sample question papers

Birla Institute of Technology & Science, PilaniDistance Learning Programmes Division

Second Semester 2005-2006Comprehensive Examination (EC-2 Regular)

Course No. : ES ZC261 Course Title : DIGITAL ELECTRONICS & MICROPROCESSORS Nature of Exam : Open Book Weightage : 60% Duration : 3 Hours Date of Exam : 02/04/2006 (FN) Note: 1. Please follow all the Instructions to Candidates given on the cover page of the answer book.2. All parts of a question should be answered consecutively. Each answer should start from a fresh page.

Q 1. Design an 8085 microprocessor based system such that it contains 14K EPROM, 8K RAM using 8Kx8 EPROMs and 4Kx8 SRAMs. Design should also include 8255 and 8253 one each in memory mapped I/O.a) Give the complete memory mapping (also show the unused space ranges if any).b) Show the interfacing diagram for the above system.

Note: Use 3:8 decoder (with 2 active low and 1 active high enable inputs) and logic gates in your design. No need to show 8085 microprocessor, latches and buffers. Decoder outputs are active low.

(20)

Q 2. Write a program to get sum of 10 numbers (8-bit) stored from memory location 2600H. The sum (16-bits) should be stored at the end of the data block. Draw the flow chart also. (8)

Q 3. Write the control words for the following

a) 8255 should be configured in such a manner that: PC3 is used for sending the SOC signal to an A/D converter. PC7 is used for getting the EOC signal PC0 , PC1 and PC2 are used as select inputs for a multiplexer. Port A is used to read the digital output from A/D converter.

b) 8253 should be configured: to read the contents of the counter while the count operation is performed. to use counter 0 as a 16-bit counter. (4 + 3 = 7)

Q 4. Answer the following a) Suggest the addressing modes for the following instructions:

MVI B,20HSTA 2500HMOV B,CSTCSTAX DMOV M,B

b) After reset what will be the contents of 8085 registers?c) To come out of the Halt state what must be done in an 8085 program?d) When 8085 is reset all the interrupts are disabled (True or False?).e) An interrupt can be acknowledged only if HOLD is inactive (True or False?).

(3 + 2 + 1 + 1 + 1 = 8)

Q 5. Design a MOD-6 synchronous binary counter having repeated binary sequence as 0,1,3,2,5,4,0 using JK flip-flops and logic gates. The counter must be self-correcting. (8)

No. of Pages = 1No. of Questions = 6

Q.6 (a) Convert an RS flip-flop to JK flip-flop.

Q.6 (b) Given DCBACBAACDDBADCBDCBAF ,,, with optional

combinations DCBADCBA , and DCBA

Using K-map for the above Boolean expression, find- prime implicants- essential prime implicants- minimized SOP (3 + 6 = 9)


Second Semester 2005-2006

Mid-Semester Test(EC-1 Regular)

Course No. : ES ZC261 Course Title : Digital Electronics & Microprocessors Nature of Exam : Closed Book Weightage : 40% Duration : 2 Hours Date of Exam : 05/02/2006 (FN) Note: 3. Please follow all the Instructions to Candidates given on the cover page of the answer book.4. All parts of a question should be answered consecutively. Each answer should start from a fresh page.

Q 1. Using only Boolean algebra theorems, prove the following:

(a)zyxzxzyyzx

(b) (A+B) (B+C) (C+A) = AB+BC+CA

(c) yzxzxyxzxzyx (1 + 2 + 3 = 6)

Q 2. Express the following function in sum of minterms and product of maxterms:

BCDBCADCBAF ,,, (4)

Q 3. Given F(A,B,C,D) = Σ (0,2,4,5,7,8,10,12,13,15), using K-map method:

(a) Identify the Prime Implicants(b) Identify the Essential Prime Implicants(c) Reduce the expression (2 + 2 + 2 = 6)

Q 4. Design a combinational circuit for the following expression such that the overall implementation cost is minimum. Use only 2-input AND & OR gates assuming

that the compliments are available. zyxzyxF . (4)

Q 5. Implement a full adder using two 4:1 multiplexers. (6)

