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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)
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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)
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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
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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)
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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
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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.
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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
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BUSINESS COMMUNICATION IIBM ONGOING EXAM ANSWER SHEETS PROVIDED

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Business Communication
Section A: Objective Type & Short Questions (30 marks)
 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 4 marks each.
Part one:
Multiple choice:
1. __________is an essential function of Business Organizations:
a. Information
b. Communication
c. Power
d. None of the above
2. Physiological Barriers of listening are:
a. Hearing impairment
b. Physical conditions
c. Prejudices
d. All of the above
3. Which presentation tend to make you speak more quickly than usual:
a. Electronic
b. Oral
c. Both „a‟ and „b‟
d. None of the above
4. What is the main function of Business Communication:
a. Sincerity
b. Positive language
c. Persuasion
d. Ethical standard
5. The responsibilities of the office manager in a firm that produces electronics spares is:
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
Examination Paper of Business Communication
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IIBM Institute of Business Management
6. Labov‟s Storytelling Model based on:
a. Communication through speech
b. Language learning
c. Group Discussions
d. None of the above
7. Diagonal Communication is basically the:
a. Communication across boundaries
b. Communication between the CEO and the managers
c. Communication through body language
d. Communication within a department
8. How to make Oral Communication Effective?
a. By Clarity
b. By Brevity
c. By Right words
d. All of the above
9. Direct Eye contact of more than 10 seconds can create:
a. Discomfort & Anxiety
b. Emotional relationship between listeners and speakers
c. Excitement
d. None of the above
10. Encoding means:
a. Transmission
b. Perception
c. Ideation
d. None of the above
Part Two:
1. Define 7C‟s of effective communication.
2. Explain „Space Language‟.
3. Differentiate between good listeners and bad listeners.
4. List the different types of business report.
5. Define „Kinesics‟.
END OF SECTION A
Examination Paper of Business Communication
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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
Mr. and Mrs. Sharma went to Woodlands Apparel to buy a shirt. Mr. Sharma did not read the
price tag on the piece selected by him. At the counter, while making the payment he asked for
the price. Rs. 950 was the answer.
Meanwhile, Mrs. Sharma, who was still shopping came back and joined her husband. She was
glad that he had selected a nice black shirt for himself. She pointed out that there was a 25%
discount on that item. The counter person nodded in agreement.
Mr. Sharma was thrilled to hear that “It means the price of this shirt is just Rs. 712. That‟s
fantastic”, said Mr. Sharma.
He decided to buy one more shirt in blue color.
In no time, he returned with the second shirt and asked them to be packed. When he received the
cash memo for payment, he was astonished to find that he had to pay Rs. 1,900 and Rs. 1,424.
Mr. Sharma could hardly reconcile himself to the fact that the counter person had quoted the
discounted price which was Rs. 950. The original price printed on the price tag was Rs. 1,266.
Questions
1. What should Mr. Sharma have done to avoid the misunderstanding?
2. Discuss the main features involved in this case.
Caselet 2
I don‟t want to speak to you. Connect me to your boss in the US,” hissed the American on the
phone. The young girl at a Bangalore call centre tried to be as polite as she could. At another call
centre, another day, another young girl had a Londoner unleashing himself on her, “Young lady,
do you know that because of you Indians we are losing jobs?”
The outsourcing backlash is getting ugly. Handling irate callers is the new brief for the young
men and women taking calls at these outsourced job centres. Supervisors tell them to be „cool‟.
Avinash Vashistha, managing partner of NEOIT, a leading US-based consultancy firm says,
“Companies involved in outsourcing both in the US and India are already getting a lot of hate
mail against outsourcing and it is hardly surprising that some people should behave like this on
the telephone.” Vashistha says Indian call centre‟s should train their operators how to handle
such calls. Indeed, the furor raised by the Western media over job losses because of outsourcing
Examination Paper of Business Communication
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IIBM Institute of Business Management
has made ordinary citizens there sensitive to the fact that their calls are being taken not from
their midst, but in countries such as India and the Philippines.
