are the Tasks of the Event Manager?
4. What are the developing Recognition strategies?
END OF SECTION A
Section B: Caselets (40 Marks)
2
IIBM Institute of Business Management
Examination paper of Event Management
 This s  ection consists of Caselets. 
 Answer all the questions. 
 Each Caselet carries 20 Marks 
 Detailed information should form the part of your answer (Word limit 150 to 200 words) words) 
Caselet 1
One event planner was asked to plan a woman‟s fortieth birthday party. The woman‟s husband wanted a
party that would be unique and memorable not only for his wife but also for all who attended. He was
thrilled with the idea of a luncheon harbor cruise. The planner was to arrange for the boat rental and
catering and to decorate the boat on the morning of the party.
As it turned out, there were three complications. The first was the weather. It rained, and they could not
use the top deck of the boat, which was wonderful, but only on a sunny day. This limitation meant that the
downstairs area became quite crowded. The harbor was also quite choppy, and a few people felt seasick
because of the small swell. The thing that the planner really hadn‟t thought through care parents. The
older ones were just bored and not difficult to manage. The toddlers were disasters. Mothers were on the
run all afternoon keeping up with their toddlers, who wanted nothing more than to climb over the rails.
But by the end of the afternoon, it was the mothers who were ready to throw themselves over!
Finally, the cruise lasted too long –long enough for some of the party to drink too much and long enough
for others to get desperate for dry land and peace and quiet.
The outcome of this event was a real lesson to the event planner in planning for the audience9 everyone
who came), in selecting the venue, and in timing. An evening party would have ensured that at least the
toddlers would have been left at home.
Questions
1. What were the three complications?
2. How could these problems have been avoided?
3. List the types of events affected by weather.
4. What are the some general suggestions for avoiding weather problems?
Caselet 2
You are going to rent a venue for a fashion show. The venue you have in mind is an old theater that lends
itself well to the event, with excellent sight lines for the audience. However, the decor and lighting
planned by your artistic director for your fashion parade may compromise safety. Drapes over the ceiling
area will obscure the normal lighting and will prevent the fire sensors and sprinklers from working
correctly. Also, there are a number of props that may hinder access into and out of the venue. On the other
hand, the audience expected is quite small.
Questions
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IIBM Institute of Business Management
Examination paper of Event Management
1. What are some of the safety risks associated with this event?
2. Who is responsible for the safety of the venue and the audience?
3. How could the risks be reduced?
4. What sorts of contingency plans could be developed?
END OF SECTION B
Section C: Applied Theory (30 Marks)
 This s  ection consists of Long Questions. 
 Answer all the questions. 
 Each question carries 10 marks. 
 Detailed information should from the part of your answer (Word limit 200 to 150 words). 

1. The role of public Relations is to manage the organization and the event‟s image in the mind of
the audience & the public. Justify the statement.
2. Establish the major aims & objectives of the event.
3. State the major consideration for selecting an event venue.
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IIBM Institute of Business Management
Examination paper of Event Management
IIBM Institute of Business Management
Examination Paper MM.100
Event Marketing Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choi  ce & Short Note type questions. 
 Answer all the questions. 
 Part one carries 1 mark each & Part Two carries 5 marks each. 
Part One:
Multiple Choices:
1. The type of event involve a test of physical strength, mental ability & talent or a combination of
these is called___________
a. Competitive events
b. Artistic expression
c. Cultural celebration
d. Exhibition events
2. Who is responsible for organizing the event?
a. Organizer
b. Invitees
c. Sponsors
d. Delegates
3. The interaction that takes place between clients and the target audience during the actual event
known as____________
a. Indirect interaction
b. Direct interaction
c. Both a & b
d. None of the above
4. Which of the following is not comes under the 5 C‟s of events ?
a. Culture
b. Canvassing
c. Conceptualization
d. Customization
5. Strategic alternatives arising from competitive analysis are___________
a. Rebuttal strategy
b. Sustenance strategy
c. Maintenance strategy
d. Both a & b
6. Any venue over which neither the client nor the professional event organizer have any ownership
rights is called___________
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IIBM Institute of Business Management
Examination paper of Event Management
a. In-house venue
b. External venue
c. Both a & b
d. None of the above
7. A large identifiable groups of customers with in a market is termed as___________
a. Target marketing
b. Ambush marketing
c. Positioning
d. Segmentation
8. It is a part of revenue generation method during the event management.
a. Merchandising
b. Event Revenue
c. Event Budgeting
d. None of These
9. ____________ provides a forecast on the event about the variable cost & fixed cost of the event.
a. Budget planning
b. Event Budgeting
c. Event Management
d. Event Costs
10. EMIS stands for____________
Part Two:
1. What are the 5C‟S of event?
2. Explain the concept of “Target Marketing”?
3. Discuss the key elements of events?
4. Write short note on Pre-event, During-event and post-event activities of event management?
END OF SECTION A
Section B: Caselets (40 Marks)
 This section consists of Caselets. 
 Answer all the questions. 
 Each caselete carries 20 marks. 
 Detailed information should form the part of your answer (Word limit 150 to 200 words). 
Caselet 1
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IIBM Institute of Business Management
Examination paper of Event Management
You are organizing a race for 20,000 runners. The biggest logistical problem you will face will be at the
end of the race. At this time, runners crossing the finish line are exhausted and don‟t want to run or walk
another step. Media members wanting to take photographs and to interview front runners compound this
problem. Enthusiastic supporters wishing to congratulate those who finish only add to it. All runners need
to get across the line without hold-ups; otherwise, their times will be affected.
You need to make plans to ensure that all runners cross the line, that they are advised of their times, and
that they receive free sponsor products, retrieve, their belongings, and attend the prize-giving ceremony.
Some participants and spectators will not wait for the final ceremony and will wish to take the
transportation provided back to the race starting point and go home
Questions
1. Develop detailed operational plans for the end of the race, using estimates of finish times and
crowd-flow patterns for participants and spectators.
Caselet 2
The Gold Mining Company is a night club venue that is popular during the months of November,
December, and January for its Friday night dance events. The staff working at this venue is all temporary
workers, and the turnover is high. During a conversation, two of the staff, Jason and Mark, find out that
they have both been mugged on their way home from work in the early hours of the morning, but on
different Friday nights.
In both cases, the perpetrators waited in a nearby alley and threatened them with knives. Jason lost his
wallet and $200, and mark broke his ankle trying to run away. Candice, another employee, has been
harassed by patrons and was once burned deliberately with a cigarette by a particular drunk and
obnoxious customer. Management gave her some cash to get medical attention.
Questions
1. Discuss the occupational safety and health issues of the staff concerned.
2. What are the responsibilities of the management in this case?
END OF SECTION B
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions. 
 Answer all the questions. 
 Each question carries 15 marks. 
 Detailed information should from the part of your answer (Word limit 200 to 150 words). 
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IIBM Institute of Business Management
Examination paper of Event Management
1. “Event Management” as an effective marketing tool if executed right. Explain?
2. Define “Event” and discuss the advantages offered by event?
END OF SECTION C
S-2-300813
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IIBM Institute of Business Management


FINANCE MANAGEMENT IIBM EXAM ANSWER PROVIDED

FINANCE MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Finance Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
International Finance
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple choice & Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple choices:
1. Foreign exchange market in India is relatively very ________.
a. Big
b. Small
c. Medium
d. None of the above
2. Balance of payment is a systematic record of all _______ during a given period of time.
a. Political transactions
b. Social transactions
c. Economic transactions
d. None of the above
3. Merchandise trade balance, services balance & balance on unilateral transfer are the part of
________ account.
a. Current account
b. Capital account
c. Official account
d. None of the above
4. Interest rate swaps can be explained as an agreement between _________ parties.
a. One
b. Two
c. Three
d. None of the above
5. Capital account convertibility in India evolved in August
a. 1996
b. 1995
c. 1994
d. None of the above
6. Interest rate parity is an economic concept, expressed as a basic algebraic identity that
relates.
a. Capital rate & interest rate
b. Interest rate & exchange rate
Examination Paper of Finance Management
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IIBM Institute of Business Management
c. Currency rate & exchange rate
d. None of the above
7. The two kind of swap in the forward market are_________
a. Forward & reverse swap
b. Reverse swap & option swap
c. Forward & option less swap
d. Forward swap & option swap
8. FEMA stands for_________
a. Forward exchange market
b. Future exchange market
c. Foreign exchange management act
d. None of the above
9. Exchange rate quotation methods are________
a. Direct and direct
b. Indirect and indirect
c. Direct and indirect
d. None of the above
10. International Fisher effect or generalized version of the Fisher effect is a combination
of_______
a. PPP theory and Fisher‟s open proposition
b. Fisher‟s open and closed proposition
c. PPP theory and Fisher‟s closed proposition
d. None of the above
Part Two:
1. Write a short note on „Interest Rate Parity System‟ for exchange rates.
2. What are Direct & Indirect Quotes of exchange rates?
3. What is „International Mutual Fund‟?
4. Briefly describe „swaps in foreign exchanges markets‟.
END OF SECTION A
Section B: Case lets (40 marks)
 This section consists of Case lets.
 Answer all the questions.
 Each Case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Case let 1
Examination Paper of Finance Management
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IIBM Institute of Business Management
Managing Exchange Rate Risk
Mahindra International (India) imported spares of an engine from a US manufacturer for $ 5,000 per
annum at a price of $ 2.5 per piece. The average exchange rate during 2001-02 was Rs. 47.70/$. The
Indian company imported the spares also from a British manufacturer. In fact, it had diversified its
import in view of reducing the risk associated with the supply. The import from the USA was
competitive in view of the fact the same spares imported from the UK was slightly costlier. The
American spares cost Rs. 119.25 per piece, while the British spares cost Rs. 120.00 per piece. In
2002-03, US dollar appreciated to Rs. 48.40 with the result that the cost of American spares turned
higher than the British spares. In the sequel of the appreciation of US dollar, the Indian importer cut
its demand from 2,000 pieces to 500 pieces. The loss to the US exporter was colossal. But at the same
time, the Indian Importer suffered a lot. It had to pay a higher price for the US spares in terms of
rupee. And also, it had to divert its import from the USA to the UK insofar as the pound sterling did
not appreciate during this period. All this happened in the wake of the exchange rate changes.
Questions:
1. Mention the loss borne by the US exporter in the sequel of appreciation of dollar.
2. What strategy the Indian importer needs to follow to hedge the exchange rate risk?
Case let 2
ABN Amro Bank and Correspondent Banking in India
ABN AMRO bank has emerged as a major correspondent bank owing to a large network. In
India, it operates in six major cities, viz. Baroda, Chennai, Kolkata, Mumbai, New Delhi and
Pune. Being a correspondence bank, its product offerings are found primarily in the area of
trade and clearing. It is doing well in these owing to strong tie-up with local Indian banks
reaching 350 centres across the country. As a result, payments are effected speedily and
effectively.
Cash Management
The customized products in the area of cash management include cheques payable at par at all its
branches across the country, apart from traditional collection services, such as collection of
outstation/upcountry cheques drawn on other banks. ABN AMRO is a member of all major clearing
centers in the major financial centers. It has an electronic delivery system and structures multilateral
netting of cash.
Trade Services
Under trade services, the Bank offers a comprehensive range of products, such as:
1. LC reimbursement
2. Indian rupee trade payments
3. Handling documentary bills for collection
4. Bills negotiation
5. Letter of credit advising
6. Letter of credit confirmation
7. Guarantees
Examination Paper of Finance Management
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IIBM Institute of Business Management
Treasury Services
Treasury services at ABN AMRO Bank (India) are available round-the-clock. Rupee funding at its
treasury desk is provided at competitive rates along with advice on market trends and rates. It
provides also advisory services on the request of financial institutions and corporate in the area of
regulatory, economic and financial matters including depository services.
Questions:
1. Describe the network of ABN AMRO Bank in India.
2. What role does it play for global cash management?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Discuss the factors that affect foreign exchange market. Explain the different types of foreign
exchange quotations.
2. What do you mean by balance of payment? What are the key components of balance of
payment
END OF SECTION C
Examination Paper of Finance Management
5
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Security Analysis and Portfolio Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple choice & Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple choices:
1. Beta is useful for comparing the relative _____________ of different stocks.
a. Business risk
b. Systematic risk
c. Liquidity risk
d. Country risk
2. The price prevailing in market is called________
a. Market security
b. Market value
c. Market price
d. None of the above
3. Line charts, Bar charts, Candles tic charts are the parts of__________
a. Fundamental analysis
b. Technical analysis
c. Company analysis
d. None of the above
4. A market portfolio is a portfolio consisting of a weighted __________ in the market.
a. Sum of every equity
b. Sum of every liabilities
c. Sum of every assets
d. None of the above
5. The date on the option contract is called the ___________
a. Expiration date
b. Date of maturity
c. Both a) & b)
d. None of the above
6. A forward contract is an agreement made today between a ___________ to exchange the
commodity.
a. Buyer & buyer
b. Buyer & seller
Examination Paper of Finance Management
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IIBM Institute of Business Management
c. Seller & seller
d. None of the above
7. Portfolio means a collection or combination of financial assets such as?
a. Shares
b. Debentures
c. Government securities
d. All of the above
8. CAPM is the abbreviation of_________
a. Capital Asset Pricing Measure
b. Capital Average Pricing Model
c. Capital Asset Pricing Model
d. None of the above
9. In India the secondary market for shares is regulated by_______
a. RBI
b. SEBI
c. Company law board
d. There is no regulatory authority
10. The risk of the whole market as measured by „Beta‟ is________
a. 1
b. 0
c. -1
d. None of the above
Part Two:
1. What does „β‟ (Beta) mean in risk management?
2. Write a note on „options‟ & „future‟ derivatives.
3. Define Capital market theory.
4. Write a short note on CAPM.
END OF SECTION A
Section B: Case lets (40 marks)
 This section consists of Case lets.
 Answer all the questions.
 Each Case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Case let 1
Examination Paper of Finance Management
7
IIBM Institute of Business Management
TOUAX is a French company and is currently Europe‟s no. 1 in shipping containers and river
barges, and no. 2 in modular building and freight railcars. The group provides operating leases to
customers around the world, both on its own account and for third-party investors. On June 24, 2009,
TOUAX announced that its capital increased by waiving preferential subscription rights but with
priority for existing shareholders, launched on 18 June 2009 for a total of E17, 851,519.76 (gross)
through the issue of 936,596 new shares which were subscribed in the entirely. Following partial
application of the extension clause, 952,747 shares were placed or 101.72% of the issue; total
proceeds were E18, 159,357.82.
This rights issue has enabled the Group to strengthen its financial structure, to position itself with
advantage for possible acquisitions of tangible stock, and to grasp opportunities thrown up by the
crisis (purchase of shipping containers, modular buildings, river barges and railcars, for hiring out on
mainly long-term leases). 370,062 new shares allotted under absolute entitlement were subscribed or
39.51% of the total number of new shares issue. Another 555,685 shares were applied for subject to
cutting back in the event of over subscription, and orders for these were all filled. Another 27,000
shares had been applied for by the general public, and following partial application of the extension
clause it proved possible to fill orders for all of these.
All the result of the right issue, TOUAX is well placed to respond to the boom in corporate
outsourcing of non-core assets, and every day provides over 5,000 customers with quick and flexible
leasing solutions. TOUAX is now listed on Euronext in Paris – NYSE Euronext Compartment C
(ISIN Code FR0000033003), and features in the SBF 250 Index.
Questions:
1. After analyzing the case, do you think all the companies that can afford, should opt for right
issue to improve their financial status?
2. What do you analyze as the two main advantages of the right issue?
Case let 2
In mid-February 1994, the British paper, the Sunday times ran on article that alleged that a 1 billion
sterling ($ 750 M) sale of equipment by British companies to Malaysia was secured only after bribes had
been paid to Malaysian government officials and after the British overseas development administration
(ODA) had agreed to approve a 234 million sterling grant to the Malaysian government for a
hydroelectric dam of (according to the Sunday times) dubious economic value. The clear implication was
that UK officials, in their enthusiasm to see British companies win a large defence contract, had yield to
pressures from “corrupt” Malaysian officials for bribes – both personal and in the form of the 234 million
sterling development grants.
What happened next took everyone by surprise. The Malaysian government promptly announced a an on
the impact of all British goods and services into Malaysia and demanded an apology from British
Government. Officially the ban applied only to government orders for British goods and services; the
private sector was free to busy as it chose. However, British companies with experience in the region
were nervous that the private sector would follow the government‟s lead in shunning British products. At
stake was as much as 4 billion sterling in British exports and construction activities in Malaysia and a
presence in one of the world‟s fastest growing developing economies (Malaysia‟s economic growth has
averaged 8% per annum since 1989). In announcing the ban, Malaysia‟s Prime Minister, Dr Mahathir
Mohammad, noted that the British media portrays Malaysians as corrupt because “ They are not British
Examination Paper of Finance Management
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IIBM Institute of Business Management
and not white”…And “we believe the foreign media must learn the fact that developing countries,
including a country led by brown Moslem, have the ability to manage their own affairs successfully”.
The British government responded by stating, it could not tell the British press what and what not to
publish, to which Dr Mahathir replied there would be “no contracts for British press freedom to tell lies”.
At the same time, the British government came under attack from members of parliament in Britain, who
suspected the government acted unethically and approved the ODA hydroelectric grant to help British
companies win orders in Malaysia.
Questions:
1. If you are the CEO of a British company that now faces the loss of a lucrative contract in
Malaysia because of the dispute. What action should you take?
2. How do you think British government should respond to the Malaysian action?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. What do you mean by risk management? Elaborate the various kinds of systematic and nonsystematic
risks.
2. What do you mean by Portfolio management? What are the methods of calculating portfolio
performance evaluation?
END OF SECTION C
S-2-300813


SIX SIGMA MANAGEMENT IIBM EXAM ANSWER PROVIDED

SIX SIGMA MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination paper of Six Sigma Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Six Sigma Green Belt
Section A: Objective Type & Short Questions (40 Marks)
 This section consists of Multiple Choice questions.
 Answer all the questions.
 Each question carries 1 mark each.
Part One:
Multiple Choices:
1. The primary purpose of a control chart is to_________
a. Set Specifications and tolerances
b. Compare operations.
c. Determine the stability of a process.
d. Accept or reject a lot of material
2. When a control chart is used on a new process, capability can be assessed at which of the following
times?
a. Before the chart is first started
b. After the first ten points are plotted
c. When the plotted points hug the centerline
d. After the process is shown to be in control
3. Precision is best described as_______
a. A comparison to a known standard
b. The achievement of expected outgoing quality
c. The repeated consistency of results
d. The difference between an average measurement and the actual value
4. The overall ability of two or more operators to obtain consistent results repeatedly when measuring the
same set of parts and using the same measuring equipment is the definition of________
a. Repeatability
b. Precision
c. Reproducibility
d. Accuracy
5. Which of the following conditions must be met for a process to be in a state of statistical control?
a. Most of the product out by the process is in specification.
b. All subgroup averages and rang are within control limits.
c. All variation has been completely removed
d. Previously optimal process settings are used.
6. Which of the following measures of dispersion is equal to the sum of deviations from the mean squared
divided by the sample size?
a. Range
Examination paper of Six Sigma Management
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IIBM Institute of Business Management
b. Standard deviation
c. Variance
d. Mode
7. An X and R chart is used to_________
a. Indicate process variation
b. Specify design Limits
c. Interpret costs
d. Identify customer expectations
8. Which of the following is the most useful graphical tool for promoting and understanding the process
of capability?
a. A flowchart
b. A histogram
c. An affinity diagram
d. An Ishikawa diagram
9. The type of chart that presents the value of items in descending order is a________
a. Histogram
b. Pareto chart
c. U chart
d. Cusum chart
10. Measures of which of the following provide attributes data?
a. Temperature in degrees
b. Attendance at meetings
c. Weight in pounds
d. Length in metric units
11. The fraction of nonconforming products is plotted on which of the following types of control chart?
a. P chart
b. U chart
c. Np chart
d. C chart
12. A cause and effect diagram is a useful tool for doing which of the following?
a. Determining the flow of a process
b. Detecting shifts in a process
c. Developing theories based on symptoms
d. Arranging theories by defect count
13. Which of the following statistics would best describe the central tendency of a sample of data?
a. Mode
b. Mean
c. Standard deviation
d. Range
14. Which of the following type of tools or techniques is considered qualitative?
a. Histogram
b. Frequency distributions
c. Pareto chart
d. Process observations
Examination paper of Six Sigma Management
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IIBM Institute of Business Management
15. Out of the following which technique is most useful in narrowing issues and limiting discussion?
a. Brainstorming
b. Quality function deployment
c. Cause and effect analysis
d. Mutilating
16. In statistics, an estimation error that is persistent or systematic is called_________
a. Bias
b. Sensitivity
c. Random
d. Shift
17. For a normal distribution, two standard deviation on each side of the mean would include what
percentage of the total population_______
a. 47%
b. 68%
c. 95%
d. 99%
18. If a distribution is normal, u=50 s=15, what percentage of data will be less than 30?
a. 59.18%
b. 40.82%
c. 9.18%
d. 1.33%
19. A company is receiving an unusually high number of returns from various customers. The first step in
investigating the problem would be to_______
a. Check the inspection records
b. Establish the correlation of the returns to shipments
c. Brainstorm the potential causes
d. Classify the returns by type and degree of serious
20. Which of the following is the best definition of a flow chart?
a. A diagram used to structure ideas into useful categories
b. An illustration used to analyze variation in a process
c. A picture used to separate steps of a process in sequential order
d. An analytical tool used to clarify opposing aspects of a desired change
21. Which of the following activities would NOT contribute to the effective functioning of a team?
a. Eliminating unnecessary activities
b. Development team performance measures
c. Defining process in detail
d. Monitoring each member’s performance
22. What is the standard deviation of the population-10, 4, 16, 12, 8
a. 4.00
b. 4.47
c. 16.00
d. 20.00
23. Which of the following tools would be most appropriate for collecting data to study the symptoms of
a problem?
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IIBM Institute of Business Management
a. Check sheet
b. Flow diagram
c. Force-field analysis
d. Activity network diagram
24. Which of the following measures is a sufficient statistic for the parameter u?
a. Median
b. Mid-range
c. Mean
d. Mode
25. Positional, cyclical, and temporal variations are most commonly analyzed in_________
a. SPC charts
b. Multi-vari charts
c. Cause and effect diagram
d. Run charts
26. Which of the following describes the deming method for continuous improvement?
a. Cost of quality analysis
b. Process map
c. Tree Diagram
d. Plan-do-check-act cycle
27. In analysis of variance, which of the following distribution is the basis for determining whether the
variance estimates are all from the same population?
a. Chi square
b. Students
c. Normal
d. F
28. Which of the following statement best describes the set of value of a random variable?
a. It is finite.
b. It is an interval
c. It can be discrete or continuous.
d. It can be tracked by using control charts or scatter plots.
29. Which of the following is the best description of randomization?
a. A technique used to increase the precision of an experiment
b. A means of assuring representative sampling
c. The repetition of an observation or measurement
d. The relationship between two or more variables
30. When the order of items is not important, which of the following method is used to determine the
number of sets and subsets of items?
a. Combination
b. Permutation
c. Factorization
d. Simulation
31. Scatter diagrams are best described as_______
a. Histograms.
b. Correlation analysis.
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c. Pareto analysis.
d. Ishikawa diagrams.
32. A __________ is created to determine customers of a specific process.
a. Pareto chart
b. Flow diagram
c. Cause and effect diagram
d. Scatter diagram
33. A production line uses signs at specific points on the line to indicate when components or raw
materials need to be replenished. This practice is an example of________
a. Kanban
b. Poka-yake
c. Checkpoints
d. Hoshin
34. Which of the following is a good tool for planning cycle time reduction and concurrent operations?
a. A timeline
b. A Pareto diagram
c. An X and R chart
d. A PERT chart
35. Attribute and variable data are best described as which of the following?
a. Counted values measured values
b. Counted values visual features
c. Measured values counted values
d. Visual features counted values
36. All of the following are common ways for people to react to conflict Except_________
a. Competing
b. Collaborating
c. Avoiding
d. Sabotaging
37. A quality manager has chosen to survey customer satisfaction by taking samples based on the
categories of frequency of use, categories of use, and demographic. This technique is known as_______
a. Random sampling
b. Data collection
c. Stratification
d. Customer classification
38. Which of the following actions is Not used to reduce process cycle time?
a. Analyzing current processes
b. Reducing queue times
c. Setting priorities
d. Implementing activity-based costing
39. A company’s accounts payable department is trying to reduce the time between receipt and payment
of invoices and has recently completed a flowchart. Which of the following tool is the next to be used by
them?
a. Fishbone diagram
b. Scatter diagram
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c. Box and whisker plat
d. Histogram
40. In a manufacturing company, the machine shop is what kind of customer in relation to the human
resource department?
a. Intermediate
b. Hidden
c. External
d. Internal
Section B: Short Notes (30 Marks)
 This section consists of Short Notes.
 Answer all the questions.
 Each Short Note carries 6 marks.
1. Describe how QFD fits into the overall DFSS process.
2. What is interrelationship Digraph? Explain it with example.
3. Find the area under the standard normal curve between +1.50 standard deviations and +2.50
standard deviations.
4. Define terms related to One-Way ANOVA and interpret their results & data plots.
5. Define & describe the use of Rational Sub grouping ?
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. Suppose you are cooking steak for 100 people, & the current approval rating is 75% acceptable.
You want to know the affect of different methods and approaches to see how the overall approval
or “yield” is affected. By using the Full Factorial method explain how the overall approval or
“yield” is affected.
2. Interpret Control Charts? Distinguish between common & special causes using rules for
determining stastical control.
END OF SECTION A
END OF SECTION B
END OF SECTION C
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IIBM Institute of Business Management
Examination Paper MM.100
Six Sigma Black Belt
Section A: Objective Type & Short Questions (40 Marks)
 This section consists of Multiple Choice questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 2 marks each.
Part One:
Multiple Choices:
1. Calculate the estimated variance of the population from which the following values have been
randomly selected: 2.8 2.7 2.6 2.9 2.8 2.8 2.8
a. 095
b. 009
c. 088
d. 008
2. The mean, median and mode of a distribution have the same value. What can be said about the
distribution?
a. It is exponential
b. It is normal
c. It is uniform
d. None of the above
3. Approximately what percent of the data values are smaller than the mean?
a. 25%
b. 50%
c. 75%
d. None of above
4. A normal probability plot is used to________
a. Determine whether the distribution is normal
b. Plot Z value
c. Determine process capability
d. It percent out of specification
5. Nominal Group technique is used to_________
a. Help a group reach consensus
b. Generate a group on new ides
c. Provide a consistent stable group leadership
d. Provide a name for the group
6. An example of a project metric would be_______
a. The decrease in defect occurrence
b. The decrease in product cost
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c. The decrease in cycle time
d. All the above
7. A correct statement about the relationship between the terms parameter and statistic is:
a. A population statistic is more accurate than a parameter
b. A sample parameter is used to estimate a statistic
c. A sample statistic is used to estimate a population parameter
d. Standard deviation calculation requires both statistics and parameters
8. A and B are events. P(A) = 0.80 and P(B) = 0.90:
a. Events A and B are disjoint or mutually exclusive
b. Events A and B are not disjoint or mutually exclusive
c. P (A and B) = 0
d. P(A and B) = 1.7
9. In a certain sampling situation, a=0, b=0.08. the power of the sampling plan this case is________
a. 0
b. 0.08
c. 1.00
d. 0.92
10. A newspaper article describes a high positive correlation between obesity and orange juice
consumption among six-year-old children’s. Parents who restrict the use of orange juice for their children
have:
a. Made a type I error
b. Made a type II error
c. Misunderstood margin of error
d. Confused correlation with causation
11. In an experimental design context, replications refer to________
a. Duplicating experimental result at another location
b. Repeating a test with the same factor levels
c. Obtaining the same or similar result from different factors
d. Repeating an experiment but using at least one different factor level
12. Find the upper control limit for a range chart if n=4 and the average range is 2.282
a. 2.282
b. 4.564
c. 5.208
d. 3.423
13. An x-bar control chart been established with control limits of 3.245 and 3.257, n=5. An engineer
collects the following sample and plots the average on the control chart:3.257, 3.256, 3.258, 3.259
a. The process is out of control
b. The process is not out of control
c. The engineer misused the control chart
d. The control limits are incorrect
14. TEIZ is an acronym which refers to________
a. A set of problem solving tools
b. An organization of quality professionals
c. An experiment using transitional results
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d. A Russian general responsible for creative thinking
15. A robust design is one which.
a. Has high reliability
b. Has low maintenance frequency
c. Is simple to manufacture’
d. Is resistant to varying environmental condition
16. A frequent cause of system sub optimization is_________
a. Optimizing individual process
b. Failing to draw a system flow chart
c. Using data with outliers
d. Failing to consider the normal distribution
17. The x2 distribution is_______
a. Symmetric
b. Left skewed
c. Right skewed
d. Normal
18. An advantage of using standard deviation rather than range for measuring dispersion of a large sample
is that_______
a. Standard deviation has a simpler formula
b. Calculators have a standard deviation key but not a range Key
c. Standard deviation uses information from each measurement
d. Range calculation are not normally distributed
19. The team development stage characterized by expression of individual opinions and ideas often
without regard for team objectives is known as_______
a. Performing
b. Norming
c. Conflicting
d. Storming
20. SMED is an acronym for activity that________
a. Involve housekeeping in the work area
b. Makes mistake of a certain type impossible
c. Emphasizes the pull of the customer
d. Reduces set up the time
21. A principle advantage of fractional factorial experimental designs is_________
a. Reduced cost
b. Improved accuracy
c. Increased confounding
d. Higher confidence level
22. Dr. W Edwards Deming_______
a. Lectured in Japan after World War II
b. Was an author of several books in the US
c. Is considered an expert in the quality field
d. All of the above
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PART TWO:
23. What percent of population falls below the lower specification limits?
a. 9.18%
b. 22.66%
c. 6.68%
d. 1.83%
24. Find the mean, median and mode of the following data set:9, 11, 12, 14, 18, 18, 18, 20, 23:
a. 15.5, 18, 18
b. 15, 14, 18
c. 15, 12, 18
d. 15.5, 16, 18
Use for problems 25-27:
A B Res.
25. Calculate the main effect of factor A:
a. 20
b. 25
c. 30
d. None of the above
26. Calculate the interaction effect:
a. 20
b. 25
c. 40
d. None of the above
27. If it is desirable to maximize the response R, the following levels should be used:
a. A+ and B+
b. A+ and Bc.
A- and B+
d. None of the above
Use for questions 28-30:
Here is an experimental design with result:
A B C
Responses
1
– – +
10 11 10
2 – + –
22 20 23
1 – – 20
2 – + 30
3 + – 40
4 + + 50
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3 + + +
34 36 37
4 + – –
26 25 25
28. This experimental design is:
a. Full factorial
b. Half factorial
c. Quarter factorial
d. None of the above
29. The number of factors, levels and replications:
a. 3, 3, 3
b. 3, 2, 2
c. 3, 2, 3
d. None of the above
30. An indication of the experimental error is available because the design has:
a. Multiple replications
b. Multiple levels
c. Multiple factors
d. None of the above
31. The average number of defects is 21.6. Find the upper control limit for the C-chart.
a. 26.4
b. 24.6
c. 26.2
d. None of the above
Section B: Short Notes (30 Marks)
 This section consists of Short Notes.
 Answer all the questions.
 Each Short Note carries 6 marks.
1. Briefly define Affinity Diagram with an example.
2. By using imaginary figures draw a Run Chart.
3. Consider the following data & develop a normal probability graph paper & normal probability
plot:
7.9, 9.7, 10.6, 12.7, 12.8, 18.1, 21.2, 33.0, 43.5, 51.1, 81.4, 93.1
4. A painting process produces coatings with a thickness of 0.0005 & a standard deviation of
0.00002. What should the tolerance limits be for this process? Briefly explain Tolerance design?
5. What is Pugh matrix? State the steps which are used in Pugh matrix.
END OF SECTION A
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Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should from the part of your answer (Word limit 200 to 150 words).
1. Define & describe the purpose of root cause analysis? Recognize the issues involved in
identifying a root cause analysis and list various tools for resolving chronic problem?
2. Describe the purpose & elements of FMEA including risk priority number (RPN), and evaluate
FMEA results for processes, products, & services. Distinguish between design FMEA (DFMEA)
& process FMEA (PFMEA) and interpret results from each?
S-2-300813
END OF SECTION B
END OF SECTION C


ENTERPRISE RESOURCE PLANNING PROFESSIONAL IIBM EXAM ANSWER PROVIDED

ENTERPRISE RESOURCE PLANNING PROFESSIONAL IIBM EXAM ANSWER PROVIDED

Examination Paper of Enterprise Resource Planning Professional
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IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Enterprise Resource Planning Professional
Guidelines for paper
 Total No. of Questions is 100.
 The minimum passing marks is 40%.
 Each Question carries 1 mark.
 Answer all the Questions.
Multiple Choices:
1. Enterprise resource planning is_______
a) Computer System
b) Manufacturing Organization
c) Method of effective planning of all the resources in an organization
d) None of the above
2. Enterprise resource planning vendors are those people_________
a) Who are experts in administration and management of project
b) Who have developed the ERP package
c) Who uses the ERP system
d) None of the above
3. The objectives of ERP ____________
a) Provide support for all variations best business practices
b) Enable implementation of these practices
c) Empower the customer to modify the implemented business process
d) All of the above
4. Which of the followings not the advantages of ERP________
a) ERP eliminates duplication of work
b) Reduce overheads, lead type, cycle time and work in progress
c) Customization of the ERP software is limited
d) Help to achieve competitive advantage
5. EDI stands for__________________
a) Electronic digital interface
b) Electronic data interchange
c) Enterprise data interface
d) None of these
6. A____________________ tool use to quickly develop quality database design by reusing commonly
available data models which are applicable to the enterprises requirements and customizing the details
for the application at hand.
a) Integrated data model
b) Integrated management information system
c) Business process re-engineering
d) Supply chain management
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7. GUI stands for ____________________
8. Support re-engineering processes to fit the software systems best practice is approach of :
a) Re-engineering approach
b) Customizing approach
c) Rational approach
d) None of the above
9. The full set of capabilities needed to manage, schedule, pay and hire people who make the
company run includes payroll, benefits administration, applicant data administration called_______
a) Finance accounting
b) Human resources
c) Sales and distribution
d) Manufacturing and logistics
10. POS stands for_________________
11. The interface which interacts which interacts with human beings, other systems, and the internet
happens in this layer,
a) Presentation interface
b) Database interface
c) Client interface
d) Service oriented architecture
12. This layer is where you will write some generic methods to interface with your data.
a) Data tier
b) Business tier
c) Data access tier
d) Presentation logic tier
13. _________________describes commerce transaction between businesses, such as between
a manufacturer and a wholesaler, or between a wholesaler and a retailer.
a) B2B
b) B2C
c) E-commerce
d) None of these
14. A conceptual tool that contains a set of elements and their relationships and allows expressing the
business logic of a specific firm.
a) Business process
b) Business engineering
c) Business model
d) All of these
15. Which one of the following is not come under the 3 forces of ERP?
a) Customer
b) Cost
c) Competition
d) Change
16. SDLC stands for_____________________
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17. The approaches, where all modules of ERP package are implemented at one go across all business
units of the organization.
a) Big bang approach
b) Pilot approach
c) Phased approach
d) None of these
18. ERP lifecycle starts from a)
Project planning
b) Project execution
c) Project initiation
d) Project closure
19. Which of the following is a phase of ERP implementation life cycle in which custom
code Construction and unit testing by the programming team is primarily involved?
a) Analysis phase
b) Design phase
c) Implementation phase
d) Construction phase
20. In the term supply chain management what is the meaning of “Chain”.
a) Providing goods, services and knowledge
b) Infers pro-activity
c) Across several entities that are linked
d) Both a &b
21. MRP in Enterprise resource planning stands for a)
Maximum retail price
b) Material requirement planning
c) Management requirement planning
d) None of the above
22. ________________ focuses on the physical movement and storage of goods and material.
a) Supply chain management
b) Material requirement planning
c) Logistics
d) Distribution system
23. The decision, to purchase a product or service from external suppliers, are the basis for the external
supply chain isa)
Internal supply chains
b) External supply chains
c) Both a &b
d) None of these
24. A processes are initiated and performed in anticipation of customer order is known as a)
Pull process
b) Push process
c) Pull/push process
d) All of these
25. Enterprise Resource Planning (ERP) has originated from a)
Material Requirement planning
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b) Supply Chain Management
c) Logistics
d) Business Process Re-engineering
26. DSS stands for_______________
27. CRM Stands for______________
28. Which of the following is not the leading ERP giant?
a) Microsoft
b) UPS ERP
c) SAP ERP
d) E-commerce
29. Which of the following is the market that independently owned market place that brings thousands
of suppliers and buyers to cyber space in a dynamic real time environment?
a) Private Market Place
b) Net Market
c) Both a &b
d) None of the above
30. The Sub-module of ERP system which is capable of planning and implementing procedure for
inspection and quality assurance.
a) Material management
b) Quality Management
c) Production planning and control
d) Project management system
31. Material requirements plan specify a)
The quantities of the product families that need to be produced
b) The quantity and timing of planned order releases
c) The capacity needed to provide the projected output rate
d) The costs associated with alternative plans
32. MRP II is accurately described as a)
MRP software designed for services
b) MRP with a new set of computer programs that execute on micro-computers
c) MRP augmented by other resource variables
d) usually employed to isolate manufacturing operations from other aspects of an
organization
33. Enterprise Resource Planning (ERP) is a)
Severely limited by current MRP computer systems
b) Not related to MRP
c) An advanced MRP II system that ties-in customers and suppliers
d) Not currently practical
34. Distribution Resource Planning (DRP) is
a) A transportation plan to ship materials to warehouses
b) A time-phased stock replenishment plan for all levels of a distribution network
c) A shipping plan from a central warehouse to retail warehouses
d) Material requirements planning with feedback loop from distribution centers
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35. In what way are Distribution Resource Planning (DRP) and Material Requirements Planning
(MRP) similar?
a) Both employ similar logic and procedures.
b) Both are employed i n a manufacturing organization
c) Both work most efficiently with largest lot sizes
d) Both are employed by retail organizations.
36. Which of the following is false concerning enterprise resource planning (ERP)?
a) It attempts to automate and integrate the majority of business processes.
b) It shares common data and practices across the enterprise
c) It is inexpensive to implement.
d) It provides and accesses information in a real-time environment
37. Enterprise resource planning (ERP)-
a) Has been made possible because of advances in hardware and software
b) Uses client/server networks
c) Creates commonality of databases
d) All of the above are true of ERP.
38. Net marketplacea)
Focuses on continuous business process coordination between companies for supply
chain management
b) Operate as independent intermediaries between buyers and sellers
c) Are geared towards short-term sport purchasing
d) Are more relationship oriented and less transaction oriented than private industrial
networks
39. The is the MRP input detailing which end items are to be produced, when they are needed, and in
what quantities.
a) Master production schedule
b) Gross requirements
c) Inventory records
d) Assembly time chart
40. The ______ is the input to Materials Requirements Planning which lists the assemblies, parts and
raw materials needed to produce one unit of final product.
a) Bill of materials
b) Net requirements chart
c) Inventory records
d) Assembly time chart
41. The software architecture where architecture where functionality is grouped around business
processes and packaged as interoperable services.
a) Database interface
b) Proxy layer
c) Service oriented architecture
d) FA module
42. The area of_______________ concerns movement of a finished product to customers.
a) Material requirement planning
b) Supply chain management
c) Physical distribution
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d) Master product scheduling
43. Which of the following function is performed by the different channels of distribution?
a) Product acquisition
b) Product movement
c) Product transaction
d) All of the above
44. Which of the following is the primary unit of analysis for supply chains is the performance cycle?
a) Performance cycle
b) Process cycle time
c) Product movement
d) Distribution system
45. The model that are generally developed for decision support, i.e. to help manager make
better decisions is calleda)
Descriptive model
b) Normative model
c) Forecasting model
d) None of the above
46. Which of the following is come under the process of supply chain management?
a) Customer order cycle
b) Replenishment cycle
c) Manufacturing cycle
d) All of the above
47. The type of supply chain management include suppliers of the immediate supplier and consumer of
the immediate customers, all linked by one or more of the upstream and downstream flow of product
, services known as a)
Basic supply chain.
b) Extended supply chain
c) Both a &b
d) None of these
48. Installing all the computer hardware and related peripherals like printers and networking equipment is
the role ofa)
Role of consultants
b) Role of hardware vendors
c) Role of software vendors
d) Role of users
49. The tool which is use to generate stronger password as system security for their clients is –
a) IFS/Avalon
b) MFG/PRO
c) SAP R/3
d) BAAN IV
50. A blueprint describing various business processes and their interaction and an underlying data model
is known asa)
Business model
b) Business process re-engineering
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c) Enterprise resource planning
d) Material requirement planning
51. TIS stands for_______________
52. BPR stands for_______________
53. The body of knowledge, principles, and disciplines related to the analysis, design, implementation
and operation of all elements associated with an enterprise isa)
Business engineering
b) Business process engineering
c) Business modeling
d) None of these
54. What is the full form of B2C?
a) Business-to-Costing
b) Business-to-consumer
c) Business-to-commerce
d) Business-to-component
55. New technologies in ERP II are a)
E-commerce
b) Web services
c) Knowledge management
d) All of the above
56. The software that can work in combination with other application like SAP, oracle is known as a)
Microsoft
b) SAP ERP
c) People soft ERP
d) UPS ERP
57. The technology areas that apply to ERP system are a)
Database system
b) Communication protocol
c) User interface framework
d) All of these
58. RDBMS stands for_________________
59. SQL stands for_________________
60. The enterprise application which are helpful in ensuring that the information processed reaches the
concerned persona and in the proper time and place is known asa)
Management information systems
b) Information integrated systems
c) Executive information systems
d) None of the above
61. Computer-to-computer direct transfer of standard business documents through electronic media
between the firms is calleda)
EDI
b) ERP
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c) MRP
d) Net market
62. Which of the following is the middle tier layer of the ERP system architecture?
a) Presentation layer
b) Application layer
c) Database layer
d) Network layer
63. What is the full form of RFID a)
Rational frequency identification
b) Radio functional identification
c) Radio frequency identification
d) All of the above
64. SOA stands for_________________
65. The act of breaking up large, monolithic ERP system into components that would work together is a)
Componentization
b) Mobility
c) Quality function deployment
d) None
66. _________________ ERP services help the companies to keep track on what is going on is called a)
Web-enable ERP
b) E-business
c) Electronic data interchange
d) All of these
67. A set of logically related business activities that combine to deliver something of value (e.g.
products, goods, services, or information ) to a customer is called:
a) Business process engineering
b) Business process
c) Business process re-engineering
d) 1Business model
68. Which of the following is the principle of business engineering?
a) Increased speed and efficiency
b) Faster communication of information
c) Reduction of barriers to fast
d) All of the above
69. TQM stands for_________________
70. Which of the following is not come under the diagrammatic representation of the business model?
a) Business strategy
b) Business Engineering
c) Business model
d) MIS
71. IFS application support mixed-mode manufacturing at multiple sites, with multiple currencies and
languages.
Examination Paper of Enterprise Resource Planning Professional
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IIBM Institute of Business Management
a) True
b) False
72. ERP is a business strategy and a set of industry-domain-specific application that build customer and
shareholder value by enabling and optimizing enterprise and inter-enterprise operational and
financial processes.
a) True
b) False
73. Industrial and finance systems, also known as IFS.
a) True
b) False
74. Which of the following are the essential elements of ERP system?
a) Time constraint in respect to the organization function
b) Product architecture
c) Maintainability and up gradation
d) All of the above
75. The challenges which are faced during selection of ERP are-.
a) Customizable and predefined modules
b) Resorting to an external body for ERP services
c) Application service provider
d) All of the above
76. The importance of up gradation and maintenance is not as important as the setting up of the
organization.
a) True
b) False
77. Modularity is a general system concept, typically defined as a continuum describing the degree to
which a system’s components may be separated and recombined.
a) True
b) False
78. The logical culmination of the process is the creation of a final selection and a project charter.
a) True
b) False
79. Which one of the following is a bundle of package interfaced together to transfer data from one to
the other?
a) Upgrading
b) Modularity
c) ERP outsourcing
d) Interface package
80. Customization is an integral part of ERP solution, in which crucial decision needs to be taken by
the organization as it is detrimental in ERPs success.
a) True
b) False
81. SAP is both the name of the company and the ERP package.
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IIBM Institute of Business Management
a) True
b) False
82. Production planning and control is the sub-module of ERP system which support both discrete and
process manufacturing processes.
a) True
b) False
83. Ramco Marshal Product is suitable for small and medium enterprises without any industry specific
solution.
a) True
b) False
84. Baan software is an integrated solution manufacturing, distribution, finance and
transportation, service, project and orgware modules.
a) True
b) False
85. Analysis should start off with strategy alignment which should align the project with strategic goals
of the enterprise.
a) True
b) False
86. In pilot approach implementation is phased out according to the modules of the package, e.g.
finance implementation, followed by materials management, etc.
a) True
b) False
87. The implementation stage performs the last few critical activities necessary for system
live-processing.
a) True
b) False
88. CSFs stand for critical successes factors.
a) True
b) False
89. Many factors need to be reviewed during an audit to ensure security and privacy in an ERP system.
a) True
b) False
90. Material management is a sub-module of ERP system which support the activities associated
with planning and performing repairs and preventative maintenance.
a) True
b) False
91. Proxy layer is a layer which acts on behalf of the distributed logic layer to provide access to the next
tier, the business tier.
a) True
b) False
92. ERP model provide a suitable framework to refocus application effort for greater enterprise
Examination Paper of Enterprise Resource Planning Professional
11
IIBM Institute of Business Management
integration and opportunities for collaboration.
a) True
b) False
93. Oracle application is the ERP package which is developed by Oracle Corporation.
a) True
b) False
94. To understand the client requirements, business processes, company standards, the specific
systems IT environment as well as approach that will be used is the main goal of a)
Project team creation
b) Offshore process definition
c) Offshore simulation
d) Onsite to offshore knowledge transition
95. MRP I was a method for production planning and scheduling suited to the low performance systems
in 1970s.
a) True
b) False
96. Concurrent engineering is a systematic approach to integrated product development that emphasizes
the response to customer expectation.
a) True
b) False
97. Product acquisition means store large amount of materials for rapid delivery to a customer.
a) True
b) False
98. Procurement involves five activities: sourcing, order placement and expediting, supplier
relationship, transportation and receiving.
a) True
b) False
99. Which of the following are the types of logistics?
a) Inbound logistic
b) Outbound logistic
c) Both a &b
d) None of these
100. The functions associated with the materials functions include:
a) Procurement
b) Make or buy
c) Inventory management
d) All of the above
S-2-200314