Q 6. Design a synchronous counter to count in the sequence 0,1,3,5,6,0. The counter should be self-correcting. Use only T flip-flops and logic gates as needed. (8)

Q 7. Define the following;(a) Microprocessors and Microcontrollers (1)(b) Address bus, Data bus, and Control bus (2)

(c) MIOWRRDALE /&,, signals. (3)




Mid-Semester Test(EC-1 Regular)

Course No. : MATH ZC161 Course Title : Engineering Mathematics – I Nature of Exam : Closed Book Weightage : 40% Duration : 2 Hours Date of Exam : 05/02/2006 (AN) Note: 5. Please follow all the Instructions to Candidates given on the cover page of the answer book.6. All parts of a question should be answered consecutively. Each answer should start from a fresh page.

Q 1. Solve the initial-value problem

.0)0(,12 2 yyx

dx

dy

(5)

Q 2. Solve the differential equation

.0, xxey

dx

dyx x

(5)

Q 3. Check whether the differential equation

0)1(2 2 dyxxydx is exact. If it is exact, find its general solution. (5)

Q 4. Using the method of undetermined coefficients, find a particular solution of the differential equation

xeyyy 345 , hence write its general solution. (5)

Q 5. Using the method of variation of parameters, find a particular solution of the differential equation

xyy sec

, hence write its general solution. (5)

Q 6. Solve the differential equation

0174 2 yyx . (5)


Q 7. Determine a scalar c so that the angle between the vectors jcia ˆˆ

and

jib ˆˆ

is 45 . (5)

Q 8. Find the point of intersection of the plane 523 zyx and the line

tztytx 4,22,1 . (5)



Comprehensive Examination (EC-2 Regular)

Course No. : MATH ZC161 Course Title : ENGINEERING MATHEMATICS - I Nature of Exam : Open Book Weightage : 60% Duration : 3 Hours Date of Exam : 02/04/2006 (AN) Note: 7. Please follow all the Instructions to Candidates given on the cover page of the answer book.8. All parts of a question should be answered consecutively. Each answer should start from a fresh page.

Q 1 (a) Find the general solution of the linear differential equation

ecxxyxdx

dycossec2cot 2

Q 1 (b) Show that the differential equation dyxydxxyx cos2sin2 2 is an exact differential equation. Hence find its general solution. [4 + 3 = 7]

Q 2 (a) Using variation of parameters find a particular solution of the differential equation xeyyy 65 . Also write the general solution of the differential equation.

Q 2 (b) Find general solution of the Cauchy Euler equation 0332 yyxyx

[4 + 3 = 7]

Q 3 (a) Determine whether the vectors kjibjia

662,64 and

kjic

65 are coplanar. Q 3 (b) Find the equation of the plane which contains the point (1,1,1) and is parallel to the

plane x + 2 y + 3 z = 2. [3 + 3 = 6]


Q 4 (a) Show that set of all (x,y,z) such that x + y + z = 10 is not a sub-space of R3. Q 4 (b) Prove that the set {1,x,x2} is a basis of P2. [3 + 3 = 6]

Q 5 (a) Use Gauss – Jordon elimination method to solve the system

522

42

3

321

321

321

xxx

xxx

xxx

Q 5 (b) Evaluate the determinant

4125

392

133

[5 + 2 = 7]

MATH ZC161 (EC-2 REGULAR) SECOND SEMESTER 2005-2006 PAGE 2

Q 6 (a) Find the inverse of the matrix

111

211

001

Q 6 (b) Verify Caley Hamilton theorem for the matrix

21

11

[3 + 3 = 6]

Q 7. Find all eigen values and any one eigen vector of the matrix

121

014

021

[5]

Q 8 (a) Find T,N and K (Curvature) for the curve. tktjittr 3sin4cos4 at any time t.

Q 8 (b) Find directional derivative of the function zeyxzyxf 22,, at the point (1,1,0) in the direction of the vector I + 2j+ 2k. [5 + 3 = 8]

Q 9 (a) Find the work done by the force kzyjxiF 32

when its point of application

moves along the curve tytx 2,2 and z = t from t = 0 to t = 1.

