(demb 11) assignment - 1, dec-2013. executive · pdf file... business policy and strategic...

(DEMB 11)

ASSIGNMENT - 1, DEC-2013.

EXECUTIVE M.B.A. DEGREE EXAMINATION

First and Second Years

Paper – XI : BUSINESS POLICY AND STRATEGIC MANAGEMENT

Maximum : 25 MARKS

Answer ALL questions

1. Corporate policy

2. Lower-level management

3. Strategic management

4. Port-folio

5. Mergers

6. Turn around management.

7. Briefly explain the F-S framework of corporate strategy.

8. Explain the role and functions of Board of Directors in corporate management.

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Paper – XI : BUSINESS POLICY AND STRATEGIC MANAGEMENT

Maximum : 25 MARKS


1. Write a brief note on competitive analysis.

2. Give a classification on costs which are used in strategic analysis.

3. Discuss the evaluation and control of strategy.

4. How the mergers and acquisitions used for organisational development?

5. Case study.

ASIAN PAINTS (INDIA) LIMITED

APIL is the leader in the entire industry, comprising both organised as well as

unorganised players, with a market share of about 19 per cent. The Company is

confident of the fact that its share of industry sales is twice as much as that of its

nearest Competitor, Goodlass Nerolac. APIL also dwarfs the others in size, its net sales

nearly twice that of Goodlass Nerolac, well over twice that of third-placed Berger Paints,

and nearly four times that of fourth-placed Jenson and Nicholson.

It is only wary of the expanding unorganised sector which seems to be eating up the

share of firms in the organised sector. Nevertheless, given the multiplicity of shades it is

capable of, APIL reckons it can look forward to a compound growth in its market share.

Even though the company has no experience in the production and technology aspects of

ceramic tiles manufacture it has opted for ceramics because the marketing will involve

utilisation of its existing distribution network for paints. The rationale is that since

paints and ceramics are both building materials, APL’S existing customer base (which

can serve as. a ready-made market) will be targeted for its ceramics products.

‘‘With our extensive distribution network and stocking points, we can reach even the

remote markets. So marketing ceramics is not likely to be a problem’’, says Choksey.

The plan is to penetrate the market as quickly as possible and grab a substantial chunk

of industry sales. The company will initially start with ceramic tiles, but these is not

plan to restrict itself to any specific market segment.

The new project is scheduled for completion by the end of 1996 and, it will in all

probability be located in Gujarat. This is because any location in that state will have the

advantage of proximity to the raw material supplying areas in Gujarat and Rajasthan.

APIL is currently negotiating with foreign collaborators for the technology, which also

will have to be imported. The technology will also have to be adapted to Indian

conditions.

The company is intent on a continuous modernisation and upgradation of its technology

and its assets so as to keep in tune with the changing requirements of the market place.

In addition it is also working on plans to increase production capacity own the next few

years Besides the activity on the domestic front, APIL is increasing its overseas

presence as well. One of the few Indian companies with overseas subsidiaries in the

South-Pacific region, APIL is now setting up a new subsidiary in Australia. Its existing

ventures abroad too have reported healthy results : Asian Paints (South Pacific) has

registered a 12 per cent growth Asian Paints (Tonga) grew at rate of five per cent, Asian

Paints (Solomon Islands) at over 10 per cent and Asian Paints (Nepal) at over 18 per

cent.

When asked about the threats facing the company Choksey chuckles and says he prefers

to call them challenges. We need to meet the demands of this growing organisation – of

our workforce, our technology and our assets. A major point-to be tackled is to be able to

meet the growing demand for our product and to create a greater awareness for our

newer products,” he says. Over the first few months of the current financial year, sales

volume has been growing at a rate of 14 per cent, well above the industry average. With

the recession firmly behind it and government levies no longer inflating its prices, the

paint industry seems to be on an uptrend. But the APIL management has its work cut

out for it : it will not merely have to gear up to meet the burgeoning demand, but will

also have to work hard at retaining and then increasing its market share.

Questions :

(a) How Asian paints converted threats into challenges?

(b) Evaluate the new strategies of Asian Paints (India) Limited particularly its proposed

foray into ceramics.

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Paper – XII : INTERNATIONAL BUSINESS

Maximum : 25 MARKS


1. MNCs.

2. LDCs.

3. Regional Trade.

4. Human Resource Management.

5. International Business.

6. Negotiated agreements.

7. Discuss about various International Trade Theories.

8. What are the steps involved in designing an appropriate structure of strategic

management?

