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I Semester M.B.A. Examination, Jan.lFeb. 2012(2011 Scheme)

Business AdministrationManagement Concepts and Theories.

Time: 3 Hours Max. Marks : 7s

Instruction : Answer all the Sections.

SECTION-A

Answer all the questions. Each questions carries six marks. (5x6=30)

1. What is contingency approach to management ? Give examples.

2. Explain Vroom-Jago model of decision making.

3. What is the basis for departmentalization in the textile manufacturing organisation ?

4. What is the role of creativity in decision making ?

5. What is budgetary control ?

SECTION-B

Answer any three questions. Each carries 1 0 marks. (3x10=30)

6. Discuss the challengers faced by management in the current scenario.

7. Compare and contrast Taylor and Fayol's contributions to management.

8. Discuss "whetheryou need any control when everything is going as planned".

9. Discuss the various steps involved in formulating a strategy.

10. Discuss the features and the process ol MBO.

SECTION_C

11. Casestudy(compulsory): (1x15=15)Mattel lnc.'s preschool toy unit, Fisher-Price, has its center at comfrany iheadquarters in East Aurora. N.Y., but it's clearly a separate part of the operation.Called the Cave, the center boasts bean-bag chairs comfy couches, and adjustable

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lighting that make people feel as if they're far from the office. Teams of statfersfrom engineering, marketing and design meet with child psychologists or otherspecialists to share ideas. After observing families at play in the field, they returnto brainstorm - or "sketchstorm", as they call it. Then they build prototypes ottoys from foam, cardboard, glue and acrylic paint.Mingling with people from various disciplines in emphasized at the operation.Staffers such a Tina Zinter-Chahin, senior vice-president for research anddevelopment, call the interaction spelunking, since it's based on the idea of takinga "deep dive" into product development. "People at first were skeptical," says,Ziner-Chahin, noting that toy designers didn't care to spend so much time withmarketers, "They said. 'Come on, l'm going to go away for five days and take amarketing person ?'. We found that while they aren't great with foam and glueguns, they're great at hashing out an idea and positioning the product."Fisher-Price staffers can point to successes. After observing babies as theylearned basic skills, the spelunkers realized that moms spent a lot of time teachingkids about such things in the house as doors, light switches, drawers and kitchenutensils. While the company could boast about toys that make noise or flashlights. lt was short on real-world, practical stuff. lt solved the problem with Laughand learn, Learning Home, a $65 model trome madeef Blastic, where kids cancrawl through a front door and explore the alphabet, numbers, music, speech anddifferent sounds. A smash hit in its 2004 debut, it's now a full line of toys. Theoutfit has high hopes for a couple of forthcoming products, such as Easy cleanhigh chair, the result of a spelunk about issues moms had feeding kids.Questions:1) Why might bean-bag chairs, comfy couches and adjustable lighting contribute

to creativity ?2) From the standpoint of innovation, why does it help Fisher-Price to have toy

designers work with marketers ?

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I Semester M.B.A. Examination, January/February 2012(2011 Scheme)

Organisational BehaviourTime: 3 Hours Max. Marks : 75

SECTION-A

Answerthe following questions. Each question carries six marks : (6x5=30)

1. State the various models of Organisational Behaviour.

2. Define, Morale and enlist the indicators of high and low morale.

3. Distinguish between Transactional and Transformational leaders.

4. State the propositions ol theory 'Z' .

5. List out the characteristic features of effective and ineffective Teams.

SECTION_B

Answer any three of the following. Each question carries ten marks : (3x10=30)

6. Explain the various theories of personality.

7. Explain Transactional Analysis.

8. Explain lhe causes of perceptual distortions and techniques of impressionmanagement in cross cultural business organisations.

9. Discuss the various strategies to resolve organisational conflicts.

10. Discuss the various dimensions and drivers of organisational culture.

SECTION-C

1 1 . Read the following case and answer the questions given : 15

Case:

At first Tammy Reinhold didn't believe the rumors. Now that the rumors wereconfirmed, she was in denial. "l can't believe it," she said. "l've worked as agreeting-card artist here for 17 years. I love what I do. Now they tell me tha\l:m,going to have to do all my work on a computer."