Q 9 (b) Use Green’s theorem to evaluate the line integral

C

dyyxdxyx 4334 233

where C is the circle .122 yx [4 + 4 = 8]


Second Semester 2005-2006Comprehensive Examination (EC-2 Regular)

Course No. : MGTS ZC211 Course Title : PRINCIPLES OF MANAGEMENT Nature of Exam : Open Book Weightage : 60% Duration : 3 Hours Date of Exam : 01/04/2006 (FN) Note: 9. Please follow all the Instructions to Candidates given on the cover page of the answer book.10. All parts of a question should be answered consecutively. Each answer should start from a fresh page.

Q 1. Read the given cases carefully and critically answer the Discussion Question, given at the end.

Katherine Matthews had worked for many years in a variety of retail positions,

including a three-year assignment as an assistant manager at women’s clothing store.

Matthews was then involved in an automobile accident as the passenger in a friend’s

car. Although she was wearing a seat belt, Matthews was severely injured. Her right

leg and ankle were broken when the door on her side caved in upon impact with a

tree.

After four months of rehabilitation, Matthews walked well with the assistance of a

cane. Yet she could not walk for long without enduring pain. Katherine, and the team

of medical specialists assisting her, agreed that an on-the-feet job was not appropriate

for her in the foreseeable future. Katherine assessed her financial situation and

decided she needed to return to work soon. Her disability payments were

ending soon, and her savings were down to $350.

To make the transition back to full-time employment in another field, Katherine signed on with OfficeTemps, a well established temporary placement agency. Katherine explained that she sought work that was mentally challenging but not physically demanding on her right leg and ankle. After carefully assessing Katherine’s capabilities and experiences, the employment interviewer, Jack Radison, created a computer file for her. Radison said, “I’ll call you as soon as I find a suitable assignment.”


One week later Radison called Katherine with good news. He had located a nine-month assignment for her as a telephone interviewer for a market research firm. The market research firm was hiring several people to conduct telephone interviews with dealers and retailers about the acceptability of a relatively new product, a personal air cooler. The cooler is about the size of the central processing unit on a personal computer, and would easily fit on a desk or adjacent to a television set. The air cooler evaporates water, thereby lowering the temperature by 12 degrees F (6.7 C) in a 7-foot area. Using an air cooler, a person would have less need for air conditioning. With the cooler operating, a person could either eliminate air conditioning, or set it at a higher temperature. The manufacturer of the cooler was interested in estimating the potential market for the product, now being sold primarily by mail order.

Katherine’s task was to telephone specific people (usually store managers or owners) from a long list of names. Completing an interview would require about 30 minutes, and involved obtaining answers to 20 separate questions. Each market research interviewer was given a quota of six completed interviews per day.

As the interviewers perceived the task, a major challenge was to keep the interviewee on the line long enough to answer all the detailed questions. Quite often the interviewer had to dig for additional information (such as sales of room air conditioners and fans), or request that the interviewee search his or her files for appropriate information. The several interviewers also agreed that an even bigger challenge was to get through to the people on the list and get them to cooperate. Among the problems were reaching a voice mail system instead of the actual person, excuses about being too busy to be interviewed, and outright rejection and rudeness.

Following the script provided by the market research firm, Katherine began her pitch in this manner: “Hello, this is Katherine from Garson Research Associates in Chicago. I’m asking for your cooperation to participate in an important study about an exciting new product, personal coolers. My interview should only take approximately 30 minutes. May we conduct the interview right now, or would you prefer another time in the next few days?”

Four weeks into the job, Katherine was behind quota by an average of two interviews per day. Feeling fatigued one day, she slipped into introducing herself as “Kat,” the name used by family members and close friends. The interviewee prospect responded, “Oh sure, Kat, I can talk now.” Two days later, Katherine made a personal call to a friend, thus prompted again to think of herself as “Kat.” She inadvertently introduced herself as “Kat” to the next person on her list. Again, the prospective interviewee responded with enthusiasm: “Hey Kat, I’m ready to talk.”

