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0% found this document useful (0 votes)
73 views34 pagesMar 2023
Uploaded by
jaydeepashtamkar25Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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/ 34
: . th: 2223
Unwerswvot Munbet | Jamnalal Bajaj Institute of Management Studies
(AUTONOMOUS)
+ Dadabhal Neoroj House, 164, Backbay Reclamation, H T Parekh Marg, Mumba: 400.021
| Phone; (91-022) 2274 7700/2274 7705,
. URL: wwww,bims.edu
NAAC Ass e-mail; director@)bims.edu a
Examination Time Table
Master of Management Studies (M.M.S)
Semester End Examination | Semester I] March, 2023
Batch 2022-2024
Day & Date Time Name of the Subjects Marks
@ Ray Financial, Cost, & Management| gy ny
e y " ” 60 Marks:
17703/2023_|_11:002.m.t0 1:00 p.m. ‘Accounting oy
Saturday
, 18/03/2023 | 11:00 a.m. to 1:00 p.m Perspective Management | 60 Marks
Monday | ‘a
| 20/03/2023 | 11:00am. to 1:00 p.m. | Managerial Economics j 60 Marks
|
\ Tuesday | —
21/03/2023 | 11:00 a.m. to 1:00 p.m. Principles of Marketing | 60 Marks
Thursday ~
23/03/2023") 11:00 a.m. to 1:00 p.m. Organisation Behaviour 60 Marks
Friday ~ ~
a 24/03/2023 | 11:00..m.to 1:00 p.m, | Information Technology For Management | 60 Maths
Saturday |
25/03/2023 | 11,00 a.m. to 1:00 p.m. Principles of Operations Management | 6) Maths
Tuesday | -
28/03/2023 ju (00 a.m, to 1:00 p.m, | Business Research & Quantitative Methods | 60 Marks
{
Wednesday ~——
| 291032023. | 10:30m.t0 5:30pm. | Seminar Paper #2 Viva Presentation | 100 marks
_
| Dr Bakaisina Pars
Propranne CorOraten Balance Sheet.
Piccounr ng
WoUS 14-23-2023 r
i Note Amount
Section ‘A | Bauity and Lia
Alroli Apricot Company's uel balance forthe financial year 2022-23 is given below: ‘Equity
5 (@_| Share Capital
‘Account Head Debit Credit (©)_| Reserves and Surplus
interest on Loans 40000. sand Surplus
Trade Payables 214000 Total Shareholders’ Funds
al Fees 30000 ‘Non-Current Liabilities
city Cha 12500 =
Electricity Changes 12509 (@)_[ Long’ jorrowing
‘General Reserve Ts @ ‘Term Borrowings
Equity Share Capital 1055000 (b)_| Long Term Provisions
Buildings 1425000 (©_| Other Non-Current Liabilities
Investment in Government Bonds 700000 Total Non-Current Liabilities
LCD Projectors 50000 aan Lena
Loan from HS86 (Shore Term) 450000 Current Lieb Fe
Delivery Vane 35000 (@_| Trade Payabies
Bank Overdraft 50 (&) | Shoit Term Borrowings
—ranriure a 0 (©_| Short Term Provisions
——_ Isa (@)[ Or Curent Lines
income from Investments 0
iets ee ————__—— 47 am otal Current Liabilities
Advertising 95000 | ee
“Trade Receivables "260000. Total Equity and Liabilities
‘Car Repairs 14500 B | Assets Tt “|
SS gg ee ‘Non-Current Assets
nk Balance =
Sse ofsre 00 @_| Property, Plant and Equipment -
Insurance Premium 36000 (©) _[ Non-Current Investments |
Purchase of Raw Materials - 758000 (©)_| Long Term Loans and Advances |
ae a
‘Cable Television Charges 36000 (@)_[ Other Non-Current Assets
Salaries 350000
inet ag Total Non-Gurrent Assets |
Loan from RBL (Long Term) 300000 Curent Assets |
“Advances from Clients 16000 (@_[tnventories
‘Advances to Supplers 135000 (©) _| Trade Receivables i I
Delivery Chi 20500 (©)_| Cash and Bank Balances
TRS. 57500 4857500 I |
Te Rie ABS 15004857500 (@)_| Shore Term Loans and Advances [
Additional Information (©) _| Current Investments I
‘+ On March 31, 2023, closing stock was valued at Rs. 79500. (© | Other Current Assets |
‘+ Insurance premium is prepaid to the extent of Rs. 6000,
‘+ Provision for taxis to be created atthe rate of 30 per cent,
‘+ Provision for doubtful debts isto be created atthe rate of 1S per cent of trade
receivables.
‘* Depreciate: Buildings at the rate of five per cent; (b) Delivery Vans, Electrical
Fittings, Fumiture, and LCD Projectors atthe Depreciate rate of 20 per cent.