The angry outbursts the operators face border on the racist and sexist, says the manager of a call
centre in Hyderabad. But operators and senior executives of call centres refuse to go on record
for fear of kicking up a controversy that might result in their companies‟ losing clients overseas.
“It‟s happening often enough and so let‟s face it,” says a senior executive of a Gurgaon call
centre, adding, “This doesn‟t have any impact on business.”
Questions
1. Suppose you are working as an operator in a call centre in India and receiving calls
from Americans and Londoners. How would you handle such calls?
2. Do you agree with the view such abusive happenings on the telephone do not have any
impact on business?
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 by Communication Barriers? How and why do they occur? What can be
done to overcome the Barriers to Communication?
2. Define and explain the term Negotiation and also briefly explain the phases of
Negotiation.
END OF SECTION C
S-2-250613


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International Business 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 5 marks each.
Part One:
Multiple choices:
1. What is the series consideration for strategy implementation?
a. Strategic orientation
b. Location
c. Dimensions
d. Both (a) & (b)
2. The major activity in global marketing is:
a. Pricing policies
b. Product lines
c. Market assessment
d. All of the above
3. The third „P‟ in the international marketing mix is:
a. Product
b. Price
c. Promotion
d. Place
4. The European Economic Community was established in____________
a. 1958
b. 1975
c. 1967
d. 1957
5. Environment Protection Act on______________
a. 1986
b. 1967
c. 1990
d. None of the above
6. People‟s attitude toward time depend on:
a. Language
b. Relationship
c. Culture
Examination Paper of International Business Management
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IIBM Institute of Business Management
d. All of the above
7. Culture necessitates adaption of :
a. Product
b. Price
c. Promotion
d. Place
8. The legal term for brand is:
a. Symbol
b. Name
c. Trade mark
d. All of the above
9. FDI flows are often a reflection of rivalry among firms in____________
a. Global market
b. Indian market
c. International market
d. None of the above
10. ISO certification is:
a. Expensive process
b. Elaborate process
c. Evaluative Process
d. Both (a) & (b)
Part Two:
1. What do understand by „Inward-oriented Policies‟?
2. What is „Factor Endowments Theory‟?
3. Explain the term „Totalitarianism‟.
4. Write about „Persistent Dumping‟.
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
Examination Paper of International Business Management
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IIBM Institute of Business Management
THE EU’S LAGGING COMPETITIVENESS
In a report produced for the European Commission, published in November 1998, it was argued that
the EU lags behind the USA and Japan on most measures of international competitiveness. Gross
domestic product per capita, sometimes used as an indicator of international competitiveness at the
country level, was 33 per cent lower in the EU as a whole than in the USA and 13 per cent lower
than in Japan. The EU‟s poor record in creating employment was singled out for particular criticism.
As this appeared to apply across the board in most industrial sectors, it suggested that the EU‟s poor
performance related to the business environment in general and, in particular, to the inflexibility of
Europe‟s labour markets for goods and services. A shortage of risk capital for advanced
technological development and high cost and inefficiency of Europe‟s financial services were also
highlighted by the report. For one reason or another, European industries generally lag behind in
technology industries. If measured by the number of inventions patented in at least two countries, the
USA is well ahead of most European countries, as well as Japan. Despite these shortcomings, the
report‟s authors focus attention on flexible markets, market liberalisation, and the creation of a
competitive business environment rather than on targeted intervention by the EU or national
authorities.
Questions:
1. Is gross domestic product per capita a useful indicator of International competitiveness in the EU?
2. Is it fair to point the blame for the EU‟s poor international competitiveness at inflexible labour
markets, regulated goods and services markets, and a general lack of competition? What
alternative explanations might be suggested?