MGTS ZC211 (EC-2 REGULAR) SECOND SEMESTER 2005-2006 PAGE 2

Prompted by the second cooperative response, Katherine then shifted to introducing herself as “Kat.” The percentage of prospects willing to be interviewed jumped from 10 percent to 20 percent. Katherine explained this unusual result to her supervisor, who said that using a nickname and achieving good results was probably just a coincidence, that maybe she had simply become more confident. The increased confidence was therefore responsible for the higher success ratio in obtaining interviews.

Katherine responded, “I’m not so sure. There must be some other reasons that Kat gets more interviews than Katherine.

Discussion Questionsa) How can information about overcoming communication barriers help explain why “Kat” gets

more interviews than “Katherine”?

b) How might the sex of the receiver be related to the different success ratios of “Kat” and “Katherine” in obtaining interviews?

c) Based on Kat’s good results, what recommendations can you offer the research firm to help them increase the percentage of people who agree to be interviewed?

[15]

Q 2. In early May 1998, Juergen Schrempp, chairman of Daimler-Benz AG, a German automotive manufacturer, and Robert Eaton, chairman of Chrysler Corp., an American automotive company, announced a proposed merger. The merged company would become DaimlerChrysler, a large global automotive company on par with General Motors and Ford. Schrempp and Eaton would be co-chairmen of the new company. November 17, 1998, was “Day One” -the first day that Daimler- Benz and Chrysler officially became DaimlerChrysler.

According to a DaimlerChrysler study, 70 percent of all cross-national mergers fail to prosper. To ensure that DaimlerChrysler does thrive, executives at the two companies are approaching the merger as a massive project in organizational change.

A DaimlerChrysler integration team, consisting of executives from each of the two companies, was charged with planning, implementing, and overseeing the changes that would need to occur. Schrempp and Eaton told the integration team, led by DaimlerChrysler president Thomas Stallkamp, that it had two years to make the merger a success. As a symbol of this charge, Eaton and Schrempp “presented each of the 40 integration team members with a single certificate of DaimlerChrysler stock that was cut in half and framed”. The members of the integration team would get the other half of their stock certificates only if they made the merger a success within two years.

To move toward success, the integration team embarked on a series of initiatives. Some initiatives were immediate; others were longer term.

To communicate and reinforce the image of change, DaimlerChrysler arranged for “Day One” celebrations in all their facilities in America and Germany. In addition, each of the new company’s 428,000 employees received a gift package containing a watch with DaimlerChrysler inscribed on it, a letter from the co-chairmen, and a copy of the new internal newsletter. All factory signs were replaced during the preceding night to display the new company’s name. On “Day One” when employees throughout DaimlerChrysler turned on their computers, they were greeted with the message: “Welcome to DaimlerChrysler. The future begins today.”

Human resources departments throughout the merged company “are trying to educate employees about one another.” To accomplish this, a variety of training classes are being offered to Chrysler employees and Daimler-Benz workers. The training classes focus on topics such as the German and English languages, similarities and differences in business practices in America and Germany, employment law in America (including the “the minefield of sexual-harassment rules and laws”), and the fundamental elements of German social and business etiquette.

The DaimlerChrysler integration team uses technology to facilitate the change process. “Those on the front lines of the merger-typically the second and third tier of DaimlerChrysler management -have as many as three video conferences per week.” Managers also keep track of merger progress by using DaimlerChrysler’s Infobase, a computerized tracking system that uses Lotus Notes software. Through the Infobase system, top management can track the status of ninety-eight projects that are crucial to the merger’s success. Individual project managers use the Infobase system to track the progress of their own projects and to inform about the progress of other projects. This information sharing and access is viewed as crucial to the merger’s success.

Juergen Schrempp, DaimlerChrysler’s co-chairman; Thomas Stallkamp, the executive in charge of combining the two companies; and Kurt Lauk, a member of the DaimlerChrysler Management Board, has some interesting observations about the DaimlerChrysler change process. Stallkamp comments that it is important for the vast majority of the 428,000 employees who “won’t see any immediate changes in their day-to-day work” to keep the change in proper perspective. He says, “What we have to do is make them know that the change is not going to be enormous. It’s not going to be threatening. It’ll be fun actually.” Yet he also observes, “Companies of the future are going to have to be able to get their employees to understand that change is constant.” Lauk adds, ÒI want an environment that’s fun and relaxing. Those are the best grounds for loyalty.” Schrempp believes that the merger’s success depends on people “staying focused on top priorities and maintaining momentum. “


Discussion Questionsa) How would you evaluate DaimlerChrysler’s efforts to overcome resistance to change?

b) How could DaimlerChrysler have used force field analysis as an aid to understanding and managing the changes that are necessary for a successful merger of the two companies?

c) Do you think the DaimlerChrysler merger will be successful? If so, what factors do you think will contribute to this success?