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Tammy was not alone in her fear. The company's other two artists, Mike Tomaskiand Maggie Lyall, were just as concbrned. Each had graduated from art schoolnear the top of their class. They came to work for Wisconsin Art and Greetingsright out of school - Mike in 1976, Tammy in 1983, and Maggie in 1988. Theychoose the company, which had been around for more than 50 years, because ofits reputation as a good place to work^ The company also had never had a layotf.Wisconsin Art and Greetings is a small maker of greeting cards and specialitywrapping paper. lt has modest resources and modest ambitions. Management hasalways pursued progress slowly. May be that's why it was so late in introducingcomputerized technology to its production operations. And why now it decided thatit no longer wanted its artists to do hand-rendered work. Management had boughtthree high-powered Mac computers and equipped them with the latest graphicsand photo-manipulation software including Photoshop, Quark, and lllustrator.Courtland Gray, the company's owner, called Tammy, Mike and Maggie into hisoffice this morning. He told them about the changes that were going to be made.Gray acknowledged that the three were going to have a lot to learn to be able to doall their work on computers. But he stressed that the changes would dramaticallyspeed up the art-production and photo-layout processes and eventually result insignificant cost savings. He offered to send the three to a one-week course inDallas specifically designed to train artists in the new technology. He also said heexpected all of the company's art and photo operations to be completely digitalizedwithin three months.

Tammy was not stupid. She'd been following the trends in graphic art. More andmore work was being done on computers. She justthought, as did Mike and Maggie,that she might escape having to learn these programs. After all, Wisconsin Art isnot Hallmark. But Tammy was wrong. Technology was coming to Wisconsin Artand Greetings and there wasn't much she could do about it - other than complainor look for another job !

Questions;1) Explain Tammy's resistance.2) Evaluate the way Gourtland Gray handled this change.3) What, if anything, would you have done differently il you had been Gray ?

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I Semester M.B.A. Examination, January/February 2O12(zotr scnemQ

Business AdministrationBusiness Environment

Time: 3 Hours Max. Marks:75

SECTION_A

Answerallquestions. Each question carries six marks. (5x6=30)-i.

List outthe internal stakeholders.

2. How does growing environmentalism affect business in India ? Give suitableexamples.

3. Analyse the issue involved in Bhopal gas tragedy of December 1984.

4. Out line the strategies to tackle the problem o{ 'Jobless growth' in India.

5. Out line the various types of finances provided by commercial banks to businessfirms.

SECTION_B

..- {nswer any three questions. Each question carries ten marks. (3x10=30)

6. Discuss the performance of Indian Economy during the last decode.

7. Discuss the results of 20'l 1 census of India.

8. Outline the SEBI guidelines pertaining to issue of shares and mergers andacquisition.

9. Explain the disconnect between economic performance and electoral outcome inIndia.

10. Why does India attract less FDI an compared to smaller economies ? How are*India be made FDI friendlv ?

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SECTION_C'l 1. Compulsorycasestudy. (1xl5=15)

Rambus Network Academy is one of the leading trainers in Kerala in India in thelield of hardware, networking and security. The organisation is located at Chalakudy,Thrissur District, Kerala, and has ten divisions in different parts of Kerala. Theorganisation had a humble start in 1999, as a PC and Laptop service centre. Later,the same year, an educaiion division was also started, aiming to provide trainingcourses in hardware and networking. Initially, ihe division was started as a lowprofile project, but now it is set with enough inf rastructure to support various levelsof training programmes in the field of hardware, networking and security.The organisation was established by Mr. Jeevan P.V. and Mr. Abhilash T. in theyear 1999, during the boom in the information technology industry, to leverage theopportunities in the sector, based on the new business. Though started as a servicecentre the organisation had a set plan for innovation and entry into lT education.With the increase in demand for lT professionals in the area of hardware andnetworking, the founders decided to build an infrastructure which was capable ofgenerating experts, able to withstand day{o-day challenges that come in thisindustry. Thus RAMBUS NETWORK ACADEMY was established. The organisationis undertaking hardware and networking courses, interior designing and careeroriented short term computer courses..To simplify the management of the entireorganisation, the responsibilities and duties are divided into various levels ofmanagement. The hierarchy includes departments based on the training area, whichalso has a head of the department. To uphold the manpower and their efficiency,there is a Human Resource department.

The Rambus Network Academy is, in association with the Continuing EducationCell, Govt. of Kerala, operating in polytechnics ol Kerala. Continuing EducationCell (CEC) is a Kerala Government project, operating through polytechnics, andproviding certifications lor courses in almost all engineering subjects. Currently,the organisation has off campus training in eight polytechnics, in collaboration withthe CEC.

The institution provides a training standard that provides sutficient knowledge tothe student for appearing in Global certification examinations such as A+, Net+,Linux+, RHCE, MCSE, CCNA, CCNP, etc. With a team of 'Globally ce*ified'faculties, the entire training programme is conducted. We happily announcethattilldate, the organisation could successfully train more than 5000 students.