Total Current As
‘Total Assets Front ana tans Account forthe Yea nd
;
[income See Lame |
(a) Sales (Gross)
(b) Other Income
Total Income
Expenses
@ Materials Consumed
(b) Employee Benefits Expense
© Other Expenses
Total Expenses
Earnings before Interest, Taxes, Depreciation and Amortisation (EBITDA)
Depreciation and Amortisation
‘Earnings before Interest, and Taxes (EBIT)
‘Add: Non-Operating Income
Less: Non-Operating Expenses
Earnings before Taxes (EBT)
Provision for Tex
‘Earnings after Taxes (EAT)
Transfer General Reserve SECTION “ID
1. Attempé all the questions. Marks for each question are given alongside.
2. Questions must be attempted in the chronological order. Each deviation will
cause the negative marking by 1 mark.
Qu: 5 marks
Q1A: Mention only “true” or ‘false? with the respective serial number about the following
statements without rewriting entire statement in your answer sheet
1. Break Even analysis and Contribution is Marketer’s friend.
2. — Product costs are visible only in the income statement.
3, Life Cycle Costing does not include the supplier’s cost.
4, Every adverse variance does not necessarily indicate inefficiency.
Depreciation on Fixed assets is always treated in cost records as period cost.
yw
QU B: Fill in the blanks and state only the fillers with their respective serial number
without rewriting the entire statement in your answer sheet:
is an important part of the total cost incurred by a business in the
production of goods or rendering of services and require close monitoring to ensure
the same is within acceptable levels. (Administration cost, Overhead cost, Factory
cost)
2. includes all costs, including fixed costs, related to production.
(Absorption costing, Marginal costing, Variable costing)
3. Historical costs that cannot be recovered by any decision made now or in the future
are called (Fixed, Opportimity, Sunk)
4. The net revenue forgoné as a result of the rejection of an altemative is called
an, (Variable cost, Opportunity cost, Surik cost)
cost in decision making (Differential,
i
5. The incremental cost is the
Relevant, Redundant).
Qu 10 marks
(1) Classify the following costs as direct (D) or indirect (ID) costs in the
manufacture of shoes
(2) The foreman’s salary
(b) Spares for machinery
(©) Depreciation of factory equipment
(@) Leather used in the manufacture of shoes
(e) Wood in making heels
(f) Glue in shoe making Classify the following costs as variable (V), fixed (F), or semi varzante (9) in
° terms of their behavior with respect to volume or level of activity
(a) Property taxes
(b) Maintenance and repair
(0) Utilities (water, electricity)
(@ Sales agent’s salary
(e) Depreciation by mileage -automobile
(3) Classify the following costs as product costs (PC) or period expenses (PE)
(@) Pears in a fruit cocktail
(b) Overtime premium wages
(©) Legal fees
(@) Advertising expenses
(©) Workers’ compensation
(f) Rework on defective products
(4) Which of the following costs are likely to be fully controllable, partially
controllable, or not controllable by the chief of the production department?
(@) CEO salary
(b) Utilities Blectricity, Water)
(©) Idle time due to machine breakdown
Q3: Following are the details available, pertaining to Binani company Ltd:-
5 marks
Particulars Year i Year 2 _|
Sales (Rs) 2,00,000 4,00,000
Profit (Rs) 80,000 180,000
| Margin of Safety (Rs) 160,000 3,60,000
Compute the following: -
A) BEEP. sales for year 1 & year 2.
B) P/V ratio for year | & year 2,
9 Total fixed costs for year 1 & year 2,
Assuring that P/V ratio of All conti i f year 3 if
Profit ofyear3 wake es will continue for year 3 what will be the sale of
Be a 205 Of Year 2 increases by 50% in year 3 then what should be the change in
also. year 2 in year 3 so that the B.E.P. sales of year 2 will be continued for year
OR
cer ae Manufacturing Company's product passes through two distin! procs
Occurs inthe proce © ee Stock. It is known from the past experience that ee SNS NN AL AE ATS Ue At tthe (annie
SSS VS UO AE NE HT At et A tt ei
DRE Soa, Vale af the Wa a AN gti Ny Wak
: ‘i Niven Nha A pane TANT AOL Mii Hi patina bie Bhs
we LW) wats \ WH Hebe ti
Pavdeutars | Wrawinny NU i. Weiner ti
7 Material Quosnaned | ‘vl ‘iil
H Wages | AN inn
TVeanwiiounring expenses MN anu
AQQOOO watis Avene REMIT iE Pre NA, CONENE Ha AOI Pee tpi wens
Brovess N SA the
Prowess Y RON ih
PrepATE prowess COST aCCaTHb: show lig the coat at the output
QE A Manntioturing conway tase the Ratlowing material Hiniaetione duilag (he montieat
September, A inavten
Vardoulaes Qintlty: Tuite
Opening Stock 400 on
Purehare aM ONO
“September, 9 saute 400 om
September, | Purchase 00 10.00
September, 16 Assties 200 10,00
September, 25° Purohave 190 10,50
September, 26 isstios 10) 10,90
Work at the consumption Value of the material and Closing stook a on 10! September under
FIRO, LAFO and Simple Average methods,
OR
Qt ABC Ltd gives you the following data for Qetober, 2008, € ‘aloutate all cont varlanwon:
© Standards for 2000 Unite. Actual Production 000 Unity for Sept,
Materials 4000 Kus @ Ra 18/ Ky Matorlaly 0150 Kyaw @@ Re 127 Ky
Labour 6000 Hrs @ Rw 8 por Ur Labour 8900 Hr @ Rx 7 per He
Varinble Overheads 6000 rw @ Rael por Hr | Variable Overheads 5900 Hea @ Ru 4.20 por He
secre re Bent OF HUCK gr evey Section tit
MULTIPLE CHOICE; Pick the correct option and state only the chosen alphabet. Do not rewrite your chosen option.