BPO MANAGEMENT IIBM EXAM ANSWER PROVIDED

BPO MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of BPO Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
BPO Industry
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choices and Short Note type Questions.
 Answer all the questions
 Part one carries 1 mark each and Part Two carries 4 marks each.
Part One:
Multiple Choices:
1. Which of the following is not included in Porter‟s Five Model for competitiveness?
a. Threat of New Entrants
b. Degree of Rivalry
c. Bargaining Power of Suppliers
d. Government Strategies
2. Which of the following is not a benefit of a BPO?
a. Cost Reduction
b. Cross – pollination of best products
c. Focus on core process
d. Automatic call distributions
3. In stage there is orderly transfer of activities to the service provider.
a. Negotiation
b. Ongoing Management
c. Implementation
d. Preparation
4. List the Process of Outsourcing in appropriate order:
i. Listing out available in – house resources
ii. Signing the contract
iii. Negotiations, including a letter of intent and usually a contract with terms & conditions
iv. „Steady state‟ period, which makes the end of the transitioning phase and the beginning of
the cost cutting phase of the company
a. i, iii, ii, iv
b. i, iv, iii, ii
c. i, ii, iii, iv
d. I, iii, iv, ii
5. The BPO that handles almost all the transactional and administrative processes or other several
functions are__________
a. Comprehensive BPO
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IIBM Institute of Business Management 2
b. Transactional BPO
c. Niche BPO
d. ITO
6. The model which is preferred when the client requires that the job should be done quickly and
successfully:
a. Revenue Distance Model
b. Global delivery Model
c. Built – Operate – Transfer Model
d. Blended Offshore Outsourcing Model
7. Which of the following is not a main certifying agency for Indian BPO?
a. IRDA
b. KPMG
c. DNV
d. STQC
8. Challenges related to information infrastructure and branding is a type of a KPO
challenge.
a. Internal Challenge
b. Industry Challenge
c. Customer Challenge
d. Competitor Challenge
9. Which of the following is not a dimension of service quality?
a. Empathy
b. Reliability
c. Assurance
d. Responsiveness
10. COPC – 2000 is a____________
a. Quality Certificate
b. Measurement Certificate
c. Performance Certificate
d. Regulatory Certificate
Part Two:
1. Differentiate between BPO and KPO
2. Define the term „COBIT‟.
3. Write a short note on „Corporate Governance‟.
4. Differentiate between BPO and Call Centers.
5. Define „Outsourcing‟.
END OF SECTION A
Examination Paper of BPO Management
IIBM Institute of Business Management 3
Section B: Caselets (40 Marks)
 This section consists of Caselets
 Answer all the questions
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
Company Background
CBay Systems Ltd. was founded in 1998 by Raman Kumar, Skip Conover and Mahidhar Reddy. The
Annapolis based healthcare BPO is a leading provider of medical transcription services to US hospitals.
CBay provides transcription and information management services to hospitals, integrated health care
facility networks, medical clinics and physicians. CBay‟s HIPAA – complaint solutions leverage
leading Internet technologies and the world‟s most highly credentialed transcriptionists to provide
easier, more secure, accurate and cost – effective medical transcription.
CBay‟s Development and Process Centre is located in Mumbai and Bangalore, India. Additional offices
are located in Taylor, Michigan and Mumbai, Hyderabad, India. The company employs over 1,250 on
its own rolls and 2,500 employees on its franchisee rolls. An upwards of 3 million files are processed on
an annual basis.
The avert of government regulations such as the Health Insurance Portability and Accountability Act
(HIPAA) coupled with increasingly stringent insurance company requirements today are driving the
need for more efficient, accurate and secure medical transcription. Under HIPAA, transcription service
providers have to implement technology and business processes to ensure the security and
confidentiality of patient information, and establish an audit trail of all those who have accessed this
information. This area in the medical transcription space is CBay‟s forte. CBay offers state of art in –
house developed software solutions, which enable total control over the entire transcription process –
from dictation to transcription to records management. “Our main USP is technology, which
differentiates us from others”, agrees Dinesh Kumar, Director of Indian Operations. HIPAA is likely to
become a law sometime during fiscal 2005 and conversion entails huge investments between US$ 18 to
23 Billion (greater than Y2K solutions) and expertise in IT systems. It is here that CBay commands a
strategic niche as its expertise in technology will enable hospitals and medical practices to not only
achieve full HIPAA compliance and streamline transcription processing and management, but also
importantly to realize substantial savings. Also because all information can be accessed via standard
Internet connections using existing hardware and systems, there is minimum capital investment.
CBay has developed its infrastructure, hardware and software architecture with security as the
paramount concern. From state – of – the – art encryption technologies, redundant architectures and
security monitoring to disaster prevention and recovery measures, CBay has catered to all of the above
issues. “The primary challenge facing CBay developers are the automation of logistics”, feels Harsha
Kollaramaraju, the Chief Technology Officer of CBay. The amount of data to be handled, the number
of transactions that needs tracking is phenomenally high. Since CBay has a global delivery model, it is
important to have a system that is totally distributed, with different pieces in different places
collaborating to fulfill each transaction, he further adds.
The biggest challenge however is to handle the discrete elements such as dictation, demographics data,
medical reports, which are all separately created and processed, although they are part of the same
transaction. The software makes sure the integrity of data in each transaction and accurately delivers the
right data to right people in different places.
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IIBM Institute of Business Management 4
Operations Model:
CBay operates through a strong network of 35 franchisee centers that includes Captive centers in
Mumbai, Hyderabad and Bangalore. These franchisees are distributed in different parts of the country
covering all the metros Delhi, Mumbai, Hyderabad, Kolkata, Chennai, Bangalore and other major cities
like Trivandrum, Pune, Chandigarh, Guwahati, Baroda, Nagpur, Pondicherry etc. these centers have
either been started by individual entrepreneurs or have been the ventures of large established business
houses. All of these units work in close association with CBay, who helps them in training and
certification of the MLS, adhering to the quality norms, quality audits, work load balancing and all
other operational issues that arise from time to time. The work is routed to these different centers based
on several criterions such as amount of work these centers can handle, type of dictators they can handle,
their performance in terms of quality and their ability to return work within the predetermined
timeframe. The various franchisee centers transcribe the documents, check the quality through the
various levels such as proofers and editors and upload the records back to the CBay server in the pre –
decided time frame. These files are then randomly checked and only after the quality team is assured
about the quality of transcribed records, they are sent to the clients. The production units comply with
the quality and time constraints that CBay has promised its clients. Few centers also run multiple shifts
and 24/7 operations to cater client specific requirements. “are our partners in progress”, sums up Dinesh
Kumar, Head – CBay India Operations, who is also responsible for liaison with these franchisees or
production units as they are more fondly called. CBay‟s offices in Mumbai and Bangalore manage the
Indian operations. These offices have 24/7 operations to provide support to vendors and service the
clients.
Solutions offered by CBay
Different types of healthcare providers characterize the US healthcare industry. There are small 4 – 5
doctor practices, medium sized clinics operating with 20 – 25 doctors and operating out of more than
one location and large hospitals where operations and other complex medical procedures are conducted.
These entire have different type of work also varies. For example, a large hospital will have more of
operative reports while a small clinic will normally have more of operative reports while a small clinic
will normally have more of office notes or follow up reports. CBay has solutions of all of these types of
possible clients. Very broadly, CBay offers the following four types of solutions:
1. CATTS – CBay‟s automated Transcription Tracking System allows hospitals and clinics on legacy
systems to tap CBay‟s networks of 2500 transcriptions in the US and India.
2. CBayScribe: A sophisticated recording, routing and distribution portal that is combined with
unrivalled transcription expertise to meet the needs of small and medium sized physician practices.
3. CBay Flo – An advanced solution for recording, routing, transcription and reconciliation, with HL7
integration of large hospitals and clinics.
4. A+ Network – An end to end dictation, transcription and document management platform offered to
large integrated healthcare networks.
Each of these solutions has several production units attached to it. There are some production centers
that operate on multiple platforms. Each of these has a separate QA center to monitor and control
quality. Through a part of the same organization, they operate independently as they cater to
completely different profile providers and hence have requirements that are different. As each of these
uses a different software platform, the operations guidelines differ.
CATTS
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IIBM Institute of Business Management 5
CBay‟s Automated Transcription Tracking System (CATTS), allows the doctors, administrators etc. to
view the status of a record from the moment it enters the system until the final transcribed version is
sent back to the hospital/clinic. This software allows the users to know the status of their dictated
record all the time, every time till they get the transcribed record back. By means of a simple query
into the CATTS database, the system can provide the status of every dictated voice file. CATTS is a
manually operated platform, which is being slowly transitioned to other more automated platforms.
CBayScribe
CBayScribe is the first end – to –end service that gives medical practices the speed and efficiency once
reserved for large hospitals. Physicians dictate on digital recorders, over the phone, or on a PDA
(Personal Digital Assistant). Transcriptions are guaranteed next day, with 98 – point accuracy. And
detailed reports can be accessed over the Internet, any time, from any place. CBayScribe aims to fulfill
the transcription needs of a physician practices, medium sized and smaller clinics etc. with the level of
security and audit trail to meet HIPAA standards.
CBayScribe provides the dictators with Olympus Dictaphone, which has the capacity to store upto
two and half hours of dictation. They can dictate the patient records and details at their leisure and
upload either all at once or in batches as per their convenience. Report Pro allows the doctors to upload
the dictation to the CBay server or CBayScribe web services as it is called. The webserver routes these
files based on how these dictators have been allocated to the production units, their capacity and some
other criterion to the production centers. It also automatically sends the accessory documents such as
demographic information (about the patient whose medical record is to be transcribed), templates
related information and any other instructions given by the doctors to the respective franchisee/captive
units.
CBay Flo
CBay Flo is the latest transcription platform devised by CBay‟s software development team in
Bangalore. It enhances the ease with which transcription jobs are managed easily. CBay Flo facilities
ease of operation at every step of the transcription process right from capturing the dictators from a
legacy server or from its dictation server to allocation of dictations to stipulated transcriptionists
automatically, reducing the time needed for the transcriptionist to access the dictation. CBay Flo uses a
Six Sigma process for quality management. This process ensures the accuracy of the document in
meeting customer requirements with regards to consistent quality and turnaround time. CBay Flo has
various delivery mechanisms for the delivery of transcription reports. The reports can be printed or
faxed or can be directly delivered to an HIS (Health Information System). This allows the reports to be
generated using RTF, PDF and Plaintext formats. CBay Flo facilitates a free archival of all the
transcribed reports on its servers. CBay clients can use this facility to obtain an older transcribed
report. CBay Flo is a completely HIPAA complaint solution for managing transcriptions. It uses 128 –
bit encrypted channels for the transfer of jobs and a complete audit trail for each job. There is also a
physical security provided to servers, which host the dictators and transcription reports. The Electronic
signature E – sign feature provides a mechanism of remote Internet signing with automatic tracking of
records on every edit for compliance auditing purposes.
A+ Network
A+ Network is the winning combination of leading edge HIM software and unrivaled transcription
expertise. A+ Network tracks when and where each report is accessed and by whom. Every activity
such as dictating, transcribing, viewing, printing, faxing, QA editing, and physician – signing
occurrence is audited with HIPAA – complaint audit reports. In order to provide a fully outsourced,
exceptionally flexible turnkey transcription service combining unrivaled transcription expertise and
leading HIM software, CBay has tied up with Arrendale Associates. The A+ Network handles
everything from integrating the existing, dictation process, full transcription, comprehensive document
management and achieving. All of this is done on CBay‟s secure servers. 7x24x365 access over the
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IIBM Institute of Business Management 6
Internet is protected by complete audit trails and high – level security to meet and surpass strict
HIPAA requirements.
Question:
1. Discuss in detail about the solutions offered by CBay to the healthcare providers.
Caselet 2
Company Background
Suyash software Private limited started as a franchisee of CBayScribe in the month of May 2002 in
Nagpur, Central India. The year 2003 was very difficult for healthcare BPO franchisees as a number of
companies had shut shop due to quality issues and several people had become unemployed. All of this
had made people skeptical about the profession and its long – term potential. “Since Suyash began as a
franchisee of CBay, getting business was never any issue with us and hence we could concentrate on
quality and employee development,” says G. R. Thengdi, chairman of Suyash Software. “Nagpur has a
good educational base with thousands of graduates being churned out every year. Unfortunately
employment opportunities are not commensurate with the supply of graduates. This means that a large
chunk of the population is perennially in search of jobs. Our company targets this very group, grooms
them in the nuances of the healthcare BPO job and provides them a career which is life- long, solid,
progressive and satisfying,” he adds.
“As a franchisee of CBay we got a tremendous head start, right from the recruitment of transcription
staff to orienting them in the rigorous quality requirements and standards of CBay in particular and
HIPPA in general, to advise on technological setup. CBay helped us thoroughly at every stage,” says
Samit Admane, Production Head at Suyash Software. CBay has pooled its capsule and every franchise
or production unit has access to this.
“Currently the company is fully involved in offering only transcription services to the clients of CBay.
But we might plan to move up the value chain in the near future. This would mean offering other
related services such as medical coding, billing etc,” says Thengdi.
Career Opportunities
Training is the first and only entry point into the profession. Graduates of any discipline are taken.
However science graduates learn faster as they are already familiar with the human body, anatomy etc
(as these are part of the biology course at the final school-leaving exam syllabus). The training
programme is divided into various modules include courses on medicine, anatomy, pharmacology,
English grammar, transcription style and method, accent training (to understand, not to speak ),typing
skills, training in using Internet search engines, basic computer and keyboard skills etc.”Quality
consciousness, time virtues that need to be ingrained at this stage itself,” feels Shirish Baptiwale, head
of training at Suyash. “Once these virtues become virtues become a habit, you have long-term good
employs with you,” he adds. Suyash has a full-fledged training centre and conducts training
programmes throughout the year. Topics like medicine and pharmacology are quite daunting for
students coming in from non – science backgrounds and they also need to be constantly motivated and
encouraged. “The first one month is difficult, after which they get into the groove,” says Dr Swapan
Dutta, who teaches medical subjects at the Suyash Academy of Medical Transcription.
New recruits at Suyash are selected from among the trainees or hired directly as an MLS if they have
already undergone a training programme elsewhere and pass the entry – level transcription test.
Growth is completely performance – based. “Of course, other things like attitude to work, attendance
and sincerity are also rewarded,” says Thengdi. Suyash has had instances of MLS becoming editors in
matter of months simply because they demonstrated the necessary qualities mentioned above. The
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IIBM Institute of Business Management 7
owners are directly involved in all aspects of the business, even day – to – day operations. The
company follows open – door policy and anybody can at any point of time talk to anybody in the
company, including the top management. This gives everybody the confidence that they will be
listened to and get the same opportunities as anybody else. In addition to the salary there is an
incentive scheme that automatically rewards hard work and sincerity.
“Suyash aims to be one o the best employers, and provide its employees more than just a job. The
company also regularly organizes programmes to distress its staff members. The first of May every
year is celebrated as Suyash Day, when all members participate actively to make it memorable. In
winter, a picnic is organized for everybody. All birthdays are celebrated, and a Diwali party is a
regular affair. We have several plans in the pipeline to make working with Suyash a happy and growth
– oriented journey,” adds Thengdi.
Future
This future is here to stay; no backslash or any other problem can stop the outsourcing of jobs in the
healthcare sector. This is because here there are no job losses. No American loses his/her job because
of outsourcing; it is used to bridge the severe demand – supply imbalance in the US. “This is a sound
long – term career with growth opportunities not only within the company but even outside it, i.e.,
entrepreneurial opportunities are plenty. India has already established its track record of providing
quality service in the tightest of time schedules. We must take advantage of this opportunity and
become a part of the profession,” feels Thengdi.
Question:
1. Discuss in detail about the career opportunities with Suyash software.
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Explain porter‟s Five Forces Model of Competition with reference to the BPO Industry in India.
2. Discuss in detail the main challenges of BPO Industry.
3. What are the different models of Business Process Outsourcing?
END OF SECTION B
END OF SECTION C
Examination Paper of BPO Management
IIBM Institute of Business Management 8
IIBM Institute of Business Management
Examination Paper MM.100
BPO and KPO Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choices and Short Note type Questions.
 Answer all the questions.
 Part one carries 1 mark each and Part Two carries 4 marks each.
Part One:
1. Manpower can be retained by which of the following technique:
a. Comfort and Care
b. Problem-Solving technique
c. Attention
d. Proper Training
2. Which of the following is not a challenge to the BPO Industry?
a. Data Security
b. Poor Infrastructure
c. Attrition
d. Lack of Identity
3. Pricing technique where a customer pays a flat rate for services is_________.
a. Variable Pricing
b. Unit Pricing
c. Fixed Pricing
d. Risk/Reward sharing
4. A MIS report that deals in compliance related to quality and timeliness is_________.
a. Cash Tracker Report
b. Senior Management Report
c. SLA Compliance Report
d. Production Report
5. Off – Shoring means __________.
6. Size, quality, labor cost etc. are categorized into which form of ITES to be outsourced:
a. People Attractiveness
b. Labor Attractiveness
c. Location Attractiveness
d. Quality Attractiveness
7. The risk that include errors in estimating overall time for mitigating is a________.
a. Data Security Risk
b. Transition Risk
c. Transactional Risk
Examination Paper of BPO Management
IIBM Institute of Business Management 9
d. Loss of Control Risk
8. Mitigating of Risk means_____________
9. Which of the following is not a benefit derived from BPO?
a. Improved Accountability
b. Operational Cost Control
c. Improved HR
d. IPR Protection
10. The service that comprises of areas related to the functional operations is_______
a. Vertical Service
b. Horizontal Service
c. Diagonal Service
d. Service Focused Service
Part Two:
1. Define the term „Emotional Intelligence‟.
2. Differentiate between BPO and KPO.
3. Discuss in brief the Web – based Market Research process in the KPO‟s.
4. Write a short note on „Change Management‟.
5. Discuss in brief the problems faced by BPO‟s.
Section B: Caselets (40 Marks)
 This section consists of Caselets
 Answer all the questions
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
With the mission that reads “To add value to our client‟s business by providing cost – effective
premium – quality customer management services and be the preferred vendor for off shored
outsourced BPO services”, Intelenet Global definitely is set to go places. A joint venture between the
mighty TATA Consultancy services (TCS) and the strong Housing development Finance Corporation
(HDFC), Intelenet aims to deliver business processes outsourcing (BPO)solutions to organizations in
the US, UK and Canada. Intelenet‟s parentage enables it to deliver scale, infrastructure and business
continuity due to its deep financial strength. TCS brings to Intelenet a vast and rich experience in
executing and maintaining mission – critical projects. TCS‟ prowess in technology implementation is
END OF SECTION A
Examination Paper of BPO Management
IIBM Institute of Business Management 10
unchallenged. And its knowhow in domain capabilities and a strong project management is invaluable.
HDFC is a complete financial conglomerate in itself with proven competencies in banking, insurance,
mutual funds, asset management and, of course, its core strengths, mortgage and properties. It brings to
Intelenet its experience in customer management process, back office operations and property
management.
Together TCS and HDFC provide Intelenet the tools and resources necessary or effective customer
service in the respective business domains. “Over and above all this, we get to learn and implement the
best practices in the areas of migrating expertise, deploying technology to improve the efficiency of any
project and last but not the least, operational expertise in handling a process,” says Sushil kumar, the
proud CEO of Intelenet. “Also, the goodwill TCS has created outside India, domain expertise (finance)
from HDFC, and of course no anxieties about funding requirements etc, are some other advantages of
belonging to such strong parents. Ours is a domain-led organization, thanks to our strong parents, that
allows us to stand apart,” he adds. “Intelenet‟s ability to offer an end-to-end service – from a basic
service to complex task that involves decision making in its main marketing pitch.”
Contract Centre Operation
The contract centre is the most vital part of the company with almost 70 percent of the staff engaged in
this activity. Intelenet caters to several clients from the UK and the USA. Currently, call centre
operations are in the areas of banking & finance, insurance, telecommunications, hospitality, retail and
travel. The 4,000 – odd people take almost 5,00,000 to 5,50,,000 calls a day on average making it close
to 20 to 180 calls per person per day. A simple order call can take anything between 165 and 240
seconds while a technical process call takes as high as 10 minutes, while a service level agreement call
takes around 9 minutes, according to Shyam Krishnan, Head of Operations. It is important to perform
equally well in each call; since each call is broadly of the same nature, monotony creeps into the job
and the fact the CSAs are constantly bombarded with calls one after the other makes the job highly
stressful. Intelenet‟s infrastructure, employee appreciation programme, rewards and certificates signed
by CEO himself, Hall of fame nomination for deserving employees etc are some of the activities
conducted regularly to de-stress CSAs and keep their motivation level high.
Intelenet has implemented process re-engineering tools and techniques for high efficiency. The
advantages are two- fold: one, the CSA gets a breather for a second that can be used to sip water etc
and, two; the CSA does not have to repeat the greeting to everybody thus reducing some of the
monotony of the job. This has been a formidable achievement for Intelenet.
Training
Training is the most important part of a call centre operation, and given the scale, attrition and ramp-up
plans most of the companies have there are 600 to 650 people under training at any given point in time,
says Sheldon D‟Souza, head of Training at Intelenet. Training is usually a 45- day programme with
some minor variations due to nature of process-based training. Training begins with a strong focus on
interpersonal and English-language skills, i.e., the science of language. Trainees are taught to „think in
English and then speak in English” as most Indians are used to thinking in their native language and
then speaking in English. This creates some obvious problems, which have to be addressed in the first
part of the training programme.
The next level is customer service training, which mostly involves culture training, rules of courtesy,
politeness and friendliness, sensitization programme – to culture, to individualism, need for privacy etc.
Intelenet believes that history, geography and economy effect culture and hence has introduced a
session called „Cause and Effect Analysis Culture‟ in all its training programmes. This is absolutely
unique in the BPO industry. This is followed by a programme called „Com feel America‟. This consists
of an introduction to the basic culture, heritage, mannerisms, style of talking, compulsions, religious
affiliations and sentiments etc of Americans from the East Coast, the West Coast and Central America.
The second level lasts 120 hours.
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IIBM Institute of Business Management 11
Level three is process-based training that focuses on the actual process that the trainees will handle after
completion, like insurance, credit cards, and telecom etc. Simulation techniques, actual customer calls
for testing etc. are some of the tools used for this level of training. How long this takes depends on the
depth of the process – i.e., a simple outbound process can take up to five days while an inbound
transaction – oriented process can require up to 20 days of training.
Then starts the on-the-job training (OJT), which is exposure to actual work. They listen to live calls and
then start taking calls themselves. OJT involves low quantity but high supervision. The OJT programme
is also used to plot the learning curve of the trainee and hence the success, flaws, issues with the
training programme. At every stage of the OJT, there is detailed feedback about the training programme
– i.e., what are the improvement areas, where changes are required etc. Correlation studies are
conducted between the high scores in training versus high scores in operations. All of this is to improve
upon the training system. Throughout the training programme, teamwork is emphasized and a culture
for working in teams is instilled into the trainees. A salary is paid throughout the training programme at
Intelenet. Trainees, on the successful completion of OJT, join as Customer Service Associates.
Human Resource Management
Human Resource Management is the backbone of any company, especially of a BPO unit due to the
youthful profile of its employees. And to top of it, the nature of work is highly stressful – not just the
job itself, which involves handling customers diligently and caringly, but the erratic hours of work can
also take its toll on the motivation of employees. Employees need to know that they are important for
the organization and Intelenet‟s „people first‟ policy focuses on just that. An example of this policy is
the commissioning of gallops agency to conduct a free and fair survey of Intelenet‟s employees – the
problems they face and the issues that bothered them across 12 questions. The recommendations of the
gallops survey were translated into an action plan.
„Work hard, Play Hard‟ is the motto and programmes are arranged to create the fun element that not
only destresses CSAs but motivates them. In the second week of January (2004) Intelenet organized
„Employee Appreciation Week‟. Employee appreciation is a core value building process. The activities
included in the week-long programme were: indoor fun cricket matches, a „Mr. and Ms. Intelenet‟
awards night, daily themes and many other interactive sessions, including a raffle to support a charity of
Intelenet‟s choice. The various motivational programs include „Best Employee Award‟, Hall of Fame
nomination, on-the-spot prizes etc.
Trends and Future
The benefits of outsourcing are so immense and the companies are already realizing the cost benefits
without any compromise on quality or time. This makes this wave unstoppable. Resistance from
managers dies down the moment they are convinced of the potential benefits of outsourcing. This
makes future bright and an opportunity to have a long-term career prospects for aspirants in this
industry.
Questions:
1. Discuss about the various training programmes offered by Intelenet Global Company.
2. Write a short note on:
 Contract Centre Operation
 Human Resource Management
Caselet 2
Introduction
Examination Paper of BPO Management
IIBM Institute of Business Management 12
Hinduja TMT (HTMT) is the flagship company of the multibillion-dollar Hinduja group with offices in
the US and UK and delivery centres in India and the Philippines. HTMT is a SEI CMM level 4
company and is ranked at no. 8among the 400-odd BPO providers in India (Source: Nasscom) HTMT
has also been ranked the no.2 healthcare BPO provider in India for employee satisfaction (Source:
Dataquest). HTMT claims to be the country‟s first convergence corporation; its vision is to become a
„scale player‟ and leader in its core information technology business by leveraging the strength of its
customer base, breadth and depth of its service lines and management bandwidth. The Hinduja Group
provides a wide range of products and services in over 50 countries and has over 25000 people working
for them worldwide.
The group‟s activities are divided into three core areas:
 International trading
 Investment banking
 Global investment
With interests in technology, media and telecom, HTMT has the capacity to offer high-quality, costeffective,
end-to-end solutions or breadth of experience across multiply technology platforms and
verticals to enhance the business of its customer worldwide. This is because of the remarkable advances
it has achieved in modularity through subsidiaries in media and telecommunications, which are
designed to function independently and yet to work together as a whole, coalescing technology.
BPO Arm HTMT
HTMT is a one-stop outsourcing company that can provide IT services and BPO/contact centre services
to customer all under one roof. HTMT‟s IT services provides application development & maintenance,
legacy migration services, engineering design services and SAP implementation services. These
services are complemented by HTMT‟s BPO services in the area of back office processing – claims
processing, technical help desk support, contact centre services, payroll processing, accounts receivable
and accounts payable services. HTMT offers BPO services for the following domains: insurance,
banking & finance, manufacturing, telecom, FMGC and customer durables.
Disaster Recovery Centre
HTMT has three centers spread over multiply locations in Bangalore, Mumbai, and Philippines to
ensure business continuity. “We realized that India and Philippines can complement each other‟s
strengths – India for its non-voice based capability and the Philippines for its voice-based capability.
We entered into a marketing tie-up with a company in the Philippines to get a foothold there and later
decided to acquire the company,” says R. Mohan, president & CEO of HTMT‟s IT Division. HTMT
has exhaustive documentation defining the processes and procedures to be adopted in case of relocation
due to a disaster or business interruption. This documentation is part of the quality manual designed by
KPMG for ISO 9001:2000. Being an ISO 9000:2000 certified company; the same can be shared with
the client on request.
Activities
Insurance Claiming Process
Outsourcing of insurance claims processing to India and other low- cost destinations is a rapidly
growing segment. Some large insurance companies have started captive centers in India to take
advantage of the cost containment option that India offers while some have preferred to outsource the
work to a third-party BPO service provider. HTMT is by far the largest player in the area of insurance
claims processing in India and is currently working for two Fortune 250 American insurance
companies. More than 1,000 people are working in this activity and it is likely to scale up and double
the current strength in the near future.
Currently HTMT processes claims in the following areas:
Examination Paper of BPO Management
IIBM Institute of Business Management 13
 Traditional dental & medical
 Health maintenance organization (HMO)
 Coordination of Benefits (COB).
 Claim resolution processing (CRP)
 Over payment recovery (OPR)
 Paper referral processing (PRP)
 Private provider organization (PPO)
 Claims audit
 Worker‟s compensation
 Automobiles
 Property
 Liability
More than 85,000 claims are processed in a single day. The process involves eight stages and the
training programme lasts for almost one year.
Contact Centre Operation
HTMT‟s contact centre activity began in 1996 and since then it is growing from strength to strength.
Currently working with US/UK customers in the telecom, consumer durables, financial services and
FMCG areas, it provides services like customer care, provisioning, marketing, technical testing, order
administration, telemarketing, product recall and directory enquiries. With about 1,400 plus agents,
this activity is likely to double in the near future.
Future Plans
HTMT‟s future plans for the IT business are:
 Leverage strong domain expertise in insurance and telecom to grow the existing BPO and call
centre business.
 Enter the European market for BPO Business.
 Focus on continuous high-quality execution of current contracts for higher ramp-ups.
 Move up the value chain in the BPO business by tapping synergistic opportunities like highend
call centre business from the same client.
 Enter new markets and leverage strong discrete manufacturing expertise for software
development and maintenance business.
 Graduate from conventional and collaborative outsourcing to transformational outsourcing.
 Inorganic growth in IT services/IT- enabled services will also be a key growth strategy in the
future.
Questions:
1. Discuss about the various activities performed by Hinduja TMT.
2. Write a short note on:
 Disaster Recovery Centre
 BPO Arm in Hinduja TMT
END OF SECTION B
Examination Paper of BPO Management
IIBM Institute of Business Management 14
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Discuss the different strategies that are adopted by the BPO‟s to control their Attrition.
2. What are the Pros and Cons of BPO?
3. Write a note on the SWOT Analysis of Indian BPO Industry.
S-2-300813
END OF SECTION C


PRODUCTION AND OPERATIONS MANAGEMENT IIBM EXAM ANSWER PROVIDED

PRODUCTION AND OPERATIONS MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Production and Operations Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper
Production and Operations Management MM.100
Subject Code-B107 Section A: Objective Type & Short Questions (30 marks)
 This section consists of multiple choice & Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Part One:
Multiple choices:
1. Production and Operations Management concerns itself with the conversion of:
a. Outputs in to inputs
b. Inputs in to outputs
c. Outputs in to outputs
d. None of the above
2. Continuous Production is
a. The last operation to the finished product
b. The first operation to the finished product
c. The mid operation to the finished product
d. None of the above
3. Independent demand is
a. Demand that is controlled by the company
b. Demand that is controlled by the customer
c. Demand that is not controlled by the company
d. All of the above
4. Enterprise Resource Planning (ERP) has been defined as a
a. Complete Enterprise wide business solution
b. Complete Enterprise narrow business solution
c. a & b
d. None of the above
5. CAD stands for
a. Computer Architecture Design
b. Computer Aided Design
c. Computer Aided Drafting
d. All of the above
6. Delphi method is the most widely used and accurate method of
a. Demand forecasts
b. Exponential forecasts
Examination Paper of Production and Operations Management
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IIBM Institute of Business Management
c. Technological forecasts
d. All of the above
7. JIT/Kanban systems help eliminate __________
a. Increase the number of products
b. Increase the amount of raw materials
c. Increase the amount of energy
d. All of the above
8. PPSCS stands for
a. Project Planning Scheduling & Control System
b. Project Planning Sequencing & Control System
c. Production Planning Scheduling & Control System
d. None of the above
9. Process layout is also known as.
a. Group layout
b. Line layout
c. Product layout
d. Functional layout
10. Time study is a ______ technique for recording the times and rate of working
a. Standard times
b. Work measurement
c. Allowances
d. None of the above
Part Two:
1. Define Job Shop Production.
2. What do you understand by „Quality Control‟?
3. What do you mean by materiel handling?
4. Define ABC analysis.
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Examination Paper of Production and Operations Management
3
IIBM Institute of Business Management
Caselet 1
Company Background
The Bronson Insurance Group was originally founded in 1900 in Auxvasse, Missouri, by James Bronson.
The Bronson Group owns a variety of companies that underwrite personal and commercial insurance
policies. Annual sales of the Bronson Group are $100 million. In recent years, the company has suffered
operating losses. In 1990, the company was heavily invested in computer hardware and software. One of
the problems the Bronson Group faced (as well as many insurance companies) was a conflict between
established manual procedures and the relatively recent (within the past 20 years) introduction of
computer equipment. This conflict was illustrated by the fact that much information was captured on
computer but paper files were still kept for practical and legal reasons.
File Clerks
The file department employed 20 file clerks who pulled files from stacks, refilled used files, and delivered
files to various departments including commercial lines, personal lines, and claims. Once a file clerk
received the file. Clerks delivered files to underwriters on an hourly basis throughout the day. The average
file clerk was paid $8,300 per year. One special file clerk was used full time to search for requested files
that another file clerk had not been able to find in the expected place. It was estimated that 40 percent of
the requested files were these “no hit” files requiring a search. Often these “no hit” files were eventually
found stacked in the requester‟s office. The primary “customers” of the file clerks were underwriters and
claims attorneys.
Underwriting
Company management and operations analysts were consistently told that the greatest problem in the
company was the inability of file clerks to supply files in a speedy fashion. The entire company from top to
bottom viewed the productivity and effectiveness of the department as unacceptable. An underwriter used
20-50 files per day. Because of their distrust of the files department, underwriters tended to hoard often
used files. A count by operations analysts found that each underwriter kept from 100-200 files in his or her
office at any one time. An underwriter would request a file by computer and work on other business until
the file was received. Benson employed 25 underwriters.
Management Information System
Upper management was deeply concerned about this problem. The MIS department had suggested using
video disks as a possible solution. A video disk system was found that would be sufficient for the
companies needs at a cost of about $12 million. It was estimated that the system would take two years to
install and make compatible with existing information systems. Another, less attractive was using
microfilm. A microfilm system would require underwriters to go to a single keyboard to request paper
copies of files. The cost of a microfilm system was $5 million.
Questions:
1. What do you recommend? Should the company implement one of the new technologies, if yes,
why?
Examination Paper of Production and Operations Management
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IIBM Institute of Business Management
2. An operations analyst suggested that company employees shared a “dump on the clerks”
mentality. Explain.
Caselet 2
Harrison T. Wenk III is 43, married, and has two children, ages 10 and 14. He has a master‟s degree
in education and teachers junior high school music in a small town in Ohio. Harrison‟s father passed
away two months ago, leaving his only child an unusual business opportunity. According to his
father‟s will, Harrison has 12 months to become active in the family food-catering business, Kare-
Full Katering, Inc., or it will be sold to two key employees for a reasonable and fair price. If Harrison
becomes involved, the two employees have the option to purchase a significant, but less than
majority, interest in the firm. Harrison‟s only involvement with this business, which his grandfather
established, was as an hourly employee during high school and college summers. He is confident that
he could learn and perhaps enjoy the marketing side of the business, and that he could retain the longtime
head of accounting/finance. But he would never really enjoy day-to-day operations. In fact, he
doesn‟t understand what operations management really involves. In 1991 Kare-Full Katering, Inc. had
$3.75 million in sales in central Ohio. Net profit after taxes was $ 105,000, the eleventh consecutive
year of profitable operations and the seventeenth in the last 20 years. There are 210 employees in this
labor-intense business. Institutional contracts account for over 70 percent of sales and include partial
food services for three colleges, six commercial establishments) primarily manufacturing plants and
banks), two long -term care facilities, and five grade schools. Some customer location employs a
permanent operations manager; others are served from the main kitchens of Kare-Full Katering.
Harrison believes that if he becomes active in the business, one of the two key employees, the vice
president of operations, will leave the firm. Harrison has decided to complete the final two months of
this school year and then spend the summer around Kare-Full Katering – as well as institutions with
their own food services – to assess whether he wants to become involved in the business. He is
particularly interested in finding out as much as possible about operations. Harrison believes he owes
it to his wife and children to fairly evaluate this opportunity.
Questions:
1. Prepare a worksheet of operations activities that Harrison should inquire about this summer.
2. If you were Harrison, what would you do? Why?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This Section Consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Examination Paper of Production and Operations Management
5
IIBM Institute of Business Management
1. What do you mean by Tactical Planning? What are the mathematical approaches to aggregate
planning?
2. What is the concept of forecasting in operation? List the different types of forecasting methods.
END OF SECTION C
S-2-250613