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The organisation is heading fonrvard to achieve its dream project of establishing itsdivisions throughout the country now, to leverage the opportunities arising from thenew business environment and rr industry. Arong with aI these, the orgaiisation isplanning to start its new business project in the field of advertisement, donstructionand Real Estate. At present, they are drawing the business pran and formuratingstrategy to venture into Rear Estate, Advertising, etc., based on the positive trendsin the sectors. There are thousands of non-resident Indians invesiing in housingand real estate through builders in Kerala because of two reasons.a) Income tax exemption that they enjoy when they have NFil status and wourd

not get when they setfle back in the home country. To avoid interest tax etc..they invest heavily in real estate.

b) The majority of Kerarite non-residents in Gurf countries have no time to constructtheir own houses, while working in Gulf.

Future endeavours include extending rhe business enterprise into other states.The organisation is committed to provide the best of all services.Questions:1) Do you thinkthat Rambus academy has grown because of the time advanrage

or lhe business plan ?2) Do you agree with their diversification plans ?

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I Semester M.B.A. Examination, January/February 2012(2011 Scheme)

Business AdministrationManagerial Communication

Time: 3 Hours Max. Marks :75

SECTION_A

Answer all questions. Each question carries six marks : (5x6=!e)

1. Why is "communication a two-way process,'?

2. Explain the process of communication with the help of a diagram.

3. Briefly explain the objectives of communication.

4. What is the importance of body language in communication ?

5. What causes loss of information as communication moves downward ?

SECTION-B

Answer any three questions. Each guestion carries ten marks : (3x10=30)

6. what is 'grapevine' ? How can management use it to influence the morale of theemployees ?

7. Why is listening the most important of the communication skills ? What measuresshould be taken to improve listening skills ?

8. As a secretary of the college association, prepare a welcome speech to be givenon the occasion of the inauguration of the year's activities.

9. 'Verbal communication is more important than non-verbal communication". Discuss.

10. Explain the different types of informal channels ol communication in an organization.

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'SECTION-C

Casestudy-Compulsory. 15Anand, Vice Pre_sident, systems, ground his cigarette into the ashtray and rhought,'Here go those save-the Earth people again'. He had just read a copv of a memothat savitri, Vice President, finance, had sent to Rajiv;cEo, asking'tirat smokingbe prohibited throughout the premises of salient Technologies - both ii their Gurgaonand Pune otfices. savitri cited health dangers, reduced productivity, rights ofnon'smokers, and damage to company property. Anand knew he courd cit6 somearguments also : the rights of smokers, the unfairness of imposing new restrictionsthat were not in place when workers were hired, the reduced pioductivity due tostress from not smoking and the fact that other health-related pioductivity [razards(such as gross obesity) were not banned. He fert that he courd easiiy get thesupport of Raghu, Vice president, marketing, and Vinay, general managei Jtitities,the two other smokers in the management.Following these developments, the cEo decides to hold a special meeting of theexecutive committee, made up of himseff and the three vice presidentslwhichincludes Anand and savitri) the following week to discuss and resolve the'issue.Regular parliamentary procedures are followed at these meetings.1) Assume the role of Rajiv, the cEo. compose a memo to the executive committee

announcing the meeting and outlining the agenda.2) Assume the roles of other participants in the meeting and carry on the discussion

from your own point. Also write the minutes of the meeting.3) After the role-play, discuss how each of the participants felt about the meeting ?

was any one arguing from a position he/she did not really agree with ? was themeeting successful ? Did anyone lose or win ?

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I Semester M.B.A. Examination, JanJFeb.2O12(2011 Scheme)

Business AdministrationManagerial Accounting

Time:3 Hours Max. Marks : 75SECTION-A

Answer all the questions. Each question carries six marks. (5x6=30)

1 . Explain the assumptions underlying accounting measurement.

2. Outline the importance of Excel in linancial analysis.

3. How are cash flows classified in a Cash Flow Statement ?

4. Calculate operating cycle for 2008 and 2009 from the following information aboutXYZcompany.

2008 2009

Sales Rs. 98,400 Rs. 1,07,300

Costofgoodssold 67,600 78,500

Inventories 20,600 9,800

Debtors 21,600 25,900

At the end ol year 2OO7 , the company had inventories of Rs. 8,700 and debtorsRs. 18,000.

5. From thefollowing data, calculate break-even point.

Budgeted oulput (in units) 70,000

Fixed cost Rs.8,00,000

Selling price per unit Rs. 44

Variable cost per unit Rs. 24

lf the selling price is reduced to Rs. 40 per unit, what will be the revised break-evenPoint ?

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aa"r,or-,Answer any three questions. Each question carries ten marks.

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(3x10=30)6. Explain the statutory provisions regarding the preparation of final accounts of joint

stock companies.