Q.4. Variable cost per unit is budgeted to be Rs 80.00 and fixed cost per unit is budgeted to be Rs 45,00 in a period
‘when 5,000 units are produced. If production is actually 6,100 units, what is the expected total cost of the units
produced?
A. Rs 762,500
B. Rs 713,000
Rs 725,000
D. Rs 726,000
Q2. Given estimated sales in February, March, April, May and June are Rs 90,000, Rs 96,000, Rs $4,000, Rs 87,000
and Rs 63,000. In case 50% of sales are realized in the next month and balance in the next of next month, determine
cash collection from sales in April and May.
‘A. Rs 93,000 and Rs 75,000
B. Rs 93,000 and Rs 70,500
C.Rs 75,000 and Rs 70,500
D. None of the above
3. John has made the following predictions for his business for the first six months of trading to 30 June:
Sales in Jan, Feb and March = Rs20,000 per month
Sales in Apr, May and June = Rs 35,000 per month
Sales will be on one month's credit
Purchases will be for cash.
If goods are sold at a gross profit margin of 40%, and goods are replaced as soon as they are sold, the amount
payable to suppliers in March, will be:
A. 58,000
8. Rs10,000
C.Rs12,000
D. Rs 14,000
4. A cash budget for the six months ended 30 September shows an anticipated overdraft of approximately Rs
9,500. Which of the following would reduce the expected overdraft?
Allowing customers two months' credit, instead of one month's credit, in which to pay
Suppliers’ purchases being made for cash, instead of one month's credit
Assets being leased, rather than purchased for cash
* Charging depreciation on fixed assets at 25% on the straight-line basis, rather than 20%.
poeP
2S. Hot B Ltd uses this information when preparing their flexible budget: direct materials of Rs 2 per unit, direct
{2b°r oF Rs 3 per unit and manufacturing overhead of Rs 1 per unit, Fined costs are Re 35,000. What would be the
budgeted amounts for 20,000 and 25,000 units?
Rs 120000 & Rs 150000
Rs 130000 & Rs 160000
Rs 135000 & Rs 160000
Rs 135000 & Rs 165000
goe> A
unit variable cost
tis included in the
oat will not apply In this case. The
of Rs 1.50 per shelf. The Rs 1.50 per-shelf cos
Yo accept the order. Based on
of RS 27, with annu.
Fixed costs a ntUal xed costs of Rs 320,000. However, the Rs 3.50 packaging co
this information sanatected by the special order and the company has the capacity
what would be the profitifJansen accepts the special order?
ill decrease by Rs 1,20
200.
Profits will increase by Rs 31,200.
§,_ Profits wil increase by Rs 600.
Profits will increase by Rs 7,200.
nis available
7 Orange Plate Company has three product lines, A, B, and C. The following financial Information
Item Product Line | Product Line | Product Line
A B c
Sales Rs 30,000 |” Rs45,000 | Rs 12,000
Variable costs 518,000 | Rs2a,000| 57,500
anmibuton | gexzon0]eanono | 4500
Fixed costs:
Avoidable Rs 4,500 Rs 9,000 Rs 3,000
Unavoidable Rs 3,000 Rs 4,500 Rs 2,000
Operating income Rs 4,500 Rs 7,500 (Rs 500)
Orange Plate is thinking of dropping Product Line C because its reporting an operating loss. Assuming the
‘company drops Product Line C and does not replace it, operating income for the firm will likely:
Be unchanged :
Increase by Rs 1,200
Increase by Rs 1,500
Decrease by Rs 1,500
Decrease by Rs 2,700
roop> ANS. ACauagaaeay tae A partied Mii Cie at teh vetficta tte fall reat
Sate Wir Van
Vetta We (U0
Ate unttany He A000
Fivet Papen We HMMA
Nel hoe, Haddin
ACs voit tet ottetitod B06 at Het sagt ean fe alien, 1 faint ees te etliabe ee is
HEMI He, he Conmpany!: Het Ineaiie will Ineeaen / deerenae hy ?
AN Aue Caan BY Rae AAD
BO Boeconie ty fhe 0000)
1 trvetantee ty RAO,
BS Boetoanee fy RAO
Rawat thee above
494 the fotlovvtng atatonnent relate to responsibilty conten
(4) Bota on capttal employed Isa sultable measure of performance In both profit and investment centres,
(2) Cast con ties are found In manufacturing organisations but not in service organisations,
(a) the manager of a revenue contre Is responsible for both sales andl costs In a part of an organisation,
Wateh of the statements, (Hany, ls true?
A Lenty
& Zonly
& Sonly
2}, None of then
10, A duutgetlng process which demands each manager to Justify hls entire budget In stall from beginnings,
A Runetional budget
Master budget
G.Zero base budgetlng
None of the above 7
QUAL Cash budget ls more helpful In those buslness concerns where there are
A.No seasonal fluctuations:
B Wide seasonal fluctuatlons
C.Rare seasonal fluctuations:
D.Allof the above
shortage?