BANKING AND FINANCIAL SERVICES MANAGEMENT IIBM EXAM ANSWER PROVIDED

BANKING AND FINANCIAL SERVICES MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper: Banking and Financial Services Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Principles and Practices of Banking
Section A: Objective Type (30 marks)
· This section consists of Multiple Choice questions & Short Answer type questions.
· Answer all the questions.
· Part One questions carries 1 mark each & Part Two questions carries 4 marks each.
Part One:
Multiple Choices:
1. Frequency of First Tranche Returns is:
a. Weekly
b. Monthly
c. Monthly/quarterly
d. Monthly/quarterly/half-yearly
2. An order for winding up a banking company can be issued by:
a. The High Court
b. The RBI
c. The Central Government
d. The Supreme court
3. Who shall be natural guardian in case of married minor girl?
a. Father
b. Brother in law
c. Father-in-law
d. Husband
4. X a partner in the firm XYZ Co. wants to open a Bank account in the firm’s name. It will require
signatures of:
a. All partners
b. Any one of the partner
c. Managing partner only
d. Sleeping partner not required
5. Public limited companies should have minimum shareholders, before Opening Bank account.
a. 11
b. 7
c. 5
d. 15
Examination Paper: Banking and Financial Services Management
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IIBM Institute of Business Management
6. If the beneficiary is government then the Expiry of guarantee is governed by the ‘law of
limitation’ ranging from 3 years to:
a. 15 years
b. 30 years
c. 20 years
d. 10 years
7. Charge created on LIC Policy is:
a. Lien
b. Hypothecation
c. Pledge
d. Assignment
8. The device that combines the parallel input data into single serial output data is known as:
a. Switcher
b. Multiplexer
c. Encoder
d. Front end processor
9. In market skimming pricing strategy:
a. Initially price is lower and then it is increased
b. Initial price is high and is maintained high
c. Initial price is low and is maintained low
d. Initially price is higher and then it is reduced
10. The marketing personnel need information ………… intervals.
a. At yearly
b. At quarterly
c. At monthly
d. On a continuous basis and regular
Part Two:
1. Explain ‘Cryptography’ and the need of keys. Convince.
2. Define the term ‘obscenity’ used in E-commerce.
3. What do you understand by Real time accessement?
4. What ‘Marketing mix’ conveys in modern marketing theory? Explain in short.
5. Write a note on ‘Labeling’ in product development.
END OF SECTION A
Examination Paper: Banking and Financial Services Management
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
· This section consists of Caselets.
· Answer all the questions.
· Each Caselet carries 20 marks.
· Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
There is a lacuna in the present T-Bill auction system of RBI. The dealers (investors) are subject to
what is called the ‘Winners Curse’. The value of a T-Bill to a dealer is the price it can fetch in the
secondary market. This is an unobserved random value, which is likely to be common to all dealers.
It is quite unlike the works of art which the Sotheby’s would place at an auction. The price of Mona
Lisa, say, to an avid collector of Da Vinci’s paintings, would be more than what a Picasso collector
would value it. In sharp contrast, market participants are likely to agree on the price of a T-Bill in the
secondary market. Now winning an auction in a discriminatory price method may not be profitable.
For, it would mean that the winner has overestimated the T-Bill value.
Questions:
1. How does the winner in such an auction become the loser due to the ‘winner curse’?
2. Explain the role of primary dealers in the money market.
Caselet 2
In a bid to familiarize banks, exporters and other financial bodies with ‘Forfeiting’, the State Bank of
India (SBI) will soon be setting up a three-man cell at its international division in Mumbai for
advisory purposes. According to Mr. D. Ian Guild, Senior Advisor, Forfeiting & Syndications
Group, Standard Bank, the cell was being set up after a series of meetings with the bank, and is
essentially aimed at spreading the message of Forfeiting as an effective trade financing mechanism
to increase exports. Suggesting that forfeiting was the ideal springboard for effecting a quantum
jump in exports in the medium-term, Mr. Guild said he was confident of aggregating forfeiting
business of $100 millions in 1998 and $250 millions in 1999 in the country. Since its introduction in
1992, Exim Bank had facilitated 69 forfeiting transactions valued at around $75 millions, with credit
periods ranging between 90 days and seven years, and covering the export of goods ranging from
textiles to plant and machinery. The RBI has now permitted all commercial banks to act as
facilitators for forfeiting transactions. Mr. Guild pointed out that forfeiting has not really taken off in
India because exporters and commercial banks lacked the knowledge of the mechanics of the
scheme. In India, the real challenge would be to motivate small and medium exporters to use the
forfeiting route for exports to countries which may not be able to buy on cash terms. Mr. S.
Bhattacharya, deputy general manager, Exim Bank, Calcutta, said: “Payment defaults by overseas
buyers were an integral part of cross-border business and export credit insurance has not been a
comprehensive answer to this problem”. Forfeiting offered an alternative solution, especially to
exporters wishing to penetrate difficult markets for the first time, he pointed out. Some of the top
international forfeiters in the world have stopped accepting forfeiting documents involving Pakistan
and Russia, according to Mr. Amitabh Mehta, Trader and Originator, Forfeiting and Syndications
Examination Paper: Banking and Financial Services Management
4
IIBM Institute of Business Management
group, Standard Bank London Ltd. (SBLL). According to Mr. Mehta, forfeiting transactions
involving Pakistan could not be carried out due to poor performance of the banks there. In addition,
the financial status of Pakistan following the nuclear blasts has made it impossible to carry out the
transactions. Similarly, transactions with Russia are being totally rejected by forfeiting due to the
current economic turmoil. Joining the list with Pakistan and Russia are Iraq, Sudan and Nigeria, he
added. Commenting on the Indian situation, Mr. Mehta said, “With its sound banking system, the
country is well placed in the international scene. In fact, there is tremendous potential for forfeiting
in the years to come,” he said. According to him, even after the nuclear tests conducted by India, the
top forfeiters were not worried and continued to accept forfeiting papers to be transacted with India.
Questions:
1. Discuss the mechanism of forfeiting and the role played by banks in forfeiting transactions.
2. How does forfeiting differ from factoring?
END OF SECTION B
Section C: Applied Theory (30 marks)
· This section consists of Applied Theory Questions.
· Answer all the questions.
· Each question carries 15 marks.
· Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Government securities are referred to as ‘gift-edged securities’, as they are absolutely secured.
RBI, being the banker to the Government, issues different types of paper on behalf of the latter, to
cater various requirements. Discuss the various types of Government securities that are issued by
the RBI.
2. A sound regularly framework in regulating capital markets is expected to provide transparency,
maintain market integrity, fairness and ensure investor protection. However, lack of adequate
regulations can lead to manipulations which endanger the integrity of the market and damage the
confidence of investors and market participants in India?
END OF SECTION C
Examination Paper: Banking and Financial Services Management
5
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Financial Services
Section A: Objective Type (30 marks)
· This section consists of Multiple Choices/Fill in the blanks/True-False & Short Answer type
questions.
· Answer all the questions.
· Part One questions carries 1 mark each & Part Two questions carries 5 marks each.
Part One:
Multiple Choices:
1. NBFS stands for …………………………………………………………………………
2. ALCO is a decision making unit responsible for balance sheet planning from risk return
perspective. (T/F)
3. A contract of ‘Indemnity’ is one whereby:
a. A person tries to use the other’s property
b. A person promises to save the other’s property from loss caused.
c. A person tries to trick the property of other for some other person.
d. None of the above
4. The transaction between the lessor and the lessee being a demand sale is called:
a. First sale
b. Second sale
c. Third sale
d. Fourth sale
5. If the net present value of leasing be ‘a’ and net advantage of leasing be ‘b’ then decision
criterion is given by:
a. a/b
b. a+b
c. b/a
d. a-b
6. Break even lease rental BERL has NAL value equal to:
a. 1
b. 2
c. 0
d. 0.5
7. The right under which an unpaid seller who is in possession of the goods is entitled to retain them
until payment of the price is done is termed as ………………………………………
Examination Paper: Banking and Financial Services Management
6
IIBM Institute of Business Management
8. If the no of level investments be ‘t’, total no of level installments be ‘n’ and total charge for
credit be ‘c’ then the interest rebate is given by…………………………………………
9. The practice of discounting accommodation bills is known as ………………………..
10. HUDCO stands for
………………………………………………………………………………………………………
Part Two:
1. What do you understand by “Lock-in period”.
2. Write a short note “Hybrid Debt Capital Instruments”.
3. What do you understand by “Bipartite Lease”?
4. What is “Suit for Quantum Meruit”?
END OF SECTION A
Section B: Caselets (40 marks)
· This section consists of Caselets.
· Answer all the questions.
· Each Caselet carries 20 marks.
· Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
Sunlight Industries Ltd manages its accounts receivables internally by its sales and credit
department. The cost of sales ledger administration stands at Rs 9 crores annually. It supplies
chemicals to heavy industries. These chemicals are used as raw material for further use of is directly
sold to industrial units for consumption. There is good demand for both the types of uses. For the
direct consumers, the company has a credit policy of 2/10, net 30. Past experience of the company
has been that on average 40 per cent of the customers avail of the discount while the balance of the
receivables are collected on average 75 days after the invoice date. Sunlight Industries also has small
dealer networks that sell the chemicals. Bad debts of the company are currently 1.5 per cent of total
sales.
Sunlight Industries finances its investment in debtors through a mix of bank credit and own longterm
funds in the ratio of 60:40. The current cost of bank credit and long-term funds are 12 per cent
and 15 per cent respectively.
There has been a consistent rise in the sales of the company due to its proactive measures in cost
reduction and maintaining good relations with dealers and customers. The projected sales for the
next year are Rs 800 crore, up 15 per cent from last year. Gross profiles have been maintained at a
healthy 22 per cent over the years and are expected to continue in future.
With escalating cost associated with the in-house management of debtors coupled with the need
to unburden the management with the task so as to focus on sales promotion, the CEO of Sunlight
Industries is examining the possibility of outsourcing its factoring service for managing its
Examination Paper: Banking and Financial Services Management
7
IIBM Institute of Business Management
receivables. He assigns the responsibility of Anita Guha, the CFO of Sunlight. Two proposals, the
details of which are given below, are available for Anita’s consideration.
Proposal from Canbank Factors Ltd: The main elements of the proposal are: (i) Guaranteed
payment within 30 days (i) Advance, 88 per cent and 84 per cent for the resource and non-recourse
arrangements respectively (iii) discount charge in advance, 21 per cent for with resource and 22 per
cent without resource (iv) Commission, 4.5 per cent without resources 2.5 per cent and with
resource.
Proposal from Indbank Factors: (i) Guaranteed payment within 30 days (ii) Advance, 84 per cent
with resource and 80 per cent without resource (iii) Discount charge upfront, without resource 21 per
cent and with resource, 20 per cent and (iv) Commission upfront, without resource 3.6 per cent and
with resource 1.8 per cent.
The opinion of the Chief Marketing Manager is that in the context of the factoring arrangement,
his staff would be able to exclusively focus on sales promotion which would result in additional
sales of Rs 75 crores.
Question:
1. The CFO of Sunlight Industries seeks your advice as a financial consultant on the alternative
proposals. What advice would you give? Why? Calculations can be up to one digit only.
Caselet 2
Following are the financial statements for A Ltd and T Ltd for the current financial year. Both firms
operate in the same industry.
BALANCE SHEETS
Particulars Firm A Firm B
Total current assets Rs 14,00,000 Rs 10,00,000
Total fixed assets (net) 10,00,000 5,00,000
_____________ __________
Total assets 24,00,000 15,00,000
_____________ ___________
Equity capital (of Rs 10 each) 10,00,000 8,00,000
Retained earnings 2,00,000 _
14% Long-term debt 5,00,000 3,00,000
Total current liabilities 7,00,000 4,00,000
_____________ ___________
24,00,000 15,00,000
Examination Paper: Banking and Financial Services Management
8
IIBM Institute of Business Management
INCOME STATEMENTS
Net sales Rs 34,50,000 Rs 17,00,000
Cost of goods sold 27,60,000 13,60,000
__________ ___________
Gross profit 6,90,000 3,40,000
Operating expenses 2,96,923 1,45,692
Interest 70,000 42,000
__________ ___________
Earnings before taxes (EBT) 3,23,077 1,52,308
Taxes (0.35) 1,13,077 53,308
Earnings after taxes (EAT) 2,10,000 99,000
Additional information: __________________________________
Number of equity shares 1,00,000 80,000
Dividend payment (D/P) ratio 0.40 0.60
Market price per share (MPS) Rs 40 Rs 15
__________________________________
Assume that the two firms are in the process of negotiating a merger through an exchange of equity
shares. You have been asked to assist in establishing equitable exchange terms, and are required to:
(i) Decompose the share prices of both the companies into EPS and P/E components, and also segregate
their EPS figures into return on equity (ROE) and book value of intrinsic value per share (BVPS)
components.
(ii) Estimate future EPS growth rates for each firm.
(iii)Based on expected operating synergies, A Ltd estimates that the intrinsic value of T’s equity share
would be Rs 20 per share on its acquisition. You are required to develop a range of justifiable equity
share exchange ratios that can be offered by A Ltd’s shareholders. Based on your analysis in parts (i)
and (ii), would you expect the negotiated terms to be closer to the upper, or the lower exchange ratio
limits? Why?
(iv) Calculate the post-merger EPS based on an exchange ratio of 0.4 : 1 being offered by A Ltd. Indicate
the immediate EPS accretion or dilution, if any, that will occur for each group of shareholders.
(v) Based on a 0.4 :1 exchange ratio, and assuming that A’s pre-merger P/E ratio will continue after the
merger, estimate the post-merger market price. Show the resulting accretion or dilution in pre-merger
market prices.
END OF SECTION B
Examination Paper: Banking and Financial Services Management
9
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
· This section consists of Applied Theory Questions.
· Answer all the questions.
· Each question carries 15 marks.
· Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. The Hypothetical Finance Ltd has structured a hire-purchase deal. The required to make a down
payment of 20 per cent of the investment cost. The hire-term is four years with quarterly payment
in advance. The flat rate of interest is 13 per cent. The finance company would charge a frontended
documentation and service fee and allow rebate for prompt payment @ 0.5 per cent and 1
per cent of investment outlay respectively.
Assuming after paying 24th installment, a hirer wishes the purchase option, what is the interest
rebate according to (i) actuarial method, (ii) rule of 78 method and, (iii) SLM?
2. The Hypothetical Finance Ltd (HFL) has structured a hire-purchase deal for the Hypothetical
Industries Ltd (HIL) at a (flat) rate of interest of 13 per cent. The payment would be made in 36
equal monthly installments in arrears. The HIL is required to make a cash down payment of 20
per cent.
Assume that after paying the 24th installment, the HIL wishes to repay the outstanding amount
and purchase the equipment. What is the interest rebate per Rs 1,000 of investment cost,
according to the ERI/IRR method?
END OF SECTION C
S-2-210311


PROJECT MANAGEMENT IIBM EXAM ANSWER PROVIDED

PROJECT MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper – Project Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Project Management
Guidelines for paper
• Total No. of Questions is 100.
• The minimum passing marks is 50%.
• Each Question carries 1 mark.
• Answer all the Questions.
Multiple Choices: Total Marks: 100
1. A ________________ is a temporary endeavor undertaken to create a unique product, service, or
result.
a) Program
b) Process
c) Project
d) Portfolio
2. Which of the following is not a potential advantage of using good project management?
a) Shorter development times
b) Higher worker morale
c) Lower cost of capital
d) Higher profit margins
3. Which of the following is not an attribute of a project?
a) Projects are unique
b) Projects are developed using progressive elaboration
c) Projects have a primary customer or sponsor
d) Projects involve little uncertainty
4. Which of the following is not part of the triple constraint of project management?
a) Meeting scope goals
b) Meeting time goals
c) Meeting communications goals
d) Meeting cost goals
5. The first stage of any project is
a) Proposal
b) Conceptualization
c) Implementation
d) Management
Examination Paper – Project Management
2
IIBM Institute of Business Management
6. __________________ is the application of knowledge, skills, tools and techniques to project
activities to meet project requirements.
a) Project management
b) Program management
c) Project portfolio management
d) Requirements management
7. Project portfolio management addresses ____________________ goals of an organization, while
project management addresses _________________ goals.
a) Strategic, tactical
b) Tactical, strategic
c) Internal, external
d) External, internal
8. Several application development projects done for the same functional group might best be
managed as part of a
a) Portfolio
b) Program
c) Investment
d) Collaborative
9. Which of the following is not one of the top ten skills or competencies of an effective project
manager?
a) People skills
b) Leadership
c) Integrity
d) Technical skills
10. What is the certification program called that the Project Management Institute provides?
a) Microsoft Certified Project Manager (MCPM)
b) Project Manager Professional (PMP)
c) Project Management Expert (PME)
d) Project Management Mentor (PMM)
11. A _________________ is a series of actions directed towards a particular result.
a) Goal
b) Process
c) Plan
d) Project
Examination Paper – Project Management
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IIBM Institute of Business Management
12. ____________________ Processes include coordinating people and other resource to carry out
the project plans and produce the products, service, or results of the project or phase.
a) Initiating
b) Planning
c) Executing
d) Monitoring & controlling
13. Which process group normally requires the most resources and time?
a) Initiating
b) Planning
c) Executing
d) Monitoring and controlling
14. A work breakdown structure, project schedule, and cost estimates are outputs of the process.
a) Initiating
b) Planning
c) Executing
d) Monitoring and controlling
15. Which process group includes activities from each of the nine knowledge areas?
a) Initiating
b) Planning
c) Executing
d) Monitoring and controlling
16. Project management as a profession is almost unique in having institutions concerned with its
development who promote what they term their
a) Body of language
b) Body of knowledge
c) Strategy
d) Work
17. Initiating involves developing a project charter and preliminary project scope statement, which
are part of the project _____________________ management knowledge.
a) Integration
b) Scope
c) Communications
d) Risk
18. A ________________ describes how things should be done, and different organizations often
have different ways of doing things.
a) Regulation
b) Process
c) Standard
d) Methodology
Examination Paper – Project Management
4
IIBM Institute of Business Management
19. ___________________ involves measuring progress toward project objectives and talking
corrective actions.
a) Initiating
b) Planning
c) Executing
d) Monitoring and controlling
20. What type of report do project teams create to reflect on what went right with the project?
a) Lessons – learned report
b) Status report
c) Final project report
d) Business case
21. Project manager is responsible for
a) Overseeing change
b) Cross functional activities
c) Ever changing set of tasks
d) All above
22. Many people use ________________ to have a standard format for preparing various project
management documents.
a) Methodologies
b) Templates
c) Project management software
d) Standards
23. What is the last step in the four – stage planning process for selecting information technology
projects?
a) Information technology strategy planning
b) Business area analysis
c) Project planning
d) Resource allocation
24. A new government law requires an organization to report data in anew way. Under which
category would a new information system project to provide this data fall?
a) Problem
b) Opportunity
c) Directive
d) Regulation
25. A __________________ is a document that formally recognizes the existence of a project and
provides direction on the project’s objectives and management.
a) Project charter
b) Preliminary scope statement
c) Business case
d) Project management plan
Examination Paper – Project Management
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IIBM Institute of Business Management
26. ICOM model, which is one of the major roles of project manager, stand for
a) Integrated Constraint of Mechanism
b) Inputs, Outputs, Constraints & Mechanism
c) Inputs, Outputs, Constraints & Money
d) None
27. A _______________ often includes sensitive information, so it should not be part of the overall
project plan for anyone to see.
a) Business case
b) Project charter
c) Personnel chart
d) Stakeholder analysis
28. Which of the following is not a suggestion for performing integrated change control?
a) Use good configuration management
b) Minimize change
c) Establish a formal change control system
d) View project management as a process of constant communication and negotiation
29. _______________ refer(s) to all the work involved in creating the products of the projects and
processes used to create them.
a) Deliverables
b) Milestones
c) Scope
d) Product development
30. Assume you have a project with major categories called planning, analysis, design, and testing.
What level of the WBS would these items fall under?
a) 0
b) 1
c) 2
d) 3
31. Which of the following is not a best practice that can help in avoiding scope problems on
information technology projects?
a) Keep the scope realistic
b) Use off-the-shelf hardware and software whenever possible
c) Follow good project management processes
d) Don’t involve too many users in scope management
32. Having ascertains the portfolio of projects obtained objectives for each of them, we have to move
to the next stage of the strategy process to balance the objectives
a) Policy deployment
b) Strategy matrix
c) Project performance measurement
d) None
Examination Paper – Project Management
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IIBM Institute of Business Management
33. What major restaurant chain terminated a large project after spending $170 million on it,
primarily because they realized the project scope was too much to handle?
a) Burger King
b) Pizza Hut
c) McDonalds
d) Taco Bell
34. Scope ____________________ is often achieved by a customer inspection and then sign – off on
key deliverables.
a) Verification
b) Validation
c) Completion
d) Close – out
35. Project management software helps you develop a _________________, which serves as a basis
for creating Gantt charts, assigning resources, and allocating costs.
a) Project plan
b) Schedule
c) WBS
d) Deliverable
36. WBS (Work Breakdown Structure) is also known as
a) Chunking
b) Unbundling
c) Both (a) & (b)
d) None
37. What is the first process in planning a project schedule?
a) Milestone definition
b) Activity definition
c) Activity resource estimation
d) Activity sequencing
38. Predecessors, successes, logical relationships, leads and lags, resource requirements, constraints,
imposed dates, and assumptions are all examples of ___________________.
a) Items in an activity list
b) Items on a Gantt chart
c) Milestone attributes
d) Activity attributes
Examination Paper – Project Management
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IIBM Institute of Business Management
39. As the project manager for a software development project, you are helping to develop its
schedule. You decide that writing code for a system cannot start until sign off on the analysis
work. What type of dependency is this?
a) Technical
b) Mandatory
c) Discretionary
d) External
40. You cannot start editing a technical report until someone else completes the first draft. What type
of dependency does this represent?
a) Finish – to – start
b) Start – to – start
c) Finish – to – finish
d) Start – to – finish
41. …………………. Involves going through the cycle several times to test the effects of the changes
make on the outcomes.
a) Planning
b) Strategy
c) Iterative
d) None
42.
Above figure shows two activities A & B; B cannot start until A finished and the times for A &
B are 5 and 7 days respectively. This logic is known as
a) Dependency
b) Precedence
c) Freedom
d) None
43.
In the above figure calculate the EET (earliest event time) at 20.
a) 10
b) 20
c) 5
d) 25
10
0
20
0
A
5Days
1 2
3
A B
5Days 7Days
Examination Paper – Project Management
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IIBM Institute of Business Management
44. What symbol on a Gantt chart represents a slipped milestone?
a) A black arrow
b) A white arrow
c) A black diamond
d) A white diamond
45. What type of diagram shows planned and actual project schedule information?
a) A network
b) A Gantt chart
c) A Tracking
d) A milestone chart
46. ____________________ is a network diagramming technique used to predict total project
duration.
a) PERT
b) A Gantt chart
c) Critical path method
d) Crashing
47. Which of the following statement is false?
a) “Growing grass” was on the critical path for a large theme park project.
b) The critical path is the series of activities that determine the earliest time by which a
project can be completed.
c) A forward pass through a project network diagram determines the early start and
early finish dates for each activity.
d) Fast tracking is a technique for marking cost and schedule trade-offs to obtain the
obtain the greatest amount of schedule comparison for the least incremental cost.
48. _____________________ is a method of scheduling that considers limited resources when
creating a project schedule and includes buffers to protect the project completion date.
a) Parkinson’s Law
b) Murphy’s Law
c) Critical path analysis
d) Critical chain scheduling
49. _______________ is a resource scarified or foregone to achieve a specific objective or something
given up in exchange.
a) Money
b) Liability
c) Trade
d) Cost
Examination Paper – Project Management
9
IIBM Institute of Business Management
50. What is main goal of project cost management?
a) To complete a project for as little cost as possible
b) To complete a project within an approved budget
c) To provide truthful and accurate cost information on projects
d) To ensure that an organization’s money is used widely
51. A fundamental of ‘Theory of Constraints’ (TOC) is to manage systems by focusing on the
constraints, termed as
a) Watermark
b) Bottleneck
c) Tick-sheet
d) None
52. “An activity will expand to fill the time available”; it is
a) Newton’s Law
b) Parkinson’s Law
c) Einstein’s Law
d) None
53. Which of the following is not a key output of project cost management?
a) A cost estimate
b) A cost management plan
c) Updates to the cost management plan
d) A cost baseline
54. If a company loses $5 for every $100 in revenue for a certain product, what is profit margin for
that product?
a) -5 percent
b) 5 percent
c) -$5
d) $5
55. __________________ reserves allow for future situations that are unpredictable.
a) Contingency
b) Financial
c) Management
d) Baseline
56. You are preparing a cost estimate for a building based on its location, purpose, number of square
feet, and other characteristics. What cost estimating technique are you using?
a) Parametric
b) Analogous
c) Bottom – up
d) Top – down
Examination Paper – Project Management
10
IIBM Institute of Business Management
57. ______________ involves allocating the project cost estimate to individual work items over time.
a) Reserve analysis
b) Life cycle costing
c) Project cost budgeting
d) Earned value analysis
58. _________________ is a project performance measurement technique that integrates scope time,
and cost data.
a) Reserve analysis
b) Life cycle costing
c) Project cost budgeting
d) Earned value analysis
59. If the actual cost for a WBS item is $1500 and its earned value was $2000, what is its cost
variance, and is it under or over budget?
a) The cost variance is -$500, which is over budget
b) The cost variance is -$500, which is under budget
c) The cost variance is $500, which is over budget
d) The cost variance is $500, which is under budget
60. If a project is halfway completed and its schedule performance index is 110% and its cost
performance index is 95%, how is it progressing?
a) It is ahead of schedule and under budget
b) It is ahead of schedule and over budget
c) It is behind schedule and under budget
d) It is behind schedule and over budget
61. To determine the cost of particular element in advance of the project, which technique can be
employed?
a) Parametric estimating
b) As…………but…………s
c) Forecasts
d) All above
62. _______________ is the degree to which a set of inherent characteristics fulfills requirements.
a) Quality
b) Conformance to requirements
c) Fitness for use
d) Reliability
63. What is the purpose of project quality management?
a) To produce the highest quality products and services possible
b) To ensure that appropriate quality standards are met
c) To ensure that the project will satisfy the needs for which it was undertaken
d) All of the above
Examination Paper – Project Management
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IIBM Institute of Business Management
64. _______________ generates ideas for quality improvements by comparing specific project
practices or product characteristics to those of other projects or products within or outside the
performing organization.
a) Quality audits
b) Design of experiments
c) Six Sigma
d) Benchmarking
65. What tool could you use to determine whether a process is in control or out of control?
a) A cause – and – effect diagram
b) A control chart
c) A run chart
d) A scatter chart
66. Complication to the critical path represents the formation of compound series of activities often
involving different paths which has been termed
a) The critical chain
b) The critical path
c) TOC
d) Resource path
67. Six Sigma’s target for perfection is the achievement of no more than ________________ defects,
errors, or mistakes per million opportunities.
a) 6
b) 9
c) 3.4
d) 1
68. The seven run rule states that if seven data points in a row on a control chart are all below the
mean, above the means, or all increasing or decreasing, then the process needs to be examined for
_________________ problems.
a) Random
b) Non – random
c) Six Sigma
d) Quality
69. What is the preferred order for performing testing on information technology projects?
a) Unit testing, integration testing, system testing, user acceptance testing
b) Unit testing, system testing, integration testing, user acceptance testing
c) Unit testing, system testing, user acceptance testing, integration testing
d) Unit testing, integration testing, user acceptance testing, system testing
Examination Paper – Project Management
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IIBM Institute of Business Management
70. ___________________ is known for his work on quality control in Japan and developed the 14
points for Management in his text Out of the Crisis.
a) Juran
b) Deming
c) Crosby
d) Ishikawa
71. The theory of constraints (TOC) is successfully applied in
a) Planning
b) Checking
c) Manufacturing
d) Controlling
72. PMI’s OPM3 is an example of a ____________________ model or framework for helping
organization improve their processes and systems.
a) Benchmarking
b) Six Sigma
c) Maturity
d) Quality
73. Which of the following is not part of project human resource management?
a) Resource estimating
b) Acquiring the project team
c) Developing the project team
d) Managing the project team
74. _________________ causes people to participate in an activity for their own enjoyment.
a) Intrinsic motivation
b) Extrinsic motivation
c) Self motivation
d) Social motivation
75. At the bottom of Maslow’s pyramid or hierarchy of needs are _____________ needs.
a) Self – actualization
b) Esteem
c) Safety
d) Physiological
76. ________________ power is based on a person’s individual charisma.
a) Affiliation
b) Referent
c) Personality
d) Legitimate
Examination Paper – Project Management
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IIBM Institute of Business Management
77. What technique can you use to resolve resource conflicts by delaying tasks?
a) Resource loading
b) Resource leveling
c) Critical path analysis
d) Over allocation
78. Which of the following is not a tool or technique for managing project team?
a) Observation and conversation
b) Project performance appraisals
c) Issue logs
d) Social Styles Profile
79. What do many experts agree is the greatest threat to the success of any project?
a) Lack of proper funding
b) A failure to communicate
c) Poor listening skills
d) Inadequate staffing
80. Which communication skill is most important for information technology professionals for career
advancement?
a) Writing
b) Listening
c) Speaking
d) Using communication technologies
81. Which of the following is not a process in project communication management?
a) Information planning
b) Information distribution
c) Performance reporting
d) Managing stakeholders
82. A building may not be constructed unless the planning permission for it has been obtained, this is
the
a) Legal constraint
b) Quality constraint
c) Cost constraint
d) Logic constraint
83. A ________________ report describes where the project stands at a specific point in time.
a) Status
b) Performance
c) Forecast
d) Earned value
Examination Paper – Project Management
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IIBM Institute of Business Management
84. __________________ is an uncertainly that can have a negative or positive effect on meeting
project objectives.
a) Risk utility
b) Risk tolerance
c) Risk management
d) Risk
85. A person who is a risk – ______________ receives greater satisfaction when more payoffs is at
stake and is willing to pay a penalty to take risks.
a) Averse
b) Seeking
c) Neutral
d) Aware
86. Which risk management process involves prioritizing based on their probability and impact of
occurrence?
a) Risk management planning
b) Risk identification
c) Qualitative risk analysis
d) Quantitative risk analysis
87. The 7-S framework of project management issues was promoted by
a) McJonald and Co.
b) McKinsly and Co.
c) J & K Co.
d) None
88. Your project involves using a new release of a software application, but if that release is not
available, your team has ______________ plans to use the current release.
a) Contingency
b) Fallback
c) Reserve
d) Mitigation
89. A risk _________________ is a document that contains results of various risk management
processes, often displayed in a table or spreadsheet format.
a) Management plan
b) Register
c) Breakdown structure
d) Probability / impact matrix
Examination Paper – Project Management
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IIBM Institute of Business Management
90. Your project team has decided not to use an upcoming release of software because it might cause
your schedule to slip. Which negative risk response strategy are you using?
a) Avoidance
b) Acceptance
c) Transference
d) Mitigation
91. For non critical activities, network diagrams build in …………………………. at the start of
activities.
a) Temporary
b) Buffer
c) Slack
d) Anywhere
92. If a project being undertaken by a particular project team, then these are referred as
a) Resource capability
b) Resource capacity
c) Resource calendar
d) Resource pool
93. The term ‘hedgehog syndrome’ means
a) Management problem
b) Solving problem
c) Repetition of problem
d) Find out a problem
94. What is the first procurement process?
a) Planning contracting
b) Planning purchasing and acquisitions
c) Requesting seller responses
d) Procurement management planning
95. The _____________ is the point at which the contractor assumes total responsibility for each
additional dollar of contract cost.
a) A breakeven point
b) Share ratio point
c) Point of reconciliation
d) Point of total assumption
96. We’re standing on this hill here. We want to be on that hill over there, this is
a) View
b) Vision
c) Mission
d) Aim
Examination Paper – Project Management
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IIBM Institute of Business Management
97. A ______________________ is a document prepared by a seller when there are different
approaches for meeting buyer needs.
a) RFP
b) RFQ
c) Proposal
d) Quote
98. Buyers often prepare a ______________________ list when selecting a seller to make this
process more manageable.
a) Preferred
b) Short
c) Qualified suppliers
d) BAFO
99. A proposal evaluation sheet is an example of a(n) ______________________.
a) RFP
b) NPV analysis
c) Earned value analysis
d) Weighted scoring model
100. __________________ is a term used to describe various procurement functions that are
now done electronically.
a) E – procurement
b) eBay
c) E – commerce
d) EMV


CUSTOMER RELATIONSHIP MANAGEMENT IIBM EXAM ANSWER PROVIDED

CUSTOMER RELATIONSHIP MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Customer Relationship management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Customer Relationship Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 4 marks each.
Part One:
Multiple Choices:
1. High congruence means:
a. High probability of success
b. Low probability of success
c. Zero probability of success
d. None
2. Novo Jim‟s excellent resource book for Recency, Frequency and Monetary is:
a. Drilling high
b. Digging the top
c. Cutting edges
d. Drilling down
3. In „FURPS‟ R stands for___________
a. Responsibility
b. Resource
c. Retention
d. Reliability
4. NAICS stands for_____________
a. National American Industry Coding System
b. North American Industry Cooling System
c. National American Industry Cooling System
d. North American Industry Coding System
5. The book „Reengineering the corporation‟ is written by:
a. Michael Hammer and James Champy
b. Michael Champy and James Hammer
c. Michael Douglus and James Ferrari
d. Michael Ferrari and James Douglus
6. The book „Building the Data warehouse‟ is written by:
a. Michael Doglus
b. James Champy
c. Bill Inmon
Examination Paper of Customer Relationship management
2
IIBM Institute of Business Management
d. James Ferrari
7. Which of the following is considered as the bible of database marketing?
a. „Drilling High‟
b. „Building the Data warehouse‟
c. „The complete database marketer‟
d. „Drilling down‟
8. CASE stands for____________
a. Customer Aided Software Engineering
b. Computer Aided Software Engineering
c. Customer Aided System Engineering
d. Computer Aided System Engineering
9. In „BBB‟ B stands for____________
a. Bail
b. Buffer
c. Bureau
d. Block
10. If high quality is one of the attribute then:
a. It will be suicidal to ship products with high DOA
b. It will be beneficial to ship products with high DOA
c. It will be suicidal to ship products with low DOA
d. It will be beneficial to ship products with low DOA
Part Two:
1. Why e- CRM is important in present life?
2. Describe the 3 phases of „Waterfall Model‟.
3. Explain the type of CRM in short?
4. What is „Life time value‟ related with customer?
5. What are „Warehouse data(s)‟?
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION A
SESSECTION A
Examination Paper of Customer Relationship management
3
IIBM Institute of Business Management
Caselet 1
Project Energized:
Indian Synthetics Limited was established in the year 1987 by Seth Gopichand, who was an NRI based
in Singapore. The company‟s main products were blended synthetics, polyester and cotton yarn; which
were suitable for readymade garments. The company had achieved an outstanding success with an
annual turnover of Rs. 1,500 crores and was awarded the „Exporter of the Year Award‟ since 1988, for
four consecutive years by the Government of India. Encouraged by the profitability of the Jabalpur
plant, the company set up another manufacturing plant at Nasik. The company was a typically family
run business wherein no outsiders were inducted at the top management positions. Even the Chartered
Accountant was from the family. The plant at Jabalpur had 1,300 workers with an average age of 28
years and an educational qualification of either high school or secondary school. 60 percent of the
workers were from Bihar and the rest were from Orissa. They were highly paid with reference to the
industry average and were provided with residential accommodation on the factory premises. All the
employees were men with no woman employee on the plant‟s payroll. Among the workers and staff it
was common that the management had not initiated the appointment. Since the past 12 years of its
existence, the company was functioning in a traditional pattern in spite of the modernization of the
plant and had no HR practices whatsoever. With the growing competition in the market, the
profitability of the plant had declined which greatly concerned the top management. After reviewing
the situation, it was found that the human element was the biggest hurdle in achieving the set targets.
There was a need to bring in attitudinal change, as both, the absenteeism and the union interference
were high. This union was formed after the workers had felt that the management was exploiting them.
Most of the workers had been there since the inception of the plant and the turnover was almost
negligible. There was a strong union present in the plant, which was affiliated to INTUC. The plant
managers entered into a long term settlement with the union to set the daily wages and the terms and
conditions of work. The long term settlement was renewed every 3 years. The workers were working
in 30-day night shifts in a month. Being a textile unit, it was a process industry wherein hurdle at one
point of the process would stop the whole production. Moreover, if there were delay in the takeover of
the shift, the output of the entire day would be affected. In the matters of indiscipline, the workers
were charge sheeted and dismissed arbitrarily. In chronic cases, the worker had to wear a badge with a
slogan “I will not repeat the mistake again” for the entire day on his uniform.
The company started thinking of corporate governance and hired the services of Narayan Murthy,
AGM (P & A and ER) for the Jabalpur plant in May 2001. Since its establishment, the plant had seen
eight Personnel Managers come and go. Narayan Murthy who was in his late thirties had been working
with a multi-national company and had a wide exposure to the human resource practices. He was given
complete autonomy by the corporate office to transform the existing organizational culture. After
Narayan Murthy took over the charge, he formed the “Workers Committee” with one representative
who would frame the report, discuss with him and help out in counseling the workers. He changed the
traditional designations like the “Khata Adhikari” to the “Shop Floor Manager”. He also made training
and development programs, an integral part of the employee development. His first attempt in this
direction was an ice-breaking workshop called the “Project Energized” which was conducted by
women trainers. To bring women closer to the system, he had taken an initiative to form a ladies‟ club
for the wives of all the employees, which became an uphill task for him as he was facing a lot of
problems in getting the people together. Narayan Murthy also introduced the concept of multi-skilling
where the worker was persuaded to work in different stages of the process. Although, the worker did
not get a monetary incentive for the same, he developed enrichment of the skills. Many a times the
union resisted to this and then the supervisor had to tackle the situation diplomatically. Another
measure, which Murthy adopted, was to develop an incentive plan for the workers. Any worker who
recorded 26 attendances in a month was given an extra Rs. 10 per day for the month, and so on till 23
attendances per month. Any worker who recorded 26 attendances consecutively for three months was
Examination Paper of Customer Relationship management
4
IIBM Institute of Business Management
given an additional benefit of Rs 500. 100 employees responded positively to this scheme. He also
started educating the union and was planning to provide an office and separate notice board for the
union office bearers. He was also planning to reduce the 30 days night shift to 15 days night shift per
month. As per this agenda, he had also planned to employ a lady as the Deputy Manager of Training,
preferably more than 35 years of age who was expected to have completed the social obligations in
terms of her marriage and child rearing. He felt that a woman would be more successful in overcoming
the suspicion among the workers towards the management as he had observed that the workers were
receptive to women summer trainees who had visited the plant for about six weeks last summer. Even
at the Nasik plant, when a lady doctor was appointed as a physician, the workers went in for a strike
objecting the appointment. The workers had afterwards shown a positive response though they had
initially shown a stiff resistance to her appointment. In spite of taking these measures, Murthy felt that
there was too much interference from the union and the employees were not enthusiastic about the
changes. And he wondered what else he should do to transform the culture of the organization.
Questions:
1. In what way would multi-skilling help in solving the problems of the plant?
2. Do you think that the company‟s policy of entering into term settlement is appropriate? Give
reasons.
Caselet 2
Mitsubishi Motor Sales: Implementing Customer Relationship Management Systems
Until the late 1990s, Mitsubishi Motor Sales of America Inc. was only about cars and its approach to
retail customer service reflected that. There were more than 18 toll-free customer service numbers that
callers had to navigate to find information on topics ranging from financing to sales to repairs, “We
were fragmented in our approach, and we clearly lacked a customer focus,” says Greg O‟Neill,
executive vice president and general manager.Mitsubishi decided to change that. As part of a
company-wide shift to an increased focus on customers, executives challenged the call center to
provide “one voice and one set of ears for the customer,” says CIO Tony Romero. That was the
beginning of a continuing drive toward improved customer service through a customer relationship
management (CRM) initiative that would eventually engage multiple departments and 18 vendors.
Today, Mitsubishi has one call center and an outsourced service provider that handles the most
basic calls. The cost per call has decreased by about two-thirds, and that savings alone paid for the
system in 18 months, according to Rich Donnelson, director of customer relations. The system saves
agents time and uncertainty and enabled the call center to handle 38 percent more volume, with an
even staffing level. Meanwhile, the company‟s customer satisfaction rate rose by 8 percent, according
to a survey by J.D. Power and Associates. Mitsubishi call center project team included members from
its sales, marketing, finance, and IT departments, all of which contributed resources as needed. Early
on, the team members established some rules of the road. First, they would selectively choose best-ofbreed
CRM software components, not the integrated CRM suits that seemed intent on force-fitting
Mitsubishi‟s needs into fixed product offerings. But that required a constant struggle to keep 18
vendors heading in the same direction. The team members also decided to implement changes slowly,
adding a technology only when all employees were using the last one implemented. This approach
allowed call center agents to get comfortable with the new technology over time. To accommodate the
deliberate, modular approach, all products had to pass the “three S” test: Is it simple? Does it satisfy?
Is it scalable? “If we couldn‟t answer yes to all three, we didn‟t do it,” says Greg Stahl, Mitsubishi‟s
director of advertising. The journey began in earnest in June 1999, when Mitsubishi chose to outsource
its most basic level of customer calls to Baltimore-based Sitel Corp. within two months, Mitsubishi‟s
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18 toll-free customer numbers and the multiple call centers behind them were consolidated, and call
center software from Siebel Systems was implemented. Also, as part of the companywide customer
focus, a new customer-centric data-base was consolidated in-house the next year. The database became
the engine powering the call center, but unfortunately, dirty data were a major stumbling block. The
project stalled for months as the data were cleansed and updated.
In early 2001, a digital phone switch from Avaya Inc. was installed that allowed flexible skillsbased
call routing. Callers to the single toll-free number routed on menu choices. About half the callers
got the information they needed from an interactive voice response unit, which can answer fairly
sophisticated queries without live contact. Simple calls went to Sitel, and the rest were routed to call
center agents with appropriate skills. In March 2001, graphical user interface upgrades put 11 screens‟
worth of customer information on one screen of call center agents. And Smart Scripts workflow
software from Siebel provided agents with decision-tree scripts and automated customer
correspondence. In May 2001, Mitsubishi managers began listening to outsourced service calls, and
they could see agents‟ screens with Avaya IP Agent software. The next month, the company started
using workforce management software from Blue Pumpkin Software to hourly forecast call center
coverage. Then Nice log software from Nice Systems was installed to record agents‟ voice and screen
activity for quality assurance and training.
Aside from happier customers, the benefits to call center employees include career growth and
higher pay. Previously, agents in separate call centers handled specific areas: accounts, vehicles, titles,
or retailer queries. Now the silos are gone and agents can learn new skills in multiple areas, greatly
increasing call center flexibility. The workforce management software schedules training time during
lags, and agents who learn multiple skills earn more money. Call center turnover, which has
traditionally been more than 20 percent, was about 7 percent last year. O‟Neill says the executive team
members regularly listen in on service calls to get a feel for customer concerns, and they act on what
they hear. “ that bubble up of information has driven more early marketing decisions and made us
more effective earlier on than I could have ever thought,” O‟Neill says. “That‟s been a huge dividend.”
Questions:
1. What are the key application components of Mitsubishi‟s CRM system? What is the business
purpose of each of them?
2. Do you approve of Mitsubishi‟s approach to acquiring and installing its CRM system? Why or
why not?
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
END OF SECTION B
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1. What is the CRM? Define all the Customer Retention Strategies.
2. If all the numbers are large, the project is way too big. Can you identify a logical chunk of the
problem that would make a setup toward improving the situation? What kind of “offer” would
you want to make to your customers as a result of completing the small chunk?
END OF SECTION C
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IIBM Institute of Business Management
Examination Paper MM.100
Services Marketing
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. The extent to which customers recognize and willing to accept this variation is called:
a. Zone of tolerance
b. Zone of fitness
c. Zone of acceptance
d. None
2. SERVQUAL is used to measure service quality. (T/F)
3. SWICS stands for_________
4. Real /perceived and monetary/non monetary costs are termed as switching costs.(T/F)
5. TARP stands for _________
6. If the direct cost be „a‟, overhead cost be „b‟ and profit margin be „c‟ then the cost based pricing
can be calculated by:
a. a+b+c
b. a-b+c
c. a/b*c
d. none
7. If the percentage change in quality purchased be „a‟ and the percentage change in price be ‟b‟
then elasticity is given by:
a. a*b
b. a/b
c. a+b
d. a-b
8. If the actual revenue be „a‟ and the potential revenue be „b‟ then the yield can be given by:
a. a-b
b. a+b
c. a/b
d. b/a
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9. Reactors make adjustments unless forced to do so by environmental pressures.(T/F)
10. Least profitable customers are categorized in:
a. Platinum
b. Gold
c. Iron
d. Lead
Part Two:
1. What do you understand by “Customer Gap”?
2. Write the difference between perceptions of service quality and customer satisfaction.
3. Write short “SERVQUAL” survey.
4. What are different types of “Complainer”.
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
Giordano is a retailer of casual clothes in East Asia, South-East Asia, and the Middle East. In 1999, it
operated outlets in China, Dubai, Hong Kong, Macao, Philippines, Saudi Arabia, Singapore, South Korea,
and Taiwan. Giordano‟s sales grew from HK$712 million in 1989 to HK$3,092 million in 1999. This
case study describes the success factors that allowed Giordano to grow rapidly in some Asian countries. It
looks at three imminent issues that Giordano faced in maintaining its success in existing markets and in
its plan to enter new markets in Asia and beyond. The first concerns Giordano‟s positioning. In what
ways, if at all, should Giordano change its current positioning? The second concerns the critical factors
that have contributed to Giordano‟s success. Would these factors remain critical over the coming years?
Finally, as Giordano‟s seeks to enter new markets, the third issues, whether its competitive strengths can
be transferred to other markets, needs to be examined.
Being Entrepreneurial and Accepting Mistakes as Learning Opportunities
The willingness to try new ways of doing things and learning from past errors was an integral part of
Lai‟s management philosophy. The occasional failure represented a current limitation and indirectly
pointed management to the right decision in the future. To demonstrate his commitment to this
philosophy. Lai took the lead by being a role model for his employees “. . . Like in a meeting, I say, look,
I have made this mistake, I‟m sorry for that. I hope everybody learns from this. If I can make mistakes,
END OF SECTION A
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who the hell do you think you are that you can‟t make mistakes?” He also believed strongly in
empowerment – if everyone is allowed to contribute and participate, mistakes can be minimized.
Service
Giordano‟s commitment to excellent service was reflected in the list of service-related awards it had
received. It was ranked number one by the Far Eastern Economic Review, for being innovative in
responding to customers‟ needs, for three consecutive years – 1994, 1995, and 1996. And when it came to
winning service awards, Giordano‟s name kept cropping up. In Singapore, it won numerous service
awards over the years. It was given the Excellent Service Award for three consecutive years: 1996, 1997,
and 1998. It also received three tourism awards: “Store of the Year” in 1991, “Retailer of the Month” in
1993, and “Best Shopping Experience – Retailer Outlet” in 1996. These were just some of the awards
won by Giordano.
How did Giordano achieve such recognition for its commitment to customer service? It began with the
Customer Service Campaign in 1989. In that campaign, yellow badges bearing the words “Giordano
Means Service” were worn by every Giordano employee. This philosophy had three tents: We welcome
unlimited try-ons; we exchange – no questions asked; and we serve with a smile. The yellow badges
reminded employees that they were there to deliver excellent customer service.
Since its inception, several creative, customer-focused campaigns and promotions had been launched to
extend its service orientation. For instance, in Singapore, Giordano asked its customers what they thought
would be the fairest price to charge for a pair of jeans and charged each customer the price that they were
willing to pay. This one-month campaign was immensely successful, with some 3,000 pairs of jeans sold
every day during the promotion. In another service-related campaign, customers were given a free T-shirt
for criticizing Giordano‟s service. Over 10,000 T-shirts were given away. Far from only being another
brand-building campaign, Giordano responded seriously to the feedback collected. For example, the
Giordano logo was removed from some of its merchandise, as some customers liked the quality but not
the “value –for – money” image of the Giordano brand.
Against advice that it would be abused, Lai also introduced a no-questions-asked and no-timelimit
exchange policy, Which made it one of the few retailers in Asia outside Japan with such a generous
exchange policy. Giordano claimed that returns were less than 0.1 percent of sales.
To ensure that every store and individual employee provided excellent customer service, performance
evaluations were conducted frequently at the store level, as well as for individual employees. The service
standard of each store was evaluated twice every month, while individual employees were evaluated once
every two months. Internal competitions were designed to motivate employees and store teams to do their
best in serving customers. Every month, Giordano awarded the “Services Star” to individual employees,
based on nominations provided be shoppers. In addition, every Giordano star was evaluated every month
by mystery shoppers. Based on the combined results of these evaluations, the “Best Services Shop” award
was given to the top store.
Aggressive advertising and Promotion
Fung said, “Giordano spends a large proportion of its turnover on advertising and promotions. No retailer
of our size spends as much as us.” For the past five years, Giordano in Singapore had been spending
about S$1.5 million to S$2 million annually on its advertising and promotional activities. It won the Top
Advertiser Award from 1991 to 1994. Up to June 30, 2000, total advertising and promotional expenditure
for the group amounted to HK$41.5 million, or 3 percent of the group‟s retail turnover. In addition to its
big budget, Giordano‟s advertising and promotional campaigns were creative and appealing. One such
campaign was the “Round the Clock Madness Shopping” with the Singapore radio station FM93.3 on 1
May 1994. Different clothing items were offered at a 20 percent discount from 12 A.M. to 1 A.M.,
whereas polo shirts and T-shirts and T-shirts were given a 30 percent discount from 1 A.M. to 2 A.M. and
then shorts at a 40 percent discount from 2 A.M. to 3 A.M. To keep listeners awake and excited, the
product categories that were on sale at each time slot were released only at the specified hour, so that
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IIBM Institute of Business Management
nobody knew the next items that would be on this special sale. Listeners to the radio station were cajoled
into coming to Giordano stores throughout the night (Ang 1996). In 1996, Giordano won the Singapore
Ear Award. Its English radio commercial was voted by listeners to be one of the best, with the most
creative English jingle.
Another success was its “Simply Khakis” promotion, launched in April 1999, which emphasized
basic, street-culture style that “mixed and matched” and thus fitted all occasions. In Singapore, within
days of its launch, the new line sold out and had to be relaunched two weeks later. By October 1999, over
a million pairs of khaki trousers and shorts had been sold. This success could be attributed partly to its
clearly defined communications objectives. As Garrett Bennett, Giordano‟s Executive Director in charge
of merchandising and operations, said, “We want to be the key provider of the basics: khakis, jeans, and
the white shirt.” Elsewhere in the region, sales were booming for Giordano, despite only moderate
recovery experienced in the retail industry. Its strength in executing innovative and effective promotional
strategies helped the retailer to reduce the impact of the Asian crisis on its sales and take advantage of the
slight recovery seen in early 1999. Aggressive advertising and promotions also played a significant role in
the successful remarketing of its core brand relaunch or introduction of sister brands, Giordano Ladies‟,
Giordano Junior, and Bluestar Exchange.
Giordano’s Growth Strategy
As early as the 1980s, Giordano realized that it was difficult to achieve substantial growth and economies
of scale if it operated only in Hong Kong. The key was in regional expansion. By 1999, Giordano had
opened 740 stores in 23 markets, out of which Giordano directly managed 317 stores. Until 2000, four
markets dominated its retail and distribution operations – Hong Kong, Taiwan, China, and Singapore. By
2000, Giordano had 895 Giordano stores in 25 markets.
Giordano cast its sights on markets beyond Asia, driven partially by its desire for growth and
partially to reduce its dependence on Asia in the wake of the 1998 economic meltdown. In Giordano‟s
first full year of operation in Australia, sales turnover reached HK$29 million (US$3.72 million) in
December 2000. The number of retail outlets increased from 4 in 1999 to 14 in 2000. With the opening up
of its first retail outlet in Sydney in September 2000, Giordano outlets could now be found in both
Melbourne and Sydney. As part of Giordano‟s globalization process, it planned to open up its first shops
in Germany and Japan during the first half of 2001. Currently, Giordano planned to focus its globalization
efforts on new markets like Germany, Japan, Australia, Indonesia, and Kuwait.
When the crisis made Giordano rethink its regional strategy, it was still determine to enter and
further penetrate new Asian markets. This determination led to the successful expansion of Giordano in
Mainland China, which saw the retail outlets grow from 253 stores in 1999 to 357 stores in 2000. Due to
the expanded retail network in Mainland China and improvements made to the product line, sales
turnover increased by 30.9 percent to HK$712 million (US$91.3 million) in 2000. Faced with the
imminent accession of Mainland China to the World Trade Organization, Giordano‟s management
foresees both challenges and opportunities ahead. In Indonesia, Giordano opened up 7 more stores in
2000, brining the total number of retail stores to 10. These stores covered areas in Jakarta, Surabaya, and
Bali. However, with the political and social instability in Indonesia, coupled with the downward pressure
on the Rupiah, Giordano was cautiously optimistic about further expansion and planned to proceed with
caution. In Malaysia, Giordano planned to refurnish its Malaysian outlets and intensify its local
promotional campaigns to consolidate its leadership position in the Malaysia market.
Giordano‟s success in these markets would depend on its understanding of them, and consumer tastes
and preferences for fabrics, colors, and advertising. In the past, Giordano relied on a consistent strategy
across different countries, and elements of this successful strategy included its positioning and service
strategies, information systems and logistics, and human resource policies. However, tactical
implementation (e.g., promotional campaigns) was left mostly to local managers in their respective
countries. A country‟s performance (e.g., sales, contribution, service levels, and customer feedback) was
monitored by regional headquarters (e.g., Singapore for South-East Asia) and the head office in Hong
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Kong. Weekly performance reports were made accessible to all managers. In recent years, it appeared that
as the organization expanded beyond Asia, different strategies had to be developed for different regions or
countries.
Questions:
1. How do you think Giordano had/would have to adapt its marketing and operations strategies and
tactics when entering and penetrating your country?
2. What general lessons can be learned from Giordano for other major clothing retailers in your
country?
Caselet 2
In 2003, Jyske Bank Group‟s primary operations consisted of Jyske Bank, which was the third largest
bank in Denmark after Den Danske Bank and Nordea‟s Danish operations. Jyske Bank was created in
1967 through the merger of four Danish banks having their operations in Jutland, Jyske being Danish for
“Jutlandish.” Jutland was the large portion of Denmark attached to the European mainland to the north of
Germany. Until the late 1990s, Jyske Bank was characterized as a typical Danish bank: prudent,
conservative, well-managed, generally unremarkable, and largely undifferentiated.
Beginning in the mid-1990s, Jyske Bank embarked on a change process that led to its no longer being
characterized as either unremarkable or undifferentiated. By 2003 its unique “flavor” of service made it a
leader in customer satisfaction among Danish banks. At the heart of these changes was the bank‟s
determination to be, in the words of one executive, “the most customer-oriented bank in Denmark.” The
bank achieved its goal by focusing on what it called Jyske Forskelle, or Jyske Differences.
JYSKE DIFFERENCES
Jyske Differences stemmed from Jyske Bank‟s core values. These stood as central tents, guiding virtually
all aspects of the organization‟s life. As one manager pointed out, the values were consistent with the
bank‟s Jyske heritage: “Really, when we started talking about our core values, and their Jyskeness, we
just became overt about values we had long held.” Jyske Bank‟s core values, published for employees,
customers, and shareholders, were that the bank shouls (1) have common sense; (2) be open and honest;
(3) be different and unpretentious; (4) have genuine interest and equal respect for people; and (5) be
efficient and persevering.
The core values led management to reevaluate how the bank did business with its customers.
Managers determined that if the bank were to be true to its values, it would have to deliver service
differently from both how it had in the past, and how other banks delivered service. Jyske Differences
were thus operationalized as specific practices that distinguished Jyske Bank.
Competitive Positioning
Managers looked to Jyske values and differences for the bank‟s competitive positioning. This process was
aided by a Dutch consultant, whose market research indicated that Jyske bank‟s core target market of
Danish families and small-to-medium sized Danish companies (earnings were 40 % commercial, 60%
retail) generally liked the idea of a bank that was jyske. Additional research suggested that what managers
described as the “hard factors” of price, product, and location had become sine qua non in the eyes of
customers. In contrast, “soft factors” relating to an individual customer‟s relationship with her service
providers served as the basic for differentiation, specially, “being nice,” “marketing time for the
customer,” and “caring about the customer and his family.”
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Managers felt that the “genuine interest” component of the bank‟s values dictated a shift from
traditional product focused selling to a customer-solution approach. They characterized the new approach
by contrasting the statement, “Let me tell you about our demand-deposit account,” with the question,
“What do you need?”
Although he bank‟s core financial products remained essentially similar to those of other Danish
banks,3 the way they were delivered changed. This required significant changes in the branches, both
tangible and intangible, and how they were supported. Tools were developed to support solution-based
service delivery. For example, new IT systems helped employees take customers through processes to
determine their needs and final appropriate solutions. In one, the customer and her banker filled out an
on-line investor profile to determine what style of investment products were most appropriate for her
based on risk aversion, time frame, and return goals, among other factors. A manager commented that,
“The tools themselves aren‟t proprietary. We‟ve seen other financial services with similar programs – it‟s
how our people use them that makes the difference.” Another stated, “Our tools are designed either to
enhance our ability to deliver solutions, or to reduce administrative tasks and increase the amount of time
our people can spend with customers – delivering solutions.”
Finally, being overtly Jyske meant that the bank would no longer be a good place for any customer
meeting its demographic criteria for two reasons. First, delivering this type of service was expensive. As a
result, the bank charged a slight premium, and targeted only those customers who were less likely to
represent a credit risk. Second, the bank would have a personality. According to one manager, “The
danger in having a personality is, someone, inevitably, won‟t like you.” Senior management considered
this the price of being candid, and welcomed the effect it had on some customers. For example, Jyske
Bank‟s cash/debit card had a picture of a black grouse on it, black grouses being found in Jutland‟s rural
countryside. When a few customers complained that the bird didn‟t seem very business-like, or wasn‟t hip
(one was “embarrassed to pull it out at the disco”) managers were happy to invite them to open accounts
at competitor institution. A manager noted:
Actually, if no one reacts to our materials, they‟re not strong enough. Some people should
dislike us. After all, we‟re only about 6% of the market. I don‟t want everyone to like us –
we‟re not for everyone and don‟t want to be.
Tangible Differences
Account Teams
Delivering on the banks competitive positioning required a number of tangible changes in its service
delivery system. These began with assigning each customer a branch employee to serve as primary point
of contact. Over time, managers discovered that this created problems, because customers often arrived at
a branch when their service provider was busy with other customers or otherwise unavailable.
Nevertheless, managers were committed to providing individualized service. According to one, “How can
we be honest in saying we care about customers as individuals if we don‟t get to know them as
individuals? And without knowing them, we can‟t identify and solve their problems.” The solution was
found in account teams: each customer was assigned to a small team of branch bankers. These employees
worked together to know and serve their customers, sitting in close physical proximity within the branch.
Branch Design
Jyske Bank planned to spend approximately DKK 750 million to physically redesign its branches (most
of this had been spent by 2003). Danish observers described the new branches as looking “like an
advertising agency” or “a smart hotel.” These effects were accomplished through the use of modern, upscale
materials such as light wood, warm colors, and original art. Branch redesign also included changes
in the way customers interacted with their bankers, made possible by architectural and design changes.
For example, customers waiting for their banker could help themselves to fresh coffee in a small part of
the branch resembling a café. A customer commented on the café, “It means more than you initially think
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– it makes you feel welcome, it says they‟re really interested in me.” Fruit juice was available for
children, who could amuse themselves with toys in the play center. Bankers‟ desks were now round
tables, signifying equally. A team of three or four bankers sat at a single large round table, with customers
making themselves comfortable between the bankers‟ work stations. Customers could see bankers‟
computer screens, reinforcing openness. Customers‟ ability to view the screens also facilitated the use of
IT programs designed to structure interactions between account team members and customers. As equals,
bankers and customers sat in the same type of chairs, and bankers no longer sat on a raised dais, the
origins of which went back to feudal times when the heads of certain people were supposed to be higher
than those of others. If a conversation required more discretion, specially designed meeting rooms giving
the feeling of “home” were available.
Intangible Differences
Delivering the bank‟s new competitive positioning also required numerous intangible changes and other
changes not immediately visible to the customer. Managers stated that the most important of these
involved training and empowering those employees closest to the customer to serve the customer.
Training
Before a branch was remodeled, all staff took part in special training sessions. These included
teambuilding and customer service, drawing on best practices from the “traditional” retail sector.
Management Style
A senior manager commented:
You can train and educate all day long, but unless your managers and employees are committed to Jyske
Differences, they just won‟t happen. Getting them required a great deal of my effort.
When we started this process there were times when it was hard – really hard. The branch managers
didn‟t think strategically – they sat in their offices and focused on their day-to-day work. I wanted the
branch manager to get up on a hill and look around, to get a bigger picture. To get them to change I asked
them questions: What‟s the market? Where – and who – are your competitors? What are your strengths
and weaknesses, how do they tie to Jyske Differences? Now, contrast what you need with what you have.
Are the teams in your branch living up to the demands? What do you need to do to ensure that they will?
There will be resistance; understand where it is coming from. One way to deal with it is to make
agreements with individuals on how they will develop new skills. If there is a complete mismatch you
may need new team members, but for the most part, you can coach your people through this kind of
change – you can lead them.
According to another executive:
The branch managers have to be able to motivate employees to work a little harder, and differently. The
most successful give their employees a lot of latitude for decision making. They do a lot of training, 80%
of which is on the job. When it isn‟t, it‟s mostly role playing. There aren‟t any high-powered incentives to
offer, but there are really good tools coming out of IT. it‟s more how the branch managers do it than what
employees to share the values and act on them.
A third noted:
When I have a difficult situation I look for what I call a “culture carrier.” I try put that person into the
middle of it, because they live our values. What I usually see is that the other employees who are on the
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fence about the values start to come over – they see the example and they like what they see. This leaves
the few people who really don‟t want to be Jyske on the outside, and they tend not to last long. Most
people are willing to change, but they‟ve got to be supported in the process.
CONCLUSION
The bank‟s leadership believed that Jyske values and differences, and the bank‟s value chain, provided
ways to achieve the balance they wanted among their three stakeholders: employees, customers, and
shareholders. Several leaders commented that with the large capital investments behind them as of 2003,
net income would increase considerably in the coming years, assuming the recession of 2001 and 2002
was over. Shareholders had received a 17.8% annual return on their investment for the ten years prior to
year-end 2002. Anders Dam‟s 2002-2003 goal for shareholders was to increase the bank‟s stock multiple
approximately 40% to the level of Danske Bank‟s, the largest and most richly-priced bank in Denmark.
This was achieved in July 2003.6 While the bank‟s leadership was pleased with the bank‟s success, they
were more interested in determining how the bank would remain in a position of leadership while still
keeping the interests of its key stakeholders in balance.
Questions:
1. What did Jyske Bank change to enable it to deliver its new competitive positioning?
2. How did Jyske Bank implement those changes?
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Choose a firm you are familiar with. Describe how you would design an ideal service recovery
strategy for that organization.
2. Discuss the customer‟s role as a productive resource for the firm. Describe a time when you
played this role. What did you do and how feel? Did the firm help you perform your role
effectively? How?
S-2-300813
END OF SECTION B
END OF SECTION C


