203375059 Assignment Questions Winter2013 New

8/13/2019 203375059 Assignment Questions Winter2013 New

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Winter 2013 assignments

2nd sem MBA winter2013 MB 0044 - PRODUCTION AND OPERATION MANAGEMENT

1. What is value engineering? List the main benefits of value engineering?

A Definition and explanation of Value Engineering(VE)

Definition Example/s Where is it used?

Why is it used? How is it helps the organisation?

Listing of the main benefi ts(any four):

Cost reduction Overall cost consci ousness Culture of effecting savings across organisations Streamlining of ad ministration Development of rel iable suppliers

2. Case study: SABMiller revamps supply chain manageme nt

SABMilller, the $24bn glo bal brewing giant, is revamping its supply chainmanagement system to r educe stock-outs caused by an inc reasingly complex andhard to predict market. T he firm is developing and testing t he new system in SouthAfrica with an eye on rolli ng it out to group companies worl dwide, says SABMillerprogramme manager Rud i van Schoor. The trigger for the r evamp came when thecompany's customers ran out of stocks of popular SABMiller brands during peakperiods in two consecutive years, 2007 and 2008. The shortfall on some brands was

as high as 22%. "That had a direct impact on the bottom line," Van Schoor says.

Given SABMiller's ambition to be the world's most efficient producer, such a gap wasnever going to be tolerated. But instead of addressing the symptom, it called inmanagement consultancy McKinsey to look at the entire supply chain system to seewhere it could be improved and future stock-outs avoided.

The study revealed a complex situation, one that wasn't susceptible to a "quick fix",Van Schoor

says.

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Demand factors

The ethnically and demographically diverse South African market is one of theworld's most complex and fast-changing. Van Schoor cites economic growth, more

disposable income in new hands, changing and upgrading tastes, new productdevelopment and new routes to market among the factors that influence demand forSABMiller's products.

Add to that big events such as the British Lions tour and the 2010 World Cup, andclimate change, and the picture becomes more complex.

"Our brands are the same as any other brand, especially those at the luxury end,"says Van Schoor. "If the customer comes into the shop and can't find our product,he or she has the disposable income and self-confidence to substitute our brand forour competitors'. That's d angerous."

Van Scoor says the group has a average stock availability t arget of 98%. "But forsome premium brands th e target is 100%," he says. That m eans it will live withexcess stocks of some pro ducts, just to ensure that a thirst y customer can get his orher favourite drink, every time.

Maximise profitability

But SABMiller also wants to maxmise its profitability. To do all this it must integrateinformation from a lot of sources. These include sales forec asts for about 2,600 SKUlocations or depots for th e brewing division and 3,100 for t he soft drinks division, aswell as planned promotio ns data from the marketing and pr omotions division, aswell as cost and productio n data, among others.

These data must then be converted into raw material purch ases, manufacturingscheduling, distribution and stockholding plans for 12 factories (seven breweries andfive soft drink plants) and three tiers of distributors, broken down into between 70

and 80 stock-keeping units (skus) for the brewing division and around 270 for softdrinks.

And all this must be optimised for profit.

"There is inherent volatilty of demand in the soft drinks business because ofseasonal change, but less in the beer market," Van Schoor says.

Even so, improving the accuracy of demand forecasts and schedules and integratingthem to boost profitability was too complex for SABMillers's demand forecast andsupply system. The inhouse system, developed over years, had most of the usual

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problems associated with legacy systems: it was inflexible, complex, hard tocommunicate with, and hard to integrate with newer systems, Van Schoor says.

Integration with SAP system

After a global search, SABMiller settled on Infor's advanced supply chainmanagement system, in particular Infor's demand forecasting system. This takesinformation from modules of SABMiller's SAP enterprise resource managementsystem, integrates them with sales forecasts from the field, and feeds back to themanufacturing resource planning system and financial systems to generateproduction schedules, raw materials orders and volume and financial forecasts.

This will let SABMiller make any of its products in the most cost-effective location,given the local demand, manufacturing, transport and inventory costs.

It will also increase its fle xibility in responding to changes i n demand. Products willno longer be made only in a single plant to optimise produc tion runs, but, based onmore holistic data, in the plants that optimise overall profit ability.

This flexibility also gives t he company greater cover to han dle factory downtime andto meet rapid changes in demand.

But some parts of the leg acy system will still be around. "W e are keeping it to

manage the return and re use of empty bottles," Van Schoo r says.

But even that data will go into the Infor system so that it c an create productionschedules down to tank, l ine and minute accuracy.

This attention to detail is part of the SABMiller ethos. Meas urement and numbers areintegral to the company c ulture. Van Schoor says the Infor system will be tested inthree ways: on its "theoretical" answers, against actual results, and against causalfactors that may have influenced demand and supply.

Van Schoor says the $1.2m the firm spent on Infor licences was about 60% of thetotal project cost. But this could be a drop in the ocean if the company adopts itworldwide. And interest from group firms is high.

"We have used expertise from all around the group," Van Schoor says. "One of thebest people on the project came from our European division, and we have lots ofothers keen to know how we do."

(Source: http://www.computerweekly.com/feature/Case-study-SABMiller-revamps-supply-chainmanagement)

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Why did SABMilller revamp its supply chain? Describe the domain application usedfor SCM integration?

Analysis of the major and minor issues for revamping the supply chain withevidence

Description of the SAP system, why it was used and the benefits from usingthe system

3 Write short notes on:

Ingredients of a business process Acceptance sampling Work Breakdown Structure Productivity

[Ingredients of a business process

Acceptance sampli ng Work Breakdown S tructure Productivity]

4 Collaborative Forecastin g Running Smoothly at Brooks Sp orts

Brooks Sports designs an d develops high-performance runn ing footwear, appareland accessories which are sold in 80 countries worldwide. I n 2001, when thecompany shifted from a b road product line to focus on high -performance productstargeted at serious runne rs, it was clear that the forecastin g process needed tochange to support the str ategic direction of the company. T he existing forecastingprocess, based entirely on the judgment of the sales team, was limiting thecompanys ability to gr ow .

The strategy shift created a number of forecasting challeng es for Brooks including:

Inconsistent style growth: the new line of products experience growth rates

anywhere from 0 to 50 percent annually.

Long production planning horizon coupled with short product life: production and

capacity decisions are typically made 18 months before a style is launched, averagelead time for a style is 6 months and the product life of Brooks styles range from 6to 24 months. This means that planners must sometimes set the entire demand planfor a style prior to ever receiving a customer order, underscoring the importance ofaccurate forecasts.

Increasing at-once orders: at once orders, which are placed for immediate

shipment, historically accounted for less than 20 percent of total sales. Since 2001,however, at once orders have increased to nearly 50 percent of total sales.

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Evolving size curves: with its new focus on serious runners, the standard footwear

size curve would not adequately reflect distribution of sales by sizes.

No exposure to retail sell-through: the high-performance products are sold

primarily through independent specialty stores who dont have the capability toshare sales data with vendors.