Q.12, Which of the following Is not an explanation for rising, profit occurring at the same time as a cash shortage
A. Rapld expansion sales and output
Repayment of foan
C._ Disposal of fixed assets for a profit
1D. Purchase of new premises Q.13. Which of the following would not lead to an Increase In net cash flow?
A. Reduced materials costs
B. - Larger sales volume
C. Lower depreciation charge
D. Higher selling price
Q.14. Advantages of maintaining cash budgets would not Include one of the following:
A, Time is available to investigate the possible future sources of finance
Overdrafts can be negotiated In advance of when they are needed
Debtors can be pald more quickly
B.
c
D. Surplus cash can be put to more profitable uses If expected to occur
Q.15. Which of the following could not explain profits belng made but cash shortages also occurring atthe same
time?
More loans being taken out.
Heavy capital expenditure
Higher cash drawings
Extended credit period being offered,
DOOP
Q.46 . Costs that a company or manager can Influence are called 7
A. discretionary costs
B._ fixed costs
C._ variable costs
D. controllable costs
ai. are the costs associated with not choosing the other alternative,
A. Sunk costs
B. Opportunity costs
Cc. _ Differential costs
D.- Avoidable costs Pere Rective Marayomens
18 (Bloor;
F4Z2
Marks: 60
Time: 2 Hours
“Answer any five (All questions carry equal marks)
4. Define Management and explain the various
functions of management
2. Explain any four main sources of change for today’s
managers
3. Explain the skills and competencies that successful
managers possess and the management Charter
initiative competencies,
4, Explain in detail any three theories in the ‘Evolution
of Management’
5. Why should managers formally plan and explain the
criticisms of formal planning
6. Short Notes (answer any two)
a. Fredrick Taylors contribution
b. MBO
c. Efficiency and Effectiveness
d. Mintzberg’s managerial roles. pen 2,
Pe ™ Genial ecomomles
2013 |Qo22
, X7P1
ax. Marks: 60
aration: 2 hours
structions: — Answer ANY FOUR from QI to QS
Answer ANY ONE of the following:
a. Explain the difference between Promotional Elasticity of Demand and Income Elasticity of Demand. If
the demand function of a product is 2A — 130 - 0.4q = 0, find the Promotional Elasticity of Demand
when the promotional expenditure is Rs 5. (Note: q = quantity demanded in thousands and A =
promotional exp. in Rs. er) (7.5, 7.5 marks)
b. Critically discuss the Laws of Returns to Scale. (15 marks)
Answer ANY ONE of the following:
ca. E
,
plain the Total Cost function of a firm. If the Total Cost Function (C ) of firm is given as C =? -
q° + 6q + 50, then find the value of the least cost that this firm would have to incur, If the firm produces
1.3 units what will be the excess capacity that this firm carries.
(15 marks)
b. Discuss the Planning Curve of a firm. (15 marks)
Answer ANY ONE of the following:
a. Derive (via the Total Cost function) the pre-optimal relationship between the short run AC function and
the corresponding MC function for any firm. (06 marks)
If the TR function ( R.) of a firm is 6R = 270q ~ 5.4q? [where : q = quantity demanded and R(0) = 0},
find V(maximum sales receipts) that this firm can earn. (09 marks)
b. Distinguish between the sub-normal profits (continue) and sub-normal profits (shut-down) phenomena
that firms can experience. (15 marks)
. Answer ANY ONE of the followin / /
) a. Derive the conditions for profit maximization, using the marginal method. (7S matks)
Ifthe AR function of. firm is p = 40 —0.3q and the AC function of this firm is given as © = ;
akeven prices that this firm will have to charge. [Note: q= quantity demande
2-294 +
find the two bre:
es (7.5 marks)
i ition’. Explait ous salient feature of the monopolistically
i : istic Competition’. Explain the various s
». Explain the term ‘Monopolis pe rare
competitive market condition.
5. Answer ANY ONE of the following: . , ee
a. Explain the revenue conditions under perfect competition. A firm’s TC function is gi
oe ig 4p 400 + 8q = 0 (where ‘g"= quantity and ‘p”
4g} — 48q2 + 444q + 400 and its demand function is 4p — 400 +8 =o oe cea
= price). Using the principles of profit maximization, determine the p!
(15 marks)
Price leadership model, giving emphasis to the
bi Critically di jes of the Dominant Firm
cally discuss the dynamics of the (15 marks)
financial impacts that such a firm can cause. ParmePles of Markesing-
B9Z3
Time: 2 Hours
Marks: 60
Section I
b Instructions
1, Attempt any three questions
2. All questions carry equal marks
3. Illustrate with suitable examples wherever possible.
Qu. A company is planning to launch a midsize hotel having restaurant and lodging
facility in suburb of metropolitan city. A restaurant business shall cover non-metropolitan
market and lodging and boarding shall cover pan India as market. The facility is situated in
suburban market area having a major trading area where major trading activity related to
electronics good, furniture, hosiery, cloth, apparel, etc. is traded and supplied to major
markets in India.
Suggest target market strategy which should cover segmentation, targeting and positioning,
Also provide your suitable suggestions for upkeeping the hotel and restaurant with different
menus.