HOTEL MANAGEMENT IIBM EXAM ANSWER PROVIDED

HOTEL MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Hotel Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Managing Hotel Operations
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice and Short Note type Questions.
 Answer all the questions.
 Part one carries 1 mark each and Part two carries 5 marks each.
Part One:
Multiple Choices:
1. Housekeeping is the responsibility of:
a. Hotel manager
b. Reservation manager
c. Rooms manager
d. Executive assistant manager
2. Which of the following is not the method of minimizing the overbooking problem:
a. Increasing restrictive policy
b. Third party guaranty
c. Threat of legislation
d. Advance- deposit reservation
3. Which of the following is the channel of the traditional reservation:
a. The changing role of travel agent
b. In-house reservation
c. Central reservation center
d. All of these
4. The real component of “TQM” is?
a. Bedding
b. Cleanliness
c. Noise ,temperature and darkness
d. All of the above
5. Arrange the following into hotel organizational structure:
i. The room manager
ii. The general manager
iii. The hotel manager
iv. Manager of guest services.
Examination Paper of Hotel Management
IIBM Institute of Business Management 2
a. i, ii, iii, iv
b. ii, iv, i, iii
c. ii, iii ,i, iv
d. iv, ii, iii, i
6. Alphabetical list of the day‟s expected arrival, individually and by group is:
a. Cancellation and change report
b. Daily analysis report
c. Arrival report
d. Central reservation report
7. Which is not the component of credit management :
a. Extending credit
b. Credit alert and skippers
c. Minimizing charge backs
d. None of these
8. Reservation contained following information during the procedure are design to improve the
effectiveness of the front office:
a. Arriving and departure dates
b. Number of night
c. Number of person
d. All of the above
9. Bank card is the kind of?
a. Debit card
b. Smart card
c. Credit card
d. None of these
10. Segmentation comes under:
a. New product pattern
b. New market Pattern
c. New product segmentation
d. New management pattern
Part Two:
1. Explain the special characteristics of hotel business?
2. Differentiate between the marketing to the individual and marketing to the group?
3. List the Information contained in reservation.
4. Explain the organizational structure of hotel management?
Examination Paper of Hotel Management
IIBM Institute of Business Management 3
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
HOTEL MANAGEMENT SYSTEMS
Service industry always has to have a sharp and keen focus on customer‟s requirements, needs and
expectations. With the hotel, hospitality and tourism industry, the expectations are much more. These
are the sectors that have possibly the highest amount of customer interaction within the service sectors
and are most impacted by customer experience from step one.We at Softqube have designed an online,
real time hotel management software, Symphony for the sector keeping in mind their needs and
business requirements. Our aim is to bring to our clients faster, more responsive, agile, robust yet easy
to use and cost effective software that supports all their requirements in real time.
A Hotel Management System like ours, gives the most important information with single click be it the
information about room reservation and availability, conference or even banquet reservation. As a
business you will have a system which helps hotel to manage every bit of information.
It is really important that when you visit the reception, can be provided easily by checking the system
and manage things accordingly.
Our Online hotel management system, Symphony gives our clients a software that is good in
maintaining all the stats of the hotel. The statistics include, but are not limited to revenues, occupancies,
room enquiries, availability. The hotel team and staff can help themselves with these high quality
systems, as folio management helps them to keep all the information about any of their boarders, their
needs, their complaints, and their precision and so on.
Question:
1. What does this mean for the business of our clients?
Caselet 2
The provision of accommodation is a highly competitive market. As tourists look for the best possible
value for money, hotel operators must ensure that they are providing a quality venue with cost
effective services. This program is based on the Mercure Hotel in Hobart and covers the key elements
of its operations (the inputs and processes that create the output). The program examines the ways in
which the design of its facility, the control of materials, the use of technology and the quality standards
all contribute to ensuring the hotel remains productive and competitive.
END OF SECTION A
Examination Paper of Hotel Management
IIBM Institute of Business Management 4
1. Name one output of a hotel.
2. Why is the layout of facilities important in a hotel?
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Explain the advantages and disadvantages of hotel technology?
2. Discuss how the room rates impact on guest demand?
3. Explain the traditional hotel industry?
END OF SECTION B
B
END OF SECTION C
Examination Paper of Hotel Management
IIBM Institute of Business Management 5
IIBM Institute of Business Management
Examination Paper MM.100
Front Office Operations
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice and Short Note type Questions.
 Answer all the questions.
 Part one carries 1 mark each and Part two carries 5 marks each.
Part One:
Multiple Choices:
1. To create a professional image and to make guest comfortable about the staff members is a factor
of______
a. Personal presentation
b. An attentive manner
c. Social skills
d. Use of guest‟s names
2 A small booklet which has the guest‟s name, room number and room rate is_______
a. Credit card
b. Key card
c. Bedroom book
d. Room status board
3. Clear is a sign of_______
a. Room left
b. Room occupied
c. Room vacant and ready
d. Room vacant but not ready
4. Which of the following is not a part of „Property Management System‟?
a. General ledger
b. Registration
c. Night audit
d. Computer terminal
5. Arrange the following as procedure for payment by credit card:
i. Ask the client to sign the audit roll (retain the card)
ii. Obtain the card from the client
iii. Check that the signatures on the card and the voucher agree.
Examination Paper of Hotel Management
IIBM Institute of Business Management 6
iv. Swipe the card through the machine.
a. i, ii, iii, iv
b. ii, iv, i, iii
c. ii, iii ,i, iv
d. iv, ii, iii, i
6. When the interest and desire is converted into booking or enquiry it is a result of:
a. Interest
b. Attention
c. Action
d. Desire
7. Providing an individual „PIN‟ number to the customer by the hotel authority is a feature of:
a. Voice mail
b. Message waiting facility
c. Fax
d. Access to hotel services
8. Cheques help in controlling frauds in the hotels.
a. Crossing cheques
b. Cheque authorization
c. Foreign cheques
d. Blank cheques
9. Which of the following is not included in the task performed mainly at the reception?
a. Filing
b. Duplicating
c. Word processing
d. Reservation
10. Chart is very time consuming to be up-dated and its errors results in lower
occupancy.
a. Density chart
b. Density reservation chart
c. Stop-go chart
d. Conventional chart
Part Two:
1. Differentiate between the organizational structure of „Small and Medium sized hotels‟.
2. State the main ways in which fire can be prevented in a hotel.
3. List the main methods of „Non-verbal communication‟.
Examination Paper of Hotel Management
IIBM Institute of Business Management 7
4. Write a short note on „Inside Availability‟.
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
The Benson Hotel, a mid-sized independent property required new leadership. Mike Schwartz, Vicepresident
of operations, pondered his next move as he reviewed last month‟s financial statements. The
Benson was an eighty-five-room three-star property with a full-service restaurant, lounge, banquet and
health club facilities. The rapidly changing marketplace and new competition from well-established
franchises had made Mike‟s job and the Benson‟s position more tenuous. Mike decided to commission
a consultant‟s report on the property. He called up his longtime friend Jim Burke, who had worked for
major chains across the country and was now a hospitality consultant.
“Jim, how are you old buddy?” Mike asked.
“I am doing very well Mike. This consulting work has run me off my feet. What can I do for you?”
Jim Asked.
“Well Jim, I need an independent review of the Benson. We‟re holding our own but these franchise
guys with their management contracts are really getting aggressive,” Mike said.
“Yes, I know what you mean Mike. I have just completed a marketing study for a new building across
town. These guys have some great programs. You have to try and stay ahead of them,” said Jim.
Mike asked, “Do you think you could visit the property and have some lunch next week? I would like
to start with an employee survey and some site work. You‟ll be working alongside my general
manager, Sean Waters. Sean‟s been with us for about two years. Jim, I have some concerns about this
guy and I‟d like to have a fresh set of eyes look at what‟s going on at the Benson. Okay?”
Jim hesitated, “Okay Mike. How about next Thursday 10:00 a.m.? I‟ll meet you in the lobby.”
“Wonderful, Jim. We‟ll see you then.”
Sean waters had been recruited by Mike as a rising star. Sean‟s background led Mike to believe he
possessed a true spirit for hospitality, especially in the food service area. Sean had worked his way up
in reputable full – service properties and restaurants while completing an undergraduate degree in
hospitability. So, what had gone so wrong at the Benson for Mike to feel he needed to bring in a
consultant to figure it out? Three months later Mike had an interim report on his desk.
Physical Plant Priorities
The following is a review of specific areas of the Benson Hotel that require attention.
Sales Office- Located just off the lobby, this space is open to the public and is well below standards
for this level of property. The property has worked hard to attract the corporate market. A wellrenovated
business center shared with a working sales area would enhance this area gently.
Banquet Servery- Located on the lower level from the main kitchen, this area seems more of a
storage area; in fact this could serve as a limited holding area for banquet service. There is no counter
space and no secure shelving to store dishes, glassware, or cutlery. Floors and walls are in need of
refinishing. Guests have gained access to this area on occasion.
Exterior Garbage Area- The main compactor located in the rear parking lot of the hotel should be
enclosed. It is unsightly to guests and can be viewed from the road by surrounding residences. A
END OF SECTION A
Examination Paper of Hotel Management
IIBM Institute of Business Management 8
possible solution would be to pour a concrete slab allowing for drainage and build an enclosure on
three sides to ensure access for pick-up.
Access for persons with disabilities –Presently, the Benson has no access or rooms for guests with
disabilities. At least two units should be converted for this purpose. The main reconfigurations are the
bathrooms and doorways. On a few occasions guests with disabilities were observed leaving the hotel
for other properties in the area that had such facilities. It is a good marketing initiative and may
become necessary to maintain the rating of the property.
Lobby- The lobby chairs and broadloom should be upgraded to reflect the marketplace and reputation
of the property.
Back Office Computer– There is presently no stand- alone back office computer. The computers on
the property are dated and solely devoted to a property management system that is not Windows
based. The following functions could be served with a back office computer.
 Inventory analysis
 Database marketing
 Effective and professional word processing
Parking Lot –The rear parking lot is of particular concern; it does not reflect a three-star property.
Human Resources
The Benson Hotel like many others before it, had over the years placed people in positions of
authority with little or no training to support their efforts. This was true in the following revenue
centers.
Dining Room – During high season the dining room enjoys record covers on many nights. However,
there was one very stressful situation observed. The staffing was mixed with senior staff followed by
poorly trained “warm bodies”. The situation was made worse by the supervisor, Rachel, who was
perceived by the staff as unfair, unapproachable, and often playing favorites with her friends and
family. Rachel, in all fairness, has had no training and was clearly not the person for the job. She
repeatedly showed disrespect for her fellow workers and kitchen staff. Unfairness was clearly
displayed in the allotment of high-gratuity-paying work such as banquets and bus tours. Rachel
played favorites. She would schedule herself and friends to serve high-gratuity events. If you were not
her favorite, you were relegated to breakfast shifts or similar low-gratuity work. An example is the
new girl, Donna, who Rachel hired this summer. Rachel is already giving preferential shifts to Donna
over Isabel, who has been at the Benson for more than five years. Rachel based her decision on
Isabel‟s poor performance, which Rachel said other employees would agree with. This was not the
case when fellow workers were asked. Rachel had also threatened to lay off Isabel in the slow months
instead of Donna or Rachel‟s daughter Lucy. This was clearly an old management style and
unacceptable in any operation. Rachel is also resentful that the kitchen receives 25 percent of group
meal gratuities. In her opinion they do not deserve it. This feeling has permeated among her allies,
instilling an “us against them” animosity between the kitchen and service staff.
Kitchen Operation – The kitchen staff is competent, but leadership is seriously lacking in this area.
James, the interim kitchen supervisor, has difficulty coping with the restricted responsibilities placed
on him and often projects these feelings onto fellow staff. This attitude also has a further negative
effect on Rachel and her staff in the dining area. Chief Wilhelm left three months ago and left little
incentive for James to perform his duties as sous-chef. James is somewhat adrift, constantly
complaining that he is doing a chef‟s job and receiving cook‟s pay.
Management controls and reporting such as inventory are inaccurate at best, with related reports
poorly presented. Production and food handling require improvement from a quality and sanitation
point of view. It seems that many foods taken out for preparation or serving then are left out in a hot
kitchen to deteriorate or go to waste. Scheduling of kitchen employees does not seem to relate to
business peaks and valleys. This has resulted in calling in casual kitchen staff on short notice,
resulting in paid-outs over the counter. One such employee is Gerald, the dishwasher who is Lucy‟s
boyfriend. Rachel on occasion has taken it upon herself to call Gerald in for dishwashing duty when
clearly it is James‟s responsibility to make the call. This situation provides an opportunity for Rachel
Examination Paper of Hotel Management
IIBM Institute of Business Management 9
to extend her influence beyond the realm of her authority and has led to increased friction between
Rachel and James.
Employee Audit
This part of Jim‟s report was a detailed employee audit interviewing employees on issues from the
parking lot all the way up to the general manager. It provided Mike with some food for thought. Jim‟s
opening comments was: “if I had to make only one general statement about the relationship between
the employer and employees at this time, I would have to say that it is limping along at a slow, steady
pace. Most of the employees appear satisfied with the type of work they are doing and they speak
well for the company.” Under the section “Lack of Credibility on the part of the General Manager,”
Mike‟s worst fears were confirmed. Jim‟s report continued, “As far as the remainder of the employees
are concerned, they do what they have to and then ignore the general manager. His level of credibility
with these employees is zero. One employee was very philosophical about it when she said “At least
we know what we have to deal with, and we are learning how to deal with him. If they get rid of him
we could get someone worse.” Supporting comments from employees included:
 The general manager is always right.
 The morale of the employees varies with the moods of the general manager
 The general manager intimidates some employees.
 The general manager tries to impress the upper management by pitching in to help when they are
here, but when they are not here he doesn‟t lift a finger.
Jim summed up this section of his report to Mike like this: “This is a case of employees working well
in spite of the general manager rather than because of him. The main problem with this situation is
that a reputable company such as the Benson Hotel cannot support the actions of a general manager
with this type of comportment and still maintain a workable relationship with its employees. My
opinion at this point is that something has to change.”
Questions:
1. Do you feel it was necessary for mike to commission a consultant‟s report on the Benson? Why
or why not? How would you have approached the situation?
2. Identify and propose solutions for the supervisory challenges in the kitchen and dining areas of
the „Benson Hotel‟.
Caselet 2
The Rainbow Golf resort had something to celebrate. The 120- unit golf resort consisting of villas and
condominiums had recently been “re-branded” from a franchise to an independent property. The new
owner, Ken Okura, was reviewing the present organizational structure of the Rainbow along with the
files of key personnel presently running the operation. During the transition period Ken had recruited
his own team including a Vice-President of operations, Director of sales and marketing and Director
of Food and Beverage to restructure the organization; however, he still had a few key areas to fill in.
In the past, each member of the resort‟s management team had staked out his or her own turf with
little internal communication. As a case in point, ken often noticed Shirley, the accountant, regularly
directing the front desk on policies and procedures. All this happened under the watch of Jeremy, the
resort‟s Rooms Division Manager, who didn‟t seem to take notice of such actions. Ken thought that
this overlap of authority surely must confuse the front desk staff.
The transition period had provided Ken with a window of opportunity to evaluate the line and
supervisory staff. Ken had retained Ted Barrow, a human resources consultant; his report‟s findings
were quite a surprise to Ken. Ted‟s report began with the following staff concerns:
 The management does not work together. There is no teamwork, only “flexing” for power. Managers
are out to protect their turf. This attitude pervades the resort.
Examination Paper of Hotel Management
IIBM Institute of Business Management 10
 There is no apparent overall direction for the resort. If there is, it is not being communicated
throughout the organization.
 There is no general manager or controller on site. The feeling is that if these people were around,
conflict among the department heads could be avoided.
 There is insufficient training. Employees are thrown into their jobs without being ready to perform
them properly. They should have proper preparation before they have to deal with guests.
 Some departments (front desk in particular) are terribly understaffed. This causes service problems as
well as high staff turnover.
 The staff morale is low. Employees work in separate departments and get caught in a rut. There is no
overall team spirit. It‟s more like “every man for himself.”
 There is little or no awareness of how other departments operate. This knowledge is necessary to help
us understand how we impact each other.
 Many people are currently unhappy. The labor pool is small, and if they leave it will be tough to
replace them. Management should work to keep the staff happy.
 There seems to be a consensus that staff members want to be able to provide good service, but too
many constraints are placed on them to be able to do so.
 It is difficult to know who to go if someone has a problem with his or her manager. There should be
someone designated as the resort manager so that employees have someone to communicate with
should the need to do so arise.
Ken assembled his new team to map out strategies to address the operational challenges and
employee concerns.
Questions:
1. Identify and describe four short-term operational strategies Ken should implement immediately at
the Rainbow Golf Resort.
2. Which form of top-down communication would be most suitable for the Rainbow Golf Resort to
achieve its objectives?
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Explain how the hotel receptionist can contribute to customer satisfaction?
2. Discuss the methods of payments in a hotel.
3. Discuss about the main principles of “Hotel Billing”.
S-2-300813
END OF SECTION B
B
END OF SECTION C


PROJECT MANAGEMENT IIBM EXAM ANSWER PROVIDED

PROJECT MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Project Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM. 100
Project Management
Subject Code-C101
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choice questions & short questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. A ________________ is a temporary endeavor undertaken to create a unique product,
service, or result.
a) Program
b) Process
c) Project
d) Portfolio
2. Which of the following is not a potential advantage of using good project management?
a) Shorter development times
b) Higher worker morale
c) Lower cost of capital
d) Higher profit margins
3. Which of the following is not an attribute of a project?
a) Projects are unique
b) Projects are developed using progressive elaboration
c) Projects have a primary customer or sponsor
d) Projects involve little uncertainty
4. Which of the following is not part of the triple constraint of project management?
a) Meeting scope goals
b) Meeting time goals
c) Meeting communications goals
d) Meeting cost goals
5. The first stage of any project isa)
Proposal
b) Conceptualization
c) Implementation
d) Management
6. __________________ is the application of knowledge, skills, tools and techniques to project
activities to meet project requirements.
a) Project management
Examination Paper of Project Management
IIBM Institute of Business Management 2
b) Program management
c) Project portfolio management
d) Requirements management
7. Project portfolio management addresses ____________________ goals of an organization
while project management addresses _________________ goals.
a) Strategic, tactical
b) Tactical, strategic
c) Internal, external
d) External, internal
8. Several application development projects done for the same functional group might best be
managed as part of aa)
Portfolio
b) Program
c) Investment
d) Collaborative
9. Which of the following is not one of the top ten skills or competencies of an effective project
manager?
a) People skills
b) Leadership
c) Integrity
d) Technical skills
10. A _________________ is a series of actions directed towards a particular result.
a) Goal
b) Process
c) Plan
d) Project
Part Two:
1. Explain the phases of project lifecycle?
2. Discuss the roles & responsibilities of project leader.
3. What are the key attributes of quality? Discuss.
4. List the element of pre-feasibility study.
END OF SECTION A
Examination Paper of Project Management
IIBM Institute of Business Management 3
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 word
Caselet 1
PRINCE2 has many excellent ideas for project management, but I think its approach to quality is at best
weak and at worst entirely inappropriate. My first grip is that PRINCE2 redefines what the word quality
usually means. My dictionary defines it as “Degree or standard of excellence, especially a high standard.”
If I have bought myself a quality car, I have probably purchased something like a Mercedes or Rolls
Royce. PRINCE2‟s definition is something that is “fit for purpose” of satisfying stated needs. So for
example, according to PRINCE2, my land rover is a quality product, it‟s not luxurious but, as a keen skier,
I can use it to haul equipment to the Alps each year. This re-definition of the word quality often confuses
people before they even look at the detail.
At the beginning of a PRINCE2 project, you agree with the customer a set of measurable attributes about
the products you will build. These are called acceptance criteria. Later, when you deliver the products, the
client will only sign them off it they conform to these criteria. This assumes the client knows what they
want. They often don‟t. When Henry ford was designing the model T car, he was asked why he didn‟t
consult with potential users, he replied, “if I had asked people what they wanted, they would have said
faster horses”
User‟ not knowing what they want is often a problem in ground breaking projects. People in the early
19900s knew they wanted to get places faster, but their idea on how to achieve this was limited by their
own experience. Another example is the project to create the iPhone. Steve jobs did not consult with the
potential users. Instead he went through many iterations of building prototypes, playing with them,
decoding what worked and what did not until he ended up with the final design‟s
So this idea in PRINCE2‟s quality theme, that you can simple ask a group of potential users at the outset,
to specify what products they want, does not always work. PRINCE2 defines a project as a piece of work
that is unique. The more unique and ground breaking it is, the more difficult it becomes to define exactly
what is required at the end. Project work is a creative process. Sometimes it takes trial and error and a
certain amount of vision to create something the end users will eventually be satisfied with.
As I said at the outset, PRINCE2 has many useful ideas. But the quality theme should be used with
caution. In groundbreaking projects, they can hinder the creation of products the client is going to be
satisfied with.
Questions:
1. What is the major problem in ground breaking projects?
Caselet 2
An overseas government agency with a base in china contacted acorn consulting in preparation for a
special project event held in 2012. The annual event, that represents one of the most significant
opportunities for foreign business in china, achieved sales valued at $20.6 billion in 2009, and acorn client
is the 2010 host nation. For an event to be successful the team will require meticulous preparation, months
of planning and a coordination and clinical team effort from all involved.
Client objectives
Acorn consulting was asked to provide a 1 day indoor team building and project alignment session
program for 50 senior‟s staff from an overseas government agency with staff from Guangzhou, Hong
Examination Paper of Project Management
IIBM Institute of Business Management 4
Kong, Chengdu and Kunming. The participants were comprised of both local and overseas staff. The
objective of the program was to achieve the following:
 To foster a higher degree of cooperation, buy-in and team spirit between staff
 Create excitement and positive energy for the huge team project to be carried out later during the year
 To explore issues that will challenge the project‟s success and workshop ways to overcome them
Solution
Acorn‟s solution was to hold 2 separate half day session. The first half day was an interactive workshop
whereby participants analyzed and discussed the key elements of high performing team including, problem
solving, team dysfunction and the drivers of the project success.
The second half day session was devoted to a specifically designed team building event requiring
participants to divide into smaller groups and cooperate with others groups to complete a final project.
This „mini project‟ illustrated the ingredients of success and highlighted the challenges discussed in the
previous half day workshop.
Outcome
Participants thoroughly enjoyed the events and where highly motivated and enthusiastic about completing
their upcoming organization projects. Participants were better able understand and experience the
importance of every individual‟s role in high performing team. The team members are aware of the pitfalls
the project team can face and have the tools and understand to avoiding these obstacles.
Questions:
1. Do you think Acorn‟s solution was good? Why or why not?
2. What are the objective of the of project alignment session program?
END OF SECTION B
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carry 15 marks each.
 Detailed information should from the part of your Answer (Word limit 200 to 250 words)
1. Define project planning and explain the project planning process?
2. Define project risk and explain different types of techniques used to reduce project risk?
END OF SECTION C
S-2-250613


AVIATION MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Aviation Management
IIBM Institute of Business Management
Examination Paper MM.100
Aviation Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choi  ce and Short Note type Questions 
 Answer all the questions 
 Part one carries 1 mark each and Part two carries 5 marks each. 
Part One:
Multiple Choices:
1. Which of the following is comes under „Air safety topic‟?
a. Lightning
b. Ice & snow
c. Fire
d. All of the above
2. JATO stands for _______
3. Beam movement, location of beam related to airport and loser stability comes under which of the
following of analyzing the hazard?
a. Situational factor
b. Operational factor
c. Laser/bright factor
d. Pilot/aircraft factor
4. Which of the following-is not the aviation standard?
a. ARINC 429
b. ARIN 424
c. ARINC 653
d. ARINC 444.
5. The total weight of the passengers,: their luggage, and cargo is known as:
a. Payload
b. Ramp weight
c. Brake release weight
d. Landing weight
6. Which of the following are not the primary areas of concern?
a. Eye damage
b. Temporary flash blindness
c. Glare & disruption
d. none of these
7. STOL stands for_______
1
IIBM Institute of Business Management
Examination Paper of Aviation Management
8. A landing by an aircraft made under factor outside the pilot‟s control such as the failure of
engine, s ystem component or weather, is known as__________
a. Hard landing
b. Forced landing
c. Water landing
d. Belly landing
9. De-crab is the technique of __________
a. Crosswind landing
b. Belly landing
c. Deadstick landing
d. Emergency landing
10. RATO stands for___________
Part Two:
1. Discus the areas of concern in „Aviation‟.
2. Describe classifications of „Indian Aviation Sector‟
3. Define sources from which aircraft noise originates.
4. Write short note on “Global Air Traffic Management”.
END OF SECTION A
Section B: Caselets (40 Marks)
 This section consists of Caselets. 
 Answer all the questions 
 Each Caselet carries 20 marks. 
 Detailed information should form the part of your answer (Word limit 150 to 200 Words) 
Caselet 1
In relation to Aus Airlines, the scenario of airline industry is understood as a highly competitive
industry. Commercial air transport is considered to be important for personal mobility, commerce and
national security reasons. It facilitates growth, world trade, international investments and tourism and is
thus considered to be very significant to the globalization taking place in many industries. The demand
for airline service is income elastic. As real income increases, passengers spend more money on air
travel. Conversely, as fares rise, passengers spend less on air travel. An airline is one service sector
which is subject to various price controls and capacity restrictions. In this sector, prices are generally
needed to be approved by government.
Airlines are expected to provide safe and timely transportation to air passengers. It should provide
certain intangible elements like transportation itself, service frequency, pre-flight, in-flight and post
flight service. Tangible elements like the aircraft and food and drinks served are also included. The
profitability of airlines depends on the quality service it offers to the air-passengers.
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IIBM Institute of Business Management
Examination Paper of Aviation Management
In airline industry, technological improvements will have an impact on airfares. Advances in aircraft
design, construction, aircraft engines and operating procedures increases productivity. Increase in
productivity led to reductions in per-seat-costs and permitted reduction in airfares. Value-added
services are significant in a highly competitive industry like airlines. Passengers inspect friendliness,
efficiency, creativity of announcements m ade and willingness of crew members to help.
Airline industry invariably encounters problems related to marinating labor relations. There is a
constant struggle to improve efficiency and reduce costs.
Aus Airlines consistent profitable business was because of its low costs and customer loyalty. It offers
simple approach customers. It did subscribe to the big reservation computers used by travel agents. The
airline operated only Boeing 737, which minimized training and maintenance costs. Moreover, the
employees at Aus Airlines are hard working.
Aus Airlines competitive advantage lies in its low cost maintenance and its loyal customers. Due to its
low cost structure, Aus Airlines offered its customers with low price+s, this helped the company to gain
customer‟s loyalty.
Aus Airlines may lose its advantage, it faces price war from its competitors, necessitating to reduce the
airfares. If the industry experiences overcapacity of flights, it may affect the stable
Position of the airlines, moreover, the airlines, should also maintain standards to maintain quality of
services, which enable it to retain the customers.
Questions:
1. Identify the challenges faced by the Aus Airlines in a run to survive.
2. What type of strategy helps in increasing the revenues of the Aviation Industry?
Caselet 2
Inside his 20
th
floor office in Air India Building, a chairman and managing director V Thulasidas is
reading a new master plan to revive the airline‟s fortunes. For the past few years, Air India has been
steadily losing market share to international airlines like British airways, KLM, Emirates and Singapore
Airlines. Despite being the national carrier, its market share of outbound traffic from India has come
down to just 20percent from 40 percent in the 1970s. If that weren‟t enough, now low-fare airlines from
the gulf and South-East Asia are eyeing the Indian market.
That‟s why, for the past one year, the chairman and his team has been scripting a plan to start their own
low-fare airline from April 2005. Air India Express will offer fares that are 25 percent cheaper than the
existing fares of Air India.
The rationale is simple. For years, Air India‟s price-sensitive customers had demanded such a service.
The question was: could Air India provide one without losing money? For the fares to be cheaper, the
costs would have to be lower. But Air India‟s cost structure was already high. “If we had launched a
low-fare airline with these costs, we would only end up losing more money,” says Thulasidas. In other
words, Air India needed to build a model where the costs could be controlled. That meant creating a
venture from scratch.
But an airline-within-an-airline model isn‟t a proven formula yet. On the contrary, most leading airlines
like British Airways, United Airlines, KLM and Delta have struggled to build a sustainable model.
While British Airways‟ Go Airlines has sold out to easy Jet, United Ted, Delta‟s Song and KLM‟s
Buzz are in very poor financial condition. “The airline-within-airline (model) has never worked. If
you‟re going to fix the factory, fix the factory. Don‟t create a sideshow outside and say how beautiful it
is. The most consistent comment coming out of Song passengers is: „Why can‟t Delta be like this?‟
Of course, that isn‟t deterring other Asian carriers. Singapore Airlines‟ parent company Teams and a
group of other investors are launching a low-cost airline Tiger Airways. Two weeks ago, Qantas
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IIBM Institute of Business Management
Examination Paper of Aviation Management
launched a low-cost airline based in Singapore. Others like Thai Airways are also looking at a similar
venture to regain share.
Air India, of course, has a lot riding on the budget airline: the latter will generate some surpluses for
the parent. But, more importantly, it will give Air India an opportunity to upgrade itself and reposition
the brand. In the 1960s and 1970s, the Air India brand stood for quality, and it was a premium airline.
But, over time, it began to be seen an airline frequented by the budget traveler to destinations like the
Middle East. For the past 10 years, Air India has not added a single aircraft to its fleet.
The plan is to now allow Air India Express to operate an all-economy service on short-haul flight of 3-5
hours to destinations in the Middle East and South-East Asia, while Air India focuses on premium
quality traffic on medium- and long-haul flights. Air India will also offer full-service flights to select
places in the Middle East and South-east Asia. Over time, Air India will vacate these traditional Middle
East sectors and evolve into a truly international airline. “We will acquire more aircraft, and upgrade
our service. The idea is to grow in size and improve quality,” says Thulasidas.
Meanwhile, the key to the Air India Express strategy is to lower costs by driving efficiency. Air India
Express will not have any business class, since that typically goes empty on these routes. (Air India will
cater to the little business class traffic to Dubai and Singapore to Mumbai). The budget airline will also
have more seats. The Boeing 737-800, which it will take on dry lease, will have 181 seats as against
145 seats in Indian Airlines‟ Airbus 320s. And it will offer point-to-point service and ensure quick
turnarounds, to save on hotel and layover allowances for the crew. In fact, manpower costs will be
lower than that of Air India. For that, the employees will be hired on different terms: the pilots and
cabin crew would be on contract. Also, new aircraft will offer better fuel economy.
Besides, passengers on Air India Express may have to forego the complimentary drink and settle for a
snack on three-hour flights. On longer flights, they can expect a hot meal, albeit scaled-down. The crew
complement will also be less: the jumbo jets will have 19 members; the 737-800 planes6-7 people.
Barring core activities like flying or cabin, it will outsource other services. The cash costs per return
flight for Boeing 737-800 is around 35 percent lower than that of the Airbus 310 Air India currently
operates. There are plans to sell tickets online, but travel agents will also be used.
Thulasidas has to ensure that the two entities are very distinct from each other. Otherwise, the initiative
could well backfire. “If you carry the culture from one airline, from one business model to the other, the
second one is bound to fail,” says an expert. Thulasidas says: “If the new entity is run independently
within a given company mandate, there‟s no reason why it should fail.” In fact, the new airline is
expected to depend on Air India only for certain services like distribution and maintenance. If things go
well, it is expected to throw up Rs 250 crore in profits every year.
But how different will the culture be? It‟s not clear. A few of the key people on the board of the
subsidiary will be from Air India. “You can‟t recruit raw people; there will be few people on deputation
for some time. There won‟t be a problem as they will have clear cost and revenue parameters within
which they have to function,” says Thulasidas. It does look like the best bet for a Maharaja who has
fallen on bad days.
Questions:
1. What strategy should Air India follow to satisfy its „Price- sensitive‟ customers without losing
money? Comment.
2. Suggest some features that Air India could adopt to differentiate itself from its competitors.
END OF SECTION B
Section C: Applied Theory (30 Marks)
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IIBM Institute of Business Management
Examination Paper of Aviation Management
 This section consists o  f Applied Theory Questions. 
 Answer all the questions 
 Each question carries 15 marks. 
 Detailed information should form the part of your answer (Word limit 200 to 250 Words). 