With a corporate mandate from senior management emphasizing the importance ofcreating accurate and timely forecasts, Brooks completely revamped its forecastingprocess. An independent forecasting group, reporting directly to the COO and CFO,was established to coordinate input from various groups sales, marketing, productdevelopment and production and to remove bias from the forecasting process.

The forecasting group established a collaborative forecasting process with threeprimary steps:

Step 1: Produce monthly statistical forecasts at the SKU lev el to capture level, trend,seasonality and the impac t of events based on historical da ta. Brooks chose ForecastPro to create these foreca sts due to a number of features a vailable in the software:

Ability to create accurat e forecasts

Flexibility to choose fore cast models or let software autom atically select models

Capability to model eve nts (particularly important for pre dicting spikes in demand

with new product launche s)

Support for multiple-lev el models to produce consistent fo recasts at all levels ofaggregation

Powerful override facility to enable collaborative forecasting

Forecast Pro has been a great solution for Brooks, says Tom Ross, Financial

Analyst.

Implementing Forecast Pros event modeling is very simple, which is an essential

feature for us because of our moving product launches. We also use event models toaddress the challenge of forecasting events that dont occur on a regular basis suchas races which can have a dramatic impact on the sales of specific products.Another powerful feature of Forecast Pro is the ability to forecast a producthierarchy. This helps us to serve our multiple constituents within Brooks we reviewhigher-level forecasts with management and easily generate detailed forecasts atthe SKU level for demand planning.

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Step 2: On a quarterly basis, get sales management and sales reps to forecast salesfor a 12- month horizon, focusing on major accounts. This input is gathered via theWeb and then aggregated by the forecasting group.

Step 3: Compare the statistical and judgmental forecasts, and make adjustments tocreate the final monthly forecast. Ninety percent of the final forecasts are the sameas the statistical forecasts changes are most commonly made to the forecasts fornew styles where the sales organization has important knowledge to add. These finalforecasts are then automatically fed into Brooks ERP system. Forecast Pro allows

us to easily apply judgmental overrides, which i s critical for us, notes Ross. Wenow can systematically track changes, giving us a better understanding of ourforecasting performance.

The commitment to forec asting has paid off at Brooks. Fore cast accuracy hasimproved on average by 4 0 percent, unfulfilled demand has been lowered fromapproximately 20 percent to less than 5 percent, and close outs have been reducedby more than 60 percent. The improved forecasting has als o helped to smooth outproduction, resulting in lo wered costs and better margins.

Source: http://www.forec astpro.com/pdfs/Success%20Stor y-Brooks%20Sports.pdf

What is the main issue of the case study? Analyse the forec asting solution

[Description of the main i ssue(forecasting process needed t o change), forecastingChallenges

Evaluation of the c ollaborative forecasting process Evaluation Conclusion on whe ther the solution could be improve d or not]

5. Explain the risk management and its various components

A Definition of risk management and what it entails

Description of the four components of risk management

Risk assessment Risk control Risk prioritising Risk mitigation

6 Why redesign of layouts may be necessary? List the differences between productand process layout.

[Listing of reasons why resdesigning of existing layout is required

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Listing of any five differences]

MB0045- FINANCIAL MANAGEMENT

1 Capitalisation of a firm refers to the composition of its long term funds debt andequity.

Discuss the theories of capitalization.

Explain each theory of capitalisation

2 A) The share of Megha Ltd is sold at Rs 500 a share. The dividend likely to bedeclared by the company after one year is Rs 25 per share. Hence, the price afterone year is expected to be Rs 550. What is the return at the end of the year on the

basis of likely dividend an d price per share?

B) A bond of face value of Rs 1000 and a maturity of 3 yea rs pays 15% interestannually. What is the mar ket price of the bond if YTM is als o 15 %.

A Problem

B problem

3 Discuss the sources of c apital of a company. Analyse the factors that affect thecapital structure.

a) Sources

b) Factors that affect the capital structure

4 A project costs Rs 50,000. It is expected to generate cash inflows as shown intable. If the risk free rate is 10%, compute NPV.

Year Cash inflows Certainty equivalent1 32000 0.9

2 27000 0.6

3 20000 0.5

4 10000 0.3

Compute NPV

5 a) Annual demand of a company is 30,000 units. The ordering cost per order is Rs

20 (fixed) along with a carrying cost og Rs 10 per unit per anum. The purchase cost

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4 Explain Brand Extension and its kind.

Explanation of brand extension

Types

5 Logistics has always been a central and essential feature of all economicactivities . In this context, explain logistics management and its major functions.

Explanation

Functions


a) Integrated Marketing C ommunication

b) Direct Marketing

a) Meaning and compone nts

b) Meaning and Advantag es

MB0047- MANAGEMENT INFORMATION SYSTEM

1 Professor A. Van Cauwenbergh of Antwerp University, in a paper presented at theTenth Anniversary Conference of the European Institute for Advanced Studies in

Management, presented four revisions to traditional Management Theory. Insummary, the revisions are:

(1) The initiative for the renewal and adjustment of the activities of a firm shouldcome from the different levels in the management hierarchy. Strategy is not aprivilege of top management .

(2) Firms, especially big firms, are incoherent systems (goals of the differentcomponent systems are not simply subdivisions of an overall goal; there areindividual, conflicting goals as well).

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Some of these differences are manifestations of organizational initiative and vitality.Using information systems and central planning and rule-making to suppress alldifferences is destructive to organizations.

(3) The most vital fluid of an enterprise is the aggregate of its entrepreneurialvalues. The most fundamental and motivation and control come through theseshared values relative to work, quality, efficiency, etc. Management often neglectsthese values and assumes that the collection and dissemination of information willprovide sufficient motivation and control.

(4) Enterprises are open systems; their structure and operating processes aredetermined by their environment. This means organizations must be designed tocontinually adjust to the environment.

a. If these revisions are c orrect, how is planning to be orga nized?

b. How should the inform ation system support the planning organization?

A a. Explaining the organi zational planning process with dia gram

b. Guidelines for planning MIS 2

Comparing MIS plan and Business Plan

(atleast two)

Explaining significant prob lem of the

Lewis model

2 Information Technology and Computers have brought information age. The spreadof Internet

& relative ease of access made Information Breach easier. Our future is not secure,if our information is not secure. Information Resources need to be guarded,protected and controlled.

List the precautionary measures to be considered to prevent cybercrime?

A Listing any 5 measures to prevent cyber crime 10 10

3 a. While implementing MIS in any organization change can occur in number of

ways.

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List and explain the steps in the process as suggested by Lewins model.

b. Compare between prototype approach and Life Cycle approach

A a. Explaining the 3 steps of implementing the process suggested by Lewins model

b. Comparison between the two approaches atleast two points

4 There is an information explosion in todays society. There are lot of advantages ofDBMS like proper maintenance of the data and maintaining security. Explain theprocess of data transition using diagram and an example of your own.