[15]

Q 3. Steve Dorner isn’t a household name, but Eudora, the e-mail software he invented, is. In fact, more than 18 million people use Eudora, a product owned by Qualcomm, Dorner’s employer. A telecommunications company based in San Diego, Qualcomm purchased licensing and development rights, and eventually the Eudora trademark, from the University of Illinois at Champaign–Urbana. The university was Dorner’s employer when he invented Eurdora, and it held all rights to his invention. When the university sold those rights for just under $1 million, he received no royalties. His invention became the world’s leading Internet e-mail package, providing complete connectivity among virtually all types of personal computers. Contrast Dorner’s situation with that of Mark Andreesen, who was an undergraduate student at Illinois. While Dorner was working on Eudora, Andreesen was working on a software program called Mosaic. Mosaic eventually became Netscape Navigator. As founder and CEO of Netscape, Andreesen was a millionaire by age 24.

After Eudora became a Qualcomm product, Dorner gave up his position at the university to go to work for Qualcomm so that he could continue working on Eurdora. His wife didn’t want to move to San Diego, however, so he arranged to be a telecommuter. Giving employees wide latitude and respect is central to Qualcomm’s culture. For his first two years as a Qualcomm employee, Dorner chose to work in a small windowless room that had been built as a bomb shelter under his house and was entered through a trap door. Then he moved into the family’s woodworking shop, which has windows and heat, but still affords the isolation needed for him to stay focused on his work. These conditions suit Dorner fine. “After working four years at home,” he said, “I never want to move back to an office.”

Software programming is highly skilled work. According to one expert, “It’s a young person’s skill. It requires intense concentration. To do a good job, you have to have your mind wrapped around the whole program. . . . You have to be constantly focused on the goal.” Dorner enjoys the creative aspects of the task, which he says include “figuring out the real problem people are trying to solve and the best way to solve the problem.” Dorner also enjoys the contact he has with Eudora users, who send him about 100 e-mail messages a day. “It’s very gratifying,” he says, “but it can also make me feel a little hunted sometimes. I’m the one who has to, in the final analysis, deal with every single problem.”

Discussion Questions

a) How might Steve Dorner use self-management to maintain a high level of motivation and productivity?

b) Telecommuting can pose some special motivation and communication challenges for managers. Based on what you’ve learned about motivation in this chapter, what types of information should managers communicate to telecommuters such as Steve Dorner? Why?

c) Imagine that you were working on a team project with Steve Dorner and several other coworkers. Which of the guidelines for managers described in this chapter would be most useful for ensuring that the team makes satisfactory progress toward their goals? Give specific examples of how a manager could apply these principles to motivate the team. [15]

Q 4. Yahoo! has been one of the wonderful success stories in the commercial history of the Internet. Founded in 1994 by Jerry Yang and David Filo, two Stanford University graduate students in engineering who created a Web directory mostly for fun, Yahoo is a dominant player in its niche. Its management team, led by Chairman and CEO Tim Koogle, has built Yahoo into a powerful portal and one of the best-known brands in cyberspace. The company is a portal with 145 million registered users, making it the largest in the world. Koogle is now boosting the economy of this huge virtual bazaar with on-line wallets, shopping services, and other features. Koogle says, “We’ve set out to make Yahoo the only place anyone needs to go to get connected to anything. There’s nothing in the real world to compare to that.”