1. Define landing, and also explain the types of landing?
2. Explain aviation industry in India, and list the challenges faced by aviation industry?
END OF SECTION C
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IIBM Institute of Business Management
Examination Paper of Aviation Management
IIBM Institute of Business Management
Examination Paper MM.100
Aviation Hospitality Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choi  ce & Short Note type questions. 
 Answer all the questions. 
 Part one carries1 mark each & Part Two carries 5 marks each. 
Part One:
Multiple Choices:
1. A maintenance check performed approximately every month is known as:
a. “C” check
b. “A” check
c. Visual check
d. None of these
2. JAA stands for ___________
3. Establish the rules and procedure for auditing maintenance & engineering facilities for
adherence to safety policy is the responsibility of:
a. Supervisor
b. Safety manager
c. Employee
d. Company
4. Several visual inspection tasks performed in a specific area of the aircraft is:
a. Zonal inspection
b. Non-destructive inspection
c. destructive inspection
d. General visual inspection
5. The probability that an item will perform a required function under specified condition
without failure is known as:
a. Reliability
b. Reliability programme
c. Redundancy programme
d. None of these
6. FAA stands for ____________
7. Which of the following is the type of documentation?
a. Regulatory documentation
b. Airline generated documentation
c. Manufacturer‟s documentation
d. All of the above
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IIBM Institute of Business Management
Examination Paper of Aviation Management
8. Which of the following is the element of Reliability programme?
a. Data collection
b. Setting and adjusting alert level
c. Both a & b
d. None of these.
9. Hanger maintenance & line maintenance comes under____________
a. Technical maintenance
b. Aircraft maintenance
c. Shop maintenance
d. Material maintenance
10. TPPM stands for____________
a. Technical policies and procedure maintenance
b. Technical policies and procedure manual
c. Technical policies and procedure module
d. Technical policies and procedure material
Part Two:
1. List the steps to selecting a computer system for airline maintenance.
2. Discuss the types of reliability in aviation industry?
3. Write short note on „Maintenance overhaul shops‟,
4. What is technical publication and list the function of technical publication?
END OF SECTION A
Section B: Caselets (40 Marks)
 This section consists of Case lets. 
 Answer all the questions. 
 Each Caselet carries 20 marks. 
 Detailed information should form the part of your answer (Word limit 150 to 200 words). 
Caselet 1
The government nationalized the airlines in 1953, with enactment of Air Corporation Act. Assets of
nine existing air companies were transferred to the two new corporations Air India International and the
Indian Airlines. After 40 years, in 1994 Air Corporations Act was repealed ending the monopoly of the
national air corporation and enabling entry of private operators.
The liberalization in civil aviation industry began in 1986 with the introduction of Air Taxi system to
boost development of tourism. Though there were several restrictions relating to seat capacity, airports,
timing and fare, the scheme was liberalized over a period of time. Even the fare was totally deregulated,
allowing air operators to change any fare.
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IIBM Institute of Business Management
Examination Paper of Aviation Management
With Open Sky Policy many private operators began operations in the domestic sector. The carriage
increased from a modest 15,000 passengers in 1990 to more than 0.4 million in 1992.Of the total of
12.23 million passengers carried on the domestic sector, private carriers accounted for about 5.7 million
passengers. The civil aviation industry got a major boost with the announcement of airport
Infrastructure Policy in November, 1997 which envisaged development of international hubs and
regional hubs to provide a hub and spoke arrangement connecting all airports. Infrastructure
development of airport was opened up for public and private participation. It allowed 74% foreign
equity participation in the airport infrastructure with automatic approval and 100% equity on a case-tocase
basis.
On the side of infrastructure, the Airports Authority of India was formed in 1995 by merging
International Airports Authority of India and National airports Authority to accelerate the integrated
development expansion and modernization of the operational, terminal and cargo facilities at the
international and domestic airports and also at civil enclaves.
There were 450 Airports in the country. Of these, 120 airports were managed by airports Authority of
India (AAI), which included 12 international airports.80 civil airports and 28 civil enclaves at the
Defence airports. The existing airports at Hyderabad, Bangalore, Ahmadabad, Goa, Amritsar, Guwahati
and Cochin airport at Nedumbassary had been recently declared as international airports. Government
had also permitted construction of new airports on joint venture basis at Bangalore, Hyderabad and
Goa.
Further AAI had identified nine airports for expansion/up gradation. These airports were Bombay,
Delhi, Chennai, Calcutta, Hyderabad, Trivandrum, Ahmadabad, Goa and Bangalore. A number of
airports of international standard were coming up in various places including Amritsar, Calicut, Jaipur
and Srinagar.
The AAI had drawn ambitious long term plans to meet challenges posed by ever increasing air traffic
and advancement in aircraft technology. Some of the major plans for implementation were:
 Replacement of ground-based communication, Navigation and Surveillance (CNS) with satellite
 based CNS system. 
 Establishment of differential Global Positioning system (DGPS). 
 Automation in the Air Traffic control Services, and 
 Establishment of Automatic Dependent Surveillance (ADS). 
Questions:
1. What are the major plans for implementation to meet challenges of increasing air traffic
and advancement in technology?
2. Which types of restrictions were present in the development of tourism in the beginning of
liberalization?
3. What is the current status of available total airports in India?
4. Which airports had recently been declared as international airport and also state the name of
airports that had been identified for expansion.
Caselet 2
Indian airports face two big problems. One, poor infrastructure. Two, under- utiliasation of available
equipment and ground infrastructure. It is the second issue that‟s become a pet peeve of airline
operators. They point out that this underutilization causes delays and often forces their planes to circle
endlessly while waiting for permission to land. In the bargain, they end up wasting precious fuel.
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IIBM Institute of Business Management
Examination Paper of Aviation Management
In Delhi, points out one airline operator, the secondary runway (09/27) is not used for departure. Ditto
for Mumbai. Using them could cut down on the „waiting time „of planes before takeoff during peak
hours.
Then again, the runways are closed for inordinately long periods for maintenance work. In Delhi, the
main runway is closed for two hours daily for maintenance. Says one airline operator: „This makes no
sense. Clearly, the quality of maintenance being done is very poor. Very few countries with a single
runway close their runways during the day at all. If at all it closes it is during lean periods.” He argues
that the handing out of contracts by AAI is often done on criteria other than competence. That is why
the work has to be done over and over again.
In its draft report, the Roy committee also commented on the issue. It pointed out that using better
quality paint could dramatically reduce the frequency of painting the runways and the taxiways. It
recommended the use of chemicals for removing rubber deposits (which happens due to friction caused
during touchdown) on runways. Many feel that the flexible pavements of the taxiways and the apron in
Mumbai and Delhi need to be converted to rigid pavements to avoid frequent maintenance work.
Industry sources say that the airspace and airports are also often closed for military activities.whn this
happen, small aircrafts and helicopters are dumped on the main runways, making the system even more
inefficient. Aviation ministry officials say that some of the restricted space for military activities needs
to be made available for civil aviation.
Questions:
1. What are the big problems faced by Indian airports, give suitable examples of these problem?
2. What suggestions were given by the Roy Paul Committee to overcome these problems? How these
can be implemented?
END OF SECTION B
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions. 
 Answer all the questions. 
 Each question carries 15 marks. 
 Detailed information should from the part of your answer (Word limit 200 to 250 words). 


1. Define line maintenance; and also explain the maintenance control center responsibilities?
2. Explain goals and objectives of maintenance in aviation”.
END OF SECTION C
S-2-300813
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IIBM Institute of Business Management


EXPORT AND IMPORT MANAGEMENT IIBM EXAM ANSWER PROVIDED

EXPORT AND IMPORT MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Export Import Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice and Short Note type questions.
 Answer all the questions
 Part one carries 1 mark each and Part two carries 4 marks each.
Part One:
Multiple Choices:
1. In case of goods being rejected or wrong shipments which section of customer act provides
drawback facility on the customer‟s duty?
a. Section 47
b. Section 88
c. Section 74
d. Section 40
2. Risks arising out of foreign law due to______________
a. Lack of knowledge about foreign market
b. Expensive and complex litigation
c Both „a‟ & „b‟
d. None of the above
3. Import LC is also known as _______________
a. Letter of Debt
b. Bills of exchange
c. Open account
d. Letter of credit
4. How much digits are there in IEC number?
a. 8
b. 10
c. 12
d. 15
5. What is the full form of RFID?
a. Rural Fund Information Development
b. Request For International Development
c. Radio Frequency Identification System
d. Radio Frequency Internal System
6. The Export Inspection Council is a ________________
a. Support the export corporation
b. Responsible for the enforcement of QC
c. Administrative control of the ministry of Commerce & industry
d. Provides consultancy to export organization
7. The World Trade Organization was formed in_______________
a. 1994
Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
b. 1995
c. 1996
d. 1997
8. Government policies are related to__________________
a. Income tax
b. Sales tax
c. Both „a‟ & „b‟
d. None of the above
9. Clearing and forwarding agents are an important link between_______________
a. The exporter and various other agencies
b. The importer and various other agencies
c. Import and export of goods
d. All of the above
10. Which Regional issues are important to commercial success?
a. Taxation matters
b. Importance of negotiations
c. Degree of market risk
d. All of the above
Part Two:
1. Define EDI procedure.
2. Differentiation between “Measurement Rules” and “Pallet Rules”.
3. Explain the Benefits of Electronic Procurement.
4. What is DGCI$S?
5. Define the role of intermediaries in Shipping Industry.
Section B: Caselets (40 marks)
 This section consists of Case lets.
 Answer all the questions.
 Each Case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
“Large Package Meal” is a full-package meals service company, a large hotel by the Shanghai Li Yang
couple of laid-off workers, was founded in 1994 and now has developed into a small Suxichang and
Hangjiahu area famous food service businesses.“Popular Package Meal” service is divided into two
categories: lunch and package delivery services. Lunch mainly by the meat dish, vegetables, Lu Cai,
popular soup and fruit composition of normal. Available for customers to choose menu: six kinds of meat
END OF SECTION A
Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
dish, vegetables, 10 species of Lu Cai 4, three kinds of soup and the general public three kinds of fruit can
also be adorned with custom-made drinks. Despite little change in the menu, but the annual report on the
point of view, the overall level of demand for this service fairly stable, the old customers will call to order
a day usually. However, as facilities and equipment reasons, the “public packet meals” will ask the
customers at 10 am before the telephone booking, in order to ensure that the day of delivery in place.
In the package of services, the company‟s core competency is to provide enterprises buffet reception,
large gatherings, as well as the average family feast and celebration dinner. Customers need a variety of
food and services can be pre-booking, but because of the service highly seasonal, but also with a variety of
community festivals and national holidays related to the demand fluctuated, with high season and low
season, so ask the customer a few weeks or even a month ahead of schedule to come to book. Volkswagen
meal package layout is similar to the company‟s facilities in a processing plant. There are five work areas:
thermal system for food work areas, cold dish work area, Lu Cai preparation area, soups and fruit
preparation area, as well as a work area catering specifically for the installation of the sets of dishes lunch
box and book Zhuangpen share. In addition, there are three small refrigerators for storing frozen foods, a
large dry storage rooms for non-perishable materials. As the facilities and equipment limitations and the
risk of food spoilage constrained plant mass the size of the company‟s development package meals. While
the drinks and fruit can be purchased, and some stores are willing to deliver door, but the overall package
on the limits of human congregation offers flexible meal service. Li Yang couples employed 10 staff: two
chefs and eight food preparation workers, part-time employment during the peak season other attendants.
Packet meals sector, competition is very intense, high-quality food products, reliable delivery, flexible
service and low-cost carriers are all in this line of survival and development is fundamental. Recently, the
public packet meals from the company has began to feel more and more discerning customers and several
new packages meal providers of professional competition. Customers increasingly need to diversify the
menu of services, flexible, and the response-time. Li Yang wife recently attended knowledge of modern
logistics training courses, on the time of the operation and the concept of third-party logistics services, was
impressed by careful consideration of these concepts is the public packet meals company to maintain its
competitiveness need. But they are puzzled, popular package Meals Company‟s ability to help third-party
logistics services.
Questions:
1. The public package meal companies implement service-time availability of difficulties, Explain.
2. The introduction of third-party logistics services to the public packet meals would you put forward
any firm recommendations?
Caselet 2
UPS is a large international express delivery company, has hundreds of planes in addition to its own cargo
planes, he also rented hundreds of aircraft cargo aircraft, the transport capacity of more than 1,000 a day.
UPS in this world has established more than 10 air transport transit center in more than 200 countries and
regions of the tens of thousands of delivery centers. UPS‟s employees to reach hundreds of thousands.
Annual turnover of the amount could reach tens of billions of dollars; express delivery companies in the
world enjoy a high reputation.
UPS Company is engaged in correspondence, documents and parcel delivery business, the company
quickly. It is the world‟s countries and regions have made access to the air traffic rights. In the China, this
established a number of delivery centers. A company to take advantage of high-tech means to achieve
rapid and safe, is a wide range of logistics services, image perfect.
Questions:
1. Why do we say UPS is an international logistics business, and general transport logistics
company?
Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
2. To describe the international express logistics enterprises in the development prospects.
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Discuss the role of Banks in an export-import transaction.
2. Describe briefly the steps involved in export business to succeed in the era of globalization.
END OF SECTION B
END OF SECTION C
Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
International Trade
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Note type Questions.
 Answer all the questions
 Part one carries 1 mark each and Part two carries 5 marks each.
Part One:
Multiple Choices:
1. _________is beneficial between two nations that have strong markets in two different sectors.
a. Economic Growth
b. International Trade
c. Trade Integration
d. Trade Diversion
2. What is the full form of UNCTAD?
a. United Nation Conference on Trade and Development
b. Union Nations Committee of Trade and Development
c. Union Nations Conference on Trade and Development
d. None of the above
3. ______is fixed through negotiation between the importing country and the exporting country.
a. Tariff Quota
b. Bilateral Quota
c. Mixing Quota
d. Unilateral Quota
4. Under which Act Reserve Code Number is required?
a. Foreign Exchange Regulation Act
b. Custom Act
c. Export Import Control Act
d. Foreign Trade Act
5. Which policy of the government will have a direct bearing on the exchange rate of the country?
a. Fiscal Policy
b. Instrument of Trade Policy
c. Monetary Policy
d. Both „a‟ & „c‟
6. Which scheme helps the exporters in procuring imported raw materials?
a. IES
b. C.C.S.
c. IRS
d. None of the above
7. Which of the following factor affecting the Exchange rate?
a. Purchasing power Parity
Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
b. Exchange Control
c. Balance of Payments
d. All of the above
8. The system of permitting the currencies to move within a band is called___________.
a. Snake in the tunnel
b. Turtle Device
c. UNCTAD
d. None of the above
9. Periodic, as often as daily devaluations of pre-announced magnitude means________.
a. Managed Float Regime
b. The crawling Peg Regime
c. Single currency Peg
d. Composite currency Peg
10. The Export Policy of Government of India can be divided into_______ distinct phases.
a. 2
b. 3
c. 4
d. 5
Part Two:
1. Write a brief note on “International Monetary Fund”.
2. Write the components of the Uruguay Round Agreement.
3. Differentiate between Export Expansion and Import Substitution.
4. Explain the Term:-
a. Bill of Landing
b. Marine Insurance Policy
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each case let carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
India‟s tea export rose to 46.74 million kg during the first quarter of the current financial year from 35.47
million kg in the previous comparable period. Export earnings from this item aggregates Rs. 81.61 crores
during April-June 1981, against Rs. 68.03 crores in the corresponding period last year. Thus, although in
terms of quantity our tea exports have looked upon this year, the unit value realization dropped from Rs.
19.8 per kg, to Rs 17.46 per kg.
The drop in unit value realization is attributed to the slackness in the international tea market due to the
global oversupply in this commodity. Since 1975, world tea production has gone up by 41 percent whereas
increase in consumption by the tea importing countries has been only of the order of the 9 percent.
END OF SECTION A
Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
Naturally, the prospects of a revival in international tea price are dim at least in the immediate future. The
recommendations made by the recent national meet on tea; „revitalize‟ the tea industry in the country have
to be viewed in this context.
The national meet on tea, organized by the Union Commerce Ministry, was held in the first week of
August to take a close look at the various problems confronting the tea industry the meeting which was
attended by the representatives of the Central Government, tea producing states, planter‟s associations and
small growers, has recommended a package of fiscal reliefs –both at the Central and State levels.
The package includes, among other things, a substantial reduction in excise duty on tea, refund of indirect
taxes paid on tea exports, simplification of drawback procedures, substantial reduction or removal of the
exercise duty on packet tea until further review,, suspension of sales tax an auction teas, concessional
credit and a significant cut in the agriculture income tax and other local taxed by the respective state
governments. It was also recommended that the state government should consider grant of exemption from
rural employment cess to all export sales of tea and teas used for packaging by the procedures themselves.
According to the available information these recommendations are being considered by the central and
states concerned by the central and states concerned for implementation.
The basic problem that confronts the tea industry in the international sphere is one of depressed price.
More and more black tea is coming into the international markets from several new tea producing export
countries leading to oversupply, lower realization. Among the tea producing nations area realizing without
greater cooperation among them, to bring a better equilibrium between demand and supply, they cannot
get incentives for tea exports. Because of lower production cost, some of our competitors have an edge
over us in export makers, and incentives may be necessary to an extent for offsetting this price
disadvantage. Similarly, assistance for exports of non-traditional items such as tea bags and packet tea
would be advantageous for establishing markets for these high value added items whose share in our
overall a tea exports is small at present.
Questions:
1. Discuss the problem that comforts the Tea Industry in the International sphere.
2. How you asses would the Tea producing states has recommended a package of fiscal reliefs?
Caselet 2
August 12, 1992 was a really bad day for John Martin. That was the day Canada, Mexico and the United
States announced an agreement, in principle, to the North America Free Trade Agreement (NAFTA).
Under the plan, all tariffs between the three countries would be eliminated within the next 10 to 15 years,
with most being cut in five years. What disturbed Martin most was the plan‟s provision that all tariffs on
trade of textiles among the three countries are to be removed within 10 years. Under the proposed
agreement, Mexico and Canada would also be allowed to ship a specific amount of clothing and textiles
made from foreign materials to the United States each year, and this quota would raise slightly over the
first five years of the agreement. “My God!” thought Martin.
Martin is the CEO of a New York based textile company, Martin‟s Textiles. The company has been in the
Martin family for four generations, having been founded by his great grandfather in 1910. Today, the
company employs 1500 people in three New York plants that produce cotton based clothes, primarily
underwear. All production employees are union members and the company has a long history of good
labour relations. The company has never had a labour dispute and Martin, like his father, grandfather, and
great -grandfather before him, regards the workforce as part of the “Martin family”. Martin prides himself
not only in knowing many of the employees by name, but also in knowing a great deal about the family
circumstances of many of the long time employees.
Over the past 20 years the company has experienced increasingly tough competition, both from overseas
and at home. The mid 1980s was particularly difficult. The strength of the dollar on the foreign exchange
market during that period enabled Asian producers to enter the US market with very low prices. Since
then, although the dollar has weakened against many major currencies, the Asian producers have not raised
their prices in response to the falling driven by wage rates and labour productivity. Not surprisingly, most
of Martin‟s competitors in the north-eastern United States respond to the intense cost competition by
moving production south, first to states such as South Carolina and Mississippi where non –union labour
Examination Paper of Export and Import Management
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IIBM Institute Of Business Management
could be hired for significantly less than in the unionized North-east, and then to Mexico, where labour
costs for textile workers were less than $2 per hour. In contrast, wage rates are $12.50 per hour at Martin‟s
New York plant and $8 to $10 per hour at non-union textile plants in the south eastern United States.
The last three years have been particularly tough at Martin‟s Textiles. The company has registers a small
loss each year, and Martin knows the company cannot go on like this. His major customers, while praising
the quality of Martin‟s products, have worried him that his prices are getting too high and they may not be
able to continue to do business with him, His long-time banker has told him he must get his labour costs
down. Martin agrees, but he knows of only one surefire way to do that, to move production south, way
south, to Mexico. He has always been reluctant to do that, but now he seems to have little choice. He fear
as that in a5 years the Us market will be flooded with cheap imports from Asian, US and Mexican
companies, all producing in Mexico. It looks like the only way for Martin‟s Textiles to survive is to close
the New York plant and move production to Mexico. All that would be left in the United States would be
the Sales force.
Martin‟s mind was spinning. How could something that throws good honest people out of work be good
for the country? The politicians said it would be good for trade, good for economic growth and good for
the three countries. Martin could not see it that way. What about Mary Morgan who has worked for
Martin‟s for 30 years? She is now 54 year as old. How will she and others like her find another job? What
about his moral obligation to his workers? What about the loyalty his workers have shown his family over
the years? Is this a good way to repay it? How would he break the news to his employees, many of whom
have worked for the company for 10 to 20 years? And what about the Mexican workers? Could they be as
loyal and production in Mexico, he had heard stories of low productivity, poor workmanship high turnover
and high absenteeism. Is this true? If so, how could be ever cope with that? Martin has always felt that the
success of Martin‟s textiles was partly due to the family atmosphere, which encourages worker loyalty,
productivity and attention to quality, an atmosphere that has been built up over four generations. How
could he replicate that in Mexico with a bunch of foreign workers who speak a language he doesn‟t even
understand?
Questions:
1. What are the social costs of benefits to Martin‟s Textiles of shifting production to Mexica?
2. What seems to be the most ethical action?
Section C: Applied Theory (30 marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. Describe the current issues affecting the Exchange Rate of India.
2. Explain briefly “New Trade Theory”.
S-2-300813
END OF SECTION C
END OF SECTION B


SUPPLY CHAIN MANAGEMETN IIBM EXAM ANSWER PROVIDED

SUPPLY CHAIN MANAGEMETN IIBM EXAM ANSWER PROVIDED

Examination Paper of Supply Chain Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Supply Chain Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choi  ce & Short Notes type questions. 
 Answer all the questions. 
 Part One carries 1 mark each & Part Two carries 2 marks each.
Part One:
Multiple Choices:
1. When demand is steady, the cycle inventory for a given lot size (Q) is given by_____
a. Q/4
b. Q/8
c. Q/6
d. Q/2
2. There are two firms „x‟ and „y‟ located on a line of distance demand(0-1) at „a‟ and „b‟
respectively, the customers are uniformly located on the line, on keeping the fact of splitting of
market, the demand of firm „x‟ will be given by,
a. (a+b)/2
b. a+(1-b-a)/2
c. (1+b-a)/2
d. a+(a-b)/2
3. Push process in supply chain analysis is also called_______
a. Speculative process
b. Manufacturing process
c. Supplying process
d. Demand process
4. If the Throughput be „d‟ and the flow time be „t‟ then the Inventory „I‟ is given by______
a. I *d=t
b. I=t+d
c. d=I*t
d. I =d*t
5. Forecasting method is_______
a. Time series
b. causal
c. Qualitative
d. All the above
6. Component of order cost include:
a. Handling cost
Examination Paper of Supply Chain Management
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IIBM Institute of Business Management
b. Occupancy cost
c. Receiving costs
d. Miscellaneous costs
7. How many distinct types of MRO inventory are there:
a. One
b. Four
c. Three
d. Two
8. Supply chain driver is________
a. Inventory
b. Return ability
c. Fulfillment
d. All of above
9. SRM stands for________
a. Strategic Relationship Management
b. Supply Return ability Management
c. Supplier Relationship Management
d. None of the above
10. Discount factor equals to, where k is the rate of return.
a. 1/1+k
b. 2/1+k
c. 1/1-k
d. 1/2+k
Part Two:
1. Explain “zone of strategic fit”.
2. Explain “scope of strategic fit”.
3. What do you understand by “stimulation forecasting method”?
4. Write a note on “obsolescence (or spoilage) cost”.
5. Define “square law” in safety inventory of supply chain management.
6. What does the word “postponement” signifies in supply chain?
7. What do you understand by the term “tailored sourcing”?
8. Explain the term “outsourcing”.
9. Write a note on “threshold contracts” for increasing agent efforts.
10. What is “dynamic pricing”?
END OF SECTION A
Examination Paper of Supply Chain Management
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
  This section consists of Caselets. 
 Answer all the questions. 
  Each caselet carries 20 marks. 
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
Orion is a global co. That sells copiers. Orion currently sells 10 variants of a copier, with all inventory
kept in finished-goods form. The primary component that differentiates the copiers is the printing
subassembly. An idea being discussed is to introduce commonality in the printing subassembly so
that final assembly can be postponed and inventories kept in component form. Currently, each copier
costs $1,000 in terms of components. Introducing commonality in the print subassembly will increase
component cost to$1.025.One of the 10 variants represents 80 percent of the total demand. Weekly
demand for this variant is normally distributed ,with a mean of 1,000 and a standard deviation of
200.Each of the remaining nine variants has a weekly demand of 28 with a standard deviation of
20.Orion aims to provide a 95per level of services .Replacement lead time for components is four
weeks. Copier assembly can be implemented in a matter of hours. Orion manages all inventories
using a continuous review policy and uses a holding cost of 20 percent.
1. How much safety inventory of each variant must Orion keep without component commonality?
What are the annual holding costs?
2. How much safety inventory must be kept in component form if Orion uses common components
for all variants? What is the annual holding cost? What is the increase in component cost using
commonality? Is commonality justified across all variants?
3. At what cost of commonality will complete commonality be justified?
4. At what cost of commonality will commonality across the low-volume variants be justified?
Caselet 2
An electronic manufacturer has outsourced production of its latest MP3 player to a contract
manufacturer in Asia. Demand for the players has exceeded all expectations whereas the contract
manufacturers sell three types of players- a 40-GB player, a 20-GB player, 6-GB player. For the
upcoming holiday season, the demand forecast for the 40-GB player is normally distributed, with a
mean of 20,000and a standard deviation Dard deviation of 11,000, and the demand forecast for the 6-
sGB player has a mean of 80,000 and a standard deviation of 16,000. The 40-GB player has a sale
price of $200, a production cost of $100, and a salvage value of $80 .The 20-GB player has a price of
$150, a production cost of $70, and a salvage value of $50.
1. How many units of each type of player should the electronics manufacturer order if there are no
capacity constraints?
2. How many times of each type of player should the electronics manufacturer order if the available
is 140,000? What is the expected profit?
END OF SECTION B
Examination Paper of Supply Chain Management
4
IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
 This section  consists of Long Questions. 
 Answer all the questions. 
 Each question carries 15 marks. 
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Consider two products with the same margin carried by a retail store. Any leftover units of one
product are worthless. Leftover units of the other product can be sold to outlet stores. Which
product should have a higher level of availability? Why?
2. McMaster-Carr sells maintenance, repair, and operations equipment from five warehouses in the
United States. W.W. Grainger sells products from more than 350 retail locations, supported by
several warehouses. In both cases, customers place orders using the Web or on the phone. Discuss
the pros and cons of the two strategies.
END OF SECTION C
Examination Paper of Supply Chain Management
5
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Statistical Quality Control
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple c  hoice & Short Note type questions. 
 Answer all the questions. 
 Part One carries 1 mark each & Part Two carries 4 marks each.
Part One:
Multiple choices:
1. If in a hall there are 18 persons then how many handshakes are possible.
a. 18*18
b. 18*17/2
c. 18*17
d. None
2. If the number of trials be „n‟ and the probability of occurrence be „p‟ then the standard
deviation with respect to np, is given by?
a. (np)
1/2
b. (np(1-p))
1/2
c. (np)
1/4
d. (np(1-p))
1/4
3. For a biased coin the probability of occurrence of head is 0.4 ,if the coin is tossed twice then
the probability of occurrence of at least one head will be:
a. 0.76
b. 0.48
c. 0.64
d. 0.16
4. Factorial of 5 equals__________
a. 60
b. 120
c. 24
d. 5
5. Combinatory of (4,2) equals_______
a. 12
b. 8
c. 6
d. None
6. “Economic Control of Quality of Manufactured Product‟, a book by Walter A Shewhart in
a. 1931
Examination Paper of Supply Chain Management
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IIBM Institute of Business Management
b. 1941
c. 1930
d. 1956
7. Quality is judged by___________
a. Retailer
b. Government
c. Customer
d. Hole seller
8. A run chart is a special chart of______
a. Pie chart
b. Line chart
c. R chart
d. C chart
9. Universes may differ_____
a. In average
b. In above average
c. At higher level
d. All of the above
10. ASQC and ANSI began in
a. 1956
b. 1976
c. 1978
d. 1960
Part Two:
1. Differentiate between „defect‟ and „defective‟.
2. Explain the need of „short method‟.
3. What does „Tchebycheff‟s inequality theorem‟ say?
4. Explain the usability of „stochastic limit‟.
5. Write a note on „Cause and Effect‟ diagram.
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets. 
 Answer all the questions. 
 Each caselet carries 20 marks. 
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Examination Paper of Supply Chain Management
7
IIBM Institute of Business Management
Caselet 1
ADAPTABILITY IN ACTION: A CASE OF RSL
Rajasthan Synthetics Ltd. (RSL) was established in the year 1994 at Bhilwara, Rajasthan to
manufacture synthetic yarn with a licensed capacity of 29,000 spindles. Manish Kumar, a Harvard
Business School graduate, established RSL with 8% equity participation from Itochu Corporation
Japan to manufacture synthetic yarn for shirting, a promising business at that time. The demise of the
NTC textile mills was fresh in the minds of the promoters and therefore, state of the art technology
imported from U.K., Germany, Japan and France was used in the manufacturing facility. By the time
the company started manufacturing yarn the competition in shirting yarn had become fierce and the
returns had diminished. The company incurred losses in the first four years of its operations and the
management was looking for opportunities to turn things around. The manufacturing plant started
functioning with an installed capacity of 26,000 spindles, a small unit considering yarnmanufacturing
industry, in the year 1996 to manufacture synthetic yarn for shirting only. Initially, the
major fabric manufactures of India such as Raymonds, Donear, Grasim, Amartex, Siyaram, Pantaloon
and Arviva were the main customers of the company and the total produce of the company was sold
within the domestic market. These fabric manufactures used to import the premium quality yarn
before RSL started supplying the yarn to them. The company in the first year of its operations
realized that shirting yarn was one of the fiercely competitive products and the company with its high
interest liability was unlikely to earn the desired profits. Also, the company had a narrow product mix
limited to only two more blow room lines were installed in the first quarter of 1997. The addition of
two blow room lines helped RSL to manufacture four different types of yarns at the same time.
Utilizing this added flexibility, RSL began manufacturing yarn for suitings.Since the suiting yarn was
providing better returns, the company was keen to increase manufacturing of suiting yarn but was
hampered by the two for one doubling (TFO) facility, which was limited to only 40% of the total
produce. To remove this bottleneck, 12 more TFO machines were added to the existing 8 TFO
machines. The addition of these machines increased the doubling capacity to 70% of the production
providing additional product mix flexibility to the company. This enabled the company to
manufacture yarn to cater to the requirements of suiting, industrial fabric and carpet manufacturers. In
the initial years of its operations, RSL realized that the promises made by the Government of
Rajasthan to provide uninterrupted power supply of the required quality (stable voltage and
frequency) and ample quantity of water were unlikely to be met through the public distribution
system. The voltage and frequency of electric power provided through the public distribution system
were erratic and frequent announced and unannounced power cuts stopped production on a regular
basis. In these circumstances, meeting quality requirements of the customers and adhering to delivery
schedules was a herculean task. To ensure smooth and uninterrupted operations RSL installed inhouse
power generation facility of 4 megawatts capacity and dug 10 tube-wells.RSL faced stiff
competition in the domestic market from Gujarat Spinning and Weaving Mills, Surat, Rajasthan
Textile Mills, Bhawani Mandi, Charan Spinning Mills, Salem and Indorama Synthetics Ltd.,
Pithampur in all their product categories and the returns were low. In order to combat stiff
competition in the domestic market and improve returns the company started developing export
markets for their products in the year 1998. Initially, RSL started exporting carpet yarn to Belgium
and till 2001; carpet yarn formed the major component of their exports. A trade agreement was signed
with Fibratex Corporation, Switzerland to share profits equally for expanding their overseas
operations. During the same period, RSL continued to scout for new export markets and was
successful in entering top-of-the-line fancy for premium fashion fabric manufactures of international
repute like Mango and Zara. Rajasthan Synthetics Ltd. also exported fancy yarn to a number of fabric
manufacturers located in Italy, France, England, Spain and Portugal. Yarn manufacturers from
Indonesia, Korea and Taiwan gave stiff competition to RSL when it entered the international market.
The companies from South Asian countries had a major cost advantage over RSL because of cheap,
uninterrupted availability of power and high labour productivity. Currencies had been sharply
devalued during the South Asian financial crisis, which rendered the products manufactured by these
Examination Paper of Supply Chain Management
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IIBM Institute of Business Management
companies still cheaper in international markets. Despite all these disadvantages, RSL was able to
gain a foothold through constant adaption of their products according to the customer requirements in
the highly quality conscious international yarn market and was exporting 95% of its total produce by
the beginning of the year 2002.
Rajasthan Synthetics Ltd. had fine-tuned its distribution channels according to the type of markets
and size of orders from the customers. In line with this policy the export to Middle East, Far East and
Turkey was carried out through agents. Similarly, low volume export of fancy yarn requirements was
also catered through agents. While dealing with importers directly, RSL strictly followed the policy
of exports against confirmed Letter of Credits only. The company directly exported to important
clients in Belgium, England and France. The domestic market was also served through an agency
system. Rajasthan Synthetics Ltd. considered inventories as an unnecessary waste and kept minimum
possible inventories while ensuring required level of service. To ensure that the inventories were held
to a minimum, the manufacturing plan consisted of 60 to 70% against customer orders, 30 to 40%
against anticipated sales and 2% capacity was reserved for new product development. A Strategic
Management Committee (SMC) consisting of MD, CEO, GM (marketing) and GM (technical)
reviewed the production plan of the manufacturing plant on quarterly basis. The SMC also developed
the plans for profitability, product mix and cost minimization. Delivering high-quality products and
meeting delivery commitments for every shipment were essential pre-requisites to be successful in the
global market place. The company had understood this very early and to ensure that the products
manufactured by RSL met the stringent quality requirements of its international customers, the
company had developed a full-fledged testing laboratory equipped with ultra modern testing
machines like User Tester-3 and Classifault. The company had stringent quality testing checks at
every stage of tarn production right from mixing of fiber to packing of finished cones. Its in-house
Research and Development and Statistical Quality Control (SQC) divisions ensured consistent
technical specifications with the help of sophisticated state-of-the-art machines. A team of
professionally qualified and experienced personnel to ensure that the yarn manufactured by the
company was in line with international standards backed the company. The company continuously
upgraded its product mix and at the same time, new products developed by in-house research and
development department were added to the product mix form time to time. RSL‟s management was
quick to analyze the potential of these in-house developments and followed a flexible approach in
determining the level of value addition. The company had developed a new yarn recently and was
selling it under the Rajtang brand name. This new yarn was stretchable in three dimensions, absorbed
moisture quickly, was soft and silky and fitted the body. This yarn was extracted from natural
products and being body-friendly, was in great demand in international markets. Looking at the
higher value addition possibilities RSL decided to forward integrate and started manufacturing fabric,
using Rajtang and provided ready-made garments like swimming suit, tracksuit, undergarments, tops,
slacks and kids dresses. The ready-made dresses from the fabric were being manufactured on the
specifications and designs of RSL. The management decided to market these products under the
brand name “Wear-it” through Wearwell Garments Pvt. Ltd., an associate company of RSL, to ensure
that RSL did not lose its focus. The Managing Director of RSL felt that continuous adaptability to
market requirements through a flexible approach, cost cutting in every sphere of operations and team
approach to management had taken them ahead. However, RSL had become highly dependent on the
volatile export market and if it was not able to retain the international market it would have to reestablish
itself in the domestic market, which was not an easy task.
1. What marketing strategy should RSL adopt to remain competitive in the international market?
2. Has the company taken the right decision to forward integrate and enter into the highly volatile
garment market?
Caselet 2
Examination Paper of Supply Chain Management
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IIBM Institute of Business Management
Popular mythology in the United States likes to refer to pre-World War II Japan as a somewhat
backward industrial power that produced and exported mostly trinkets and small items of dubious
quality bought by Americans impoverished by the Great Depression. Few bring up the fact that, prior
to the Pearl Harbor attack, Japan had conquered what are now Korea, Manchuria, Taiwan, and a large
portion of China, Vietnam, and Thailand; and by the end of 1942 Japan had extended its empire to
include Burma, the Philippines, Indonesia, Malaysia, Thailand, Cambodia, New Guinea, plus many
strings of islands in the eastern Pacific Ocean. Its navy had moved a large armada of worships 4,000
miles across the Pacific Ocean, in secret and in silence, to attack Pearl Harbor and then returned
safely home. Manufacturers capable of producing only low-grade goods don‟t accomplish such feats.
High-quality standards for military hardware, however, did not extend to civilian and export goods,
which received very low priority during the war years. Thus the perception in the United States for a
long time before and then immediately after the war had nothing to do with some inherent character
flaw in Japanese culture or industrial capability. It had everything to do with Japan‟s national
priorities and the availability of funds and material. Following Japan‟s surrender in 1945, General
MacArthur was given the task of rebuilding the Japanese economy on a peaceful footing. As part of
that effort an assessment of damage was to be conducted and a national census was planned for 1950.
Deming was asked in 1947 to go to Japan and assist in that effort. As a result of his association with
Shewhart and quality training, he was contacted by representatives from the Union of Japanese
Scientists and Engineers (JUSE), and in 1950, Deming delivered his now famous series of lectures on
quality control. His message to top industry leaders, whom he demanded to attend, and to JUSE was
that Japan had to change its image in the United States and throughout the world. He declared that it
could not succeed as an exporter of poor quality and argued that the tools of statistical quality control
could help solve many quality problems. Having seen their country devastated by the war, industry
and government leaders were eager to learn the new methods and to speed economic recovery.
Experience was to prove to Deming and others that, without the understanding, respect, and support
of management, no group of tools alone could sustain a long-term quality improvement effort.
1. How could have the SQC approach, been useful in solving the immediate problems of Japan?
2. If you were among one of the management members, what would have been your first insight?
END OF SECTION B
Section C: Practical Problems (30 marks)
 This  section consists of Long Questions. 
 Answer all the questions. 
 Each question carries 15 marks.
1. A sample of 30 is to be selected from a lot of 200 articles. How many different samples are
possible?
2. In Dodge‟s CSP-1, it is desired to apply sampling inspection to 1 piece out of every 15 and to
maintain an AOQL of 2%. What should be the value of i?
S-2-300813
END OF SECTION C