A Writing diagram, 2

Own example other than given in the SLM 3 10

Explaining the process 5

5 Write short note on

a. World wide web

b. Voice over IP

c. Intranet

d. Extranet

A a. World Wide Web 2

b. Voice over IP 2

c. Intranet 3

d. Extranet 3

6 Artificial intelligent system functions like a human being and helps a manager intaking quick decisions. Explain the different applications AI using diagram.

A a. Diagram 2

b. Applications of cognitive science 2

c. Applications of robotics 2

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d. Applications of natural interface 2

e. Explaining each type with an example 2

MB0048-OPERATIONS RESEARCH

1 Discuss the various stages involved in the methodology of Operations Research.Briefly explain the techniques and tools of Operations Research.

Operations Research Methodology

Techniques and tools of Operations Research

2 a. Explain the steps inv olved in linear programming probl em formulation. Discussin brief the advantages of linear programming.

b. Alpha Limited produces & sells two different products un der the brand namesblack & white. The profit per unit on these products in Rs. 5 0 & Rs. 40 respectively.Both the products employ the same manufacturing process which has a fixed totalcapacity of 50,000 man-h ours. As per the estimates of the marketing researchdepartment of Alpha Limi ted, there is a market demand for maximum 8,000 units of

Black & 10,000 units of w hite. Subject to the overall deman d, the products can besold in any possible comb ination. If it takes 3 hours to prod uce one unit of black & 2hours to produce one unit of white, formulate the model of linear programming.

Steps involved in LPP

Advantages of LPP

Formulation of LPP

3 a. What is degeneracy in transportation problem? How it can be resolved?

b. Solve the following transportation problem using Vogels approximation method.

Factories Distribution Centres Supply

C1 C2 C3 C4

F1 3 2 7 6 50

F2 7 5 2 3 60

F3 2 5 4 5 25

Requirements 60 40 20 15

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Degeneracy in transportation problem and resolving it

Computation/Solution to the problem

4 a. Explain the steps in Hungarian method. Differentiate between Transportationand Assignment problem.

b. Find the optimal assignment of four jobs and four machines when the cost ofassignment is given by the following table:

J1 J2 J3 J4

M1 10 9 8 7

M2 3 4 5 6

M3 2 1 1 2M4 4 3 5 6

Steps in Hungarian metho d

Differences between Tran sportation and Assignment proble m

Computation/Solution to t he problem

5 Define Simulation. Expl ain the Simulation procedure. Disc uss the use of Simulationwith an example.

Meaning of Simulation

Simulation procedure

Use of simulation with an example

6 Explain the following:

a. Integer programming model

b. PERT and CPM

c. Operating Characteristics of a Queuing System

Explanation of Integer programming model

Explanation of PERT and CPM

Explanation of Operating Characteristics of a Queuing System

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MB0049 - PROJECT MANAGEMENT

1. Write short notes on Project break-even point Need for project planning Project type organization Rules for network construction

[Project break-even point

Need for project planning

Project type organization

Rules for network constru ction

2 Describe and compare t he project appraisal methods NPV and IRR with example?Which one is better meth od in estimating returns on invest ment in a particularproject?

Description and comparis on of NPV and IRR

Analysis and inference of which is a better method

3. Microsoft Project AMS

The company

AMS is a global business and IT consulting firm to the government, financialservices, and communications industries. AMS applies both proprietary and partnertechnologies and provides solutions through business consulting, system integration,

and outsourcing. Founded in 1970, AMS is headquartered in Fairfax, Virginia, andhas offices worldwide. The company has approximately 6300 employees.

The challenge

Several years ago, AMS developed an internal project management system calledProject in a Box. Based on Lotus Notes, the homegrown system was becominginefficient and costly to operate, particularly because it was designed as astandalone, non-collaborative product. When a new consulting project was set up, a

new instance of the database was created, leading to a chaotic system with literallyhundreds of separate databases.

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Without any kind of centralised information sharing, it was difficult to useinformation from one project on another project. The system also prevented AMSsmanagers from viewing companywide metrics, such as project completion rates andwhether projects were being completed on time and on budget. AMSs executives

needed a system to allow them to have a portfolio view of the health of thecompanys projects in progress. A collaborative project management system wouldallow AMS managers to:

Measure project performance and Earned Value Metrics (EVM) allowing forimprovements in on-time and on-budget delivery to customers

Standardise processes Understand the impact of task dependencies within complex projects Share information across different product lines

The strategy

Many AMS project manag ers were already using Microsoft P roject as a desktopapplication, developing pr oject plans and Work Breakdown Structures (WBS) ontheir individual PCs. Howe ver, these individual installations were not networkedtogether and did not feed critical project performance infor mation to executives.

Therefore, in October 200 2, when AMS began the vendor s election process for acompany-wide project ma nagement solution, Microsoft Proj ect was the naturalchoice, both because man y internal users were already exp erienced with the

applications scheduling a nd planning functionality and beca use Microsoft offered thebest price point.

In March 2003, AMS chos e Microsoft as its project manage ment software vendor andbegan a pilot programme. In June 2003, AMS selected the public sector productengineering group as the first department to begin the pilot programme. AMSdivided this initial pilot programme into four distinct phases:

Phase 1: In early July, AMS installed Microsoft Project for and trained 15-20project managers working on a common product line.

Phase 2: In late August, AMS expanded the installation to 170 people inanother product line within the same group.

Phase 3: In late September, AMS rolle d out Projects decision supportcapabilities to ten executives, allowing them to mine data for reportingpurposes.

Phase 4: If the pilot is successful, AMS will expand the Project programme to4,000 Users Companywide in a staged rollout.

Key benefit areas

With the pilot programme well under way, AMS is already seeing benefits fromMicrosoft Project. The system has helped AMS to meet its goal of creating a more

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collaborative project management system that allows managers to view metrics andcreate schedules with a view of resources across projects and across the entireorganisation. The collaborative nature of Microsoft Project Server allows teammembers, team leaders, and project managers to complete EVM reporting more

quickly, leading to more available time for billable hours. The quantifiable benefitsfrom the Microsoft Project deployment include:

Productivity gains from automated weekly reporting process. Consultants anddevelopers now spend less time each week creating weekly status andperformance reports, leading directly to more time available for billable hours.

Productivity gains from automated EVM analysis. Team leaders and projectmanagers now spend less time processing and analysing status andperformance reports from team members, allowing them to also have moretime available for billable hours.

The Microsoft Project deployment also allows AMS project managers to get a

better sense of pro ject status metrics in real time. T his leads to fewer projectbudget and cost ov erruns, because project manager s can quickly makeadjustments to kee p projects profitable.

Key cost areas

The largest cost area for AMSs deployment of Microsoft Pro ject was the software

license cost, making up 6 3% of the total cost of the project . Other cost areas overthe 3-year period include d consulting, training, ongoing ma intenance, and personnelcosts associated with the everyday use of the system.