The company’s strategic moves, such as the acquisition of GeoCities and Broadcast.com, have been praised by financial analysts. The company’s ability to attract viewers (or “aggregate eyeballs”) is unquestioned. Although Yahoo has the most registered users, it still trails No. 1 AOL in terms of on-line visitors per month. Yahoo is one of the rare profitable Net companies. Much of its income stems from the fees it charges retailers for transactions generated on its Web site. Its gross margins are 83 percent, more than four times that of Amazon.com, because Yahoo does not have to pay for warehouses and labor.


Although Yahoo stock has had an incredible growth, the management team is much

more concerned about building the business than in running up the company’s market

valuation. Venture capitalist Michael Moritz made the following comment about the

Yahoo management team: “These guys have never allowed themselves to be

distracted by the hoopla over the stock. They’ve always understood that they are

building a business and not promoting a stock. In all the conversations I’ve had with

the team, I don’t think we’ve spent five minutes talking about the stock. Not five

minutes.”

Koogle had wanted to delay doing an IPO, partly because Yahoo already had received

$100 million as an investment from the Japanese Company, Softbank. Koogle said, “I

really wanted a few more quarters. I wanted to be sure we could deliver our numbers

consistently ahead of Wall Street’s expectations.” In the end, Koogle was forced to

offer stock to the public. Two competitors, Lycos and Excite, had announced plans

for IPOs, and Koogle felt Yahoo could not be left behind.

Koogle and other Yahoo executives believed that it was necessary for the company to

show profits early if it didn’t want to have a reputation as another profitless Net

company whose stock floated on air. Koogle and the rest of the Yahoo management

team also made a point of not acting like a bunch of wild and crazy start-up guys.

They went low-key and professional, never talking up the stock, and always

talking about the business. They dealt in real numbers, not blue-sky projections.

Today, Yahoo is considered one of the safer Internet investments and is regarded by

some analysts as a blue-chip stock.

At Yahoo, the new millennium began with a major challenge. Koogle heard that

archrival America Online was about to acquire Time Warner. The deal raised

questions about the effectiveness of Yahoo’s strategy of forming partnerships

with lots of companies instead of buying a big one. Koogle and two other top Yahoo

executives hustled off to a conference room with a white board. Remaining cool

under pressure, Koogle led a reevaluation of the strategy. The three resolved to stand

firm. “He really held the group together,” said President Jeff Mallett.

Koogle shuns geeky Net-speak. He prefers instead folksy phrases that draw on his southern roots. “Mambypamby,” for example, is his term for ideas that lack substance. There’s also the “rowboat syndrome” to describe people who spend too much time looking backward instead of forward.

A Business Week reporter observed that Koogle’s business savvy, drawn from 3

engineering degrees and 15 years in high-tech management, has been critical to the

success of the company where the average age is under 30. Koogle is the voice of

reason in an environment heavy with breathless Net enthusiasts. “He’s very decisive

and focused,” says a board member.

The founders of Yahoo were reluctant to turn their enterprise into an advertising-

driven enterprise. But the pragmatic Koogle persuaded them that they could make

money and still deliver their on-line treats gratis. He turned them around by building

consensus through lively, and sometimes painstaking, debate. While working out

problems with the executive team, Koogle plays the role of the seasoned

veteran. Transforming Yahoo into a profitable business seems as natural to Koogle as

rebuilding a car. “It’s a full circle for me,” he says. “The whole process of taking raw

parts and building something that runs appeals to me.” He also says he is

into businesses that make money, unlike many of the dot.com businesses of recent

years.

Koogle enjoys fixing things. He learned auto mechanics from his late father, a Navy

machinist. He put himself through graduate school by rebuilding the engines of

students’ cars and founding an industrial design company. He graduated first in his

class at the University of Virginia. He later earned an MS and a PhD in engineering at

Stanford University, and then worked at Motorola Inc. in the operations and venture

capital groups. Koogle has an artistic and fun side, too, with his network of friends

including a group of glass blowers and painters near Venice. He plays the electric

guitar and has tuned his Mercedes to exceed legal speed limits. He also enjoys car

racing on a track.