ENTREPRENEURSHIP MANAGEMENT IIBM EXAM ANSWER PROVIDED

ENTREPRENEURSHIP MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Entrepreneurship Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Entrepreneurship management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. These entrepreneurs are very much sceptical in their approach in adopting or innovating new
technology in their enterprise.
a. Adoptive or imitative entrepreneurs
b. Fabian entrepreneurs
c. Both (a) & (b)
d. None
2. These entrepreneurs are conservative or orthodox in outlook
a. Innovative entrepreneurs.
b. Drone entrepreneurs
c. Imitative entrepreneurs
d. None
3. Entrepreneurs primarily involve themselves in Research & Development activities.
a. Active Partners
b. Solo Operators
c. Inventors
d. None
4. SWOT stands for_____________
5. Which of the following comes under negotiable instruments?
a. Promissory Note
b. Bills of Exchange
c. Cheque
d. All of the above
6. Industrial Dispute Act passed in____________
a. 1948
b. 1947
c. 1920
d. 1950
Examination Paper of Entrepreneurship Management
2
IIBM Institute of Business Management
7. KVIB stands for____________
a. Khadi and Village Industries Board
b. Khadi and Village Industrial Bank
c. Khadi and Village Insurence Bank
d. None
8. NABARD stands for____________
9. IFCI stands for____________
10. IDBI is a subsidiary of
a. State bank of India
b. Reserve bank of India
c. PNB
d. None
Part Two:
1. Discuss in brief the importance of cottage and village industries in india.
2. Write a short note on UTI
3. Write a short note on Cottage Industries.
4. What do you mean by Venture Capital?
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
Mahesh and Raja met while at a Compaq disc production company. Mahesh was in charge of editorial and
production, Raja ran the sales force. Mahesh decided to start his own company and invited Raja to join him.
Raja would handle sales and administration, while Mahesh managed the clients and directed production.MR
communications seemed like a perfect partnership. Things seemed to be going well, and they even landed a
major project.As time went by; Raja decided that he wanted a “creative” job too. He spent most of his time
producing Compaq discs rather than looking for new business. Mahesh‟s loyality to Raja made him blind to
many things that were obvious to others. Because of their friendship, he trusted that Raja was taking care of
his side of the business. As it turned out, Raja was not very good at the taskshe had taken on. He made
mistakes that reduced expected profits. He was not making new sales contacts, which was supposed to be
the main part of his job. If that were not enough, the feelings that he was letting his friend downmade Raja
feel even worse. Raja began to avoid talking to Mahesh. He stopped coming into the office. Finally, he
END OF SECTION A
Examination Paper of Entrepreneurship Management
3
IIBM Institute of Business Management
stopped returning phone calls. By the time Mahesh realised what was happening to the business, it was
too late. There were no new sales. What Mahesh thought were profits was the result of Raja not paying their
bills. Mahesh was left with more than Rs 5,50,000 in unpaid bills and other debts. A tearful message on the
answering machine from Raja “I‟m moving out to Chennai for a while. Sorry it didn‟t work out.” It took
Mahesh three years to dig out of the financial mess and get his new company up and running successfully.
Questions:
1. How could Mahesh and Raja have avoided the problems that led to the end of their partnership?
2. Why is this situation a good example of the difficulty in maintaining partnerships between friends?
Caselet 2
Reliance Engineering is a manufacturing firm with about 160 employees. The founder of the business,
Manoj, is not active now, and his son, Amit, is the person responsible for the business now. One of Amit‟s
sister, Ashwini, runs a small branch distribution office. Her husband, Arun works out of that office as a
salesperson. There are two other people in the office Amit is reorganizing the business and planning to
eliminate the two other office functions by moving them to the home office. Ashwini wants to hire her 21-
year-old daughter, who has a degree, to fill the soon-to-be-created position of office assistant. From
everything Amit understands, this is not the right thing to do. However, Ashwini can not understand why.
Amit has two sons about to leave college. His other sister, Veena, has one son, now out of college, and three
daughters still in school.Amit is not yet sure who else might want to join the business, but one of his sons,
who will graduate with an industrial engineering degree next year, has expressed some interest.
Questions:
1. Is there a list of do‟s and don‟ts regarding employment of family members in a family business?
2. Amit has not got down to documenting a family employment policy yet. Help him frame one.
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Explain the meaning and objectives of Entrepreneurship Development Programmes (EDPs) also
discuss the role of government in organizing EDPs.
2. What are the economic factors affecting the development of entrepreneurship? Explain the social
factors which govern the development of entrepreneurship.
END OF SECTION B
END OF SECTION C
Examination Paper of Entrepreneurship Management
4
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
E-Commerce
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice and Short Note type questions.
 Answer all the questions.
 Part One carries1 mark each and Part two carries 5 marks each.
Part One:
Multiple Choices:
1. Which of the following comes under Global Information Distribution Networks?
a. Fibre optic long distance networks
b. Satellits
c. Both (a) & (b)
d. None
2. ___________is a software program loaded on a PC which allows to access or read information
stored on the internet.
a. Server
b. Browser
c. URL
d. None
3. URL stands for____________
4. HTTP stands for____________
5. HTML stands for ____________
6. It can be defined as convergence of branding information dissemination and sales transaction all in
one place.
a. Internet advertising
b. Internet marketing
c. None
d. All of the above
7. It is an enterprise to provide an interface ramp to the internet.
a. Internet protocol
b. Internet service provider
c. Internet
d. None
8. ___________is an electronic payment system, which can transfer money between its accounts.
a. Paypal
Examination Paper of Entrepreneurship Management
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IIBM Institute of Business Management
b. Cybercash
c. Digicash
d. None
9. It is defined as a communication protocol as well as packet data service.
a. Cell relay
b. Frame relay
c. Asynchronous Transfer Mode
d. None
10. „WWW‟ stands for_____________
Part Two:
1. Define „Mobile Computing‟.
2. Distinguish between HTTP & URL.
3. Describe the role of consumer in e-commerce.
4. Explain the „Application Layer‟ of OSI model.
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
Entities like giving PR interviews, print ads, local campaigns, FM-ads, posters, etc. The present
scenario of the IT industry was that there was a huge demand in the IT industry with 200% manpower
growth for the year 2006-2007. Therefore, all IT industries were in the hiring phase. Big companies
were looking for new hunting grounds and poaching was common from mid-size companies. Average
industry attrition rate was 14-16%. Lateral hiring had become Titus Technologies was established in the
US in the year 1996, by a young engineering graduate, Nitesh Khare, from India who had come to
pursue his Masters‟ degree in Computer Science. After obtaining his Masters‟ degree from Michigan
University, he served there in a couple of organizations like Scientific Computing Associates, Linda
and 4D Corporation before the idea of Titus Technologies germinated. Before coming to the US, he had
founded Titus Infotech in the year 1991, just at the age of 21, at Bhopal, his hometown from where he
had graduated. The cost of living in this city was lower. The distances between places were lesser and
so it was easier to maintain a balance between one‟s professional and personal life. Many reputed
educational institutions were coming up. The city was developing at a fast pace and moreover, the
people had strong family bonding. The availability of professionally qualified persons made Bhopal a
good hunting ground for human resources. The company was basically a mid-size software developing
END OF SECTION A
Examination Paper of Entrepreneurship Management
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IIBM Institute of Business Management
company that was into services like upgradation and product development. It catered to the software
industry and not the end consumers. Initially, the company at Bhopal developed a product for the
newspaper industries called „News-Sever‟. The initial start at Bhopal was with seven to eight members
who were all computer graduates. Meanwhile, Nitesh got an opportunity to go to the US for pursuing
his Master‟ degree in Computers. In 1996, he registered Titus Technologies as a software service
company in Cupertino, USA and Titus Infotech became the 100% subsidiary to this. Titus Technologies
USA, provided services to premier software companies like 4D Company, DeltaSoft, Lantive,
InfraOne, Logistics, Night Mire Software, etc. In its expansion move, some more members like Vice-
President Sales, Director Engineer and President Marketing of the company were inducted into the
company. Most of them were fresh computer graduates and shared alma mater with Nitesh. Titus
Infotech at Bhopal started focusing mainly on software product development and Titus Technologies
USA concentrated on the marketing and the sales functions. 90-95% of the revenue of the company was
from the US market. In 2001, Titus Infotech started its branch at Bangalore and in 2004, at Gurgaon
with all corporate functions centred at Bhopal. All the three centres functional with the same facilities
and parity were maintained in salary structure of its employees. The organization was almost at per with
the industry in offering its packages. The Bhopal centre had more than 350 software engineers in the
age group of 22-35 years who were engaged in upgrading systems, developing new products, etc. At
present, the company was operating in two buildings on three floors. The workforce had male/female
ratio of 3:2. The company had the vision to continue to be a strong outsourced software product, R&D
and services company to provide compelling benefits of global distributive development. Titus, in its
aim to have customer focus, tried to offer higher value to its customers by suggesting improvement is
„Changes in processes through technology initiatives‟. For this, they had developed „White Box
Offshore Engagement Model‟ which allowed a fast-paced client development group to engage with the
team without losing any control and visibility ay any time. This was a USP (Unique Selling
Proposition) since most of the IT services followed „Black Box Engagement Model‟ where a client did
not have complete knowledge or control over the team and its process and cared only about contracted
deliverables. On the contrary, the „White Box Offshore Engagement Model‟ ensured adequate one to
one communication and enduring relationship with the client. The company in its attempt to pick up the
right team, often engaged the client in team selection and refrained from shuffling the team members
among the different projects. Some of their employees had been working on the same project, albeit in
different projects roles, for the last five years. The company also took care in maintaining customers‟
confidentially by ensuring data and information security and by working with the direct competitors of
their clients. In 1998, it co-founded Logistics, which was involved in project architecture. Titus Infotech
encouraged open and free work environment wherein they opted for open door policy to encouraged
communication at all levels and the senior management made themselves accessible to every employee.
The participation of the employees was given high priority irrespective of their level in the
organization. The management encouraged employees to put forth their suggestions while working on a
project. All the team members had total involvement in product development through full exposure to
all facets of project development. This was further accentuated by the size of the team that would not
exceed 20 members. The company was totally result-oriented and had no fixed working hours. The
organization had a flat structure. The company had a half-yearly performance appraisal system where
every employee was appraised at two levels. The first was the self-appraisal and the second was at the
supervisory level. Since the employees directly interacted with the clients, there was an appraisal from
the clients, which was taken into consideration while evaluating the performance. Based on this
evaluation, the team leader would give the feedback to the employees and also have the feedback from
the employees and help them to upgrade their performance. Based on the performance appraisal, the
employees would be promoted to the next higher level as per the career growth chart of the
organization. Titus had an induction policy wherein new recruiters were made to stay in their guest
house and, helped in settling down by giving them the feel of the place. They also founded SPTCS
(Social Pool of Titus Computing System), an informal group of employees that would look after the
activities like picnics, birthdays, anniversaries, festive week, etc. The company had also founded hobby
Examination Paper of Entrepreneurship Management
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IIBM Institute of Business Management
groups who would look after Yoga classes, Gym facility and Titus Band. Both these groups were
regulated by HR dept of the company that was headed by a young localite, Amit Sharma, a 31 year old
MBA who had earlier worked with mid-size organisations like Celtron, Mumbai as Executive
Marketing and Shruti Industries, Bhopal as Ass. HR, before joining Titus Infotech. He had been with
Titus Infotech for the last five years. The informal talks. There was also a small pantry operating, for 24
hours. It served lunch, breakfast and tea etc. at subsidized rates. Since, the employees had to work late
at night, pick-n-drop facility was also provided. To look into the satisfaction level of the employees,
Titus Infotech had started programmes like „know your Team”, wherein the team leader took his
members for lunch or coffee once in two months outside the company premises, to have an informal
interaction and have an unbiased feedback from the employees. The team leader communicated this
feedback to the top management. He also provided counseling to the employees when the need arose.
The company would also provide in-house training for skills upgradation as and when required.
Besides, there was HR-helpline, finance helpline, administrative helpline, where employees had direct
access to respective departments to seek instant help. The respective helplines were bound to reply
within 3-4 days. The company also had the system of exit interview. In their recruitment policy, the
company recruited fresh software engineering graduates and gave them rigorous training according to
their requirement. They claimed that their six months trained engineers were equivalent to other
engineers in IT Industry, with two years experience. To have the best from the campus Titus conducted
pre-placement talks, career counseling and arranged seminars for the students to impart them the
awareness about the company. They offered pre-pre placement live projects wherein the students would
get an opportunity to have the exposure to the job requirement and a direct interaction with the clients
while pursuing their studies. During this time, they also paid stipend to the students. Recognizing the
importance of brand consciousness among the software professionals, the company began investing
heavily in advertising and PR active a costly affair. There was a high demand for skilled employees,
which had made the scenario all the more complicated. Highly skilled employees wanted challenging
jobs and always sought better career prospectus and thus, were always on the move. Brands had become
their first priority followed by metro facilities, comfortable work environment, and lucrative packages.
Moreover, the employees further looked for tax benefit packages. This had made difficult for the
industry to retain the knowledge workers. Titus InfoTech was no exception to it. it had to experience
the brunt of the competitive environment of the industry. The attrition rate at the middle and the lower
level was high almost, 16-17%, though it was comparatively less at the senior level i.e. 3-4%.While
reviewing the exit interviews of the employees who had recently left by stating the reason of leaving for
better job opportunities, the HR head, Amit Sharma was wondering how to define better job
opportunities and what steps should be taken to cater to the job opportunities that could be termed
better.
Questions:
1. Critically evaluate the Human Resources Policies of “Titus Infotech”.
2. What other strategies would you suggest to reduce the attrition rate at the lower and middle levels?
Caselet 2
Tycoon Technologies was an Australia based multinational company having offices in Australia and
India. The company was dealing in the onsite project development and offshore software development
like Healthcare, Financial Services, Insurance, Supply Chain Management, Telecom, MIS and
Migration & Upgradation. Besides handling various offshore projects, the company had values
partnership with other successful software companies such as Bea, IBM, Sun Microsystems to name a
few and outsourced software R&D and supported services to software companies. It also offered expert
product engineering services with higher value benefits than merely the outstanding advantage. The
Examination Paper of Entrepreneurship Management
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IIBM Institute of Business Management
company focused on solving the unique and challenging problems of building and supporting cuttingedge
software products. Their processes complemented the best practices of their Software Product
Development Maturity Model (SPDMM). Tom Hanks was the President of Tycoon Technologies and
had served as General Manager and CEO at IBM earlier. He focused on the development, satisfaction
and expansion of client relationships for offshore services. Sumit Tandon was the CEO the founder of
Tycoon in India, a visionary responsible for the success of these ventures. In India, the office was
located at Pune, Maharashtra. The company was working on the component-based and service-oriented
projects using J2EE, NET, various operating systems, relational and object databases and application
server platforms. Initially, the company started with a team of ten technical members only and
successfully progressed to a term of forty-five. The company believed that their Knowledge and
competence was a key differentiator and practiced knowledge – Innovation – Technology (K-I-T)
philosophy. It adhered to their four principles to work efficiently, be focused on detailed system
specification and project planning, meticulous division of work, roles and responsibilities between the
client. This kept the client team updated with the progress of the development efforts, through effective
communication of e-mails, conference calls, weekly updates, and regular reporting procedures. Tycoon
Technologies while undergoing the concerned project had to meet specific customer requirements that
were tackled for the first time in the IT Industry. The project which was handled by the company for the
website www.workhow.com <http://www.workhow.com> was operating like any other website based
on „pull technology‟ i.e., if the user working on the net made some changes at Application Server and
wanted that changes to be visible at the browser end then refreshing of the page was necessary to pull
back (or get) data from Application Server. However, the requirement of client was to get rid from the
compulsion of refreshing the page i.e., the changes submitted to the Application Server must be visible
at browser end at that particular instance without refreshing the page, the data from the application
server must be pushed back to the browser. For the implementation of push, the company maintained a
queue at the web server end. In this queue concept, the technology used two invisible frames for
asynchronous subscription of data over the heterogeneous applications. The first frame performed
publishing of data that is, putting back the data to client. The second frame made sure that the
connection was always there to push back the data. The subscribed call was asynchronous and every
time a new object was required. The object used two fields call number and customer id to push back
data. The coding was about 15-20 thousand lines of JavaScript and due to limitation of Java Script the
implementation was quite complex and took 6-7 years. After the implementation of project, the client
faced an operational problem when one of its users opened several windows of the web site by pressing
Ctrl-N button. After opening the successive browser windows, user was not aware that same object
code was shared amongst all the windows while HTML code for individual browser window was
different. The first limitation that was found during usage was that maximum four instances of browser
windows could be made functional. Another limitation was upon closing the main browser window; all
the instances created by main browser window became un-operational. To resolve the problem few
options were there, the first option was to associate separate object with each instance browser window
but the problem with this option was CPU cycle got elongated because of each new object code thereby
decreasing the CPU utilization. The second option was to make the main browser window as the leader
and the declaration that it is dying and then new leader is selected on the basis of a separate algorithm
and operations go on as normal. This option was found effective in terms of CPU utilization as well as
meeting client requirements. Hence, it was implemented for the successful completion of the project
module In this line, the features incorporated by Tycoon Technologies in the Website
www.workhow.com had been implemented and was running successfully since four years. The clients
patented the developed modules.
Questions:
1. What were the factors of KIT philosophy that helped the company in being successful?
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IIBM Institute of Business Management
2. While were the leader is dying what could be the possible criteria for selection of a new leader in
the algorithm?
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What is computer based technology? What are different types of networks for global distribution
networks?
2. What do you mean by internet protocol? Differentiate between search engine and internet service
provider.
S-2-300813
END OF SECTION B
END OF SECTION C


RURAL MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Rural Management
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Examination Paper MM.100
Rural Marketing
Section A: Objective Type (30 Marks)
 This section consists of Multiple Choices and Short Notes Type Questions.
 Answer all the questions.
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. Social class, personality and lifestyle is included in which category of variables
a. Geographic Variables
b. Demographic Variables
c. Psychographic Variables
d. Product related Variables
2. Post Liberalization period of the 20th century is the _____ phase of rural marketing
a. Phase I
b. Phase III
c. Phase II
d. Phase IV
3. The pricing decision is not determined by which of the following 4c‟s of pricing
a. Customer Value
b. Competitor‟s Prices
c. Cost to company
d. Cost – Plus Pricing
4. Price determined on the basis of the customer‟s perception of value is categorized under which of
the following pricing method
a. Value – Based Pricing
b. Target – Return Pricing
c. Cost – Plus Pricing
d. Psychological Pricing
5. Co – Operative Notice Board is a _________ type of media frequency
a. Low Reach High Frequency
b. High Reach Low Frequency
c. High Reach High Frequency
d. Low Reach Low Frequency
6. Which of the following is the modern P of Rural Marketing
a. Product
b. Price
Examination Paper of Rural Management
IIBM Institute of Business Management 2
c. Pace
d. Packaging
7. The process of testing the product‟s operational or performance capacity under controlled
conditions is a
a. Concept Testing
b. Test Marketing
c. Product Testing
d. Performance Testing
8. ___________ is regulated by the Retention – Pricing Scheme.
9. „Sheet Anchors‟ are categorized under which of the following Co – Operative Societies
a. Agriculture Credit Co – Operatives
b. Non Agricultural Societies
c. Re – Organisation of Marketing Societies
d. Agriculture Marketing Society
10. The behavior in which purchase is made in a hurry to avoid stock – out situations
a. Emergency Purchase Behavior
b. Planned Purchase Behavior
c. Complex Buying Behavior
d. Habitual Buying Behavior
Part Two:
1. Differentiate between Rural Marketing and Urban Marketing?
2. Explain the Segmentation of Rural Marketing?
3. Write a short note on „Customer Orientation‟ in reference to Rural Consumer Behavior?
4. Describe „Pricing strategies‟ in Rural Marketing Mix?
Section B: Caselets (40 Marks)
 This section consists of Caselets.
 Answer all the questions
 Each Caselets carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
At the start, ICICI like any other bank in India did rural banking because it had to. It is mandatory for the
local banks operating in India as per government rules to allocate a good proportion of their overall
lending for priority sectors lending in rural India.
END OF SECTION A
Examination Paper of Rural Management
IIBM Institute of Business Management 3
But lately, it has started exploring how to turn this obligation into a profit – making opportunity. Having
sufficient deposits to lend ICICI decide to make serving the rural poor its long – range growth strategy.
Rupees 2,500 Crores was disbursed by ICICI Bank toward rural sector financing in 2005.
In order to develop focus for serving the rural consumers ICICI has established its rural banking
operations as a stand – alone division. RMAG (Rural, Micro banking & Agri business Group) has been
formed by the bank for a more focused approach. Earlier it was just a part of the social initiatives group.
Marketing strategies Adopted to Tap the Rural market
Overhaul of Operational Practices
ICICI had to modify the way it operates in order to create operational efficiencies to serve the rural
markets in an effective manner to meet the unique challenges of rural market.
i. Deployment of New Technology Tools Developed for Rural Markets
The bank is deploying chip – embedded card that can verify a depositor‟s identity offline by storing the
person‟s thumbprint in order to serve clients who are too remotely placed to have access to reliable phone
service.
The rural internet Kiosk can become new face of banking in rural areas. These kiosks owned by local
entrepreneurs can be set up in a makeshift stall, a room in a village bungalow, or at a multipurpose store.
The kiosk will also offer movies and online medical advice. ICICI trains these entrepreneurs, connects
them to the internet and utilize them as conduits to sell banking products, or simply to inform local people
about the banking products that bank have developed for the rural markets. At the ICICI village kiosk,
people are coming with queries for credit cards, home loan, etc.
ii. Redesign of Operations of the Bank
The internet kiosks that are owned and operated by the local entrepreneurs not only save the bank from
heavy overhead of opening branch offices that were unviable to think of but at the same time the local
entrepreneur can leverage his investment by selling other products and services through the same kiosk.
iii. Designing Novel Products
The bank is merging products like insurance and mutual funds with banking to serve clients living hand to
mouth on a daily wage. ICICI sells personal – accident insurance at its rural branches for Rs. 1,00,000 in
case of death and half of that in case of incapacitating injury.
It is testing mutual fund that will cost just Rs. 100 to join. The daily wage labourers and landless farmers
can pay that small sum up front and then add to their investment in increments as small as Re 1 to Rs. 10.
To protect farmers against the bad monsoons that spoil their crops and make them default on loans, ICICI
is now selling farmer‟s rainfall insurance that delivers when the clouds do not. The premium varies from
2.5 percent of the payout for 30 days of coverage, to 8 percent to 12 percent for coverage lasting three or
four months.
Micro – Credit Products
The bank is providing funds to cattle farmers so that they can buy fodder, by having an arrangement with
the companies that manufacture fodder. Working in partnership with postal department, the bank intends
to expand its rural base in the country.
Examination Paper of Rural Management
IIBM Institute of Business Management 4
To check the cumulative effect of farmers borrowing from one moneylender to repay another, ICICI now
offers small farmers bridge loans, which allow them to sell last season‟s harvest at the time when prices
are at their best, without missing out on buying next season‟s seeds. The bank charges an interest rate of 9
percent to 11 percent a year, compared with 2 percent a month that was charged by moneylenders, who
often take an additional cut once the asset is sold.
The bank even is providing some value added services through its kiosks in the villages, but at a cost like
electronic facsimiles of land deeds and other government documents that remain difficult for individuals
to acquire and often require farmers one or more day to board a bus to a big city and wait in line. The
service is provided at cost up to Rs. 15 for a printout.
Result
Rural banking division, which overseas micro – finance, agriculture business and rural lending, generated
144 Crores ($32 million), in net interest income in the year 2004, which is about 5 per cent of the bank‟s
total interest income. The division was expected to end financial year 2005 with Rs. 13,000 Crores in
assets, which would be about 8 percent of the bank‟s total assets. But as per its expectation there is about
Rs. 3, 00,000 Crores worth of demand for credit from rural areas.
Questions
Q 1. Discuss the marketing strategies adopted by ICICI to tap the Rural Market?
Q2. Define the term „Micro Credit‟ in terms of ICICI Bank?
Caselet 2
In the year 2002, there were 23 insurance companies in India, with 13 in the life insurance business and
10 in the non – life sector. The contribution of insurance in India is pitiably low at just about 1.6 percent
of GDP. The life insurance premium in India is just 1.8 percent of GDP as against 5.2 percent in US and 8
percent in South Korea.
To increase the penetration levels, insurance companies will need to look at newer segments especially
the relatively untapped rural market rather than fighting for a share in the same pie in the urban markets.
RNCOS‟ research report on insurance market potential in rural areas, says that progress in the semi –
urban and rural areas would largely fuel the growth in insurance sector.
Associated Chambers of Commerce (ASSOCHAM) stated that rural and semi – urban areas would have a
share of US $35 billion (Rs 1,57,500 Crores) in the US $60 billion (Rs 2,70,000 Crores) Indian insurance
industry. Life insurance market in semi – urban and rural territories is expected to rise to US $20 billion
(Rs 90,000 Crores) mark by the year 2010 from the existing value of less than US $5 billion (Rs 22,500
Crores) in 2006. This is because more semi – urban and rural populace would opt insurance cover for a
secure future. The non – life insurance business in semi – urban and rural regions would reach US $15
billion (Rs 67,500 Crores) by 2010. This all is expected because large segment of rural India is still
untouched because of long distances, poor distribution and high return costs.
Challenges in Rural Markets for Insurance Services
What stopped the insurance companies to enter the rural market in full –fledged manner is just the
common perception and belief that it is expensive to do business in rural areas. So, most of them are
Examination Paper of Rural Management
IIBM Institute of Business Management 5
merely focusing on meeting the regulatory opportunities. Some of the challenges for insurance companies
in the rural market are:
Lack of Cost – effective and Efficient Distribution and delivery systems
The cost of building exclusive delivery system for selling insurance in rural markets could be prohibitive
for a single organization.
Lack of Education about Insurance Concept
Villagers are not yet fully informed about the cost – benefit analysis of being insured.
Lack of Awareness about Relevant Insurance Products
Majority of the rural population is not aware of the possibility of existence of products like crop or
weather insurance.
Factors suggesting Potential for Insurance Services in Rural market.
There is a huge potential for insurance business in rural areas. The following factors suggest good
potential for insurance services in rural market provided they are catered to in an effective manner:
Saving Habit
The good habit of saving for the rainy days in rural areas is prevalent even in the relatively low – income
families, which tend to save about a third of their annual earnings.
Improving Economic Scenario
The overall economic scenario is improving in the rural areas. There is a growing middle class with
regular income and the rural rich are becoming rich.
Increasing investment by Government in Rural Sector
With government planning to make huge investments in the rural sector it will certainly have the effect of
pushing up rural incomes at a much faster rate, thus increasing the scope of income being invested in
insurance products.
Low Penetration level for insurance Products
Penetration of insurance products is very low. Only a third of population has any type of insurance
product with them. The insurance of cattle, crops and assets like pump set is very rare. This is an
untapped market waiting to be exploited with rural specific products.
Development of rural Specific products
Insurance companies are planning and launching products that have been developed exclusively for the
rural market, after analyzing their needs, environment and paying capacity. Launching of such like
products in the market will help in spreading the insurance culture in rural India.
Increasing Rural disposable Incomes
Examination Paper of Rural Management
IIBM Institute of Business Management 6
With higher purchasing power in the rural market the demand for goods and services is expected to rise.
Rural India has started to figure in the marketing strategies of most organizations, including the insurance
companies.
Rising Product Demands
As there is increasing demand for agriculture input durables and automobiles in the rural areas there will
be corresponding increased potential for general insurance in rural India.
Potential Agents to Market Insurance Policies in Rural Areas
Following categories of persons could be identified as potential agents, to sell insurance products in the
rural market:
i. Postal Agents: The post – office sells savings certificates such as Kisan Vikas Patra, National savings
Certificate and also generates recurring deposits through postal agents. Insurance companies can recruit
and train these agents for marketing insurance products. The familiarity with financial instruments
(savings) will be advantageous to these agents and o the insurance company as well.
ii. Cable TV operators: Cable TV operators are educated and have access to all homes in the village that
have a cable connection, that is, about 400 households in villages with a population of more than 5000.
They visit the homes at least once a month to collect the subscription. Their accessibility to rural homes
makes them a potential insurance agent.
iii. Recruiting Youth Club Members: These youth who are educated and seek avenues for generating
income for them can be selected and recruited for making insurance companies products by companies.
iv. Involving Doctors and Schoolteachers: Registered medical practitioners and teachers are the more
educated persons in a village and command considerable trust, respect and influence. These persons can
be easily trained under the IRDA curriculum and appointed as insurance agent by the insurance
companies.
Crop Insurance
Crop Insurance against weather and diseases can be a big business. Insurance companies need to educate
the farmers with respect to the benefits of insurance. They can also establish tie – up with corporate sector
organizations that have contract farming arrangement with the farmers so that crop insurance is integrated
into the contract farming agreement with the farmers. ICICI Lombard plans to market weather insurance
product in the rural areas.
Questions
Q 1. Discuss the challenges faced by Insurance companies in Rural Market?
Q2. Name some potential agents of Insurance companies in detail?
Q3. Define the term „Crop Insurance‟?
Q4. What are the factors that can help Insurance companies to enter the Rural Market?
END OF SECTION B
Examination Paper of Rural Management
IIBM Institute of Business Management 7
Section C: Applied Theory (30 Marks)
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Define the concept of Rural Marketing? What are the various characteristics of the Rural Market?
2. What are the challenges of Rural Marketing?
3. What are the objectives behind New Product Launch? List the Process of New Product
Development for Rural Market?
END OF SECTION C
Examination Paper of Rural Management
IIBM Institute of Business Management 8
IIBM Institute of Business Management
Examination Paper MM.100
Rural Development
Section A: Objective Type (30 Marks)
 This section consists of Multiple Choices and Short Notes Type Questions.
 Answer all the questions
 Part one carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. Education, culture, demography etc. are included in which of the following dimension of Rural
Development
a. Economic Dimension
b. Human Dimension
c. Political Dimension
d. Science & Technology
2. Which of the following is not a benefit of efficient financial institution
a. Be insulated from local pressures for staffing
b. Operate on a hard budget constraint
c. Have a sense of performance
d. Indigenous development and growth
3. Peri – Urban means _________________________
4. EARDF stands for ________________________________________
5. Which of the following is not included in the „four priority axes‟ of new rural development policy
a. Mainstreaming of the LEADER
b. Economic diversification and quality of life
c. Support for competitiveness
d. High value of agriculture
6. The weight of exports to total output of GDP is included in which index to measure global
economic exposure
a. Intra – Industry Trade (IIT)
b. Intra – industry Trade (IFPRI)
c. Industry Exposure (EPTT)
d. Industry Exposure (EPGDP)
7. Which of the following is not an element while constructing an index
a. Percentage of bilingual individual‟s
b. Responding to exogenous stress
Examination Paper of Rural Management
IIBM Institute of Business Management 9
c. Percentage of self – employed workers
d. People in the census consolidated subdivision.
8. Name any two innovations in Rural Development done by NABARD?
9. Write any two criterions for establishing a Public – Private Partnership?
10. OCAP stands for _______________________________________
Part Two:
1) Differentiate between Target Fulfillment and Quality Fulfillment?
2) Define the term „Rural Development‟?
3) Write a short note on Rural development policies in India?
4) Define the characteristics of Rural sector?
Section B: Caselets (40 Marks)
 This section consists of Caselets
 Answer all the questions
 Each Caselet carries 20 marks each.
 Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
Juvenile homes are run by Government agencies in all Indian sates. Most of these homes are over –
crowded, located in dilapidated buildings and provide extremely poor care of the children. Stories are
children running away from juvenile homes get regularly reported in the media. The majority of homes
are run as purely departmental undertakings managed by the State Social Welfare Departments. The
conditions in the homes depend on the amount of interest taken by the responsible government officials.
General consensus, however, remains that these homes are poorly managed.
Juvenile homes for boys and girls in Chennai were run along similar lines until Ms. Vidya Shankar
intervened. Ms. Shankar, chairperson of the state Juvenile Welfare Board and founder – director of the
NGO Relief Foundation, forged a partnership with the government for the management of these juvenile
homes. The Relief Foundation made several interventions to improve the lives of the children in the
homes. Non – governmental funds were raised to improve and repair the buildings. Sponsors were
enlisted to supplement the resources provided by the Government for food and other expenses. Doctors
came forward to provide voluntary care for the children.
Efforts have focused on working within the juvenile justice system both inside the government homes and
in classrooms. Courses given include computer literacy classes, tution for girls from class seven to ten,
basic literacy for children at the reception centre and observation home, story – telling sessions and
END OF SECTION A
Examination Paper of Rural Management
IIBM Institute of Business Management 10
library use. The issue of children running away was tackled by explaining the need to stay in a home. The
Documentation of case histories happened simultaneously. The need for spirituality, change in behavior
and family relationships was addressed. Finally, the children were prepared for their return to their
families, whenever possible.
This experiment represents, in the words of Ms. Vidya Shankar, “the synergy between the kinetic energy
of a voluntary organization and the potential energy of the government system. Learning to keep a low
profile and directing our efforts in mutually – agreed areas of value – added services – all done with no
effort to publicize other than what is officially done by the government – go a long way in allowing us to
work together. Raising funds in spite of this low profile is another aspect we have to keep in mind. And,
equally important, there is an agreement to be evaluated and criticized even though there is no funding
from government sources.
Required
Q 1. Does Juvenile homes set – up by government helped in Rural Development? Comment
Caselet 2
“Just as the whole universe is contained in the self, so is India contained in the villages” (Mahatma
Gandhi, father and the visionary architect of India‟s Rural Development Programmes). In India around 75
percent people are living in rural area and rural India holds the core Indian traditions and culture.
Therefore holistic development is required for retaining real Indian culture. This write – up gives an
overview of the Rural Development initiatives adopted by Government of India.
Indian government framed several schemes for rural development and launched by the Ministry of Rural
Development (MoRD). These are listed below:
 Sampoorna Grameen Rozgar Yojana (SGRY)
 Pradhan Mantri Gram Sadak Yojana (PMGSY)
 Swarnjyanti Gram Swarozgar Yojana (SGSY)
 Integrated Wastelands Development Programme.
 Drought Prone Areas Programme.
 Technology Development, Extension & Training (TDET)
 Rural Water Supply Programme etc.
However, 73rd Amendment of the Indian constitution has brought about a paradigm shift in the Rural
Development Strategy. The focus has now shifted to decentralization through speedy and effective
devolution of financial and administrative powers to the locally elected bodies called Panchayati Raj
Institutions (PRIs).
ICT Initiatives for Agriculture and Rural Development
In order to bring information management culture at village level, ICT infrastructure has been created in
NARS by ARIS. In NARS, more than 400 ARIS have already been created. Such kiosks have already
been established in some other states like Andhra Pradesh, Maharashtra, Karnataka, Madhya Pradesh,
Kerala, Tamil Nadu etc. Use of ICT for rural development and transfer of agriculture technology has been
done by Government and Private Organizations (including NGO‟s). The Ministry of Communication and
Information Technology of the Government of India and the Telecom Regulatory Authority of India
Examination Paper of Rural Management
IIBM Institute of Business Management 11
(TRAI), as well several state governments, have already developed strategies for accelerating the growth
of the Internet and broadband connectivity in rural India.
New Initiatives for ‘AAM AADMI’ through KVIC
The Khadi and Village industries Commission (KVIC) operate through 30 Khadi & Village Boards and
over 5000 institutions in different states. The production of the sector in Khadi (hand – woven textiles)
was Rs. 462 Crore and production of Village Industries was Rs. 10,460 Crore in 2004 – 2005. During
2004 – 2005, about 76 lakh persons were employed in Khadi & Village Industries. KVIC products
include khadi, herbal products, handmade paper, agarbatti, handicrafts, processed foods etc., and these
products are registered with different export promotion councils. During 2004 -2005, KVIC exported
goods worth Rs. 39 Crore. Exports are projected to grow to around Rs. 300 Crore in the next five years.
Required
Q 1. Discuss in detail about the various initiatives adopted by government for Rural Development?
Section C: Applied Theory (30 Marks)
 This section consists of Long Questions
 Answer all the questions
 Each question carries 15 marks each.
 Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1) Explain the Rural Development policies? And how we improve it?
2) What are the challenges faced by Indian Agriculture in terms of Rural Development?
S-2-300813
END OF SECTION B
END OF SECTION C


PRODUCTION MANAGEMENT IIBM EXAM ANSWER PROVIDED

PRODUCTION MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Production Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Product Design & Development
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice & Short Answer type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. The concept of a contract book is detailed by
a. Wheelwright
b. Clark
c. Both (a) & (b)
d. None of the above
2. BOM stands for Bill of Materials.(T/F)
3. Concept screening is based on a method developed by the late Stuart Pugh in the 1980s and is often
called ______________
4. _____________ is used when increased resolution will better differentiate among company concepts.
5. ________________are the first products produced by the entire production process.
6. The first commercial free-form fabrication system was introduced by 3D Systems.
a. 1984
b. 1986
c. 1964
d. 1948
7. Concepts are turned over the customer, client, or some other external entity for selection is called
a. Intuition
b. Pros and Cons
c. External decision
d. Decision materials
8. A Russian problem-solving methodology called TRIZ began to be disseminated in Europe and in the
United States in the
a. 1998
b. 1997
c. 1976
d. 1990
Examination Paper of Production Management
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IIBM Institute of Business Management
9. Functional elements of a Product Architecture are ___________& _____________
10. ______________ is a key determinant of the economic success of a product.
Part Two:
1. What is “Control Drawings”.
2. Write short note on “Resource Allocation”.
3. Write short note on “Product Variety”.
4. What is “Project Risk Plan”
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
New Product Development At Smart India Ltd.
Ajay Kumar, the Vice-President, (Sales) of a leading Delhi based bicycle manufacturer of the country
called SMART LTD., was wondering at the increase in the quantum of Traffic on roads during the last 10
years, while glancing outside his office window. But not much had changed in his company in th23e year
2001. His company‟s market share was dwindling since the last 10 years, though the profits and sales
were showing an increasing trend. The threat of cheap imports was also knocking at the doors. The
competitors were using marketing strategies to the hilt in order to get larger chunk of market share. The
things were not showing improving trend despite the continuous efforts by the company. SMART LTD.
was equally poised with RUSH LTD. in respect of market share just 10 years back. Now the ground
realties were very much adverse to SMART LTD.. While RUSH LTD. was having a market share of
about 45 per cent, SMART LTD. lagged behind with only about half i.e. 23 percent closely followed by
CLIMB LTD. with 20 per cent. The rapid erosion in the market share of SMART LTD. was of concern to
Ajay Kumar, who was trying to find out ways to stop the downfall. The problem of losing market share
had become more prominent keeping in view that the bicycle business was a volume led business to an
extent. To make the matters worse, the credit rating agency had downgraded the debt instrument issued by
the company in view of a possible feud between the family members of the promoter and the majority
share holders.
An important factor in the bicycle market, which had recently gained importance, was the increasing
demand for different types of bicycles among youth, particularly those of the sports variety. Unlike in the
END OF SECTION A
Examination Paper of Production Management
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IIBM Institute of Business Management
past, improved technology had led to newer varieties of bicycle ranging from the very basic to the 21 gear
models. Such value added products also provide better profit margins. Also, some manufacturers had
started rolling out products provide better profit margins. Also, some manufacturers had started rolling
out products that were not strictly bicycles but had similar technological inputs. These included exercise
bicycles popularly found in the clubs and gymnasiums. At the plant level, the top post was that of the
Joint President and was held by one of the family members. Most of the decisions were subject to the gut
feel of the Joint President.
Though perceived as „a poor man‟s product‟, the scenario was changing of late. Earlier the product was
positioned using only one plank i.e., cost effective transport utility vehicle. Now the market was being
segmented multidimensionally by all the players. Age, benefit, income, occasions etc. were the added
criteria. SMART LTD. had come up with bikes for kids, city bikes, mountain bikes and classics. This
reflected the changing needs of buyers as well. CLIMB LTD. had segmented market on the basis of
usage, road bikes, mountain bikes and tandems. SMART LTD. had also jumped to the bandwagon
recently and had introduced bikes in ladies, kids, adventure and health segments. The trend was to
increasingly use the platform of health, fun, sports etc., to increase the penetration into the market. Once
the leader in the bicycle industry had 35 models in the market with about eight colour variants for each.
The competitor RUSH LTD. had about 45 models in the market with more colour variants.
The financial stakes of introducing of a new product in the bicycle industry ranged from Rs 45000 to
a couple of lakhs. The manufacturing process of bicycle was composed of many sub-assemblies. The
synergic use of these sub-assemblies helped in reaping economies of scale. To remain to the competition,
it was imperative to introduce innovative products that could meet the differentiated needs in a better
fashion. Ajay Kumar, the Vice President (Sales) had seen a bike in a foreign magazine and had sent the
picture of the same 6 months back to design and development department. The feasibility report was still
awaited from the design and development department. He appraised the Vice-President (Production)
regarding the issue but the things still had to be sorted out. Ghanshyam, the HOD(Sales Department) had
visited Taiwan and brought designs of four bicycles which could be manufactured by the company. But
his sales division suggested that those bikes would be out of reach for the poor, therefor, the idea could
not be taken up. He was very enthusiastic over a project to launch a new bike for fun loving people. After
detailed deliberations with the production and design development department for about 8 months, the
proposal was sent to the top management for approval. He was sad, as the file was pending for about 2
months with his boss. While Ajay Kumar was pondering over the issues, his colleague from the finance
department entered into the room and said, “I was watching a movie on HBO last night, I saw a very
different kind of bike in it. Did you view it?” Ajay Kumar replied in negative and wondered what could
be the right approach for product development. He was also concerned with the time involved in the
process of development of new products.
Ajay while passing by the market simply gazed at the bicycle showroom on his way and appreciated
the speed at which the competitors were able to come up with various colour variants. Recently, Ajay
Kumar also discussed with the Vice-President (Production) regarding the experimentation with some new
colours. The officer agreed with his new proposal and assured that the same shall be forwarded to the top
management for a final decision. Ajay kumar prepared himself to wait for a long time as his experience
curve suggested. One of the only solacing fact for Ajay Kumar was the success of the bike „football‟
which they launched on the eve of soccer world cup. The bike was an instant success. A friend of Ajay
Kumar, who worked with him till last year, called upon him. He remembered how enthusiastically he was
explaining his new challenging job. He was very happy about the confidence the management had put in
him. He was also being sent abroad on training by his new employers. The sales department had
subjectively come up with the multdimensional mapping of the three major players on two relevant
attributes.
The company planned to come up with a new campaign focusing upon the environment friendliness
of bicycle over motor bikes that use fossil fuels. The government also promised to aid the concern in this
effort. One of the main strengths of SMART LTD. was its undisputed leadership in the rural areas. The
company did not intend to lose it. His main rival was also closing in for the rural market. SMART LTD.
Examination Paper of Production Management
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IIBM Institute of Business Management
had initiated a restructuring exercise in 1999-2000, whereby, three new wholly owned subsidiaries were
created, each being named after the respective cycle manufacturing locations, namely, SMART LTD.
(Delhi), SMART LTD. (Gujarat) and SMART LTD. (Andhra Pradesh). Although the originally stated
intention of setting up these subsidiaries was to treat them as profit centers, current developments indicate
the likelihood of distribution of assets and liabilities into these companies.
Ajay Kumar was quite confident of the quality of the bicycles manufactured as the steel used for the
sale was produced by one of its own unit. The firm had also bagged an international award for its quality
standards. The sales figures had gone up from 250 crores in the year 1995 to 350 crores in the year 1998.
The inflow of foreign exchange showed a steady increase from 100 to 120 during the same period.
SMART LTD. was exporting bikes to more than 35 countries.
Questions:
1. How new product development process be improved at SMART LTD?
2. What strategies should be used by SMART LTD. to increase its market share.
Caselet 2
Swastik Cycles Limited
Swastik Cycles Limited was a key manufacturer of a wide variety of cycles. Its products were available
almost all over the country and were also exported. It was the second largest bicycles selling organisation
followed by Star Cycles. The total turnover of the company was Rs 400 crores during the year 1999-2000
and its market share in the year 2000-2001 was about 24%, whereas Star Cycle had captured about 46%
of the total market in the same year, rest of the market was shared by all other brands. The company had
classified its entire products into.
1. Utility segment: popularly called as the standard cycles, widely used by milkmen, hawkers, and other
lower income group people.
2. Fancy cycles: multi coloured bicycles with modern features like gear changing, stylish handle, slim
frame etc., used by kids, teenagers and sportsmen.
3. Health segment: health maintaining products i.e., walker, cycle etc., for all age group had been put
under this categorys.
The company had its strength in the utility segment and was accepted as the market leader, whereas in
other segments, it had yet to prove itself. In other segments i.e., fancy cycle segment, health segment the
Star Cycle was far ahead. The company was striving to fight the stiff competition from domestic players.
It also anticipated the competition from Chinese players who were expected to enter the Indian market
with low cost products. On account of heavy import duties levied by the government in the budget of
2001-2002, the chances of their invading the domestic market were, however, substantially minimized.
Now, the company had confined itself to win over the domestic players in these segments. The major
issue for a company was that despite their presence in the fancy cycles the segment for last 10 years they
were not able to attract the target market and the sales were lagging behind. The immediate requirement
was to push the sales of these two segments.
The company had been trying to push sales through their dealers network all over the country which
was the only intermediatory between the company and the customers. In order to fresh the desired sales
company had the policy of offering monetary and non-monetary incentives in the form of rebates on
target lifting.
In addition to it, the company also offered incentives like foreign trips to Bangkok etc. and free passes
of mega events. The company also went for some other sales promotion activities the like point of
Examination Paper of Production Management
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IIBM Institute of Business Management
purchase (POP), joint promotion schemes (JPS) with dealers, in which the dealers offered gifts on every
purchase to their customers and the cost incurred was born jointly by the company and the dealer
concerned. Cycle races organised by schools and educational institutes were other promotional measures
adopted by the company.
The company had invested marginally in advertising. They ran the show through print media and the
advertisement on the electronic media was very low. Decision making regarding promotional activities
was centralized with the corporate office, whereas, other decisions regarding sales, R&D and production
could be taken by the respective units. The field force comprising of sales executives and field officers
who were in constant touch with the dealers and the customers for getting their feedbacks regarding sales
promotion strategies, used to send the feedbacks to the corporate office for further processing and
decision making. This consumed time and little was left with the particular unit to decide.
The changing trends in the markets gave enough scope to make the bicycle popular amongst the elite
class in the form of health maintaining products, pollution free vehicles etc. Though the company was
making efforts to tap this newly emerging customer group by offering them health maintaining cycles,
stylish racing cycles, yet it was a hard task for the company because it had not made any strategy to reach
the customers directly to bring about awareness of the products. To improve its market share and
maximize sales, a lot was required to be done by the company to devise the marketing strategies if it was
to cope up with the changed market scenario and the strategies adopted by its competitors.
Questions:
1. Discuss key problem faced by Swastik Cycles?
2. Design an appropriate marketing strategy comprising of all the essentials to overcome this problem.
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Many product development teams separate the “looks like” prototype from the “works like”
prototype. They do this because integrating both function and from is difficult in the early phase of
development. What are the strengths and weaknesses of this approach? For what types of products
might this approach be dangerous?
2. The argument for the motorcycle architecture is that it allows for a lighter motorcycle than the more
modular alternative. What are the other advantages and disadvantages? Which approach is likely to
cost less to manufacture?
END OF SECTION B
END OF SECTION C
Examination Paper of Production Management
6
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Quantitative Techniques
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice questions & Short Answer type questions.
 Answer all the questions.
 Part One carries 0.5 mark each & Part Two carries 5 marks each.
Part One:
Multiple Choices:
1. The value of 3n+4 – 6.3n+1 is
a. 27.3n+1
b. 21.3n-1
c. 21.3n+1
d. 27.3n-1
e. 21.3-n-1
2. The value of x which satisfies the question x/2-x/4=x-9 is
a. 12
b. 14
c. 16
d. 18
e. 20
3. The sum of 5ax-7by+cz and ax+2by-cz is
a. 6ax+5by
b. 6ax-5by
c. 6ax+5by-2cz
d. 6ax-5by-cz
e. 6ax-5by+2cz.
4. The product of 3x-5 and 2x+7 is
a. 6×2-11x-35
b. 6×2-11x+35
c. 6×2+11x-35
d. 6×2 +10x-35
e. 6×2+11x+35
5. The 37th term in the series -2.8, 0, 2.8,…. Is
a. 98
b. 89
c. 87
d. 78
e. 68
Examination Paper of Production Management
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IIBM Institute of Business Management
6. The sum of the series 14, 64, 114, … to 20 terms is
a. 7890
b. 8970
c. 9780
d. 10820
e. 10920
7. The last term in the series 2, 4, 8, … to 9 terms is
a. 612
b. 512
c. 412
d. 312
e. 212
8. If an unbiased coin is tossed 3 times then the probability that at least one head occurs is
a. 0.875
b. 0.5
c. 0.375
d. 0.125
e. 0.1.
9. Again in continuation with the above question the probability that 3 heads result is
a. 0.100
b. 0.125
c. 0.250
d. 0.500
e. 0.875
10. The line y=5-10x cuts the y axis at_________ and has slope________
a. (0,10), -5
b. (0,-10), 5
c. (0,5), -10
d. (0,-5), 10
e. (0,5), 10
11. If y=F(x) is the equation of a line then the slope at (5,2) is given by
a. F‟(2)
b. F‟(5)
c. F(2)
d. F(5)
e. None of the above
12. Slope of the line passing through the points (4,4) and (5,5) is
a. 1
b. 9
c. 1/9
d. 20
e. 1/20
13. An „Ogive‟ is
a. A graph of ungrouped data
Examination Paper of Production Management
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IIBM Institute of Business Management
b. A graph of grouped data
c. A graph of cumulative frequencies
d. A graph of ranges of fractiles
e. A graph with rectangles as opposed to a line graph.
14. If p=3×4 + 9xy + y3 then ∂p/∂y is given by
a. 12×3+9x
b. 12×3+9x+3y2
c. 9x+3y2
d. 9y+3y3
e. 12×3+9y+3y2
15. For a function f(x), f‟(x)=0 at x=a then „a‟ is a point of minima if
a. F(a)<0
b. F(a)=0
c. F‟‟(a)=0
d. F‟‟(a)< 0
e. F‟‟(a)>0
16. The function 2×2 + 3x +2 has a
a. Maximum value at x = – 3/4
b. Minimum value at x = – 2
c. Maximum value at x = -3/2
d. Minimum value at x = -3/4
e. The equation has no maxima and minima.
17. The probability of getting exactly 3 heads in four tosses of a fair coin is
a. 1/2
b. 1/4
c. 1/8
d. 1/10
e. 1/16
18. In multiple regression, the number of normal equations will be
a. Two
b. Three
c. One
d. More than three
e. More than or equal to three
19. The index of industrial production is an example of
a. Price index
b. Value index
c. Quality index
d. Relative index
e. Industrial production index
20. As the sample size is increased, the standard error of the mean would
a. Increase
b. Decrease
c. Remain unchanged
Examination Paper of Production Management
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IIBM Institute of Business Management
d. May or may not increase
e. The value of sample mean would be lot closer of population mean
Part Two:
1. What do you understand by „Infeasibility‟ of the solution?
2. Write about „Big – M‟ method for minimization.
3. Write about the „Classical Economic Order Quantity (EOQ) models.
4. Write a short note on „Interfering Float‟.
Section B: Practical Problems (40 marks)
 This section consists of Practical Problems.
 Answer all the questions.
 Each Practical Problems carries 20 marks.
1. A car retailer thinks that a 40,000 mile claim for tire life by the manufacturer is too high. She
carefully records the mileage obtained from a sample of 64 such tires. The mean turns out to be
38,500 miles. The standard deviation of the life of all tires of this type has previously been
calculated by the manufacturer to be 7,600 miles. Assuming that the mileage is normally
distributed, determine the largest significance level at which we should accept the manufacturer‟s
mileage claim, that is, at which we would not conclude the mileage is significantly less than
40,000 miles.
2. Consider the following data:
Output Total Cost
(in lakhs of units) (in lakhs of rupees)
5 140
7 155
9 170
11 180
14 200
17 230
20 240
22 260
24 275
28 310
Identify the fixed and variable cost components using the least squares method.
END OF SECTION A
Examination Paper of Production Management
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IIBM Institute of Business Management
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. In a recent survey, senior company executives in five metros has ranked two former finance ministers
Mr. Manmohan Singh and Mr. P. Chindambaram as first and second and the present finance minister
Mr. Yashwant Sinha in third position as regarding their popularity.In this, an example of sampling
survey? Discuss about necessity of sampling and the different methods of sampling?
2. “Index numbers are an indispensible tool in day to day life. Comment. Also, explain with examples
how index numbers provide a summary measurement of movements of a large number of economic
variables. Is there a possibility that, their method of computation could give a distorted picture of
reality?
S-2-300813
END OF SECTION B
END OF SECTION C