Lessons learnt

Overall, AMSs Microsoft P roject implementation went smoo thly. AMSs managers

attribute the projects suc cess to their careful planning and staged pilot programmeapproach. AMSs manager s recommend that companies con sidering similar

implementations should n ot underestimate the change man agement necessary tomake

Microsoft Project work effectively. Project managers, especially those without PMIcertifications, will often need to undergo training on how to build effective WBSs,how to plan and schedule complex projects, and how to adjust WBSs to changing

project conditions.

A successful Microsoft Project implementation also requires a high level ofcommunication between team members and project managers. This is especiallyimportant with regard to communicating the inputs, steps, expected output, anddependencies of complex business processes.

AMSs managers also recom mended that companies carefully look at their internalprocesses for building WBSs, especially the ones for complex projects that require

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more than 500 tasks. Some of AMSs projects contained upwards of 2500 tasks,

which was well above Microsoft Projects practical limit of 500 tasks for a singleproject.

Calculating the ROI

Nucleus Research analysed the costs of software, personnel, consulting, and trainingover a 3- year period to quantify AMSs investment in Microsoft Project. Direct andindirect benefits were also quantified over a 3-year period. Direct benefits quantifiedincluded productivity gains for both team members and team leaders when creatingEVM reports.

Because AMS was an early adopter and because it agreed to participate in tradeshows and in marketing ventures, the company received consulting services fromMicrosoft at no cost, thou gh AMS did use internal consultan ts for a portion of theimplementation.

Companies currently cons idering Microsoft Project for simila r enterpriseimplementations must tak e consulting costs into account w hen evaluating potentialROI. Benefits not quantifi ed because of the early stage of A MSs Project deployment

included reduced project budget and schedule overruns. Ho wever, Nucleusrecommends that compan ies considering Microsoft Project evaluate this potentialbenefit.

Source: http://nucleusres earch.com/library/microsoft-roi/d 134.pdf

What difficulties were enc ountered by AMS while dealing wi th information transferproblem in the company? What strategy is used by AMS for dealing with thisproblem?

Listing of difficulties encountered

Evidence of the strategy used

Analysis of the strategy

Conclusion

4 Form the above case how did the solution help the managers, project teams andthe company.

Benefits of the solution to managers, project team and company

Conclusion

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5 What are the key steps involved in purchase cycle?

Definition of purchase cycle

Listing of the steps involved in the purchase cycle

Summarisation of each step

6 Discuss the concept of quality and project quality management.

Definition of quality Overview of project quality management Summarization of project quality management process

SEM 3 C OMMON WINT ER 2013 MB 0050- RESEARCH METHODOLO GY

1 How would you distingu ish between a management decisi on problem and amanagement research pr oblem? Do all decision problems r equire research? Explainand illustrate with examp les.

Differences

Explanation

Examples

2 How are research designs classified? What are the distinguishing features of each?Differentiate by giving appropriate examples.

Meaning of Research designs

Classification and features

Differences

Examples

3 Discuss with the help of examples the four key levels of measurement. Whatmathematical operations/statistical techniques are and are not permissible on datafrom each type of scale?

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Meaning of Measurement scales

Types of Measurement scales with examples

Mathematical operations/statistical techniques

4 Processing of data involves editing, coding, classifying and tabulating. Explain eachof these steps by taking an appropriate example.

Explanation

Examples

5 Distinguish between the following:

a. Null hypothesis and Alt ernative hypothesis

b. One tailed and two tail ed tests

c. Type I and Type II erro r

d. One way and two way analysis of variance

e. Descriptive and inferen tial analysis of data

Differences

6 a. What is Chi-square te st of goodness of fit? What preca utions are necessarywhile applying this test? P oint out its role in business decisi on making.

b. Two research workers classified some people in income g roups on the basis ofsampling studies. Their results are as follow:

Investigators Income groups Total

Poor Middle Rich

A 160 30 10 200

B 140 120 40 300

Total 300 150 50 500

Show that the sampling technique of atleast one research worker is defective.

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Meaning

Precautions

Role

Formula/Solution/Interpretation to the problem

MB0051-Legal Aspects of Business

1 Discharge refers to the termination of contractual relationship between the

parties . Explain the statement along with different modes of discharg ing a contract.

Explanation of service pos itioning

Explanation of modes

2 Explain the meaning of Power of Attorney, its types and c lause related toregistration.

Meaning

Types

Registration

3 Explain the procedure o f registration of partnership firms.

Explanation 10 10

4 What are the circumstances under which breach of condition is treated as breach

of warranty?

Explanation 10 10

5 Explain the procedure for filing a complaint and admission of complaint inconsumer protection act.

Filing a complaint

Admission of complaint


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a) Shares and its classification

b) Meetings and its classification

a) Meaning and classification

b) Meaning and classification

SEM 3 HR WINTER 2013 MU0010 MANPOWER PLANNING & RESOURCING

1 What do you mean by M anpower Planning? Describe the various stages &obstacles involved in Man power Planning.

Definition of Manpower Pl anning

Explain the various stage s involved in Manpower Planning

Explain the obstacles in M anpower Planning

2 Define Resourcing Strat egy. Explain the components of R esourcing Strategy.

Definition of Resourcing S trategy

Explanation of all the com ponents of Resourcing Strategy

3 Explain the Selection pr ocess undertaken by an organizat ion.

Listing out the steps in selection process

Explanation of the steps in the selection process

4 Define Career Planning Process .Describe the various factors involved in Career

Planning Process

Definition of Career Planning Process

Explanation of the various factors involved in career planning process

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5 As an HR, you are asked to focus on the Talent Development Process in yourorganization .How would you define Talent Development? Explain the necessity ofTalent Development from an HR perspective. Explain the model for achievingexcellence in Talent Development

Definition of Talent Development

Explain the necessity of Talent Development

Factors responsible for achieving Talent Development 3

6 What are the key HR elements practiced by HR managers in decision making?

Explain any five of them

Explanation of any five ke y HR elements in decision making

MU0011 Ma nagement and Organizational Development

1 Define Organizational D evelopment (OD).What are the ch aracteristics of OD?

Definition of Organization al Development

Explain the characteristics of OD

2 As an HR, you find that the OD professional in your organ ization is not competentenough. What are the co mpetencies you will consider in a g ood OD professional?

Explain any ten competencies required for OD professional

3 What are the characteristics of OD intervention? Explain the Six Box Model in OD.

Describing the characteristics of OD intervention

Explaining the Six Box Model in OD

4 What is Performance Appraisal? What are the purposes and characteristics ofPerformance Appraisal? Describe the steps in Performance Appraisal System.

Definition of Performance Appraisal

Describing the purposes of Performance Appraisal

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Describing the characteristics of Performance Appraisal

Explanation of the steps in Performance Appraisal System

5 Describe the impact of Technology in Organizational Development (OD).What arethe benefits of using Technology in the field of OD?