7. Discriminate between relevant and inelevant costs for making decisions with suitableexamples.

8. Dutt companfs Profit and Loss Account forthe year ended 31-3-2008 is as lolrows:Rs.7,58,000

12,000

I,mo3,000

4,39,000

67,000

85,000

11,000

8,000

1,74W

83,000

89,000

Sales

Gain on sale of investments

Interest income

Dividend from subsidiaries

Cost of goods soldDepreciation expense

Selling and administrative expensesInterest expense

Loss on sale of Plant and MachineryProlit before income taxIncome tax

Profit after tax

Relevant Balance sheet Accounts on 31 -3-200g and g1-9-2007 are as follows :

lnventories

Debtors

Prepaid expenses

Creditors

Biils payable

Incometax payable

31-+2008

Rs.93,000

66,000

11,000

84,000

21,000

21,000

31*+2007

Rs.79,000

53,000

8,000

64,000

65,000

28,m0Compute net cash flow from operating activities using indirect method. i

|ffiil|rufiffiffi + srnos9. Fromthefollowing particulars, draw up a Balance sheet of Xtra Ltd. for year ending31"rMarch,2008.

a) Current ratio z.sb) Quick ratio 1.5c) Networking capitald) Stock turnover ratioe) Gross profit ratiof) Fixed assets turnover ratiog) Debtors turnover ratioh) Fixed assets to shareholders networthi) Reserves to capitalj) Longterm loans

10. Ingersoll-R and (lndia) Ltd. manufactures air compressors, pumps and drillingequipments. The following is the list of balances extracted from its books as on g1"rMarch,2009. The amounts are in millions of rupees.Share capitalReserves and surplusFixed assets (gross block) 989.23

Rs.60,000

6 times

2ff/"2 times2times

0.8

0.5Rs.30,000

DepreciationCapital work in progressInvestmentsInventoriesSundry debtors

315.68

4't24.M

570.55

1 .16

22.59

1093.07

132't.58

1657.8'l

269.87

4.47

Cashandbankbalances 2SBB.S2Loansandadvances 992.27Current liabilitiesProvisionsDeferred tax liabilityContingent liabilities not provided lor :Claims against the company not acknowledged as debtsSales tax/excise matters in disoute

36.72

29.97 \Prepare the classified Balance sheet of Ingersoll-R and (lndia) Ltd. as at March,2OO7 in vertical form.

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- SECTION_C11 .Case study (compulsory) : 15

Sahara Electricals produces and sells three types of meters. The cost analysis permeter of each type of meter is given below :

A B C

Materials Rs.30 Rs.48 Rs. 18

Labour 2. 30 8

Overheads:

Fixed 24 36 24

Variable 24 36 16

Total cost 100 150 66

Profit 35 30 10

Selling price 136 180 76

No.of metresproduced 1,000 1,500 2,000

With an objective to concentrate only on two most profitable meters, the managementwishes to discontinue the production of less profitable meter among the three.However, there is scope lor doubling the production of remaining meters, if anyone is discontinued.

As a management consultant, advise as to production of which meter should bediscontinued, through a report.

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e0206 lilil1ilililililililtffiilil||tlI Semester M.B.A. Examination, January/February 2O12

(2011 Scheme)Business AdministrationManagerial Economics

Time :3Hours Max. Marks : 75

SECTION-A

Answerallquestions. Each quesrion carriessix marks. (5x6=30)

1. Define opportunity cost. Explain its importance in managerial economics.

2. Explain consumer equilibrium under cardinal utility analysis.

3. Define price elasticity of demand. what are its tpes ?

4. What is a trade cycle ? What are its phases ?

5. Discuss on price leadership.

SECTION-B

Answer any three questions. Each question carries 1 0 marks. (3x10=30)

6. Obtain a lineartrend equation forthe following data :

Quantity sold2000 1002@1 1802W2 m2003 2702@4 340Project the sales for the year 2009 and 2010.

7. Long run and short run objectives and decisions differ for a firm. Substantiate.

8. what is perfect competition ? Explain price and output determination underperfectly competitive market. \ '

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9. what is demand forecasting ? Briefly discuss on various methods used fordemand forecasting.

10. Explain the various phases of business cycle and their implications on businessdecisions.

SECTION-C

Compulsory: (1x15=1S)11. The owner of a car wash measrues the following short run production function :

Q=6L -0 .5L2

where Q = no. of car washes per hourL = no. of worker.i) Generate a schedule showing totar product, average product, and marginar

product.ii) Plotthisschedule on a graphiii) lf the price of car wash is Rs. 15, how many workers shourd the owner emproy

if he pays hourly wage rate Rs. 6 to each worker ?iv) suppose he gets students to work in the everning at Rs. 4 per hour. should he

employ more workers then ?