CORPORATE GOVERNANCE PROFESSIONAL IIBM EXAM ANSWER PROVIDED

CORPORATE GOVERNANCE PROFESSIONAL IIBM EXAM ANSWER PROVIDED

Examination Paper of Corporate Governance Professional
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Corporate Governance Professional
Guidelines for paper
 Total No. of Questions is 100.
 The minimum passing marks is 40%.
 Each Question carries 1 mark.
 Answer all the Questions.
Multiple Choices:
1. Corporate Governance is________.
a) About ethical conduct in business
b) Direct or indirect concerns in the organization
c) A manufacturing system
d) None of the above
2. The term corporate governance is derived from the__________.
a) Greek word
b) English word
c) French word
d) Latin word
3. The definition “Corporate Governance is the system by which business directed and controlled”
is given by a)
SEBI committee
b) OECD committee
c) Cadbury committee
d) All of the above
4. Internal control is implemented by the________.
a) Board of directors
b) Audit committee
c) Management
d) All of the above
5. OECD stands for_______________
6. Which of the following have the power to hire fire and compensate the top management?
a) Board of directors
b) Audit committee
c) Shareholders
d) Management
7. CII stands for _________________
Examination Paper of Corporate Governance Professional
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IIBM Institute of Business Management
8. The managers are expected to act in the interest of:
a) Audit committee
b) Stakeholders
c) Employees
d) Customers
9. To endorse the organization strategy, develop directional policy, appoint, supervise and remunerate
senior executives and to ensure accountability of the organization to its owners and authorities is the
responsibility of:
a) CEO
b) Manager
c) Top management
d) Board of directors
10. SEBI stands for_________________
11. The role of corporate governance is_______
a) To ensure the efficient use of resources
b) It increases the shareholders value
c) Reduce the procurement and inventory cost
d) All of the above
12. Which of the following is not the issue of corporate governance?
a) Internal control
b) Compensation of CEO and other directors
c) Management of risk
d) Rights of corporation
13. The annual report should not include a)
How decision are taken by the board
b) The name of the chairman, CEO and other directors
c) Ability to hire management
d) The number of meeting
14. __________ is equal to the market price of his holding in shares.
a) Stakeholders wealth
b) Ethical conduct
c) Shareholder’s wealth
d) None of these
15. The key element of good corporate governance principle include a)
Honesty
b) Mutual respect
c) Performance orientation
d) All of the above
16. SOX stands for_____________________
17. The commonly accepted principle of corporate governance are___________
a) Protection of shareholders right
b) Role and responsibilities of board
Examination Paper of Corporate Governance Professional
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IIBM Institute of Business Management
c) Interest of other stakeholders
d) All of the above
18. CII developed code of corporate governance in__________________
a) 1997
b) 1996
c) 1994
d) 1878
19. The property right is views simply as _________________
a) Planning right
b) Control right
c) Both a & b
d) None of the above
20. In which type of model the supervisory board is elected by shareholders and labor unions?
a) Japanese model
b) Anglo American model
c) German model
d) The Indian perspective
21. Which of the following come under the five principles of ethical power for organization?
a) Purpose
b) Pride
c) Patience
d) All of the above
22. Which of the following are the theories of corporate governance?
a) Shareholders theory vs. stakeholders theory
b) Stewardship theory
c) Property right theory
d) All of the above
23. The stewardship theory is__________
a) Control oriented
b) Involvement oriented
c) Both a &b
d) None of these
24. ____________ include government nominees and representatives of financial institutions.
a) Board of directors
b) Creditors, suppliers
c) Nominee directors
d) Chief executive officer
25. The __________ oversees internal control and disclosure controls and procedures for financial
reporting.
a) Nominating committee
b) Audit committee
c) Board committee
d) Higgs committee
Examination Paper of Corporate Governance Professional
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IIBM Institute of Business Management
26. MDAR stands for_______________
27. Liaison committee designed to make a link between two groups or committees.
a) True
b) False
28. Cadbury committee established in______________
a) 1999
b) 1995
c) 1992
d) 2002
29. How many recommendation is made by CII code a)
17
b) 18
c) 16
d) 19
30. Kumar mangalam committee is appointed by the__________
a) CII
b) SEBI
c) Government
d) None of the above
31. The remuneration of the non-executive directors should be decided by the______
a) Board of directors
b) Top management
c) Stakeholders
d) Entire board
32. Which of the following committee was appointed by the SEBI to make recommendations on the
representation of independent directors on company board and the composition of audit
committee?
a) Cadbury committee
b) Kumar mangalam committee
c) Naresh Chandra committee
d) Board committee
33. Basic shareholders rights include the right to.
a) Secure methods of ownership
b) Convey or transfer shares
c) Participate and vote in general shareholder meetings
d) All of the above
34. Which of the following is use to ensure that the takeover bids are serious?
a) Disclosure
b) Trigger
c) Escrow
d) Creeping acquisition
35. Which of the following are the natures of complaints by shareholders?
Examination Paper of Corporate Governance Professional
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IIBM Institute of Business Management
a) Non receipt of dividend
b) Change of address
c) Transmission of shares
d) All of the above
36. The word “transmission” meansa)
Transfer by operation of law
b) Transfer by operation
c) Both a & b
d) None of the above
37. Competition, debt covenants, takeover and media pressure are the_____
a) Internal corporate governance controls
b) External corporate governance control
c) Both a & b
d) None of the above
38. Simple directors who attends board meeting of a company and participate of a company and
participate in the matters before the board isa)
Ordinary directors
b) Managing directors
c) Executive directors
d) Shadow directors
39. The director who perform a specific role in a company under a service contract which requires
a regular, possibly daily, involvement in management is known as________
a) Non-executive director
b) Additional director
c) Executive director
d) Ordinary director
40. Which of the following is the duty of directors?
a) Statutory duties
b) Duties of general nature
c) Both a & b
d) None of the above
41. Which of the following are the not the general duty of directors?
a) Duty of good faith
b) Duty of care
c) Duty not to delegate
d) To disclose interest
42. A document that specifies the regulations for a company’s operation is known as________
a) Memorandum of association
b) Articles of association
c) Both a & b
d) None of the above
43. Any person, company, or other institution that owns at least one share in a company is known
as________
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IIBM Institute of Business Management
a) Stakeholder
b) Employees
c) Shareholder
d) Customer
44. Nomination committee is appointed by the a)
CEO
b) Board of directors
c) Management
d) Audit committee
45. The profit earned by the company with reference to the cost of capital in terms of economic profit
is referred to as______
a) Pay-performance
b) Organization bylaws
c) Economic value added
d) None of the above
46. Which of the following are the types of the auditor?
a) Internal
b) External
c) Government
d) All of the above
47. The auditors specialize in crimes and are used by law enforcement organization when
financial documents are involved in a crime is known as_______
a) Forensic auditor
b) Government auditor
c) External auditor
d) Internal auditor
48. Set of standards against which the quality of audits is performed and may be judges is______
a) Generally accepted accounting principles
b) General accepted auditing standards
c) Audit
d) None of the above
49. A ______________ audit is a review in which an auditor analyzes and verifies various records and
processes relating to a company’s quality programs.
a) Cost audit
b) Forensic audit
c) Quality audit
d) None of the above
50. The important aspects of cost audit are_______
a) Property audit
b) Efficiency audit
c) Both a & b
d) Government audit
51. SICA stands for_______________
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IIBM Institute of Business Management
52. BIFR stands for_______________
53. Basic principles of audit are_______________
a) Integrity, objectivity & independence
b) Confidentiality
c) Documentation
d) All of the above
54. As per the SEBI guidelines, the audit committee shall meet at leasta)
Twice a year
b) Thrice a year
c) Once a year
d) None of the above
55. _________________ opined that the chairman of the audit committee should be an
independent director.
a) Cadbury committee
b) Board committee
c) KM Birla committee
d) Audit committee
56. An audit committee should aware of technological changes, which is_________________
risk/condition.
a) Internal
b) External
c) Both a & b
d) None of the above
57. The committees of the board involve_________________
a) Supervisory committee
b) Risk management committee
c) Shareholders’ redressal committee
d) All of these
58. NBFCs stands for_________________
59. CSR stands for_________________
60. Which of the following is the essential of accord of Basel II?
a) Capital adequacy
b) Risk based supervision
c) Market disclosure
d) All of the above
61. Which of the following are the objectives of Basel II ?
a) To promote adequate capitalization of banks
b) To ensure better risk management
c) To strengthen the stability of banking system
d) All of the above
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IIBM Institute of Business Management
62. The ganguly committee is of the view that the draft minutes of the board meeting should
be forwarded to the director’s within______________ hours of meeting.
a) 56
b) 64
c) 48
d) 32
63. In which ethical principle of the business ethics are measured by rightness of an act and depend
little on the results of this act?
a) Teleological ethical system
b) Deontological ethical system
c) Hybrid theory
d) Individual freedom
64. One of the major ethical issue in advertising is the use of______________
a) True
b) False
65. Major social responsibilities of business involve a)
Optimum utilization of scarce national resources
b) Responsibility no to make losses
c) Improve quality of life
d) All of above
66. Government is thinking of making it mandatory for the companies to spend_________________% of
their net profits on CSR.
a) 2
b) 4
c) 6
d) 8
67. It is the responsibility of the firm towards its________________ to avoid any type of cartel
formation that a attempts to reap monopoly profits.
a) Shareholders
b) Customers
c) Employees
d) Management
68. Four important group that business are shareholders, employees, customers and_________________
a) Management
b) Board of director
c) Society
d) Stakeholder
69. NGO stands for_________________
70. Employees should get_________________ wages
a) Clear
b) Minimum
c) Maximum
d) Fair
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IIBM Institute of Business Management
71. Objectives of environmental audit are__________
a) Verification of legislative a nd regulatory compliance
b) Assessment of internal policy and procedural conformamance
c) Establishment of current practice status
d) All of the above
72. Review of documents and records, Review of policies, interviews are comes under which stage a)
Pre-audit stage
b) Post-audit stage
c) Audit stage
d) None
73. Environment protection act was passed in________________ for the protection of environment.
a) 1988
b) 1999
c) 1986
d) 1990
74. The financial or non-financial support of an activity, used primarily to reach the given business goals
is_______
a) Media
b) finance
c) Both a &b
d) Sponsorship
75. A printed report giving news or information of interest to a special group.
a) Newsletter
b) Formal meeting
c) Mailing list
d) Media release
76. Media can be used to promote_______________ communication.
a) One way
b) Two way
c) Both a & b
d) None of the above
77. Businesses arrange for______________ meetings with powerful stakeholders.
a) Information display
b) Public forum
c) Formal meeting
d) Informal meeting
78. MRTP stands for_________________
79. IRDA stands for_________________
80. It is said to be exist where there is a large number of procedures (firms) producing a same kind
of product.
a) Monopoly competition
Examination Paper of Corporate Governance Professional
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IIBM Institute of Business Management
b) Monopolistic competition
c) Perfect competition
d) None of the above
81. Which of the following aspects of economic activity is not control by MRTP?
a) Restrictive on buying/selling
b) Unfair trade practices
c) Concentration of economic power
d) Restrictive trade practices
82. Price control is the restriction on maximum prices that is established and maintained by
the government.
a) True
b) False
83. Public policy is an attempt by the government to address a private issue.
a) True
b) False
84. The SEBI was established on________________
a) March 12, 1992
b) September 14, 1992
c) April 12, 1992
d) June 15, 1993
85. The seller of the security is________
a) Bear
b) Bull
c) Both a & b
d) None of the above
86. Insider trading can be defined as the sale or purchase of securities by persons who possess price
sensitive information about the company.
a) True
b) False
87. ___________ makes a commitment to get the underwritten issue subscribed either by other or by
them.
a) Utilitarianism
b) Underwriters
c) Insider trading
d) None of the above
88. The board of SEBI consists of_______________
a) 8
b) 7
c) 4
d) 6
89. SEBI has three functions rolled into one body quasi-legislative, quasi-judicial, and quasi-executive.
a) True
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IIBM Institute of Business Management
b) False
90. SEBI is the regulator for the securities market in India.
a) True
b) False
91. AMFI stands for_________________.
92. Buying a commodity at a low price and instantly selling it for a higher price in another market is
known as________
a) Hedging
b) Speculating
c) Arbitrage
d) Shifting of risk
93. An over-the-counter market where buyers and sellers conduct foreign exchange transaction.
a) Commodity exchange
b) Foreign direct investment
c) FOREX
d) None of the above
94. Licensing grant a permit to aloe the use of something or to allow a business activity to take place.
a) True
b) False
95. Government often uses quotas to restrict export.
a) True
b) False
96. Private companies can enjoy the right to transfer shares.
a) True
b) False
97. India has 22 stock exchanges.
a) True
b) False
98. Foreign companies are those, which have been incorporated outside India and conduct business
in India.
a) True
b) False
99. Clause 49 has been prepared by the Reserve Bank of India.
a) True
b) False
100. Corporate Governance ensures easy access to capital.
a) True
b) False
S-2-200314


HOSPITALITY MANAGEMENT IIBM EXAM ANSWER PROVIDED

HOSPITALITY MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Hospitality Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Hospitality Management
Section A: Objective Type (30 marks)
 This section consists of True and False and Short Note Types Questions.
 Answer all the questions.
 Part one carries1 mark each and Part Two carries 5 marks each.
Part One:
True and False:
1. ADA stands for Americans with Disabilities Act.
2. NOT stands for National Offices of Tourism.
3. Management contracts have been responsible for the hotel industry‟s rapid boom since the 1960s.
4. High-speed Internet service is free form of information technology that these businesses can utilize.
5. One of the most crucial IT decisions is choosing the right POS system.
6. Forecasting is the prediction of present outcomes.
7. The top independent restaurant in terms of sales is the Tavern on the Green in New York City, which opened in 1976.
8. A fine dining restaurant is one where a good selection of seat arranged is offered.
9. Terms to understand in B&I foodservices are contractors, self-operators, & Liaison personnel.
10. Every manager must function the as a leader, motivating and encouraging employees is called spokesperson role.
Part Two:
1. List the various types of Hotel operation Theories?
2. Discuss the different types of activities of front office in Hotel?
3. Write the Short note on Housekeeping?
4. What are the guidelines for security of cash?
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
Airline Commission Caps
Travel agents have begun legal action and public campaigns to combat several airlines‟ decisions to lower commissions for writing tickets, and have warned of higher ticket costs if other airlines follow. Most U.S. airlines have lowered the commission rate on tickets for domestic flights to a $20 cap for a round-trip fare. International commissions also fell and vary from airline to airline.As consumers begin to balk at rising prices and Wall Street presses for continued earnings growth, airlines must cut costs by turning to their second largest expense, the $12 billion spent annually for costs such as travel agent commissions. It has become clear that airlines can do nothing about fuel prices management has any power over is the area of distinction expenses.American Express Corporate Services Agencies, which books mostly business travelers, warned that if other airlines follow suit, some travel agencies will go out of business. That would send more businesses to airlines‟ reservation agents, who do not offer the lowest available fares from all carries, or could result in travel agents passing costs along to consumers.The American Society of Travel Agents, which represent 24,000 agents, and The Association of Retail Travel Agents, a trade group that represents 4,000 travel agents, have announced they will seek U.S. congressional approval to allow small, “business-sized” travel agents to bargain collectively with the major airlines and to steer customers to “friendly” airlines when negotiating fails. The associations believe that the cut in commissions in less than three years is a slap in the face.After the introduction of the initial cap of $25 for one-way domestic tickets and $50 for round-trip tickets, many agents complained caps would eliminate jobs and reduce earnings. A class action lawsuit followed on behalf of 33,000 travel agents, alleging price fixing. Some travel agents also steered customers away from other airlines such as Delta in retaliation.In September 1996, American, Delta, Northwest, and United agreed to pay $72 million in cash to settle the lawsuit.
1. If you owned a travel agency, what would your reaction to the reduced commission cap be?
2. What options would you consider?
Caselet 2
Java Coffee House
Michelle Wong is manager of the Java Coffee House at a busy location on Union Street in San Francisco. Michelle says that there are several challenges in operating a busy coffeehouse, such as training staff to handle unusual circumstances. For example, one guest consumed a cup of coffee and ate two-thirds of a piece of cake and then said he didn‟t like the cake. Another problem is suppliers who quote good prices to get her business and then, two weeks later, raise the price of some of the items.Michelle says that young employees she has at the Java Coffee House are her greatest challenge of all. According to Michelle, there are four kinds of employees – lazy; good , but not responsible; those who steal; and great ones who are no trouble.
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
1. What are some suggestions for training staff to handle unusual circumstances?
2. How do you ensure that suppliers are delivering the product at the price quote?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 10 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What do you mean by Hotel Management? What are the functions of Hotel Management?
2. Define the term operational strategy? And also explain the Model framework for Hotel organizations?
3. What do you mean by Food Services? List the Different types of Food service?
END OF SECTION C
Examination Paper of Hospitality Management
4
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Hospitality & Tourism Marketing
Section A: Objective Type (30 marks)
 This section consists of Multiple Choice and Short Notes Type Questions.
 Answer all the questions.
 Part one carries 1 mark each and Part Two questions carry 5 marks each.
Part One:
Multiple forms:
1. In SMERF, S stands for_____________
a. Social
b. Service
c. Sale
d. None of the above
2. If the Question Mark businesses are successful then they become Stars.(T/F)
3. Customers can be considered under_____________
a. Micro environment forces
b. Macro environment forces
c. none
d. depending on the area of consideration any of the above
4. Demography is the study of________________
5. Generation X consist of the people born between__________
a. 1946 to 1964
b. 1965 to 1976
c. 1977 to 1994
d. None of the above
6. In „SMERF‟ M stands for____________
a. Money
b. Model
c. Military
d. Market
7. Aural dimensions of environment are volume and pitch.(T/F)
8. NAM stands for_____________
a. National Account Management
b. National Accounting Market
c. National Autonomous Market
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IIBM Institute of Business Management
d. Both (a) & (b)
9. Fixed costs are also known as „Overheads‟.(T/F)
10. Lobbying is dealing with legislators and government officials to promote or defeat legislation and regulation.(T/F)
Part Two:
1. What do you understand by „Hospitality Marketing‟?
2. Explain the various types of Marketing in service Industries?
3. Write a short note on Hospitality Marketing Mix?
4. Describe the factors influencing the consumer Behaviour?
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
International Travel Agency
The president of International Travel Agency was concerned about the performance of the sales force. It was felt that members of the sales force did not really utilize their sales opportunities, but instead though only about selling a ticket to a customer from point A to point B. The sales force did not seem to have an interest in maximizing sales and profits by aggressively selling the entire product mix. In total, the agency had a sales force of eight. Three members of the sales force were referred to as executive sales consultants. These people called on commercial accounts and were expected to spend more of their time outside the office. The remaining five persons were referred to as travel counselors and worked entirely within the agency. None of the travel counselors who worked within the agency were assigned a quota. The executive sales consultants, who worked outside the office, were assigned a sales quota. Failure to meet a quota would be discussed with the salesperson, but no other action was usually taken unless this failure continued for several months. If serious and persistent deficiencies existed, the salesperson could be subject to discharge.The agency provided nine to twelve familiarization (fam) trips for members of the sales force each year. This meant that each salesperson could experience at least one trip per year, as they were assigned on a rotating basis. These trips did not reduce time from the salesperson‟s guaranteed number of days of annual vacation. The purpose of a fam trip was to acquaint travel agents with destination areas and the services of airlines, hotels, restaurants, and so on. The president felt that the agency could maximize profits by selling more
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
travel services to clients and that the sales force was concerned only about selling tickets. An analysis of the product mix of International Travel revealed that approximately 85 percent was accounted for by airline tickets. The remaining 15 percent consisted of allied travel services, including hotels, rental cars, and entertainment. Of these, the majority consisted of hotel reservations. Less than one percent was accounted for by the sale of traveler‟s checks. One of the members of management offered the analogy of a businessman entering a clothing store. If a customer purchases a suit, the salesclerk asks if the customer might need a new shirt or tie to go with the suit. Travel agents are no different. They write a ticket from Chicago to Hong Kong or London for a client and never bother to ask if the client needs hotel accommodations, rental cars, travelers checks, or other services that an agency handles. The president of International Travel had tried to encourage the sales force to sell other services but felt that they seemed uninterested in taking the time and effort required. The president believed that maximizing sales of the complete product mix would lead to maximum profits and that something must be done to encourage cross-selling.
1. What can be done to encourage the sales force to engage in more cross-selling?
2. Discuss what is needed in terms of sales incentives and sales controls to achieve the objectives of International Travel Agency.
Caselet 2
TANGLEWOOD PARK: VANTAGE GOLF TOURNAMENT
Tanglewood Park has a budget of $4.8 million per year and golf is the primary moneymaker for the park, but over the past four years, Tanglewood has steadily lost money on its golf greens. In 1994, golfers paid about $1 million to play on the championship course where the Vantage is held. However, the amount of maintenance needed to keep this course in top shape and the loss of revenue when the course is shut down for repairs have created an economic problem. The general public who pays county taxes has been restricted from the greens to ensure that the course will be in shape for the Vantage tournament. Revenue from the championship course was expected to be $428,000 less in 1997 than in 1994. “We‟re trying to product our investment,” said Rich Schmidt, finance officer for the park. The dilemma is that golfers who are viewed as “big-buck spenders” want to play where the pros play, said Francie Bray, director of marketing for the park. How much does the county get from these players and the thousands of visitors who attend the three-day tournament? Nobody knows! Officials with the Country Tourism and Development Authority don‟t know and neither do officials of the tournament, but most are from Forsyth and surrounding counties. So its doubtful that these people add much revenue to the county. They don‟t stay in hotels or make extra trips to the restaurant as a result of the tournament. Many observers feel that the only real spenders are the 500 people directly associated with the Vantage. That includes golfers, caddies, guest, and the media, said Richard Habeggar, tournament director. John Wise, general manager of the Adam‟s Mark Hotel in nearby Winston-Salem, said he expects some of the 615 rooms to be filled with tournament guests, but when asked how much the tournament helped, he said, “That‟s tough to say. If we didn‟t have the Vantage, we‟d attract business from other events.” An official from the Ramada Inn said that the 147 rooms for the tournament period were booked, but some had been sold to people attending weddings. Despite a budget of $3 million by R.J. Reynolds to sponsor the Vantage, the company started the 1996 tournament with a $250,000 deficit. Tournament officials have noticed a slump in ticket sales and cut expenditures by airing the event on the Golf Channel rather than ESPN, which broadcast the event for ten years. Pete Brunstetter said he wasn‟t certain of the future for the tournament but said that the county couldn‟t help to subsidize it. The lack of reliable statistics concerning the economic advantages of the tournament to the county and to the local visitor industry undoubtedly hurt. Elected officials responsible for the careful expenditure of tax money and professional managers of a county
Examination Paper of Hospitality Management
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IIBM Institute of Business Management
public park must support their decisions. The absence of reliable data makes it nearly impossible to mount a defense the public will accept.
1. The county commissioners need information to make a decision on the golf tournament. Using the marketing research process, develop a research plan that will provide the commissioners with the information they need.
2. Explain why it is important on the economic contribution of social events, both before and after the event.
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. What is the meaning of Tourism Marketing? How would you explain the role of Tourism organization in Tourism Marketing?
2. Identify a restaurant or hotel market segment in your community that you feel would be a good market segment to target. Explain the marketing mix you would put together to go after this market segment.
END OF SECTION C
S-2-300813


DIGITAL MARKETING IIBM EXAM ANSWER PROVIDED

DIGITAL MARKETING IIBM EXAM ANSWER PROVIDED

Examination Paper of Digital Marketing
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Digital Marketing
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple choice and Short Note type questions
 Answer all the questions.
 Part one carries 1 mark each and Part Two carries 5 marks each.
Part One:
Multiple choices:
1. If Coca-Cola were to pay Web surfers a small fee to watch their ads, these ads would be called:
a) Interstitials.
b) Content sponsorships.
c) Banner ads.
d) Browser ads.
2. Which of the following marketing practices would be about the same thing as the Internet
practice of viral marketing?
a) coupon clipping
b) word-of-mouth marketing
c) disintermediation
d) Tele-marketing
3. Which of the following Web sites is the best illustration of a Web community?
a) Ben& Jerry‘s Ice Cream—www.benjerry.com.
b) Nike—www.nike.com.
c) Hallmark Greeting Cards—www.hallmark.com.
d) ivillage—www.ivillage.com.
4. Jack Strong would like to receive up-to-date financial information so he can carefully manage
his financial portfolio. He decides to use Internet Financial Network‘s Info gate to supply
financial news, market data, and real-time stock quotes to his PC. Internet Financial Network is
supplying Mr. Strong with a ____________service.
a) Portal
b) corporate Web site
c) Webcasting
d) Interstitial
5. Webcasting is also known as _____________, as it affords an attractive channel through which
online marketers can deliver their Internet advertising or other information content.
a) pull programming
b) push programming
c) customized programming
d) viral programming
Examination Paper of Digital Marketing
2
IIBM Institute of Business Management
6. Along with its considerable promise, e-commerce faces many challenges. All of the following,
according to the text, would be among those challenges EXCEPT:
a) Poor revenue potential.
b) Limited consumer exposure and buying.
c) Skewed user demographics and psychographics.
d) Chaos and clutter.
7. Online users still tend to be somewhat more upscale and more technology-oriented than the
general population. Which of the following e-commerce challenges most appropriately
corresponds with this statement?
a) ethical concerns
b) limited consumer exposure and buying
c) skewed user demographics and psychographics
d) chaos and clutter
8. One study found that a Web site must capture a Web surfer‘s attention within eight seconds or
lose them to another site. Which of the following e-commerce challenges most appropriately
corresponds with this statement?
a) ethical concerns
b) security
c) skewed user demographics and psychographics
d) chaos and clutter
9. The Johnson Company is seeking to expand its business onto the ―informati on highway‖ made
possible by recent advances in technology. To do this, the Johnson Company would most likely
choose the:
a) Internet.
b) Intranet.
c) Extranet.
d) Compunet.
10. Which of the following is not the example of business to consumer (B to C) e-commerce?
a) Amazon.com
b) e-bay.com
c) Dell.com
d) Lastminute.com
Part Two:
1. Differentiate between house of brands and branded house strategies in the context of the
virtual medium offered by the internet. Use corporate examples to illustrate your viewpoint
2. What are the different types of online advertisements?
3. Write a short note on adaptive conversation.
4. What is CGM? How can companies use CGM as an organizational resource to generate
positive word-of-mouth for its consumers?
END OF SECTION A
Examination Paper of Digital Marketing
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
DOMINO’S
Organised Pizza business in India is 12 years old. It started when Domino‘s and Pizza Hut, the two
biggest Pizza chains with origins in US entered India and set up stores. Before that the only pizzas
that Indians were used to were from a very few Italian restaurants and chains like Nirula‘s. Pizzas
were also served in 5 star hotels and were considered a very premium food back then. The category
consumers are the young Indians in the age group of 18 to 35 yrs. from SEC A and B. Domino‘s
started its first store in India in 1995. Today, with 576 stores across 123 cities in India (as of 31st
March 2013), Domino‘s is the market leader in the organized Pizza category with 67% market share
and also the largest International QSR chain in the country. The environment is a self-service,
hygienic, air-conditioned environment with cheerful but not decorative interiors, often with seating
for 15 to 40 customers. Our stores are self-service without any cutlery and customers eat out of Pizza
boxes and with their hands.
In the following years, the campaigns were more product / promotion centric. The 30 mins or free
delivery promise became one element of the Ads. The brand positioning continued to be ‗Hungry
Kya?‘ The focus was to position the brand as the makers of great tasting pizzas. This was done
through the launch of many new indulging Pizza products with communication revolving around new
and tasty products & craving for the Domino‘s pizza. The delivery occasion was retained as a context
of all the communication. Some of the successful launches were 3 Cheese Pizza, Double Burst Pizza,
Double Cheese Crunch Pizza, Cheese Burst Pizza, Calzone, and Stuffed Crunch Pizza. However, we
were still seen as an expensive brand and it continued to be an opportunity for further growth. In
2006, we cracked this code as well with the launch of Fun Meal range of pizzas starting at 45/- price
point. In 2008, we launched the Pizza Mania range of Pizzas starting at Rs 35/-, and since then we
have become a mass player in the category straddling the entire spectrum of price points and
consumer requirements. The Pizza Mania launch made us a very accessible brand and we had lot of
new customers coming into our stores who had never tried pizzas before in their lives.
Questions:
1. How do we drive the frequency of our existing consumers and gain more share of eating out /
out-of-home food occasions?
2. How do we remain relevant in our positioning ‗Yeh Hai Rishton ka time‘ & further
impregnate it in consumer minds across 120+ cities in India where we are present and new
cities we are moving into?
Caselet -2
BlackBerry
Research in Motion is a leading manufacturer of wireless devices. The Canadian company‘s
Examination Paper of Digital Marketing
4
IIBM Institute of Business Management
breakthrough product was and continues to be the BlackBerry. However, the business faces a number
of strategic challenges. RIM has seen its stock performance stagnate while rivals such
as Apple and Google have performed strongly and started to erode its market dominance.A number of
strategic shifts in the Smartphone market have affected the company adversely. First, Apple has
fundamentally changed the sector with the launch of the iPhone. The device has established a
dominant position, especially in the consumer segment, and is now making inroads in the corporate
market that has traditionally been BlackBerry‘s dominant space. More recently, Apple has entered the
tablet PC market with the iPad. Second, the sharp growth in take-up of smart phones using Google‘s
Android operating system is also eating into BlackBerry‘s market share. These two challenges have
had a double-whammy negative impact on RIM as both volume growth and margins have eroded with
increased competition high quality global journalism requires investment. While some investors and
analysts have called for a dramatic change in RIM‘s operations, others fear that the company will
dilute its core competence by trying to compete with the iPhone and the Android platform. Instead,
RIM has taken a multipronged strategic approach. First, the company has strengthened its presence in
the enterprise market by introducing a number of new BlackBerry models, many of which have
improved touch screens to make the user experience more akin to competitor devices. Second, the
company has made strides in getting its ―App Store‖ off the ground. While it still lags behind the
iPhone and Android app stores, it has reached a critical mass with more than 15,000 apps, which at
least gives it a presence. A number of strategic shifts in the Smartphone market have affected the
company adversely. Second, the sharp growth in take-up of Smartphone using Google‘s Android
operating system is also eating into BlackBerry‘s market share. In recent years, avid BlackBerry users
were tempted by the iPhone. Now, the BlackBerry line has all the multimedia functionality of the
competitors, along with its core strength of security. The company‘s recent marketing strategy
showcasing the multimedia and social networking functionality of devices also suggests that RIM is
serious about expanding its consumer market share.
1. Blackberry usually launches significant campaigns for the promotion of its product ranges. List all
the campaigns where blackberry has attempted to use the behavioral Internet theory for marketing.
2. Make a chart to analyze success and failure points of the brand.
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
Examination Paper of Digital Marketing
5
IIBM Institute of Business Management
1. How can companies like Apple make use of influential individuals after identifying them?
Can the company benefit from a blogger outreach programme or a community programme or
use WhatsApp for leveraging influential customers?
2. Identify and list tools being used by companies for online campaign management.
END OF SECTION C
Examination Paper of Digital Marketing
6
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Social Media Marketing
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple choice and Short Note type questions
 Answer all the questions.
 Part one carries 1 mark each and Part Two carries 5 marks each.
Part One:
Multiple choices:
1. Internet advertising has some weaknesses because
a) It cannot reach a global audience
b) It does not deliver good targeted reach
c) It is not easy to track
d) It is not emotive
2. Which of the following is not a weakness of using online in the media plan?
a) It is not emotive
b) It is subject to high levels of clutter
c) It can reach a global and local audience
d) It can be intrusive
3. Mobile marketing to-date is most successful among
a) Asian consumers
b) Younger consumers
c) Spanish consumers
d) American consumers
4. Mobile marketing has innovative ways to reach the consumer. Which of the following is not
one of them?
a) Barcode calls-to-action
b) Mobile apps
c) Yellow pages advertising
d) Mobile retail payments
5. Geotargeting allows an advertising campaign to concentrate on a fixed locale through mobile
technology
a) True
b) False
6. One advantage of Mobile marketing is that it is not
a) Inferior in its creative possibilities
b) Place-based media
c) Prone to security breaches
d) Dependent on GPS systems
Examination Paper of Digital Marketing
7
IIBM Institute of Business Management
7. Mobile marketers are able to reach audiences
a) In real time
b) Using a ‗push‘ strategy
c) Using a ‗pull‘ strategy
d) All of the above
8. The statistics on unique visitors on a mobile device are highly reliable
a) True
b) False
9. One weakness of using mobiles in a media plan is
a) The message is long-lived
b) Privacy issues are of great concern among mobile users
c) All devices are standardized for easy use across operating systems
d) Rich content delivery is better than on a computer
10. SIM stands for
a) Web 2.0 technologies
b) Social Instant Medium
c) Social Influence Marketing
d) Social Media Marketing
Part Two:
1. What is Social CRM? What are its functions and benefits?
2. What are the advantages and disadvantages of Search Engine Marketing?
3. Explain the elements of Online Promotion Mix in Marketing.
4. Explain in detail the basis and types of Market Segmentation.
END OF SECTION A
Section B: Caselets (40 marks)
 This section consists of Caselets.
 Answer all the questions.
 Each caselet carries 20 marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet – 1
Footwear
You are a leading local manufacturer of premium footwear and aspire to expand your brand.
On the basis of above. Answer the following questions:
1. What will be your broad strategy to use the Internet for your goals?
2. Explain briefly steps you would adopt to make your website.
Examination Paper of Digital Marketing
8
IIBM Institute of Business Management
3. Explain innovative ways through which you will attract people to your website and make them
buy.
Caselet – 2
Twitter and Lok Sabha Elections 2014
Twitter is characterized by micro blogging – content, that is, short and on target, courtesy the 140
character requirement. The medium found immense appeal amongst the politicians and also became
an online battle ground between rival parties.
The ease of usage and the rapid proliferation of content made it a hangout of veterans such as
Narendra Modi, Arvind Kejriwal, Shushma Swaraj, amongst others. The content hosted on Twitter
soon became the basis for political debates on Television. Twitter, India setup a dedicated vertical
whose mandate was to get political parties, politicians and influencers to engage with their audience
on Twitter. Acceptance of the virtual world and the convenience provided by the medium to reach the
masses was the flavour of the year.
1. How did Facebook, Twitter, and Google use innovative techniques to facilitate conversations and
election coverage?
2. How did political parties pro-actively react to the changes in society, education and Internet
Literacy and make use of the Internet to target the youth?
END OF SECTION B
Section C: Applied Theory (30 marks)
 This section consists of Long Questions.
 Answer all the questions.
 Each question carries 15 marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. How can a company use YouTube strategically for its brand communication? Why is YouTube
such an important site in terms of search?
2. Explain with an example, how Google Analytics helps you measure traffic on your website?
How is the data helpful for your overall marketing efforts?
END OF SECTION C