Analyzing the impact of Technology in OD

Explaining the benefits of using Technology in OD

6 Write short notes :

a) Senges Approach

b)Nonaka And Takeuchis Approa ch

Explanation of Senges Ap proach

Explanation of Nonaka an d Takeuchis Approach

MU001 2 Employee Relations Manag ement

1 Employees are the mos t important resource for any comp any. What do you meanby Employee Relations Ma nagement? Explain the different Employee RelationsManagement Tools applie d in organizations

Definition of Employee Re lations Management

Explaining the Employee Relations Management Tools

2 As an HR of a Company, you are asked to focus on the causes of Grievance andthe Grievance handling procedure. What according to you are the reasons ofGrievance? Explain the pre-requisites you will consider while addressing Grievancehandling procedure

Explain the causes of Grievance

Describe the essential pre-requisites of a Grievance Handling procedure

3 List and explain the various types of Disciplinary problems existing in an

organization

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Listing of the Disciplinary problems

Explaining all the Disciplinary problems

4 Discuss the Collective Bargaining Process and its issues

Explaining the Collective Bargaining process

Explaining the Collective Bargaining issues

5 What is a Trade Union and What are its activities? Explain the functions of TradeUnions.

Meaning of Trade Union

Describing the activities o f Trade Unions

Explaining the Functions o f Trade Unions

6 Write a brief note on th e following Acts :

a) Indian Trade Unions Ac t,1926

b)Employee State Insuran ce Act,1948

Indian Trade Unions Act,1 926

Employee State Insuranc e Act,1948

MU0013 HR Audit

1 Write a note on the major Human Resource Development (HRD) Strategies.

Explanation of the major HRD strategies 10

2 Suppose you have joined as an HR and you are asked to carry out the HR Auditprocess in your organization. What are the methods you will consider whileimplementing the HR Audit process?

Explain the methods involved in the HR Audit process 10

3 What are the areas of HR Audit? Explain any four of them

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Listing the areas of HR Audit.

Explaining any four of them.

4 What do you mean by HR Scorecard? Explain the steps undertaken to approach aHuman Resource Scorecard.

Definition of HR Scorecard

Explaining the steps in HR Scorecard Approach

5 Write a brief note on the effectiveness of Human Resource Development Audit asan intervention.

Explaining the Effectivene ss of Human Resource Developme nt Audit as anintervention

6 Write short notes on th e following:

a)Balanced Scorecard

b)Competency Mapping

Balanced Scorecard 5 10

Competency Mapping 5

SEM 3 IB WINTER 2013 IB0010 & INTERNATIONAL FINANCIAL MANAGEMENT

1 Give the meaning forward markets. Explain its features, arbitrage in forwardmarkets, forward markets hedging and speculation in forward markets.

Meaning of forward markets

Features, arbitrage in forward markets

Forward markets hedging

Speculation in forward markets

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2 Explain the interest rate parity theory and purchasing power parity with examples.

Interest rate parity theory with examples

Purchasing power parity theory with examples

3 Explain the cash concentration strategies and cash management structures.

Cash concentration strategies

Cash management structures

4 A particular method is used depending upon the circumstances and the legalaccounting procedures adopted in a particular country. Explain all the translation

methods.

Current rate method

Current /non current met hod

Monetary method

Temporal method

5 International credit mar kets are the forum where compan ies and governments canobtain credit. Bring out yo ur understanding on international credit markets andexplain the two very impo rtant aspects of international cred it market. Refer and giveone example.

Introduction of internatio nal credit market

Explanation of syndicated loans with example

Explanation of External Commercial Borrowings (ECB)

6 Explain the principles of taxation and double taxation. Give some important pointson tax havens and its types.

Explanation on principles of taxation

Explanation on double taxation

Explanation on tax havens and its types

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IB0011 International Marketing

1 Discuss the different management orientations of a company. How does it affectinternational marketing?

Management orientations

Effect on international marketing

2 It is very important to analyze the politico- legal environment of a country ininternational business. Comment.

Discuss the statement

3 Compare GATT and WT O and discuss the implications of WTO on internationalmarketing.

Comparison

Implications of WTO

4 Nestle is marketing bott led water to Pakistan. Which seg mentation it adopts thereand what are the other in ternational market segmentations ?

Nestles segmentation

Bases of segmentation


a) International packaging

b) International logistics planning

a) role and problems with packaging

b) meaning and components of logistics

6 Select a product of your choice for export and explain how you will do the pricingand costing of that product.

Choosing the product

Export pricing and costing

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IB0012 Management of Multinational Corporations

Q.No Questions Marks Total Marks

1 Macro environmental forces are uncontrollable as compared to micro forces.

Discuss how they impact international business?

Different environments and their impact

2 Discuss the following theories of international trade:

a) Heckscher- ohlin theor y

b) Porters theory

a) Heckscher- ohlin theor y

b) Porters theory

3 Discuss the challenges and opportunities of International management.

Challenges and opportuni ties

4 Compare the managem ent styles in India and Japan.

Management styles in Ind ia

Management styles in Jap an

5 Explain the scope of comparative management

Comparative managements scope


a)International advertising

b)Transfer pricing

a) meaning and role of international advertising

b) meaning and usage of transfer pricing

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OM 0010 - OPERATIONS MANAGEMENT

1 Write short notes on :

Operations as Transformation Systems

Opportunity Cost

Flexible manufacturing

[Operations as Transformation Systems

Opportunity Cost

Flexible manufacturing]

2 Soha Limited, which is one of the foremost manufacturer s of textile handicrafts inNorth India, realised the growing demand for its products in South India. It plannedto set a new production fa cility at a suitable location. It star ted considering manysuitable locations for this purpose. The management starte d collecting relevant dataabout the major cities an d states where they can set up the ir company. They alsoconsidered factors like loc ation, cost and potential. Finally, Factor rating method wasused to find a suitable sta te and Centre of gravity method was used to find a

suitable location for their planned business operations. The analysis had a widevariety of factors based o n the information and experience in the field. Considerableweightage was given for e very factor in the analysis. After considering the result ofthe analysis, Munnar in Kerala was selected for their busin ess operation in South

India. Kerala had abunda nt raw material and the cost of th e land was alsoaffordable. Kerala was als o at a very favourable distance fo r their operations. Theseall factors made Kerala th e most favourable place for manu facturing the textileindustry. What according to you might have been the factors that the companyconsidered before deciding Kerala as its centre for business operations? In which

way would the productivity be affected if the location decision was taken inhaste?(unit 6)

[Listing of factors that the company might have considered before deciding Kerala asits centre

Assessment of these factors

Interpretation of how the productivity could be affected if the location decision wastaken in haste]

3 Write short notes on :

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Workforce productivity

Importance of material handling

Crosbys A bsolutes of Quality

Difficulties in Formulating Operations Strategy

[Workforce productivity

Importance of material handling Crosbys

Absolutes of Quality

Difficulties in Formulatin g Operations Strategy]

4 Elucidate lean operation s in service industry.

[outline lean operations in service industry (including exam ples, idea of leanoperations,)

description of lean techn iques in service industry]

5 Explain two different In dependent demand item techniqu es.

[Explanation of

Reorder point (or Perpet ual) Model

Periodic review models]

6 What are the types of failures that occur in operations?

[A Description of

Design failures

Facilities failures

Staff failures

Supplier failures]

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OM0011- ENTERPRISE RESOURCE PLANNING

1 a. Discuss about ERP software selection criteria.

b. What is improper ERP system selection? Explain in detail

A a. Explaining the ERP software selection criteria

b. Explaining the improper ERP system selection

2 a) Discuss the components of Customer Relationship Management.

b) Explain the different modules of R/3

A a. Explaining the 4 diffe rent component of CRM

b. Explaining atleast 6 mo dules 6

3 a. Consider two organis ational environment in which one of the organisation ishaving no or little commu nication between departments an d the other organisationwhere all the department s know what the others are doing. Now which environmentis considered to be better and why?

b. Explain integrated Man agement of integration.