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Paper – XII : INTERNATIONAL BUSINESS

Maximum : 25 MARKS


1. Write an essay on multinational corporate culture.

2. Explain various negotiations in International Business.

3. What is WTO? Explain its origin and functions.

4. Briefly examine the role of HRM in Multi National Corporations.

5. Case Study :

Two Senior executives of world’s largest firms with extensive holdings outside the home

country speak.

Company A : “We are a multinational firm. We distribute our products in about 100

countries. We manufacture in over 17 countries and do research and development in

three countries. We look at all new investment projects both domestic and overseas

using exactly the same criteria”.

The execution from company A continues,

“of course the most of the key ports in our subsidiaries are held by home country

nationals. Whenever replacements for these men are sought, it is the practice, if not the

policy, to look next to you at the lead otfice and pick some one (usually a home country

national) you know and trust”.

Company B : “We are multinational firm. Our Product division executives have

Worldwide profit responsibility. As our organisational chart shows, the united states is

just one region on a par with Europe, Latin America, Africa etc, in each division”.

The executive from Company B goes on to explain, “the Worldwide Product division

Concept is rather difficult to implement. The senior executives incharge of this divisions

have little overseas experience. They have been promoted from domestic ports and tend

to view foreign Consumers needs as really basically the same as ours. Also, product

division executives tend to focus on domestic market because it generates more revenue

than foreign market. The rewards are for global performance, but strategy is to focus on

domestic Most of the senior executives simply do not understand what happens over

seas and really do not trust foreign executives even those in key Portions?

Question :

Which Company is truly Multinational? Why?

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Paper – XIII : MANAGEMENT INFORMATION SYSTEMS

Maximum : 25 MARKS


1. Information system

2. Software

3. RDBMS

4. Queries

5. Table

6. Database.

7. Briefly explain the foundations of Information systems.

8. Discuss the concept of system development life cycle.

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Paper – XIII : MANAGEMENT INFORMATION SYSTEMS

Maximum : 25 MARKS


1. Explain the various concepts of data communication.

2. What are the different types of DBMS?

3. Outline the recent trends taken place in information technology.

4. Discuss in detail about various network topologies.

5. Case study.

An MNC automobile marketer wants to enter into Indian Market. He wants to market

its cars in three models at different rates through a network of dealers across India.

You, being an expert in MIS, are required to suggest how they can implement MIS

through different stages and internet for his company.

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(DEMBC 1)




GROUP C — Human Resource Management

Paper – I : HUMAN RESOURCE PLANNING AND DEVELOPMENT

Maximum : 25 MARKS


1. Supply forecasting

2. Supervisor

3. Monitoring

4. Comparative HRD

5. HRD culture

6. HRD for family welfare.

7. Explain the methods and techniques of HR planning.

8. Discuss different strategies of HR development.

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(DEMBC 1)





Paper – I : HUMAN RESOURCE PLANNING AND DEVELOPMENT

Maximum : 25 MARKS


1. Write about the significance of line managers in human resource development.

2. Explain the role of HRD in Defence and Panchayati Raj Institutions.

3. What are the main issues in HRD?

4. Discuss various methods and techniques of demand forecasting.

5. Case study.

Rajah Industries was incorporated in 1990 at a tribal area of west Bengal about 150 KM

from Kolkata. The company manufactures paper products on a large scale, The

management decided to employ high quality human resources for various operations.

The Director Human Resources, Mr. Ray, empowered the General Manager Mr. Sen to

recruit people from various parts of the country. They recruited talented human

resources by 1995 from various, companies with attractive compensation. Most of them

had 15 — 20 years of experience. The General Manager and Senior Manager — HR were

highly appreciated and rewarded by the top management.

In 2000 the company had a recorded production and secured high profit. As a result, the

company’s image was enhanced and the CMD would like to expand the operations. The

Board of Directors were also thinking of some strategies to enter into a new line of

activity.

They observed certain important changes in the company. The human resource turnover

was increasing. Several senior professionals retired. Some others would retire soon

because they had joined with vast experience earlier.

Even in 2002, several customers reduced their paper consumption and shifted towards

paper less office. The situation had become worse because several problems had been

faced by the management.

Questions :

(a) What are the key issues in the case?

(b) How do you tackle the situation?

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(DEMBC 2)





Paper – II : ORGANISATIONAL DYNAMICS AND CHANGE MANAGEMENT

Maximum : 25 MARKS


1. Group alienation

2. Organisational burnout

3. Empowerment

4. Learning organization

5. Organisational change

6. Work redesign model.

7. What are the causes for organisational stress? State the measures to overcome this

stress.