Caselet 2
PERU
Peru is located on the west coast of South America. It is the third largest nation of the continent (after
Brazil and Argentina), and covers almost 500,000 square miles (about 14 per cent of the size of the
United States). The land has enormous contrasts, with a desert (drier than the Sahara), the towering
snow-capped Andes mountains, sparkling grass-covered plateaus, and thick rain forests. Peru has
approximately 27 million people, of which about 20 per cent live in Lima, the capital. More Indians
(one half of the population) live in Peru than in any other country in the western hemisphere. The
ancestors of Peru‟s Indians were the famous Incas, who built a great empire. The rest of the
population is mixed and a small percentage is white. The economy depends heavily on agriculture,
fishing, mining, and services. GDP is approximately $115 billion and per capita income in recent
years has been around $4,300. In recent years the economy has gained some relative strength and
multinationals are now beginning to consider investing in the country. One of these potential
investors is a large New York based that is considering a $25 million loan to the owner of a Peruvian
fishing fleet. The owner wants to refurbish the fleet and add one more ship. During the 1970s, the
Peruvian government nationalised a number of industries and factories and began running them for
the profit of the state. In most cases, these state-run ventures became disasters. In the late 1970s, the
fishing fleet owner was given back his ships and are getting old and he needs an influx of capital to
make repairs and add new technology. As he explained it to the NEW YORK banker: “fishing is no
longer just un art. There is a great deal of technology involved. And to keep costs low and be
competitive on the world market , you have to have the latest equipment for both locating as well
as catching and then loading and unloading the fish.”Having reviewed the fleet owner‟ operation, the
large multinational bank believes that the loan is justified. The financial institution is concerned ,
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IIBM Institute of Business Management
however , that the Peruvian government might step in during the next couple of years and again
take over the business . If this were to happen, it might take an additional decade, for the loan to be
repaid. If the government were to allow the fleet owner to operate the fleet the way he has over the
last decade, the loan could be rapid within seven years. Right now, the bank is deciding on the
specific terms of the agreement. Once these have been worked out , either a loan officer will fly
down to lima and close the deal or the owner will be asked to come to NEW YORK for the signing.
Whichever approach is used, the bank realize that final adjustments in the agreement will have
to be made on the spot. Therefore, if the bank sends a representative to Lima, the individual will have
to the authority to commit the bank to specific terms. These final matters should be worked out within
the next ten days.
Questions:
1. What are some current issues Facing Peru? What is the climate for doing business in Peru today?
2. Would the bank be better off negotiating the loan in New York or in Lima? Why?
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. Imagine that you are the director of a major international lending institution supported by funds
from member countries. What one area in newly industrialized and developing economics would
be your priority for receiving development aid? Do you suspect that any member country will be
politically opposed to aid in this area? Why or Why not?
2. The principle problem in analysing different forms of export financing is the distribution of risks
between the exporter and the importer. Analyse the following export financing instruments in this
respect:
(a) Letter of Credit
(b) Cash in advance
(c) Draft
(d) Consignment
(e) Open Account
END OF SECTION C
Examination Paper of International Business Management
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IIBM Institute of Business Management
Examination Paper MM.100
Global Marketing Management
Section A: Objective Type & Short Questions (30 Marks)
 This section consists of Multi Choice & Short Note type questions.
 Answer all the questions.
 Part One carries 1 mark each & Part Two carries 5 marks each.
Part One:
1. All the ethnocentric orientations are collectively called______________
2. Which of the following comes under benefits of Global marketing?
a. Endurance
b. Sales Promotion
c. Diversification
d. All of the above
3. The Polycentric orientation is the opposite of ethnocentrism. (T/F)
4. NAFTA stands for____________
5. ______________refers to the ability of the product and the company from that of the competitors
a. Positioning
b. Differentiation
c. Customer value
d. None
6. CAT stands for _______________
7. Cave dwellers are______________
8. LIFO stands for life in fire option.(T/F)
9. Starbursts are _______________
10. _____________is an advantage over competitors gained by offering consumers greater value
Part Two:
1. What are the implications of tariffs in the Global Marketing?
2. Write a short note on “Diffusion Theory”.
3. Discuss the concept of competitive marketing strategies.
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4. Discuss the importance of marketing mix.