A a. identifying which env ironment 2

explaining the reasons 4 10

b. explanation of integrat ed Management of information

4 A business products distributor was manually processing over 300,000 customerorders each year. Heavy order flow prior to shipping cut-off timeframes and a highly

variable daily volume created staffing challenges and inconsistent order turnaroundtimes. Despite an effort to process customer orders via EDI, the company continuedto receive over 20,000 orders per month via fax and email requiring manual dataentry. Customer Service Associates in three different centres manually entered theorders into the order management system with the added pressure of meeting ashipping deadline. As any manual single-pass data entry process there were manyerrors, especially during peak processing cycles. Due to a complex productcatalogue, variety of order types received from customers, and the large customerbase, finding and training data entry specialists was a challenge. Fluctuating daily

order volumes made maintaining appropriate staffing levels very difficult. Duringpeak demand periods order processing lags would greatly decrease customer

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satisfaction levels. To solve all these problems the company implemented anoutsourced automatic data entry solution with sophisticated free - form dataextraction for their fax and email orders. The solution was able to recognise andcapture data from any customer order format with 99.5% accuracy. Order input no

longer requires the participation of the companys order entry staff, which hasreduced labour costs. The solution also receives fax and email orders on behalf ofthe company directly from customers and converts the hardcopy order to an EDIelectronic purchase order for the order management systems. The solution includesa customised web-based portal to support exception processing and a secure webtool for archiving and storing images of all of the original order documents. Thesolution is completely accessible on demand from any of the companys

workstations. The solution was fully operational within 90 days and required zerocapital investments in hardware, software or labour on the part of the company.

Questions:

a. What are the challenge s that the company faced before t he installation of theData Entry solution?

b. What are the benefits o f the Automatic Data Entry soluti on?

A a. Listing the Challenge s 5 10

b. Listing the benefits 5

5 Write short notes on

a. Gap Analysis

b. Reduction of lead time

c. BAAN company

d. End users

e. ERP trends

A a. Explaining 2 10

b. Explaining reduction of lead time 2

c. Explaining about BAAN company 2

d. Explaining End users 2

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e. Explaining ERP trends 2

6 Describe in detail the workflow of HRM that deploys ERP systems with a neatdiagram

A Diagram 3

Listing the different sub modules 2 10

Explaining 5

OM0012 SUPPLY CHAIN MANAGEMENT

1 What are the different f actors affecting transportation dec isions? (unit 2)

A Description/outline of d ifferent following factors and its su b factors in studentsown words

Carriers

o Vehicle related cost

o Fixed operating cost

o Trip related cost

o Quantity related cost

o Overhead cost

Customers

o Transportation cost

o Inventory cost

o Facility cost

o Processing cost

o Service level and fast delivery

2 Write short notes on risk pooling (unit 4)

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A description of risk pooling

importance of risk pooling in SCM

listing and summarization(along with suitable examples for each) of four types ofrisk pooling

Location pooling

Product pooling

Lead time pooling

Capacity pooling

3 Read the following case study and answer the questions g iven the end of the casestudy

Best Supplier Relationship Management: Jaguar Land Rover and Gobel & PartnerJaguar Land Rover produc tion line

8 October 2013 | CIPS Su pply Management Awards 2013

Jaguar Land Rover (JLR) transformed its position in custom er satisfaction surveysand enhanced the quality of its products through an innova tive partnership with akey supplier.

By re-evaluating the way it deals with quality control and s uppliers, Jaguar took topspot in the 2012 JD Powe r Survey for customer satisfaction and Land Rover raced upthe chart. In 2008, the su rvey put Jaguar at nine and Land Rover at 34 for quality,described by JLR as clearly an unsatisfactory situation for a premium brand andstated that something had to change .

Component quality was identified as the key issue for some suppliers theproportion of rejected parts was as high as 65 per cent and some finished vehicleswere being put into containment due to faulty components. This had knock -oneffects including delayed customer shipments, production line stoppages that cost2,000 per minute and the risk that faulty parts could make their way intocompleted vehicles. At the time, JLR was working with 16 different suppliers acrossthree factories to undertake parts rework and containment, resulting in differingquality regimes and an inability to share data across the company. As a result, therewas no single view of any given suppliers quality history, which made preventative

action impossible. A new director of quality was appointed who launched a review ofquality across the supply chain that identified potential improvements that could be

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made to the inspection of incoming components from suppliers. The InboundMaterials Project was established and the 16 suppliers dealing with quality controlwere reduced to one Gobel & Partner (G&P) who saw it as an opportunity tointroduce innovations and boost investment in its Qtrak quality management

system, which totals 2 million to date. This evolved into a partnership between JLRand G&P. Both realised that prevention was better than cure, and through Qtrakthey could identify the component suppliers causing the most problems. Those witha recurrent history of reject parts were subject to a more rigorous inspectionregime. G&P s aim is to ensure no faulty part ever arrives at JLR production facilitiesand they now work on the premises of high-risk suppliers to review qualityprocesses. The firm is also working at JLRs new plant in China to ensure the right

quality approach is in place from the beginning.

Over six years, the relatio nship between the firms has evol ved from a traditionaladversarial situation, whe re G&P were treated as one of a n umber of commoditysuppliers, to one where th e two are working to the same go al of br inging premiumquality to premium brand s .Wolfram Leidtke, JLR board qua lity director, said: JLR is

a premium brand and acc ordingly needs to have premium q uality vehicles.Procurement has aligned with this objective. G&P has been able to transfer theirglobal knowledge and wor k with JLR to develop a new appr oach to incoming materialquality and the results ar e starting to speak for themselves .

Source: http://www.supp lymanagement.com/analysis/feat ures/2013/best-supplier-relationshipmanagement- jaguar-land-rover-and-gobel-part ner/

Question:

Illustrate the role quality played as criteria in JLR choosing its supplier Gobel &Partner.

Explain the importance of Gobel & Partner in the supply chain(unit 6)

A Students should illustrate based on:

How critical is component quality to JLR

What were the effects of bad quality

What were the issues JLR had to tackle to working with 16 suppliers

The steps taken by JLR to improve quality Importance of the supplier

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4 MTR Foods, the Bangalore -based food processing company, is planning to utilisethe services of a third party manufacturer for the first time. The contracted plant inMathura for producing vermicelli is expected to give it a push in the northern andeastern markets where it is trying to expand its presence. The company is also

planning a capacity expansion in spices.