Discussion Questions

a) Using any system of classifying leadership styles you choose, identify the dominant leadership style of Tim Koogle.

b) Identify key traits and behaviors of Koogle, as revealed in this case.

c) What suggestions can you offer Tim Koogle to make him an even more-effective leader? [15]

Q 1. The activities in case below can be sequentially arranged in eight steps of planning, Write the activity number and corresponding name of the step in planning and then arrange these activity numbers (with step name) in proper sequence. (8)

1.1. George was aware of the strict US government regulations in food industry, and also with the expertise of his people as their experience in this Tea industry was very minimal. He also calculated the probability about the acceptability of this taste changing product for other Americans. And risk factor emerged very high.

1.2. George assessed his people’s expertise, the government regulation and the two year span in which he targeted $2million profit and found that on the job training to his workers may be a good idea as it will pay in long term. Providing new and different blends of tea taste may click to the people in large. The dependency on only few countries regarding tea leaves import may go against his plan for consistent production, due to changing political relationship of USA with different countries.

1.3. George decided to go for launching the Tea Company, and he decided to target those cities of USA in which Asian people were more and he set to start a company with 300 people, with an estimated infrastructural cost of $20 million, and forecasted profit of $2 million by the end of two years.

1.4. George identified that the potential of selling tea in USA is very high as the customers-base of tea users are increasing due to increase in population of Asian crowd here. The competitors are very less, actually the none. He also noticed that the threat in launching tea as a product may come from the coffee market.

1.5. George visited Asia / Africa for understanding the minute details of running Tea-industry. Made a one Year long training module for his workers, ranked the regions of best grown-tea-leaves and planned to do all things in his factory by machines for which he decided to give orders in USA itself for the customized equipments and machines.

1.6. George decided to hire experts from Asia and coming out with a new blend of tea, by importing tea leaves from many other countries apart from Asian countries. He analyzed this option with his financial consultant, who gave break-even point in the 16th month, if all goes well.

1.7. George discussed the entire situation with his friend in India, as he was the owner of one successful Tea brand there. He advised him to export it from India directly. But getting tea-leaves as raw material and doing further processing in USA itself was his conviction. Hiring experts from Asia and coming out with a new blend of tea, by importing tea leaves from many other countries apart from Asian countries was what suggested his consultant Knoffler.

1.8. George together with his consultants decided to allocate 10% investment on training modules, 20%

on equipment and machine purchasing, 35% for land and other infrastructural developments, and the 20% for initial raw material import and rest for operating expenses. With one year allocation and target production volume of 2 metric ton, he expected to go things his way.

MGTS ZC211 (EC-1 Regular) Second Semester 2005-2006 Page 2

Q 2. Rewrite each nonverifiable objective into verifiable objective by modifying each one of them

1. to make a reasonable profit

2. to install a computer system

3. to develop better manager

4. to improve the productivity of the production department (2 x 4 = 8)

Q 3 (a) Write four Decision roles of manager as identified by Mintzberg?(b) Write any Four different Approaches to Management.(c) Write name of three moral theories in the field of normative ethics.(d) More recently two Key Result Areas have become of strategic importance-name them.

(2 x 4 = 8)

Q 4. Read the scenario given below and identify strength, weakness, opportunity and threat for the company to plan strategies in TOWS Matrix on this basis.

Terry had been told to reexamine the strategic niche their company held in the

cosmetic industry. Top management did not want the company caught unaware of

any changes occurring. Terry began reviewing a list of factors in his mind. There

had been some negative publicity lately due to cosmetic testing on animals. The

animals were well-treated, but they were used to test new products. Positively, sales

industry-wide were up 10%. Women were buying more cosmetics in general, which

was nothing but good for the company. Another positive factor was their personnel.

They had good people working in the company, particularly in research and

development. The only other negative Terry could find was that the advertising

campaign that was begun last year had not shown the results they had hoped for.

Something needed to be done in that department. Terry began to compile his report.

(8)

Q 5 (a) Define MBO; Identify at least four managerial subsystems that can be integrated with MBO and write four benefits of MBO.

Q 5 (b) Specify two advantages and two disadvantages of having a narrow span of management? (4 + 4 = 8)

sample question papers

Documents

essential prime implicants

market research firm

digital electronics

importing tea leaves

daimlerchrysler integration team

yahoo management team

prime implicants

integration team