8. Explain the significance of decentralisation in an organisation.

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(DEMBC 2)





Paper – II : ORGANISATIONAL DYNAMICS AND CHANGE MANAGEMENT

Maximum : 25 MARKS


1. Write in detail about organisational ethics and values.

2. Discuss various organisational diagnostic methods.

3. Briefly explain the group development phase.

4. What is transformational leadership? Explain its merits and demerits.

5. Case study :

The middle managers of a large firm were told by corporate personnel that a group of

consultants would be calling on them later in the week. The purpose of the consultant’s

visit would be to analyze inter-group relations throughout the firm. The consultants had

been very effective in using an O.D. intervention called team-building. Their particular

approach used six steps. When their approach was explained to the managers, a great

deal of tension was relieved. They had initially thought that teambuilding was a lot of

hocus-pocus, like sensitivity training, where people attach each other and let out their

aggressions by heaping abuse on those they dislike. By the same token, these managers

generally felt that perhaps the consultants were not needed. One of them put it this

way, ‘Now that we understand what is involved in team building, we can go ahead and

conduct the sessions ourselves. All we have to do is to choose a manager who is liked by

everyone and put him in the role of the change agent / consultant. After all, you really

don’t need a high-priced consultant to do this team-building stuff. You just have to have

a good feel for human nature’. The other managers generally agreed. However, the

corporate personnel director turned their suggestion down. He hired the O.D.

consultants to do the team building.

Questions :

(a) What is a team-building approach to organization development? Do you think the

managers had an accurate view of the technique? How does it differ from

sensitivity training?

(b) Do you think the managers had an accurate view of the role of the external

consultant? Do you agree or disagree with the corporate personnel director for

turning down their suggestions? Why?

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(DEMBC 3)





Paper – III : LABOUR LEGISLATION AND IR

Maximum : 25 MARKS


1. Significance of Industrial Relations

2. Strikes and Lockouts

3. Joint Management Councils

4. Second NCL

5. Social Security

6. Trade Unions.

7. Discuss the nature of industrial conflicts and explain how they are settled.

8. What are different methods of dispute settlement in Indian Industry?

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(DEMBC 3)





Paper – III : LABOUR LEGISLATION AND IR

Maximum : 25 MARKS


1. Outline the provisions of Minimum Wages Act, 1948.

2. Explain the principles and types of labour legislation.

3. What are the main provisions of workman’s compensation legislation act?

4. What are the forces influencing social and labour legislation in India?

5. Case study :

A union category employee of Ennore Foundries Ltd., came to the punching booth for

recording his punching. There was a heap of sand kept for construction purpose. Some

quantity of sand got spread near the punching machine. The employee in question while

punching, fell on the sand. While falling, he had taken his hand for support. The hand of

the workman was in a swollen condition. The Union members stressed that the wounded

employee should be treated in Bone and Joint Hospital at Anna Nagar, Chennai. That

treatment in the hospital was costly. The management suggested that the employee

should be taken to the Nominated Hospital with whom the company was having tie-up,

by paying one-time premium.

Due to the trade union pressure the Welfare Officer of the company admitted the

employee in the Bone and Joint Hospital, Anna Nagar, Chennai. X Ray was taken. The

X-Ray report did not show any complication. Doctor told the union member and the

colleague that the treatment was on and that it will take one or two days. The Trade

Union member and the colleague of the workman were in a going mood. Both of the

trade union member and the Co-employee left at

11.30 am.

Human resource manager informed the Welfare Officer that the hospital should not

keep the employee for more than necessary hours, as treatment in that hospital was

costly and not in conformity with the wage agreement and policy of the Company. These

were like the biblical dictums guiding every step and at the same time be of good service

to the workman also, in tune with the philosophy of the company. Soon the family of the

employee arrived and was satisfied and said that they will take care of him.

The next step was making arrangements for discharge from the Bone and Joint Hospital

for commencing further treatment with the company-nominated hospital. The employee

was admitted in the company nominated hospital on the following day. But, the trade

union agitated over the issue of admitting in the company nominated union.

Questions :

(a) Whether the Trade Union was really interested in the employee or was looking for

an opportunity to embarrass the management.

(b) If the management had immediately agreed with the demand of one Trade Union,

whether it would have opened the floodgates of numerous demands in connection

with that incident.

(c) If readily agreed by management, whether it would have got other repercussions

like other serious deceases for which there are numerous specialized hospitals

which are costly to be borne by management?

