Mba Notes , Assignments , Books , Projects

Monday, 30 November 2015 09:58

Technology Management



Management of technology



1 . Write an essay on management of technology.


2 . Write short notes on the following terms :


(a) MoT,  (b) ToT   (c) Models of ToT  (d) C-D model (e) Process of ToT


3 .  Discuss the strategic considertion of MoT .


4 . Write short notes on the R $ D strategies of the following :


(a) Traditional strategy      (b) Diffusion and imitation


( c ) Technology metabolism (d) Innovation and entrepreneurship


5. Discuss what is meant by “ creative response to challenges” .Who used this term first ? What are its ramifications ? Give some examples .


6 . Write an essay on institutional framework and support in MoT.


7 . (a) Name the KRA of MoT.


(b) Discuss each of them briefly.


8. Write short notes on the following :


(a) Communication gap    (b) Suitability gap


9 . (a) Distinguish ‘Design engineering function , from that of Scientific and technological function ,in MoT.


(b) What are the types of organisation, You propose to meet in the above functions .


10 . (a) What is meant by human capital  .


(b) How is value addition an important aspect in MoT ?


( c ) What are the methods of value addition ?


11 . (a) What are phases in the process of technology transfer ?


(b) Discuss them briefly

12 . Writw an essay on the technology acquisition process in MoT, bringing out clearly the steps involved therein, and the activities in each step to meet the objective, highlighting the precaution and special considerations if any.


13 . Write an essay on the ‘Technology Absorption Process  in MoT bringing out clearly the steps involved therein, and the activities in each step highlighting the pitfalls and precautions necessary.


14 . Write an essay on the technology adaptation phase in the MoT listing the different steps and activities,highlighting the pitfalls and precautions if any.


15 . Write an essay on the technology imvrovement phase in ToT, listing the different steps and activities.Also highlight the special consideration precautions if any.


16 . Write short notes on :


(a) Selection of technology     (b)  NIT


( c ) Tender evaluation             (d) ToT Agreement



(e)  Loopholes in agreement      ( f )  Safeguard in agreements.


17. Write short notes on the following :


(a) Integration                         (b)Value addition


( c ) Indigenisation                  (d) Ancillarisation


(e) Principles of exportable surplus  ( f )  Principle of comparative advantages


18 . Write short notes on the following :


(a) Fiscal support and financial incentive


(b) Technology obsolescence


( c ) Technology bank


(d) Engineering division


Important Technology Management  points

1. Development of Perception

2. Introduction


3. Historical Development


4.Management of Technology (MoT)


5. Transfer of Technology


6. Models of Transfer of Technology


7. Methods of Transfer of Technology


8 . Scope


9. TechnologyTransfer Process


10 . Strategic Consideration of Mot


11. R&D Leadership


12 . R&D Strategy


13 . Traditional Strategy


14 . Technology Diffusion and Imitation


15. Technology Metabolism


16 . Technology Innovation and Entrepreneurship


17 . Mobilising and pooling resources


18 . Cooperation and coordination between nations


19 . Innovation in production technology and methods


20 .      Marketing innovation



21 . Creative Responses to Challenges


22 . Small vs Big Manufacturing Strategy


23 . Flexible Production Methods


24 . Marketing innovation


25 . Competition without Competing But by Creating Value for Customer


26 . Finding Better Ways of Delivering Higher Values


27 . Basic Question Strategy


28 . Meet –the – User Strategy


29 . Institutional Framework And Support


30 . Organisational Development


31 . Government Control and Support


32 . Government Policy on R$D




33 . Key Result Areas ( KRAs)


34 . Formulation and Effective Implementation of S$T policies


35 . Manpower Development


36 . Selective Import of Technology


37 . Simulation of Indigenous Technology


38 . Institutional Sipport


39 . Communication Gap


40 . Suitability Gap


41 . Technical  Institutions


42 . Design Engineering Function


43 . Scientific and Technological Function


44 . Korean Experience


45 . Financial Insitutions and Support


46 . International Cooperations


47 . Human Capital


48 . Introduction


49 .Value Addition


50 . Turn-Key and Value Addition


51 . MoT and Value A ddition


52 .Transfer of Technology Process


53 . Phases


54 . Technology Acquisition


55 . Selection of Technology


56 . Selection Of Collaborator


57 . Finalisation of Agreement


58 . Technology Absorption


59 . Capital Expenditure


60 . Infrastructure


61 . Integration


62 . Value Addition


63 .Foreign Exchange (FE)


64 . Production


65 . Technology Adaptation


66 . Indigenisation


67 . Vendor Development


68. Ancillarisation


69 . Social Orientation


70 . Fiscal Support and Finanical Incentives


71 . Coordination and Cooperation


72 .  Technology Improvement


73 . technology Obsolescence


74 . Organisation Structure and R$Dleadership


75 . Engineering Division


76 . Safeguards in Agreement


77 . Future of MoT


78 . Quality Relationship


79 . Golbalisation


80 . Principles of Exportable Surplus


81 . Principles of Comparative Advantages


82. Professionalisation


Monday, 30 November 2015 09:28

Management control system


Management control system

Q.1 (a)"In an organization, control involves a variety of functions. What are these functions ? Briefly describe he there-tier spectrum of organizational

planning and control.

(b) "The concept of responsibility is a logical extension oil the idea of delegation of responsibiiity and authority for elective management control," Explain. Whale carp he three key principles elective control and management of operations ?


Q.2 (a) What different concepts of profit could be considered in the measurement of performance of profit canters ? Which one would you recommend and why ?