Q.2. What do you mean by influencers marketing? Can influencers marketing as a tool be
the best option for today’s marketers?
Q3.. What is product? Describe a product classification with suitable example.
Q4. Explain marketing planning process with example in detail.
Q.5. Short notes (any two)
a. BCG Matrix
b. Value chain analysis
3. VALs model Section II
All questions are compulsory. Each question carries 0.75 marks.
1, Brand Guru, Jagdeep Kapoor’s BRAND MANTRA‘ registered for Sales Growth During COVID Times, is
‘NO DURING CORONA’
a. KHONA
b, SONA
c. RONA
d. None of the above
be. As per the Brand Switch Module™ the result in FREQUENCY SWITCH isto___ customers
Gain
Retain
Re-Gain
Convert
pege
3. Abrand passes through phases to be become an Immortal Brand as per the Samsika
Commodity to Brand Immortality Module™
Nine
Eight
Four
Six
aos
ba Breed Shaastra in Brand Guru, Jagdeep Kapoor's 9 BRAND SHAASTRA leading to Succeed Is for
Brand Market Share Growth
Brand Sales Growth
Brand Profit Growth
Brand Awareness Growth
posD
5. The Ninth Shaastra in Brand Guru, Jagdeep Kapoor's 9 BRAND SHAASTRA leading to Succeed Is
. Speed Shaastra
Creed Shaastra
Deed Shastra
a,
b.
«.
d. Exceed Shastra 6, In Brand Guru, Jagdeep Kapoor's 9 BRAND SHAASTRA leading to succeed the sequen,
ENCE fy,
Brand Shaastra Is
a. Speed, Creed, Breed, Exceed
b. Speed, Breed, Creed, Exceed
c. Breed, Speed, Feed, Exceed
d. Creed, Speed, Exceed, Breed
7. In Brand and Marketing the most highly recommended pricing strategy is
a, At par with Competition
b. Cost Plus Pricing
c. Perceived Value Pricing
d. None of the above
8. As per Brand Switch Module™ the Brand Switch and Category Switch is for_customer
a. Existing
b. Unhappy
c. Lapsed
d. New
9. The First Shastra in Brand Guru, Jagdeep Kapoor's 9 BRAND SHAASTRA leading to Succeeds
a. Seed Shastra
b, Need Shastra
¢. Speed Shastra
d. Heed Shaastra
custome
10. The OBJECTIVE In Brand Switch Module™ for strategy to Avold Switch Is to
a, Re-Convert
b, Regain
c. Retain
d. Convert
i
11. Complete Brand Guru, Jagdeep Kapoor's BRAND MANTRA® DON'T SELL THE RIGHT PRODUCT T°
AUDIENCE™
Disloyal
Wrong
Unfit
Undesirable
pose
secret 4 (A HAI WOH
1’s BRAND MANTRA® registered 45 years ago, ‘JOH DIKHT/
19. Brand Guru, Jagdeep Kapoo!
HAI
a, DIKHTA
b. BIKHTA
cc KHILTA,
d. CHALTA
i jin customers
20. As per Samsika Brand Switch Module™ one is NOT a strategy used to gain or retai
a. Market Switch
b. Brand Switch
. Category Switch
d. Avoid Switch
21, The D in Samsika VAADS Module™ stands for DEMONSTRATION
a. Yes, itis Demonstration
b. No, it is Dealer
No, itis Discounts
d. None of the above
22. In the Samsika Commodity to Brand Immortality Module™ the second phase in sequential order is
a. Recognised Label
b. Strong Brand
© Recognised Brand
d. Label
23, Brand Guru, Jagdeep Kapoor's registered Brand Mantra? is LIKE
PROPORTION™ SALT, USE ————_N THE RIGHT
a Advertising
b, Promotion
a Listen to
b. Read
& Serve
dq, Communicate with rkoting, hLested Mi
in Mal 4 time-tested odute™ by brand
‘and Guru Jagdee
a, stare
p, Beware
« compare
4, Declare
1p Kapoor Is Dare, Don’t 1
speed Shaastra In Brand Guru, Jagdeo
} Jazdeep Kapoor's 9 BRAND SHAASTRA I
leading to Succeed Is f
,, Brand Idea Growth “ee
}, Brand Sales Growth
¢, Brand Profit Growth
4, Brand Trust Growth
39,complete the Jingle, “Buland Bharat kl Buland Hamara Bajaj.”
rs Pa, Taqdeer
b, Rajveer
¢, Tasveer
d, Tanveer
40,Complete Brand Guru, Jagdeep Kapoor’s BRAND MANTRA® ‘Milega Nahi Toh Kaise™
a Dikhega
b, Khilega
© Chalega
4, Blkega
ALL THE BEST en EE NAM ON
231312023
D7X4
‘time Allowed: 2 Hours
Max. Marks: 60
All questions are compulsory and carry 15 marks each.
(QA- Read the following case and answer the questions given below.
Emotions are an inevitable part of people’s behaviour at work. At the same time, it’s not entirely clear
that we've reached a point where people feel comfortable expressing all emotions at work. The reason
night be that business culture and etiquette remain poorly suited to handling overt emotional displays.