(d) Whether such a demand would create a precedent?

(e) Whether acceptance of the demand, without much reflection, would have landed

management on a weak-turt on other issues.

(f) Being a Welfare Officer, how the situation should be handled, the incident?

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(DEMBC 4)





Paper – IV : ORGANISATIONAL BEHAVIOUR

Maximum : 25 MARKS


1. Human Behaviouralism.

2. Personality

3. Job enrichment.

4. Qualities of Leader.

5. Organisational Climate.

6. Stress.

7. Define OB. Discuss various approaches to OB.

8. What is Group formation? Explain its process.

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(DEMBC 4)





Paper – IV : ORGANISATIONAL BEHAVIOUR

Maximum : 25 MARKS


1. Briefly discuss about Transactional Analysis.

2. Critically examine the Maslow Theory of motivation.

3. Discuss about different leadership styles.

4. Explain the determinents and concept of Organisational climate.

5. Case study.

Mr. Chandrasekhar is the supervisor of 25 unskilled workers working in a grocery

warehouse. To reduce the costs, the management has decided to install mechanized

materials-handling equipment. Since the workers lacked training and knowledge about

the productivity and cost reduction effects of this equipment, the supervisor had to

struggle a lot to introduce the change by involving all of them in it. Ultimately the new

equipment was installed with the active cooperation of his workers.

After a few months, Mr. Chandrasekhar has been asked to install a sophisticated quality

control equipment among a group of technical workers.

Since this group consisted of educated employees, who are in better position to

understand the company’s problems, he expected little opposition to the proposed

change. Accordingly he did not exert himself much before introducing the new

equipment as had done earlier in the case of unskilled workers. Contrary to his

expectations, the group resisted tooth and nail to the introduction of the new system

until it was given up. However, the mistake proved to be costly to Mr.Chandrasekhar.

He lost his job.

Questions:

(a) How do you explain the behaviour of two groups in accepting or rejecting he

change contemplated by the management?

(b) What should have been done by the supervisor to avoid resistance by the technical

group of workers to the proposed change?

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(DEMBC 5)





Paper – V : EMPLOYEE COMPENSATION MANAGEMENT

Maximum : 25 MARKS


1. Fair wage

2. Collective Bargaining

3. Significance of D.A.

4. Linking wages with productivity

5. MNCs

6. Wage board.

7. Critically examine different wage theories.

8. Briefly explain about Time, piece rate and incremented policies.

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(DEMBC 5)





Paper – V : EMPLOYEE COMPENSATION MANAGEMENT

Maximum : 25 MARKS


1. What are the principles and produces required for installing Incentive system?

2. Explain the role of H.R. Department in compensation management.

3. Discuss in detail about wage policy in India.

4. Identify the recent trends taken place in Managerial compensation in Indian Industry?

5. Case study.

The Kalve unit of the chemicals and fibres Ltd. has a powerful union. The Company

rejected the

Union’s demand for 30% bonus on the ground that workers Were not entitled to bonus

more than 20% under the payment of Bonus Act. This has provoked the workers and

their union to initiate an agitation; and discontentment was prevailing within the

factory. Ultimately the workers on the third shift had resorted to a stay-in sterile, which

continued. The company has and alleged that the work Stoppage had resulted in the

Stoppage of production Consequent on the agitation, a lock-out notice Was put up by the

company It was Stated that the company was a public utility concern and that the

workers had struck work without notice as required under Industry Disputes Act.

The Workers were guilty of contempt of Court as they head disobeyed the injection

granted by a civil court restraining them from staging a stay-in strike. According to the

company the strike was illegal and the Company’s action of having declared the lockout

was Perfectly as per law. The union was of the opinion that the company was not at all a

public utility concern and that there was no strike on the part of the workers. Hence the

Workers did not commit any attempt of court. As a proof of non-step the union has

pointed out that there was no substantial declared in Production according to the

Production statistics of the company, and if any reduction was there, it was due to

chining over to another product, as notified by the company. The case Was reported to

tribunal, who was convinced by the evidences that there was no strike in the company.

The lack-out was declined illegal and unjustified. The lack-out has, therefore, awarded

full wages to the workmen for the lack-out period of 45 days from the day of strike.

Questions:

(a) Do you feel that the managements approach was wrong in certain respects? If so

Point out them along with the rationale for your observation.

(b) Could you suggest a more imaginative way for the managements to tackle the

union?

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(demb 11) assignment - 1, dec-2013. executive · pdf file... business policy and strategic...

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