MTR has nine plants in Bommasandra Industrial Area in Bangalore which caters toits product categories like spices and masala, beverages, vermicelli and frozen food.The company has so far produced its brands inhouse.

The plant in Mathura would help us supply to the north and eastern parts of the

country. It would help us source wheat faster and also trim freight costs by 6-7 percent, said Sanjay Sharma, chief executive officer, MTR Foods.

Source: http://www.busin ess-standard.com/article/compan ies/mtr-foods-to-outsourcemanufacturing- 110041200084_1.html

Which according to you m ay then be distribution strategy u sed by MTR? Justify youranswer (unit 8)

A Explanation on the fac ts fitting the strategy

Identification of the stra tegy

Rationale behind choosi ng the strategy

Conclusion

5 Explain any four direct benefits of outsourcing with exam ples. (unit 10)

A any four of the following benefits(reason why this is a benefit , description of thebenefit and example)

Focusing on core competency

Reducing the expenses of manufacturing and logistics services

Reducing the head count of hourly employees and management

Improving the accuracy

Improving flexibility and wider range of services

Getting access to global networks and better technology

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Improving services

Improving quality

Reducing capital investment and increasing cash flow

6 Describe the supplier integration approach.(unit 12)

Explanation of the stages of supplier integration with suitable examples

None

White box

Gray box

Black box

OM 0013 ADVANC ED PRODUCTION AND OPERAT IONS MANAGEMENT


Types of Operational Str ategies

Current Trends in Opera tions Management

Types of benchmarking

Automated assembly lin es

A Types of Operational Strategies\

Current Trends in Operations Management

Types of benchmarking

Automated assembly lines

2 Describe Computer-Aided Manufacturing(CAM)

A Description of CAM including :

What is CAM

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Applications of CAM

Benefits of CAM

Problems of CAM

3 What are the different applications of Just In Time.

A Listing of application

Discussion on the application

4 Organization: Fortune solutions

The market place for phar maceutical companies is highly co mpetitive. As a resultthere is a need for a flexi ble, accurate and responsive globa l planning process tosupport the key factors of rapid time to market, rapid respo nse to demand changes,low costs. Each supply ch ain had developed its own Sales O perations planning (SOP)process making it difficult to combine and form a global vie w of demand and supplyand to maximise sales op portunities. The requirement was to create a standard SOPprocess to be used at all t he supply chains, incorporating co mpany and industry bestpractice. The solution for this problem was developed as fol lows: A workshopanalysed all SOP models used within the company and com pared these with

business requirements an d best practice. As a result of com bined SOP models, theorganisation was able to d evelop a best fit SOP model that could be rolled out acrossthe company. The worksh op produced a detailed document ation which describedabout inputs, meeting ag endas and attendees, outputs, key performance indicatorsfor each stage of the proc ess. A simulation of the full SOP m odel was developed thatenabled final design impr ovements to be made and training of process participantsand key stakeholders. Thi s allowed a successful implement ation plan to bedeveloped. Upon implementing, the process was tried on trial run for a period of 4months to facilitate fine tuning. The resulting SOP model was then rolled out across

the company to achieve full benefits. The rapid implementation of a standardisedSOP process gave immediate benefits to the fortune solutions in terms of:

Increased customer service level and superior product availability.

Reduced costs from higher resource utilisation, reduced waste.

Improved cash flow due to optimized inventory and improved schedule adherence.

Give the reason for developing a standardized SOP process. How was the solutiondeveloped ? What are the benefits of a standardized SOP process

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A Reasons for developing a standardized

SOP process

Description of the development of the solution

benefits

5 What is new product development? Explain the impact of internet on new productdevelopment.

A Definition of new product development, how is it driven

Description of the impact of internet on new product development (how it is freeing

developers to generate id eas, example/s)


V4L Principles

Demand management

A V4L Principles

Demand management

SEM 4 C OMMON WINT ER 2014 MB0052- Strategic Management and Business Policy

1 What is strategy? Explain some of the major reasons for lack of strategicmanagement in some companies?

Meaning of strategy

Reasons for lack of Strategic management

2 Explain the following:

(a) Core competence

(b) Value chain analysis

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10

(a) Core competence

(b) Value chain analysis

3 Describe in brief the following environmental factors which a business strategistconsiders:

(a) Political factors

(b) Technology

10

(a) Description of Political factors

(b) Description of Technol ogy as an environmental factor

4 Write a brief note on Tu rnaround strategy. 10

Brief note on Turnaround strategy 10

5 Define the term strateg ic alliance. What are its characte ristics and objectives?

10

Definition of the term str ategic alliance

Characteristics of strategi c alliance

Objectives of strategic alliance

6 Write short notes on the following:

a) Competitive advantage

b) Porters Competitive threat model

10

a) Competitive advantage

b) Porters Competitive threat model (Five Forces model)

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MB0053 International Business Management

1 The world economy is globalizing at an accelerating pace . Discuss this statementand list the benefits of globalization.

Discuss the statement

Listing the benefits

2 Compare the Adam Smith and David Ricardos theories of international trade with

examples.

Adam Smiths theory

David Ricardos theory

3 Regional integration is h elping the countries in growing th eir trade. Discuss thisstatement. Describe in br ief the various types of regional in tegrations.

Regional integration

types

4 Write short note on:

a) GATS (General Agreem ent on trade in services)

b) ILO (International Labo ur organization)

a) meaning and role of GATS

b) Meaning and role ILO

5 What is the difference between domestic and international accounting and how willyou measure this difference?

Differences

measures

6 Discuss the various payment terms in international trade. Which is the safest

method and why?

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The modes of payment

Safest mode

SEM 4 BANKING WINTER 2014 MA0041- MERCHANT BANKING AND FINANCIAL SERVICES

1 You want to apply for merchant banker. Find out the list of regulations that amerchant banker needs to follow in India.

Merchant banking role

Functions

2 Is book building an effic ient IPO pricing mechanism? Sub stantiate your reasons.

IPO process

Book building process

3 The banks are in a bind over the implementation of the n ew bancassuranceproposal as announced in Budget 2013-14. Banks assuming the role of insurancebrokers may also lead to conflict of interests where the ban k is also the promoter ofan insurance company. D iscuss the opportunities and threa ts for the new proposal.

Bancassurance process

Opportunities and Threats

4 Global Finance magazine has named the SBI as the Best Trade Finance Bank -2013. SBI has a caption of Expertise delivered around the Globe! " Do you agree

with this statement.

Explain Trade finance

SBI position in Trade Finance

5 SKS Microfinance Limited, India's only listed micro-lender has concluded asecuritisation transaction for Rs 321 crore with a major public sector bank. Describe

the process of securitization.