‘The question is, can organizations become more intelligent about emotional management? Is it ever
appropriate to yell, laugh, or cry at work? Some people are skeptical about the virtues of more emotional
displays at the workplace. As the chapter notes, emotions are automatic physiological responses to the
avironment, and as such, they can be difficult to control appropriately. One 22-year-old customer
sevice representative named Laura who was the subject of a case study noted that fear and anger were
roitinely used as methods to control employees, and employees deeply resented this use of emotions to
manipulate them. In another case, the chairman of a major television network made a practice of
screaming at employees whenever anything went wrong, leading to badly hurt feelings and a lack of
loyalty to the organization.
Like Laura, workers at this organization were hesitant to show their true reactions to these emotional
outbursts for fear of being branded as “weak” or “ineffectual.” It might seem like these individuals
worked in heavily emotional workplaces, but in fact, only a narrow range of emotions was deemed
acceptable. Anger appears to be more acceptable than sadness in many organizations, and anger can
tave serious maladaptive consequences. Others believe organizations that recognize and work with
emotions effectively are more creative, satisfying, and productive, For example, Laura noted that if she
could express her hurt feelings without Year, she would be much more satisfied with her work. In other
Words, the problem with Laura’s organization is not that emotions are displayed, but that emotional
displays are handled poorly. Others note that use of emotional knowledge, like being able to read and
Understand the reactions of others, is crucial for workers ranging from salespeople and customer service
Agents all the way to managers and executives. One survey even found that 88 percent of workers feel
being sensitive to the emotions of others is an can Se eae aon
“Cyl a ive and can open the door to : i ,
oruinaion ke spect seps 0 oe beter at allowing emotional displays without opening a
Pandora's Box of outbursts?
Questions
tive at managing emotions?
|. What factors do you think make some organizations ineffect "i
sloyees, or does cove
2-Do you think the strategic use and display’ of emotions serv to protect eml0y
SU" true emotions at work lead to more problems than it solves scouts
i 19 Describe the adv:
5. Think of situations where emotions are used as part of a management style’
Astdvantages of this approach.
aa ion given below.
Read the passages and answer the question give” moon a
Tes and norms to produce bad
aie paviout isnot just ignored by
ical lapses in business
izational
from organizatio
ac unethical behaviout
ra Popular press often reports about ethit
conse Who are “loose cannons,” deviating
Wuenn. c., Gey , ¢ company’s motivational structures. In fac, one
orzo ners bu ately env presae fom tei superiors behave ian
SEY fo cig E, Johnson sums up the problem, noting, “Examine nearly any corporate
at eg ineuance, Arthur Andersen, Enron, Health South, Sotheby's Auction House, Fannie
eine aller Intemational, Marsh & MeLennan, Quest—and you'll find leaders who engaged in
ae i luviour and encouraged their follovers todo the same.” How do managers create pressure
acre unethvelly? Management scholar Ben Tepper notes that structures in place in organizations
wee encourage unethical behaviour. Incentives might goto individuals who maximize sales without
sogard to whether they achioved these ends honestly. Lawyers often are paid in such a way that tacitly
“noourages them to overill their clients. Or perhaps rewards might be offered for producing products
at low cost without considering the social and environmental impacts of production decisions. In all
these cases, the reward systems in place in organizations can serve to motivate unethical behaviour.
What can you do as an employee to confront these powerful motivations to behave unethically?
(b) Somewhat surprisingly, this statement appears to be partly true. All leaders, of course, have some
power. But how do differences in power between leaders affect how they do their jobs? Most of us
probably think that when leaders obtain more power, they relax and “rest on their laurels”—or worse,
they abuse it. Several recent studies, however, suggest that this is not quite the case. Power actually can
help a leader do his or her job more effectively. In a series of experiments, researchers found that when
individuals were given power as leaders, they performed more effectively. Why? Power gives leaders
a greater sense of responsibility toward their group—as a result, powerful leaders were more likely to
exert effort and make sacrifices than those with less power. If you’re powerless (or think you’re
powerless), after all, why bother? Interestingly, though, the research also suggested that if leaders
happen to see a task as beneath them, they will disregard it. Thus, if leaders are given more power, it’s
important that they don’t use it to dismiss as trivial the duties that truly matter.
Identify relevant theories and strategies of leadership and motivation applicable here.
Q. DI - Answer any two of the following questions
(a) Referring to the learnings from Zimbardo’s Prison Experiment and th i
and explain the properties of a group. ¢ Hawthorne Studies, enlist
(b) What are some major job attitudes? How do these i
workplaces? se influence performance and productivity at
(c) Enlist and briefly explain the factors influencing organizati . -
Organizational level. Banvzational behaviour at Individual, Group and
Q. IV Describe in detail (any two)
(a) Types of Culture
(b) Big Five Traits of Personality
(©) Group development model _Ly formation Tech nsloyy
Metreng ewes +
241312023
Y1A4
Time: 2 Hours | Marks: 60
Note 1.Q. 1 is compulsory 12 Marks
2. Write any four questions from Q. 2 to Q. 6 each question carries 12 Marks
Senne
Q.1 What are the key Emerging Information technologies in the industry 4.0
paradigm’? How these technologies derive value for business? Discuss with its value
dimension?
ices? Why should a business migrate its
Q2 Discuss different types of Cloud serv
Deloitte Case Study.
operations to Cloud? Discuss using Exxon-
Q.3 What is Al and ML? How is Artificial intelligence (Al) and machine learning
(ML) taking over the world? Elaborate your answer with business examples
©. 4: How does the organization ensure data privacy and security, Wit TS
Google BigQuery? What measures are in place to Protest sensitive and confidential
dau?