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
The competitive advantage of nations and the competitiveness of locations have become important
topics in economic policy. Competitiveness is productivity; competitiveness is what the world
economic forum defines as the set of institutions and policies that determine the level of
productivity. There is no single determinant of competitiveness, there‟s no single determinant of
productivity.
Things that matter for example are the macroeconomic stability of a country, the soundness of
institutions whether the judiciary for example is independent or favors particular sectors or
businesses, whether the government acts in efficient ways or in sectarian ways, other determinants of
competitiveness involve market efficiency, labour market flexibility, and financial market flexibility.
The whole growth competitiveness index that is the index that has been used over the least five or
six years by the world economic forum captures the three big concepts: macroeconomic stability,
government institutions and innovations.
1. What are the indicators of global competitiveness? Discuss the new tools to determine global
competitiveness.
Caselet 2
In this new millennium, few business houses can afford a turn a blind eye to global business
opportunities. According to the latest Mckinsey Global Survey, top global executives believe that the
growing number of consumers in emerging markets will be the most important trend for global
business during the next five years. On 15th April 1994, trade ministers of 123 countries signed the
final Act of the GATT Uruguay Round of negotiations at Marrakech, bringing the WTO into being
on 1st January 1995.
The object of the Act is the liberalization of world trade. By it member countries undertake to apply
fair trade rules covering commodities, services and intellectual property. It provides for the lowering
of tariffs on industrial goods and tropical products; the abolition of import duties on a variety of
items; the progressive abolition of quotas on garments and textiles; the gradual reduction of trade
distorting subsidies and import barriers, and agreements on intellectual property and trade in
services.
1. Discuss the provisions of world Trade Organization (WTO). What are implications of WTO,
agreements on international business?
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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. By marketing in a foreign country must a firm automatically utilize geographic segmentation or
some other segmentation basis discuss.
2. Distinguish between direct and indirect selling channels. What are the advantages and
disadvantages of each?
END OF SECTION C
S-2-300813


HUMAN RESOURCE MANAGEMENT IIBM ONGOING EXAM ANSWER SHEET PROVIDED

HUMAN RESOURCE MANAGEMENT IIBM ONGOING EXAM ANSWER SHEET PROVIDED WHATSAPP 91 9924764558

CONTACT:

DR. PRASANTH MBA PH.D. DME MOBILE / WHATSAPP: +91 9924764558 OR +91 9447965521 EMAIL: prasanththampi1975@gmail.com WEBSITE: www.casestudyandprojectreports.com
Human Resource Management
Subject Code-B102
Section A: Objective Type & Short Questions (30 marks)
 This section consists of Multiple Choice and Short Answer type questions.
 Answer all the questions.
 Objective Question carries 1 mark each &Short Question carries 5 marks each.
Part One
Multiple Choices:
1. It is a cultural attitude marked by the tendency to regard one’s own culture as superior to others
a. Geocentrism
b. Polycentrism
c. Ethnocentrism
d. Egocentrism
2. It is the systemic study of job requirements & those factors that influence the performance of
those job requirements
a. Job analysis
b. Job rotation
c. Job circulation
d. Job description
3. This Act provides an assistance for minimum statutory wages for scheduled employment
a. Payment of Wages Act, 1936
b. Minimum Wages Act, 1948
c. Factories Act, 1948
d. Payment of Gratuity act, 1972
4. __________ is the actual posting of an employee to a specific job
a. Induction
b. Placement
c. Attrition
d. None
5. Broadening an individual’s knowledge, skills & abilities for future responsibilities is known as
a. Training
b. Development
c. Education
d. Mentoring
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IIBM Institute of Business Management
6. Change that is designed and implemented in an orderly and timely fashion in anticipation of
future events
a. Planned change
b. Technology change
c. Structural change
d. None
7. It is a process for setting goals and monitoring progress towards achieving those goals
a. Performance appraisal
b. Performance gap
c. Performance factor
d. Performance management system
8. A method which requires the rates to provide a subjective performance evaluation along a scale
from low to high
a. Assessment centre
b. Checklist
c. Rating scale
d. Monitoring
9. It is the sum of knowledge, skills, attitudes, commitment, values and the liking of the people in an
organization
a. Human resources
b. Personal management
c. Human resource management
d. Productivity
10. A learning exercise representing a real-life situation where trainees compete with each other to
achieve specific objectives
a. Executive development
b. Management game
c. Programmed learning
d. Understudy
Part Two:
1. What is the importance of Career Planning in industry?
2. List the various features of HRM.
3. How can you explain the concept of Performance Appraisal?
4. Differentiate between on- the- job and off- the- job training.
END OF SECTION A
Examination Paper of Human Resource Management
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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 150-200 words).
Caselet 1
Uptron Electronics Limited, is a pioneering and internationally reputed firm in the electronics
industry. It is one of the largest firm in the country. It attracted employees from internationallyreputed
institute and industries by offering high salaries, perks, etc. It has advertized for the position
of an electronic engineer recently. Nearly 150 candidates applied for the jobMr. Sashidhar, an
electronics Engineering Graduate from the Indian Institute Of Technology with 5 years 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 Uptyron Electronics Ltd., on 21st January, 2002, with greater enthusiasm. He
also found his job to be quite comfortable and a challenging one and he felt it was 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
superior subordinate relations, rate of employee turnover, especially at higher level But he decided to
stay on as he has 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 overloaded 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 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 is wrong with the recruitment policy of the company?
2. Why did Mr. Sashidhar’s resignation surprise the General Manager?
Examination Paper of Human Resource Management
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IIBM Institute of Business Management
Caselet 2
The contexts in which human resources are managed in today’s organizations are constantly,
changing. No longer do firms utilize one set of manufacturing processes, employ a homogeneous
group of loyal employees for long periods of time or develop one set way of structuring how work is
done and supervisory responsibility is assigned. Continuous changes in who organizations employ
and what these employees do require HR practices and systems that are well conceived and
effectively implemented to ensure high performance and continued success.
1. Automated technologies nowadays require more technically trained employees possessing
multifarious skills to repair, adjust or improve existing processes. The firms can’t expect these
employees (Gen X employees, possessing superior technical knowledge and skills, whose attitudes
and perceptions toward work are significantly different from those of their predecessor organizations:
like greater self control, less interest in job security; no expectations of long term employment;
greater participation urge in work activities, demanding opportunities for personal growth and
creativity) to stay on without attractive compensation packages and novel reward schemes.
2. Technology driven companies are led by project teams, possessing diverse skills, experience and
expertise. Flexible and dynamic organizational structures are needed to take care of the expectations
of managers, technicians and analysts who combine their skills, expertise and experience to meet
changing customer needs and competitive pressures.
3. Cost cutting efforts have led to the decimation of unwanted layers in organizational hierarchy in
recent times. This, in turn, has brought in the problem of managing plateau employees whose careers
seem to have been hit by the delivering process. Organizations are, therefore, made to find alternative
career paths for such employees’
4. Both young and old workers, these days, have values and attitudes that stress less loyalty to the
company and more loyalty to oneself and one’s career than those shown by employees in the past,
Organizations, therefore, have to devise appropriate HR policies and strategies so as to prevent the
flight of talented employees
Question:-
1. Discuss that technological breakthrough has brought radical changes in HRM.
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 150-200 words).
1. Several types of interviews are commonly used depending on the nature & importance of the
position to be filled within an organization. Explain the different types of Interviews.
2. How would you explain Organizational Change and Development?
END OF SECTION C
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