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Concept of securitisation

Process of securitisation

6 Compare and contrast the various instruments of money and capital market thatare available in India.

Instruments in money market

Instruments in Capital market

MA0042-TREASURY MANAGEMENT

1 Compare and contrast t he corporate treasury and a bank treasury.

Similarities

differences

2 Discuss FEMA violations in India

FEMA violations in India 1 0

3 Discuss the role of treas ury in Kotak Mahindras bank.

Treasury operations in Ko tak Mahindra bank

4 Explain the organization al structure for Risk Management .

Organizational structure for Risk management

5 Discuss the internal audit machineries subscribed by RBI.

Internal audit machineries subscribed by RBI 10

6 Discuss the role played by SAP and SWIFT in treasury Management.

SAP

SWIFT

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MA0043- CORPORATE BANKING

1 Discuss the Kingfisher airlines consortium loan and name the participating banksin that loan.

Identify the banks

the purpose and

the amount of advance and the status of consortium loan

2 List and explain briefly the various types of letter of credit documents. List andexplain the steps that must be taken to evaluate the documents attached with theletters of credit.

Various types of letter of credit documents

Explain the steps

3 Prepare a report on the role of EXIM bank in facilitating p re and post-shipmentfinance.

Pre -shipment finance

Post shipment finance

4 Prepare a chart listing s ome of the important Indian bank s that have introducedchannel banking and Gree n Banking programs.

channel banking and

Green Banking programs

5 Reliance industries want to raise capital by selling stocks, through the mechanismof book building, by offering Initial Public Offers (IPOs). Discuss the book buildingprocess.

book building process.

Methods and guidelines

6 Suppose you are working as risk manager in a private bank. As a manager,discuss the issues and challenges of corporate banking.

Issues of corporate banking

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6 Technology plays a dominant role in effectively managing the business of DFIs.Discuss the role of technology in DFIs.

Role of technology in DFIs

Developments

SEM 4 FINANCE WINTER 2014 MF0015 & INTERNATIONAL FINANCIAL MANAGEMENT

1 Give the meaning forwa rd markets. Explain its features, a rbitrage in forwardmarkets, forward markets hedging and speculation in forwa rd markets.

Meaning of forward mark ets

Features , arbitrage in for ward markets

Forward markets hedging

Speculation in forward ma rkets

2 Explain the interest rate parity theory and purchasing po wer parity with examples.

Interest rate parity theory with examples

Purchasing power parity t heory with examples

3 Explain the cash concentration strategies and cash management structures.

Cash concentration strategies

Cash management structures

4 A particular method is used depending upon the circumstances and the legalaccounting procedures adopted in a particular country. Explain all the translationmethods.

Current rate method

Current /non current method

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Monetary method

Temporal method

5 International credit markets are the forum where companies and governments canobtain credit. Bring out your understanding on international credit markets andexplain the two very important aspects of international credit market. Refer and giveone example.

Introduction of international credit market

Explanation of syndicated loans with example

Explanation of External Commercial Borrowings (ECB)

6 Explain the principles of taxation and double taxation. Giv e some important pointson tax havens and its typ es.

Explanation on principles of taxation

Explanation on double tax ation

Explanation on tax haven s and its types

MF0016-TREASURY MANAGEME NT

1 Collateralised Borrowing and Lending Obligations (CBLO) is a produt in the moneymarket launched in 2003 by CCIL. Discuss the process invo lved in obtainingmembership of CCIL for CBLO.

Process involved in obtaining CBLO

2 Commodities market is the market in which commodities like oil, gold andagricultural products are traded. Who are the players in the commodity market?How does the commodities move?

Players

Factors that affect the commodity market

3 Suppose you are the manager of a company operating in three countries; India,US and UK.

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What are the risks you face relating to foreign exchange?

Foreign exchange risk factors

4 Explain interest rate and various types and various sources of interest rate.different types of interest rate risks

framework for measuring and managing the liquidity risks.

5 The Treasury function of a company plays a key role in working capital. Analysethe interface between treasury and working capital.

Interface between treasury and working capital

6 Treasury products are t he product in the market available to the treasury forraising and deploying fun ds for investment and trading in s ecurities and forexmarkets.

Forex services

Money products

securities

MF0017 & MERCHANT BANKING AND FI NANCIAL

1 Rating methodology is u sed by the major Indian credit ra ting agencies. Explain themain factors of that are a nalyzed in detail by the credit rati ng agencies.

Business risk analysis

Financial analysis

Management evaluation

Geographical analysis

Regulatory and competitive environment

Fundamental analysis

2 Give the meaning of the concept of venture capital funds. Explain the features ofventure capital fund.

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Meaning of venture capital funds

Features of venture capital funds

3 Hire purchase is one of the important concept. There are certain features of hirepurchase agreement so explain the points of it. Differentiate between hire purchaseand leasing.

Concept of hire purchase

Differences between hire purchase and leasing

4 Explain the concept of Swap. Write down its features and various types of interestrate swap.

Introduction of Swap 2 10

Features of swap

Various types of interest r ate swap

5 Elaborate on measuring exchange rate movements. Expla in the factors thatinfluence exchange rates.

Measuring exchange rate movement- introduction

Interest rate differentials

Focus on demand supply model

Economic factors

Political conditions


International Credit Markets

International Bond Markets

International Credit Markets

International Bond Markets

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MF0018 & INSURANCE AND RISK MANAGEMENT

1 Explain the risk management methods.

Loss control

Loss financing

Internal risk reduction

2 An organization is a legal entity which is created to do some activity of somepurpose. There are elements of a life insurance organization. Explain the elements oflife insurance organization.

Important activities

Internal organization

Distribution system

Functions of the agent

3 Insurance is the most i mportant industry. Elaborate the d ifferent types ofmediclaim and liability po licies.

Explanation of all 5 types of mediclaim policies

Explanation of all 6 types of liability policies

4 Give short notes on :

Pricing objectives.

Pricing elements.

Rate computation

Pricing objectives

Pricing elements

Rate computation

5 Explain the creation and application of insurable interest. Give the differencesbetween wagering and insurance.

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Creation of insurable interest

Application of insurable interest

Differences between wagering and insurance

6 Identify the role of insurance in managing risk financing. Explain the importance ofinsurance transaction. Discuss in different perspectives of insured and insurer

Role of insurance in managing risk financing

Introduction of insurance transaction

Explanation of different perspectives of insured and insurer.

SEM 4 PM WINTER 2014 PM 0015 QUAN TITATIVE METHODS IN PROJE CT MANAGEMENT


Management Operation System Technique (MOST)

Project Budgeting

A Management Operatio n System

Technique (MOST)

Project Budgeting

2 Describe the different nonnumeric methods for project selection.

A Description of the non numeric methods

The Sacred Cow

The Operating/Competitive Necessity

Comparative Benefits

Rank-ordering (Q sort)

3 What do you understand by managing cash flow?

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203375059 Assignment Questions Winter2013 New

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Transcript of 203375059 Assignment Questions Winter2013 New