5 What is 5G technology? Compare 5G with 46 technologies? Explain. three
‘plications of SG technology. Discuss how 5G will add valuc to business
26 What ae the Key considerations to implemeat the Portet’s TE forves modet
Se ne ey to. devise IT Strategies in FMCG indisins to gst aa
Advantage over the competitors?
&&e
Fe
oY Note:
Qi.
Qa,
a
6.
PONY OY CYR ONS Thay,
QHIAeny
A9J1
SECTION = 1 hours ~ 30 Marks
1, Attempt any 3 questions,
2. Make valid assumptions wherever necessary, State them clearly,
Attempt any 2 10 Marks
List at least 3 types of charts used in ‘Motion Study’ to record activity
under observation. Briefly explain any one of them. Also explain how it
is used to bring in improvement.
Briefly explain Product Layout, Cellular Layout and Process Layout.
With reference to Volume/Variety matrix, explain suitability of each
layout/
Explain two errors, one is likely to make when using sampling and Mean
X chart. (X + z*o). What is impact of increase/decrease in z or sample
size on each error?
Explain any 4 dimensions of quality (out of 8)
Briefly explain the important factors for selection of Plant Location
Attempt any 10 10 Marks
- Kaizen means 2. (A) Radical innovation (B) Step
change innovation (C) Open innovation (D) Continuous improvement
. Which one of the following is not a reason for holding inventories? (A) To
inst inflati (C) To
decouple stages of production ( B) As a hedge against inflation ((
meet projected demand (D) To be able to buy in ‘economical lot sizes
- Following is not a possible reason for using the first come first served rule
i i t throughput time.
(A) It is easy to implement. ( B) It guarantees the shortes! g
(C) Itis viewed as "fair" by waiting customers. (D) No computations are
required.
1 it 1
. Johnson's rule is used in (A) Scheduling of jobs (8) Quality Control (C)
Economic Order Quantity _(D) Calculation of labour productivity
yssor (B) No
In Project Management, critical activities have _ (A) No Predeoe (8)
Succesor (C) Zero Float (D) No manpower (A) Get more
4 i jects, one should ¢ )
Fone wants to reduce risk of delay in projecs, ON activities (C) Start
YO ery % sn -oritioa! activition al | atest Start (D) Monitor Critical activities f
ne a
OF tirnety
completion hl sobs (0
30 IC s Material Requi
Material ia used in (A) Seheduling of jobs (B) equine
Panning (©) Deolding Plant Layout (D) Choosing Plant locatio ri
mn
8 InP ayatem, the reorder Is placed — (A) At Fixed intervals ( B) Wheneve;
etooks reduce toa partioular level (C) At delivery date less lead time 0)
Whenever the rates deorease
© When observing Mean X chart (in Statistical Process Control), if a continuous
downward trond ia obaetved for consecutive 6 samples, one should (A) Do
Nothing (8) Stop the process (C) Charge machine settings to increase the
value being observed —(D) Take a bigger sample to confirm doubt. If
confirmed, stop the machine and do Root Cause Analysis
0.1m Mean X chart, the lines corresponding to 3 sigma variation from mean are
called (A) Line of Balance (B) Line of Actual Control (C) Upper and
Lower Control Limits (D) Line of command
11.In Manpower scheduling, we allot weekly off to employees (A) On Saturday
end Sunday (B) Any 4 days inamonth (C) Only after the employee is
confirmed (D) On the days when workload is lowest
‘2.1n variable sale price scenario, the vendor chooses that order quantity which
(A) Equals average of last year purchase (B) Equals Minimum sales in last
‘2months (C) Maximises vendor profit (D) Equals Maximum sales in last
12 months
*S Which of the following is an example of internal failure costs (A) Refunding
Sewvies fees (B) Product recalls (C) Lost sales/market share (D) Process
downtime
“4 Which of the following is an important factor while i ion for a
BPO? (A) Closeness to raw m Ns) comerarapoee
C aterial sources ivi S
(©) Availability of skilled labour (D) Alll the thre. a B) Connectivity to port
a2
Given below is the table showing earliest clo Mace
Aiso given are the notmnal and Pe a oe nh times for a project.
es rial co:
crash times and cost and th
Nonna
Nonna! | Cost | Crash | Gost
Aa tn | Dut (Hs bur (Rs
Fea lonig \ bun) | (wig | ooo)
4
8
4 6
2 Aw Z 29
41
44
a) Find Latest Start and finish for each activity & find the critical activities in the
project : 5 Marks
b) If the project needs to be completed in 49 weeks, which activities would you
recommend for crashing? 5 Marks
Qa. 10 Marks
Given below are six jobs to be done. Find the schedule using FIFO, SPT and
EDD rule. Compute net profit for each rule (You may use sample template)
Early Late
Due delivery | Delivery
Job Duration | Date | bonus | Penalty
A 5 42 a) 4
B 14 53 2 5]
G 8 46 2 6
D 13 45 2 6
Ei 11 a5) 4 5
F 13 Be 2 4}
Rule | ae eure
Min js | Early | Late |
| Due delivery i Delivery | Net
ioe Start | End | bonus | Penalty Profit SECTION II
Note: 1. Attempt any three questions.