IIBM MBA FIRST SEMESTER EXAM ANSWER PROVIDED

Examination Paper of Business Communication
IIBM Institute of Business Management
• This section consists of multiple choices and Short Notes type questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B109
Examination Paper Business Communication
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The most important goal of business communication is_________. (1)
a) favorable relationship between sender and receiver
b) organizational goodwill
c) receiver response
d) receiver understanding
II. Down ward communication flows from_________ to_________. (1)
e) Upper to lower
f) Lower to upper
g) Horizontal
h) Diagonal
III. Horizontal communication takes place
between_________. (1)
a. superior to subordinate
b. subordinate to superior
c. employees with same status
d. none of these
IV. The study of communication through touch is_________. (1)
a. chronemics
b. haptics
c. proxemics
d. semantic
V._____________ channel of communication is known as grapevine (1)
a. Formal
b. Informal
c. Horizontal
d. Vertical
VI. The following is (are) the most effective ways of communication. (1) a. Verbal b. Non verbal c. Written d. All of the above
Examination Paper of Business Communication
IIBM Institute of Business Management
END OF SECTION A
• This section consists of Caselets.
• Answer all the questions.
• Each Caselet carries 20marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. The handshake that conveys confidence is (1)
a. Limp
b. Firm
c. Loose
d. Double
VIII. ________ of the letter consists of main message. (1)
a. Heading
b. Body
c. Greeting
d. Closing
IX. Body of a letter is divided into ________
parts. (1)
a. 1
b. 2
c. 3
d. 4
X. X. A persuasive message will fail if_____ (1)
a. it does not focus on what is in it for the reader
b. it only lists facts
c. it moves too slowly
d. all of the above
Part Two:
1. Brief Grapevine communication? (5)
2. List the 7 C’s of Communication? (5)
3. Describe the various barriers of communication? (5)
4. Write the negotiation process. (5)
Section B: Caselets (40 marks)
Caselet 1
Barry and Communication Barriers Effective Communication as a Motivator One common complaint employees voice about supervisors is inconsistent messages – meaning one supervisor tells them one thing and another tells them something different. Imagine you are the supervisor/manager for each of the employees described below. As you read their case, give
Examination Paper of Business Communication
IIBM Institute of Business Management
consideration to how you might help communicate with the employee to remedy the conflict. Answer the critical thinking questions at the end of the case then compare your answers to the Notes to Supplement Answers section. Barry is a 27-year old who is a foodservice manager at a casual dining restaurant. Barry is responsible for supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Barry is Serv Safe® certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and hand washing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Barry in his food safety efforts because they know if a food safety outbreak were ever linked to their restaurant; it would likely put them out of business. Still, the owners note there are additional costs for training and making sure food is handled safely. One day Barry comes to work and is rather upset even before he steps into the restaurant. Things haven’t been going well at home and he was lucky to rummage through some of the dirty laundry and find a relatively clean outfit to wear for work. He admits he needs a haircut and a good hand scrubbing, especially after working on his car last evening. When he walks into the kitchen he notices several trays of uncooked meat sitting out in the kitchen area. It appears these have been sitting at room temperature for quite some time. Barry is frustrated and doesn’t know what to do. He feels like he is beating his head against a brick wall when it comes to getting employees to practice food safety. Barry has taken many efforts to get employees to be safe in how they handle food. He has huge signs posted all over the kitchen with these words: KEEP HOT FOOD HOT AND COLD FOOD COLD and WASH YOUR HANDS ALWAYS AND OFTEN. All employees are given a thermometer when they start so that they can temp food. Hand sinks, soap, and paper towels are available for employees so that they are encouraged to wash their hands frequently.
Questions
1. What are the communication challenges and barriers Barry faces? (10)
2. What solutions might Barry consider in addressing each of these challenges and barriers? (10)
Caselet 2
Mr. Dutta, newly appointed president of century Airlines, knew the company’s survival depended on customer service, which in turn depended on motivated employees. So he created the Century Spirit program to build team spirit by encouraging employee participation, individual initiative, and open communication. Among the program’s early successes was newspaper started by a group of flight attendants. The plane truth published information about benefits and work conditions as well as feature stories and humorous articles. It quickly became popular not only with flight attendant but with pilot, machinists, and baggage handlers.
As time went on, though, the plane truth began to run articles critical of the company. When management cut back worker’s hours, the, newspaper questioned what sacrifices the executive were making. When the technical services department releases figures showing long turnaround times, the paper questioned the machinist’s work ethic. Worried that customer might see the newspaper; Mr. Dutta wanted to cancel it. The president of the flight attendants union also wanted to see it was stirring up trouble with the machinists.
Examination Paper of Business Communication
IIBM Institute of Business Management
• This section consists of Applied Theory Questions.
• Answer all the questions.
• Each question carries 15marks.
• Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
Ms. Rachel, Century’s human resource director, was asked to stop the publication. But she hesitated. She knew the employee morale was on the brink, but she did not know whether the newspaper was venting worker’s frustrations and reinforcing team spirit or stirring up old animosities and bringing the whole company down. Was it creating more tension than unity or vice-versa?
Questions
1. What Communication issues are involved at Century Airlines? (10)
2. What Communication Channels are being Utilized (10)
Section C: Applied Theory (30 marks)
1. Explain the various non verbal communications with an example in business
Scenario? (15)
2. Delineate the types of parts of business report writing? (15)
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Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B102
Examination Paper
Human Resource Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.The following is (are) concerned with developing a pool of candidates in line with the human resources plan (1)
a) Development
b) Training
c) Recruitment
d) All of the above
II. The following is (are) the key components of a business process Re-engineering program? (1)
a) Product development
b) Service delivery
c) Customer satisfaction
d) All of the above
III. The actual achievements compared with the objectives of the job is (1)
a) Job performance
b) Job evaluation
c) Job description
d) None of the above
IV. Performance development plan is set for the employee by his immediate boss. (1)
a) Employer
b) Department Head
c) Immediate boss
d) Any of the above
V.The following type of recruitment process is said to be a costly affair. (1)
a) Internal recruitment
b) External recruitment
c) Cost remains same for both types VI. The following is (are) the objective(s) of inspection. (1) a) Quality product b) Defect free products c) Customer satisfaction d) All of the above
Examination Paper of Human Resource Management
IIBM Institute of Business Management
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
VII. Which of the following is an assumption of rationality to rationale decision making? (1)
a. Preferences are clear
b. Final choice will maximize payoff
c. The problem is clear and unambiguous
d. All of the above
VIII. ___________ is accepting solutions that are “good enough”. (1)
a. Bounded rationality
b. Satisficing
c. Escalation of commitment
d. None of the above
IX. The three important components in aligning business strategy with HR practice: (1)
a) Business Strategy, Human Resource Practices, Organizational Capabilities
b) Marketing Strategy, Human Resource Practices, Organizational Capabilities
c) Business Strategy, Human Resource Practices, Organizational structure
X. The basic managerial skill(s) is(are) (1)
a) To supervise
b) To stimulate
c) To motivate
d) All of the above
d) Marketing Strategy, Human Resource
Practices, Organizational structure
Part Two:
1. What is the nature of Human Resource Management? (5)
2. What is Human Resource Development (HRD) (5)
3. Discuss the future trends and challenges of HRM? (5)
4. What is manpower planning? (5)
Section B: Caselets (40 marks)
Examination Paper of Human Resource Management
IIBM Institute of Business Management
Caselet 1
Sanjay Nagpal is a new recruit from a reputed management institute. He is recruited as a sales trainee in a sales office of a large computer hardware firm located in Chennai.
Raghvan is the zonal sales manager responsible for overseeing the work of sales officer, field executives and trainee salesmen numbering over 50 of three areas namely Chennai, Bangalore, and Trivandrum.
The sales growth of the products in his area was highly satisfactory owing to the developmental initiatives taken by respective State Governments in spreading computer education.
Raghvan had collected several sales reports, catalogues and pamphlets detailing the types of office equipment sold by the company for Sanjay’s reference.
After short chat with Sanjay, Raghvan assisted him to his assigned desk and provided
him with the material collected. Thereafter Raghvan excused himself and did not return.
Meanwhile, Sanjay scanned through the material given to him till 5:00pmbefore leaving
office.
Questions
1. What do you think about Raghavan’s training program? (10)
2. What method of training would have been best under the circumstances? Would you consider OJT, simulation or experiential methods? (10)
Caselet 2
Preeti was promoted three months ago from reservations supervisor to front-desk manager for Regency Hotel, an independent, 330-room hostelry. She enjoys her new management responsibilities and is pleased that the occupancy rate averaged 94 percent last month, way above the industry average. But at times she feels stressed by the confusion of managing all front-end operations of the hotel, from reservations and cashiering to the bell desk and concierge. She feels most at home handling the reservation function, a task she always enjoyed as a trainee because she likes to help people. About once a week the staff in the reservation function overbooks rooms, usually because of incomplete scans of conference sales files. Customers with reservations w,0110 arrive late are upset when they have to be referred 1, nearby hotels. Whenever overbooking occurs, Ms. eti takes over direct control of the reservations operation herself, often personally handling reservations for two or three days until order seems to return.
But sometimes while Ms. Preeti is off focusing on the reservations task, other problems arise. On five days last month, clerks at the reception desk checked in every “walk-in” who appeared without reservations. They assumed there would be ample no-shows among those holding reservations. On one occasion, Regency ended up oversold by 24 rooms. Mr. Alex, the hotel general manager, is concerned about Ms. Preeti’s development into her new management position. He knows Ms. Preeti is proud of the high occupancy levels (which mean greater profits) and doesn’t want to destroy that pride. However, he sees her as more interested in
Examination Paper of Human Resource Management
IIBM Institute of Business Management
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B
individual staff tasks (such as making reservations) than in the complexities of managing, training, and motivating her staff. He has talked with Ms. Preeti about balancing her activities as a manager. Alex emphasized that she needs to make sure her staff knows the systems and guidelines and be firm with employees who continue to check in guests when the hotel obviously will be overbooked. He plans to meet with her in a three-month performance review to see if he can shift her motivational expectations about the job.
Question:
1. Do Ms. Preeti’s problems seem to be the result of her lack of motivational immaturity or of her lack of motivational attention to her people? (20)
Section C: Applied Theory (30 marks)
1. What are the future challenges before managers? (15)
2. What is the process of HRP? (15)
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Examination Paper of Marketing Management
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B104
Examination Paper
Marketing Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.“Image building” objectives are common in _____ type of market structure. (1)
a) Competition
b) Oligopoly
c) Monopoly
d) Monopsony
II. The concept of marketing mix was developed by______ (1)
a) N.H Borden
b) Philip Katter
c) Satanton
d) W.Anderson
III. Marketing mix consists of ___ (1)
a) Production recognition
b) Price structure
c) Distribution planning
d) All of these
IV. The concept of marketing mix involves a deliberate and careful choice of organization, product, price promotion, place strategies and___ (1)
a) Policies
b) Concept
c) Planning
d) All of these
V.Operating cost for new system is added into implementation cost and is then divided by gains by improvements in productivity is called (1)
a) Economic Value Added
b) Analysis Of Benefits
c) Return On Investment
d) Return On Public Offering VI. Pricing strategy used to set prices of products that are must be used with main product is called (1) a) Optional Product Pricing b) Product Line Pricing c) Competitive Pricing d) Captive Product Pricing e
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Marketing Management
IIBM Institute of Business Management
VII. New product pricing strategy through which companies set lower prices to gain large market share is classified as
(1)
a. Optional Product Pricing
b. Skimming Pricing
c. Penetration Pricing
d. Captive Product Pricing
VIII. Company marketing mix that target market segments very broadly is called (1)
a. Mass Marketing
b. Segmented Marketing
c. Niche Marketing
d. Micromarketing
IX. What does the term PLC stands for?
(1)
a) Product life cycle
b) Production life cycle
c) Product long cycle
d) Production long cycle
X. Which of the following is not a characteristic of “Market Introduction Stage” in PLC? (1)
a) Demands has to be created
b) Costs are low
c) Makes no money at this stage
d) Slow sales volume to start
e) There is little or no competition
Part Two:
1. Name and define the four Ps of the marketing mix? (5)
2. Definition of ‘Pricing Strategies’? (5)
3. What is the role of a Marketing Plan? (5)
4. Describe the difference in Push & Pull distribution strategies? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Marketing Management
Caselet1
Because of its imaginative marketing, excellent new products, and fine service to customers, the Westside Business Computers and Equipment Company grew to be a leader in its field, with sales over Rs. 100 crores annually, high profit margins, and continually rising stock prices. It became one of the favorites of investors, who enjoyed its fast growth rate and high profits. But the president of the company, Mr. Desai, soon realized that the organization structure, which had served the company so well, no longer fitted the company’s needs.
For years the company had been organized along functional lines, with vice-presidents in charge of production, purchasing, finance, marketing, personnel, engineering, and research and development. In its growth, the company had expanded its product lines beyond business computers to include photocopying machines, projectors, and motion-picture cameras. As time passed on, concern had arisen that its organization structure did not provide for profit responsibility below the office of the president, did not appear to fit the far-flung nature of the business now being conducted in many foreign countries, and seemed to emphasize the “walls” impeding effective coordination between the functional departments of marketing, production, and engineering. There seemed to be too many decisions that could not be made at any level lower than the president’s office.
As a result, Mr.Desai decentralized the company into fifteen independent domestic and foreign divisions, each with complete profit responsibility. However, after this reorganization was in effect, he began to feel that the divisions were not adequately controlled. There developed considerable duplication in purchasing and personnel functions, each division manager ran his or her operations without regard to company policies and strategies, and it became apparent to the president that the company was disintegrating into a number of independent parts.
Having seen several large companies get into trouble when a division suffered large losses, Mr.Desai concluded that he had gone too far with decentralization. As a result, he withdrew some of the authority delegations to the division managers and required them to get top corporate management approval on such important matters as (1) any capital expenditures over Rs.5,00,000 (2) the introduction of any new products, (3) marketing and pricing strategies and policies, (4) plant expansion, and (5) changes in personnel policies.
The division general managers were understandably unhappy when they saw some of their independence taken away from them. They openly complained that the company was not very sure about the organizational structure that it wants to follow. The president, worried about his position, calls you in as a consultant to advise him on what to do.
Questions
1. Do you agree on what Mr. Desai did to regulate control was correct? (10)
2. What would you have done under these circumstances? (10)
Caselet2
IIBM Institute of Business Management
Examination Paper of Marketing Management
Mr. Sachin, the Sales manager of the Blue Ridge Furniture Company, had just completed a two-week trip auditing customer accounts and prospective accounts in the southern states. His primary intention was to do follow-up work on prospective accounts contacted by sales staff members during the past six months. Prospective clients were usually furniture dealers or large department stores with furniture departments.
To his amazement, Mr. Sachin discovered that almost all the so-called prospective accounts were fictitious. The people had obviously turned in falsely documented field reports and expense statements. Company salespeople had actually called upon 3 of 22 reported furniture stores or department stores. Thus. Mr. Sachin summarized that salespeople had falsely claimed approximately 85 percent of the goodwill contacts. Further study showed that all salespeople had followed this general practice and that not one had a clean record.
M r. Sachin decided that immediate action was mandatory although the salespeople were experienced senior individuals. Angry as he was, he would have preferred, firing them. But he was responsible for sales and realized that replacing the staff would seriously cripple the sales program for the coming year.
Questions
1. As Mr. Sachin, what would you do now to resolve the problem of the false reports? (10)
2. What could Mr. Sachin have done to prevent this problem? (10)
Section C: Applied Theory (30 marks)
1. What is marketing mix in marketing management? What are the seven (7) elements of marketing? (15)
2. What are the goals or objectives of marketing? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B

Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
IIBM Institute of Business Management
Subject Code-B105
Examination Paper
Organizational Behaviour
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I.Scientific Management approach is developed by (1)
a) Elton Mayo
b) Henry Fayol
c) F.W. Taylor
d) A. Maslow
II. What sort of goals does Management by Objectives (MBO) emphasize? (1)
a) Tangible, verifiable and measurable
b) Achievable, controllable and profitable
c) Challenging, emotional and constructive
d) Hierarchical, attainable and effective
III. What is the most relevant application of perception
concepts to OB? (1)
a. The perceptions people form about each other
b. The perceptions people form about their employer
c. The perceptions people form about their culture
IV. Goal setting theory is pioneered by (1)
a. Stacy Adams
b. Charms
c. Edwin Locke
d. F. W. Taylor
d. The perceptions people from about society
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Organizational Behaviour
IIBM Institute of Business Management
V. Which of the following is/are not organizational factors causing stress? (1)
a. Task demand
b. Role demand
c. Role conflict
d. Satisfaction VI. In which stage of the conflict process does conflict become visible? (1) a. Illumination b. Intentions c. Behavior d. Cognition
VII. In ————–leadership, there is a complete centralization of authority in the leader
(1)
a. Democratic
b. Autocratic
c. Free rein
d. Bureaucratic
VIII. Which of the following is not a contingency theory of leadership?
a. LPC theory
b. Path Goal theory
c. Vroom-Yetton-Jago theory
d. Job centered Leadership
IX. A technique to bring changes in the entire organization, rather man focusing attention on individuals to bring changes easily. (1)
a. Organizational development
b. Organizational change
c. Organizational culture
d. Organizational conflicts
X. Which one is not a Process Based Theory of motivation? (1)
a) Porter Lawler Theory
b) Mcclelland’s Theory
c) Stacy Adams Theory
d) Vroom’s Theory
Part B:
1. Define Scientific Management. (5)
2. Explain Management by Objectives (MBO). (5)
3. Explain Five-Stage Model of group development. (5)
4. Write short note on Trait Theory. (5)
END OF SECTION A
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
Section B: Caselets (40 marks)
Caselet1
Ms. Priyanka is a store manager of one of the fourteen Hàppy Home Furniture outlets that are located at all the major cities in the country. Her staff consists of twelve salespersons and support personnel. Each salesperson. is paid commission based on sales. All the salespersons are expected to do other tasks, such as assisting the merchandise manager, arranging the displays, and handling customer complaints. These tasks, and a few others, are to be shared equally among the sales persons.
The store’s sales target is established at the headquarters of the furniture chain. This target is divided by the number of salespersons and each is expected to meet his or her personal target Mr. Ranjan, is the top salesperson at the outlet. When he misses his sales goal, which seldom happens, the store’s target is usually not met. Ranjan, however, often does not help in doing the common tasks, much to the frustration of the other eleven salespeople, who feel that if they do not handle the common tasks, they will be fired.
Recently, Ms. Priyanka noticed that one of her salespeople, Mr. Manish„ made careless errors, neglected clients, and did not do his share of the common tasks. When confronted by the store manager, he complained about Mr. Ranjan., who, in his opinion, got away with doing almost nothing. After this discussion, Ms. Priyanka began to observe the salespersons more closely and noticed that most of them neglected their work and were not cooperative.
The store manager felt that something had to be done. A talk with Mr. Ranjan had little effect. Yet, the store needed Ranjan because of his excellent sales record. On the other hand, the morale of the other salespersons had begun to deteriorate.
Questions:
1. What Should Ms. Priyanka do? (10)
2. What are the standards of performance? Should they be changed? If so, in what ways? (10
Caselet2
MR. Ketan Parekh had worked his way up through the technical arm of ANC Company to become chief Engineer and the General Manager of the Avionics Division. He was an important inventor and innovator, in basic frequency-modulated continuous wave (FM-CW) Doppler radar technology. This Fm-cw technology gave Avionics a world leadership position in Doppler radar equipment design and production, All Avionics equipment design were state of the art at the time of their design, a result of the importance research and development engineering for the department’s future.
As the division grew and Avionics’s success with Doppler systems brought large increases in sales, Mr. Ketan’s preoccupations became considerably more managerially than technical. He began to reassess some of his own thinking about organizations. The organization appeared too weak, both structurally and managerially, to cope with the increasing complexity of his
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
IIBM Institute of Organizational Behaviour
division’s activities. Mr. Ketan was finding it impossible to cope with the number of major decisions that had to be made. Six major programs and several minor ones were in different stages of design and/or production. All had different customers, sometimes in different countries. Every program’s product although they were all Doppler radar systems, was significantly different from every other one, particularly in its technology. Nevertheless the programs had to share manufacturing facilities, major items of capital equipment, and specialized functions. Mr. Ketan felt he had to find some way to force the whole decision process down to some level below his own.
Question:
1. What is the principal problem with ANC’s existing organizational Structure? (10)
2. How can the matrix form of organization assist Mr. Ketan? (10)
Section C: Applied Theory (30 marks)
1. What are the components of attitude? How does attitude determine the behavior of an
individual? (15)
2. Explain the factors that affect an organizational climate. What are the determinants of job satisfaction of employees inside the organization? (15)
S-2-010619
END OF SECTION B
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C

Examination Paper of Principles and Practices of Management
IIBM Institute of Business Management
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
IIBM Institute of Business Management
Subject Code-B101
Examination Paper
Principles and Practices of Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I. Management as a Science defines…..Tick the correct one.(1)
a) Perfection through practice
b) Practical Knowledge
c) Creativity
d) Test of Validity & Predictability
II. Indirect Reward involves: (1)
a. Wages
b. Provident Fund
c. Praise& Rewards
d. Incentives
III. This is the part of the management process which actuates the organization members to work efficiently and effectively for the attainment of organizational objectives. Which management function describes this? (1)
a) Planning
b) Organizing
c) Staffing
d) Directing
e) Controlling
IV. It is the function of manning the organization structure and keeping it
manned. The main purpose is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. (1)
a. Manpower Planning
b. Recruitment
c. Performance Appraisal
d. Staffing
e. Training & Development
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
V. This type of Organization flows “Flat Hierarchy”. (1)
a. Traditional
b. Modern
c. None of them
d. All of them
VI. It is deciding in advance – what to do, when to do & how to do. It bridges the gap from where we are & where we want to be.(1)
a. Staffing
b. Organizing c
c. Planning
d. Directing
e. None of them
VII. Decentralization may lead to the problem of co-ordination at the level of an enterprise as the decision-making authority is not concentrated. (1)
a. True
b. False
VIII. “Understanding” is the essence of communication. This only happens when there is an intention of not understanding and not being understood by those involved in a communication situation. (1)
a. True
b. False
IX. Here delegation is not entrusted the work neither he is given the responsibility and authority formally. It does not create any obligation.(1)
a. Formal Delegation
b. Informal Delegation
c. None of them
d. All of them
X. The organization must have a supreme authority and a clear line of authority should run from that person (or group) down through the hierarchy, e.g., from the Chairman—the Managing Director—Plant Manager— Production Manager— Foreman-rank and file of employees. (1) a. Principle of Delegation b. Principle of Balance c. Scalar Principle d. Principle of change
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
Part B:
1. Define Administration. In which respect it is different from
Management? (5)
2. What do you understand by the term “Level of Management”? Briefly describe the different levels of Management. (5)
3. Factors involved in Decentralization of Authority. (5)
4. Write a short note on the Principles of Unity of Command. (5)
Section B: Caselets (40 marks)
Caselet1
Rajiv Gupta, President of the Universal Food Products Company, was tired of being the only one in his company actually responsible for profits. While he had good vice-presidents in charge of advertising, sales, finance, purchasing, production, and product research, he realized that he could not hold any of them responsible for company profits, as much as he would like to. He often found it difficult even to hold them responsible for the contribution from their respective areas to company profits. The sales vice-president, for instance, had rather reasonably complained that he could not be fully responsible for sales when the advertising was ineffective, or in a situation when the products customers wanted were not readily available from manufacturing department, or when he did not have the new products he needed to meet market competition. Likewise, the manufacturing vice president had some justification when he made the point that he could not hold down costs and still be able to produce short runs so as to fill orders on short notice; moreover, financial controls would not allow the company to carry a large inventory of everything. Mr. Rajiv had considered breaking his company down into six or seven segments by setting up product divisions with a manger over each with profit responsibility. But he found that this would not be feasible or economical since many of the company’s branded food products were produced using the same equipment and used the same raw materials, and a salesperson calling on a store or supermarket could far more economically handle a number of related products ….than one or a few. Consequently, Mr. Rajiv came to the conclusion that the best thing for him to do was to set up six product managers reporting to a product marketing manager. Each product
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
manager would be given responsibility for one or a few products and would oversee for each product, all aspects of product research, manufacturing, advertising, and sales, thereby the person becoming responsible for the performance and profits of the products under his/her portfolio. Mr. Rajiv realized that he could not give these product managers actual line of authority over the various operating departments of the company since that will cause each vice president and his or her department to report to six product managers and the product marketing manager, as well as the president. He was concerned with this problem. But, he knew that some of the most successful larger companies in the world had used the product manager system. Mr. Rajiv resolved to put in the product manager system as outlined and hoped for the best. But he wondered how he could avoid the problem of confusion in reporting relationship
Questions
1. Do you agree with Mr. Rajiv’s program? If it were you, would you have done it differently? Explain. (10)
2. Exactly what is your suggestion that may help to avoid any confusion in this organizational structure? (10)
Caselet2
As Ms. Mansi began to devote all of her time to managing The Arbor, she was dismayed byfinding the anomalies what she believed to be a fairly haphazard management system. While the developer of the retail complex was clearly an astute entrepreneur, she began to feel that he had not paid enough attention to detail in the course of day-to-day operating procedures.
She and Mr. Das had learnt a lot about management from their experience with SLS. Mr. Das for example, had found that the most effective way of running the business involved buying only from reputable suppliers, keeping all plants well fertilized and pruned while they were in inventory, and checking with customers after landscape jobs had been completed to ensure that they were satisfied.
When she bought The Arbor, Ms. Mansi talked with a friend who managed a store at the regional shopping mall in town. Her friend explained how the mall development company had elaborate rules and procedures for its tenants. These rules and procedures dictated store hours, appearance standards, lease terms, promotional and advertising policies, and just about everything imaginable.
The Arbor, however, was a different story. There were no written policies for tenants. As a result, there was considerable variation in how they were managed. Some stores opened on Sunday or in the evening, for example, while others did not; some tenants had long-term leases while others had no current lease at all.
To address these and other issues, Ms. Mansi called a meeting of all the tenants and expressed her concerns. To her surprise, she found that they already were aware of each of her issues, as well as some others that she had not yet had time to consider. They argued, however, that the current system was really the best for The Arbor. As a small operation, each tenant knew all the others, and they worked together to keep things in good order. They thought it was fine that they kept different hours — few customers came to The Arbor just to walk around and shop. Customers usually came to visit specific stores and were aware of the store’s hours. The tenants even
IIBM Institute of Business Management
Examination Paper of Principles and Practices of Management
END OF SECTION B
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
expressed their opinion about the lease situation as a fine condition. Some wanted the security afforded by a lease, while others preferred the flexibility of no lease.
Questions
1. What are the different control examples illustrated in this situation? (10)
2. What kind of control systems might be the most useful for retailers? (10)
Section C: Applied Theory (30 marks)
1. Define Management & its functions? (15)
2. Explain the various concepts of Management. (15)
S-2-010619
END OF SECTION C

Examination Paper of Strategic Management
IIBM Institute of Business Management
IIBM Institute of Business Management
SubjectCode-B108 Examination Paper
Strategic Management
MM.100
Section A: Objective Type & Short Questions (30 marks)
Part one:
Multiple choice:
I. Horizontal integration is concerned with
(1)
a) Production
b) Quality
c) Product planning
d) All of the above
II. It refers to formal and informal rules, regulations and procedures that complement the company structure (1)
a) Strategy
b) Systems
c) Environment
d) All of the above
III. Strategic management is mainly the responsibility of (1)
a. Lower management
b. Middle management
c. Top management
d. All of the above
IV. Formal systems are adopted to bring ________ & amalgamation of decentralized units into product groups.
(1)
a. Manpower
b. Co-ordination
c. Production
d. All of the above
 This section consists of multiple choices and Short Notes type questions.
 Answer all the questions.
 Part one questions carry 1 mark each & Part two questions carry 5 marks each.
Examination Paper of Strategic Management
IIBM Institute of Business Management
IV.Like roots of a tree, ________of organization is hidden from direct view. (1)
a. Performance
b. Strategy
c. Core competence
d. All of the above
V. The actual performance deviates positively over the budgeted performance. This is an indication of ……….. Performance. (1) a. Superior b. Inferior c. Constant d. Any of the above
VI. Criteria for making an evaluation is (are)
(1)
a. Consistency with goals
b. Consistency with environment
c. Money
d. All of the above
VII. Changes in company ………. also necessitates changes in the systems in various degrees (1)
a. structure
b. system
c. strategy
d. turnover
VIII. Micro environment is the ………. environment of a company. (1)
a. Working
b. Human
c. External
d. Internal
X Techniques used in environmental appraisal are (1)
a.Single-variable
extrapolation/multivariable
interaction analysis
b.Structured/ unstructured
expert/inexpert opinion
c.Dynamic modes and mapping
d.All of the above
Part Two:
1. Distinguish between a strategy and tactics. (5)
2. Give an outline of relation between ‘Strategy and Customer’ in brief? (5)
3. Explain in brief the concept of strategic thinking? (5)
4. What are the basic elements of planning? (5)
Section B: Caselets (40 marks)
END OF SECTION A
 This section consists of Caselets.
 Answer all the questions.
 Each Caselet carries 20marks.
 Detailed information should form the part of your answer (Word limit 150 to 200 words).
IIBM Institute of Business Management
Examination Paper of Strategic Management
Caselet 1
Apple’s profitable but risky strategy
When Apple’s Chief Executive – Steven Jobs – launched the Apple iPod in 2001 and the iPhone in 2007, he made a significant shift in the company’s strategy from the relatively safe market of innovative, premium-priced computers into the highly competitive markets of consumer electronics. This case explores this profitable but risky strategy.
Early beginnings
To understand any company’s strategy, it is helpful to begin by looking back at its roots. Founded in 1976, Apple built its early reputation on innovative personal computers that were particularly easy for customers to use and as a result was priced higher than those of competitors. The inspiration for this strategy came from a visit by the founders of the company – Steven Jobs and Steven Wozniack – to the Palo Alto research laboratories of the Xerox Company in 1979. They observed that Xerox had developed an early version of a computer interface screen with the drop-down menus that are widely used today on all personal computers. Most computers in the late 1970s still used complicated technical interfaces for even simple tasks like typing – still called ‘word-processing’ at the time.
Jobs and Wozniack took the concept back to Apple and developed their own computer – the Apple Macintosh (Mac) – that used this consumer-friendly interface. The Macintosh was launched in 1984. However, Apple did not sell to, or share the software with, rival companies. Over the next few years, this non-co-operation strategy turned out to be a major weakness for Apple.
Battle with Microsoft
Although the Mac had some initial success, its software was threatened by the introduction of Windows 1.0 from the rival company Microsoft, whose chief executive was the well-known Bill Gates. Microsoft’s strategy was to make this software widely available to other computer manufacturers for a license fee – quite unlike Apple. A legal dispute arose between Apple and Microsoft because Windows had many on-screen similarities to the Apple product. Eventually, Microsoft signed an agreement with Apple saying that it would not use Mac technology in Windows 1.0. Microsoft retained the right to develop its own interface software similar to the original Xerox concept.
Coupled with Microsoft’s willingness to distribute Windows freely to computer manufacturers, the legal agreement allowed Microsoft to develop alternative technology that had the same on-screen result. The result is history. By 1990, Microsoft had developed and distributed a version of Windows that would run on virtually all IBM-compatible personal computers – see Case 1.2. Apple’s strategy of keeping its software exclusive was a major strategic mistake. The company was determined to avoid the same error when it
IIBM Institute of Business Management
Examination Paper of Strategic Management
came to the launch of the iPod and, in a more subtle way, with the later introduction of the iPhone.
Apple’s innovative products
Unlike Microsoft with its focus on a software-only strategy, Apple remained a full-line computer manufacturer from that time, supplying both the hardware and the software. Apple continued to develop various innovative computers and related products. Early successes included the Mac2 and PowerBooks along with the world’s first desktop publishing program – PageMaker. This latter remains today the leading program of its kind. It is widely used around the world in publishing and fashion houses. It remains exclusive to Apple and means that the company has a specialist market where it has real competitive advantage and can charge higher prices.
Not all Apple’s new products were successful – the Newton personal digital assistant did not sell well. Apple’s high price policy for its products and difficulties in manufacturing also meant that innovative products like the iBook had trouble competing in the personal computer market place.
Apple’s move into consumer electronics
Around the year 2000, Apple identified a new strategic management opportunity to exploit the growing worldwide market in personal electronic devices – CD players, MP3 music players, digital cameras, etc. It would launch its own Apple versions of these products to add high-value, user-friendly software. Resulting products included iMovie for digital cameras and I DVD for DVD-players. But the product that really took off was the iPod – the personal music player that stored hundreds of CDs. And unlike the launch of its first personal computer, Apple sought industry co-operation rather than keeping the product to itself.
Launched in late 2001, the iPod was followed by the iTunes Music Store in 2003 in the USA and 2004 in Europe – the Music Store being a most important and innovatory development. iTune was essentially an agreement with the world’s five leading record companies to allow legal downloading of music tracks using the internet for 99 cents each. This was a major coup for Apple – it had persuaded the record companies to adopt a different approach to the problem of music piracy. At the time, this revolutionary agreement was unique to Apple and was due to the negotiating skills of Steve Jobs, the Apple Chief Executive, and his network of contacts in the industry. Apple’s new strategy was beginning to pay off. The iPod was the biggest single sales contributor in the Apple portfolio of products.
In 2007, Apple followed up the launch of the iPod with the iPhone, a mobile telephone that had the same user-friendly design characteristics as its music machine. To make the iPhone widely available and, at the same time, to keep control, Apple entered into an exclusive contract with only one national mobile telephone carrier in each major country – for example, AT&T in the USA and O2 in the UK. Its mobile phone was premium priced – for
IIBM Institute of Business Management
Examination Paper of Strategic Management
example, US$599 in North America. However, in order to hit its volume targets, Apple later reduced its phone prices, though they still remained at the high end of the market. This was consistent with Apple’s long-term, high-price, high-quality strategy. But the company was moving into the massive and still-expanding global mobile telephone market where competition had been fierce for many years.
And the leader in mobile telephones – Finland’s Nokia – was about to hit back at Apple, though with mixed results. But other companies, notably the Korean company Samsung and the Taiwanese company, HTC, were to have more success later.
So, why was the Apple strategy risky?
By 2007, Apple’s music player – the iPod – was the premium-priced, stylish market leader with around 60 per cent of world sales and the largest single contributor to Apple’s turnover. Its iTune download software had been re-developed to allow it to work with all Windows-compatible computers (about 90 percent of all PCs) and it had around 75 percent of the world music download market, the market being worth around US$1000 million per annum. Although this was only some 6 percent of the total recorded music market, it was growing fast. The rest of the market consisted of sales of CDs and DVDs direct from the leading recording companies.
In 2007, Apple’s mobile telephone – the iPhone – had only just been launched. The sales objective was to sell 10 million phones in the first year: this needed to be compared with the annual mobile sales of the global market leader, Nokia, of around 350 million handsets. However, Apple had achieved what some commentators regarded as a significant technical breakthrough: the touch screen. This made the iPhone different in that its screen was no longer limited by the fixed buttons and small screens that applied to competitive handsets. As readers will be aware, the iPhone went on to beat these earlier sales estimates and was followed by a new design, the iPhone 4 in 2010.
The world market leader responded by launching its own phones with touch screens. In addition, Nokia also launched a complete download music service. Referring to the new download service, Rob Wells, senior Vice President for digital music at Universal commented: ‘This is a giant leap toward where we believe the industry will end up in three or four years’ time, where the consumer will have access to the celestial jukebox through any number of devices.’ Equally, an industry commentator explained: ‘[For Nokia] it could be short-term pain for long-term gain. It will steal some of the thunder from the iPhone and tie users into the Nokia service.’ Readers will read this comment with some amazement given the subsequent history of Nokia’s smart phones that is described in Case 9.2.
‘Nokia is going to be an internet company. It is definitely a mobile company and it is making good progress to becoming an internet company as well,’ explained Olli PekkaKollasvuo, Chief Executive of Nokia. There also were hints from commentators that Nokia was likely to make a loss on its new download music service. But the company was determined to ensure that Apple was given real competition in this new and unpredictable market.
IIBM Institute of Business Management
Examination Paper of Strategic Management
Here lay the strategic risk for Apple. Apart from the classy, iconic styles of the iPod and the iPhone, there is nothing that rivals cannot match over time. By 2007, all the major consumer electronics companies – like Sony, Philips and Panasonic – and the mobile phone manufacturers – like Nokia, Samsung and Motorola – were catching up fast with new launches that were just as stylish, cheaper and with more capacity. In addition, Apple’s competitors were reaching agreements with the record companies to provide legal downloads of music from websites.
Apple’s competitive reaction
As a short term measure, Apple hit back by negotiating supply contracts for flash memory for its iPod that were cheaper than its rivals. Moreover, it launched a new model, the iPhone 4 that made further technology advances. Apple was still the market leader and was able to demonstrate major increases in sales and profits from the development of the iPod and iTunes. To follow up this development, Apple launched the Apple Tablet in 2010 – again an element of risk because no one really knew how well such a product would be received or what its function really was. The second generation Apple tablet was then launched in 2011 after the success of the initial model. But there was no denying that the first Apple tablet carried some initial risks for the company.
All during this period, Apple’s strategic difficulty was that other powerful companies had also recognized the importance of innovation and flexibility in the response to the new markets that Apple itself had developed. For example, Nokia itself was arguing that the markets for mobile telephones and recorded music would converge over the next five years. Nokia’s Chief Executive explained that much greater strategic flexibility was needed as a result: ‘Five or ten years ago, you would set your strategy and then start following it. That does not work anymore. Now you have to be alert every day, week and month to renew your strategy.’
If the Nokia view was correct, then the problem for Apple was that it could find its market-leading position in recorded music being overtaken by a more flexible rival – perhaps leading to a repeat of the Apple failure 20 years earlier to win against Microsoft. But at the time of updating this case, that looked unlikely. Apple had at last found the best, if risky, strategy.
Questions
1. using the concepts in this chapter undertake a competitive analysis of both Apple and Nokia – who is stronger? (10)
2. What are the problems with predicting how the market and the competition will change over the next few years? What are the implications for strategy development? (10)
IIBM Institute of Business Management
Examination Paper of Strategic Management
Caselet 2
Mr. Ashwin is the marketing manager of the cosmetics. division of the Medwin Drug Company. The company was well known as a leader in new proprietary drug and toiletry products and had a good record of profitability. The cosmetics division had been especially successful in women’s toiletries and .1/4.-o..,unctitk.:s and in the introduction of new products, It always based its new-product development on market research respect to what Would appeal to women and, after almost invariably test marketing a new product in a few almost invarariably test marketing a new product in selected cities, launched it with a heavy advertising and sales promotion program. It had hoped in this way not only to get a large initial share of the markets but also to become so well entrenched that competitors. who soon copy a successful product would not dislodge it from its market share.
After being cautioned by the president of Medwin Drug about the necessity for watching costs more carefully, the division manager became increasingly concerned with two opposing factors in his marketing strategy: ( 1) test marketing of new products (offering them for sale first in a few test cities with area advertising and sales programs) tended increasingly to give competitors advance information on new products, and certain competitors had been able to copy a product almost as soon as Medwin could offer it nationally and profited thereby from Medwin’s advertising; and (2) national advertising and sales promotion expenses were rising so fast that a single major product failure would have an important impact on division profits, on which his annual bonus was primarily determined. On the one hand, he recognized the wisdom of test marketing, but he disliked the costs and dangers involved. On the other hand, he hardly wished to take an unknown risk of embarking on a national program until a test showed that the product did in fact have a good market demand. Yet, he wondered whether all products should be test marketed.
Mr. Ashwin was asked to put this problem to his marketing department subordinates and ask them what should be done. To give the strategy some meaning, he used as a case at point the company’s new hair conditioner which had been developed on the basis of promising, although preliminary, market research. He asked his sales manager whether he thought the product would succeed and what he thought his “best estimate” of sales would be. He also asked his advertising manager to give some cost estimates on launching the product.
Mr. Kiran, division sales manager, thought a while, then said he was convinced that the product was a winner and that his best estimate would be sales of Rs. 5 crores per year for at least five years. Mr. Desai, the advertising manager, said that the company could launch the product for a cost of Rs. 1 crore the first year and some Rs. 25 lakhs per year thereafter. He also pointed out that the test-marketing program would cost Rs. 15 lakhs, of which half would be saved if these test cities were merely a part of a national program, and that the testing program would delay the national program for six months. But he warned Mr. Ashwin that test marketing would save the gamble of so much money on the national promotion program. At this point, Mr. Sachdev, the new marketing research manager, suggested that the group might come to a better decision if they used a proper decision-making technique.
Question:
1. Which decision-making technique can be used in this situation? Why? (20)
IIBM Institute of Business Management
Examination Paper of Strategic Management
Section C: Applied Theory (30 marks)
1. What are the main characteristics of strategic decisions? (15)
2. What specific entrepreneurial aspects include the strategy formation process? (15)
S-2-010619
 This section consists of Applied Theory Questions.
 Answer all the questions.
 Each question carries 15marks.
 Detailed information should form the part of your answer (Word limit 200 to 250 words).
END OF SECTION C
END OF SECTION B


FOREIGN TRADE MANAGEMENT IIBM EXAM ANSWER PROVIDED

FOREIGN TRADE MANAGEMENT IIBM EXAM ANSWER PROVIDED

Examination Paper of Foreign Trade Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Indian Foreign Trade
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multiple Choice and Short Note type Questions
 Answer all the questions
 Part one carries1 mark each and Part Two carries 5 marks each.
Part One:
Multiple Choices
1. Which of the following is NOT an initiative for attracting a higher Quantum of FDI?
a. Further Liberalization of Foreign Trade Policy
b. Rationalization of Labour Policy
c. Development of Infrastructure
d. Increase in Joint ventures
2. ECB stands for ______________
3. The textile and garment exports have been affected due to ____________
4. _____ is a popular export inductive scheme.
5. To overcome many of the problems associated with the advance licensing system this scheme
was introduced
a. Passbook Scheme
b. EPGC Scheme
c. Post Export Duty Exemption Scheme
d. Duty Drawback Scheme
6. Which of the following is a potential Export product
a. Automobile Products
b. Leather Products
c. Agricultural Products
d. Engineering Products
7. To give a special trust for export of computer software which of the following scheme was
developed
a. DEPB Scheme
b. EPCG Scheme
c. EOU/EPI Scheme
d. Duty Exemption scheme
Examination Paper of Foreign Trade Management
2
IIBM Institute of Business Management
8. It is a bilateral agreement between two countries to purchase specific amounts of each other’s
products over a specified period of time
a. Swap
b. Switch
c. Clearing
d. Evidence Accounts
9. TRIPS stands for _____________
10. Foreign Investment Promotion Board does not consist which of the following member
a. Secretary Minister of External Affairs
b. Industry Secretary – Chairman
c. Foreign Investment Minister
d. Finance Secretary
Part Two:
1. Write a short note on ‘Globalization’?
2. Differentiate between Current Account Convertibility and Capital Account Convertibility?
3. Define ‘Deemed Exports’?
4. Discus the measures announced in the Union Budget 1990 – 00 for Trade Policy Reforms?
Section B: Caselets (40 Marks)
 This section consists of Caselets
 Answer all the questions
 Each Caselet carries 20 marks each.
 Detailed information should form the part of your answer (Word limit 150 to 200 words)
Caselet 1
An American World Wide Corporation has decided to expand aggressively in Asia. It plans to source
much of its raw materials and subcontracting there and manufacture and market throughout Asia,
from Japan in the north to New Zealand in the South.You were appointed to organize and direct this
major new effort and one question was where to locate the regional headquarters for the Asian
Division (ADR). After considerable study, you selected the island nation of Luau.
Luau’s advantages are several. It is about equidistant between New Zealand and Japan. It was a
British Colony, so the main language is English. It has a relatively efficient telephone and telegraph
system and good air service to all the major Asian destinations in which you are interested and to the
United states, as well.
END OF SECTION A
Examination Paper of Foreign Trade Management
3
IIBM Institute of Business Management
Not least important, the Luau government is delighted to have your company locate and invest there.
It has made very attractive tax concessions to the company and to its personnel who will move there.
The company moves in, leases one large building and puts out invitations to bid on the construction
of a large building which will be its permanent headquarters. Now as you begin to work much more
with the private banking and business people of luau and less with government officials, you begin to
be more aware of luau characteristics about which you had not thought much previously. Almost all
of the middle and upper management personnel in the business and finance sector are of Chinese
extraction. The native population of luau, which is the majority, is a Micronesian race.
On enquiry why the Chinese are dominant in banking and business; while the Micronesians stay with
farming, fishing, government and manual labor, you are told that this is the way it developed
historically. The Chinese enjoy and are good at banking and business; while the native Luauans do
not like those activities and have stayed with their traditional pastimes. The two groups buy and sell
from and to each other, but there are almost no social relations and very