. 2. Make valid assumptions wherever necessary. State them clearly.
3. Be brief. Evaluation will be based on conceptual clarity.
4. Total Marks = 30. All questions carry equal marks
Qt. Reference attached Case Study : “Henry Ford of Ophthalmology”, answer the two
questions at the end of the case.
Q2. In a warehouse with seven loading bays, commercial vehicles after docking are
being loaded with a large mix of products, each packed in corrugated boxes. Once the
vehicle is loaded, the documents and invoice copy are handed over to the driver and then
the vehicle leaves the bay. Explain the steps to be followed studying the operation at the
loading bay, to reduce the Cycle Time.
Q3. With reference to Schemener's Process Matrix, plot (approximately) the position of
* A General Entertainment broadcasting channel (Capital Investment of $ 200 crores,
Salaries of Rs 60 crores p.a.)
A call centre with 400 employees operating in India, for a US based insurance
company
« Accourier service company
* A ‘low-cost airline”
Specify the key issues of “Degree of Labour Intensity” and “Degree of Interaction and
Customisation” (for each of the above case) which the organization would encounter and
should have competencies in place.
Q4. Management of a Hotel on a popular Greek holiday island is concerned that its hotel is
full between March to September (95% occupancy), is about 75% occupied in February,
March and December, and 35% occupied during the other months. Discuss ways in which it
might try move towards 95 % occupancy all year around
(Hint : Revenue Management, This is NOT a Marketing Question.)
Q5. (a). Consider the following configuration of machines, which represent an unbalanced
line with multi-machine stations.
Station | Number of Process
Number Machines. Time.
1 3 3 mins
2 6 8 mins
3 4 5 mins
Total 43, 16 mins
fast computer
There is a proposal to replace these 13 machines by a mosemhe a os whe 8
controlled machine which will perform all the operations of stall rocessing time of 7 mins pet job. This new machine requires only two skilled oy
pl
an ani y perat
there is expected to be considerable savings in electricity cost / unit of productioy OTS ang
Nn too,
Evaluate the proposal.
{b) Ina manufacturing company, the following data is available:
roduct Variable
° s Selling Price Expenses Production Rate
(000 Units
($ per unit) ($ per unit) per day)
A 21.00 18.00 1,150
B 26.50 22.00 850
Cc 31.50 26.50 500
D 28.00 22.00 900
E 19.50 16.50 600
F 28.50 25.50 1,500
G 33.00 29.50 750
H 36.10 31.60 600
\ 22.50 18.00 630
J 28.50 23.00 780
K 39.00 33.00 410
L 41.50 34.50 400
Annual Operating Expenses are $ 750 million
Number of Working Days the plant operates is 300
Desired Annual Profits are $ 450 million
() Determine the product(s) which is / are to be ab:
i ; \doned
ii) What could bi rene.
(i) (hat could be actions proposed for the product(s) if we do not desire to abandon ‘ fee
en surgery. Not all
raftsperson’s aided by his or
performing the whole operation {rom first incision to final stitch. Many sur-
i i bbe few examples, however, of: i
in fact, fa ‘There
uassian clinics Of. ye surgeon; Svyatoslay, a
Ophthalmology’, and his methods are
al oper’ A
operat
gery conforms 10 Out
er back-up team,
ing made quit
He has been called the ‘Henry Ford
bile assembly plant than th
hich he specializes is'at syolutiona University Of Mumbai
| SEMSTER END EXAMINATION
Business Research and Quantitative Methods
MMS SEMESTER |
M. Marks 60 Duration 2 Hrs.
ye: Attempt ANY FOUR questions, not more than TWO from any Section. all questions carry equal marks
e statistical tables are allowed. If you find any data discrepancy or insufficiency, please make appropriate
mption and write it clearly. Numbers in brackets indicate marks.
Section | : Business Research
1a Define Research and types of research (6)
1b Identify the types of research in the following cases and justify your classification (9)
AStudy of Factors Affecting Investment Decisions: With Special Reference to Spiritual Intelligence
rging Issues in Indian Financial Markets, Bloomsbery Publications (2013)
Pages Posted: 6 Jul 2013
ivya Verma Gakhar
iru Gobind Singh Indraprastha University
epti Prakash
ira Gobind Singh Indraprastha (GGSIP) University
Pate Written: February 15, 2013
Kbstract
livestor behavior influences financial environment of a country.
epend upon various demographic factors. This study tri ip bet
lemographie attributes like age, gender, spiritual orientation of investor and Re ineestment decision
in i i ini: )0 investors. The result reveal that age has
naking, Structured questionnaire was administered on 10' ta
‘gnifeant relationship with risk taking capacity of investor. Gender and spirit ity intelligence have
Significant relationship with risk taking capacity of investor,