(b) Explain Negotiated Price and Opportunity Cost as bases for determining transfer pricing. What are their merits and demerits from the practical point of view ?


Q.3 (a) Discuss the scope of Flexible Budgeting, pointing out its merits and demerits.

(b) What basic factors should gutted in designing performance evaluation reporting system ? Explain.


Q.4 (a) What shirred be the objectives of Management Control System in a Bank ? Discuss some of the indicators of performance in a Bank.

(b) What pricing methods could be used in a nonprofit organization ? Why should a non-profit organization have a reasonable pricing policy ?


Q.5 write  shod notes on the following :

(a) Elements of a control system

(b) Profit centre as motivational tool

(c) Return on Investment Approach

(d) Performance Budgeting


Q.6 Discuss the need for MIS in an organisation and explain  the important considerations in designing Management information System {MlS) for the purpose of Management Control


Q.7 Growing geographical reach and exploration of new markets has necessitated increased delegation and ideation of responsibility censes. Elaborate this statement giving

reasons and examples,

Q.8 Write short notes on the following :

(i) Flexible bustling

(ii) Balanced Score Card

(iii) Total Quality Management (TQM)

(iv) Management by Objectives (MBO)


Q.9 Explain in detail the different! types of risks Iced by the banks and describe horn can these be contained by designing proffer management control system.

Q.10 Explain in detail the main elements of Management Control System in development organisations.


Q.11  (a) What changes have to be afflicted so that Responsibility Centres meet the requirements of a decentralized organization ?

(b) "Responsibility Accounting forms a vital component of MCS in an organization." Explain the concept of Responsibility Accounting and highlight its role in MCS.


Q.12 (a)Why are profit centres established ? What purposes do they sewer ?

(b) Distinguish between ROI and RI in the context of measurement of performance of investment centres. Which of the two retools, do you think, is superior and why


Q.13  What are the main purposes of applying Network Analysis in preparing budgets ? Explain the distinct stages in preparing budgets based on Network Analysis'


Q.14 (a) Explain the characteristics of a project organization from the viewpoint of Management Control.

(b) Examine the problems related to measuring the output in non-profit organizations. Suggest some of the ways in which these problems can be resolved.


Q.15 Explain any three of the following :

(a) Transfer pricing and Corporate policy

(b) Purpose and process of preparing cash budget

(c) Management control in hospitals

(d) Performance budgeting

(e) Myths about MIS


Q.16 (a)How can TQM be helpful in Management Control ? Illustrate your answer.

(b) Why are behavioural aspects important in Management Control ? How can the understanding of different styles of management be helpful in Management Control ?


Q.17 (a) Examine the merits and demerits of profit centres.

(b) Discuss the issues of corporate policy that are concerned with Transfer Pricing.


Q.18 (a) Explain the process of preparing Flexible Budgets' What are the limitations of flexible budgets ?

(b)How would you install and operate an Activity Based Cost System ? What are its likely benefits ?


Q.19  (a)What are different types of risks that the banks ace ? Examine the role of Management Control System in containing these risks.

(b)What problems do the SMEs generally face ? What are the implications of such problems on Management Control of SMEs.


Q.20 Explain any three of the following :

(a) Ethics and MCS

(b) Transfer pricing in actual practice

(c) Business Process Reengineering (BPR)

(d) Overriding objectives of reward and compensation sYstem

(e) Characteristics of service organizations and their implications for MCS


Q.21 Compute the change in Residual Income (RI) from the following new investment


Total original cost of investment

Rs. 2,00,000

Additional net cash flow per year

Rs.    50,000

Minimum required rate of return


Life of the equipment

10 years


Assume straight-line depreciation and no salvage value.


Q.22(a) Management control system is guided by controllability Principal “Explain.

(b) The ultimate purpose of management control is to achieve goal congruence. Comment.


Q.23 The problems in the establishment of profit centre controls revolves areong the questions of measurement. Concept of profit to be used internal transfer price and the compensation based on evaluation. Discuss.


Q.24 Evaluate the ROI system of performance evaluation in relation to management control. Give appropriate examples.


Q.25 Discuss the factor/considerations involved in the management control multinational operasdtiosn including economic and political risks.


Q.26 Explain any two fo the following

(a) Characteristics of management control system.

(b) Transfer pricing and corporate policy.

(C ) Measuring and controlling performance in an MBO framework


Q.27 What considerations influence the design fo a management control system in business organisation? Explain with examples.


Q.28 Discuss the issue that are concerned with the identification of investment hase and the performance measurement of investment centres.


Q.29 There are certain important issue that need to be examined and sorted out before staring the detailed budged setting exercise. What are these issues? Discuss what kind of procedures does a progressive company generally adopt in relation to the budget setting exercise?

Q.30  What particulars issue may have to be faced in the management control system of a multinational enterprise? Discuss briefly with suggestion to resolve them.


Q.31 What planning and control techniques can be used in a project organisation? Discuss briefly.


Q.32 Defining the boundary conditions in profit centres is an important aspect of the design of profit centres explain


Q.33 What measures can be used or measuring performance of investment centres? Discuss their relative merits and dementias.


Q.34 (a) Managerial performance in a foreign subsidiary is different form managerial performance sin domestic division. Do you agree with the statement? Give reasons.

(b) what adjustments are commonly required to the profit or loss figure of a foreign subsidiary in order to arrive at the correct figure of profit or loss?


Q.35(a) In what ways is the management control in a non-profit organisation different form a profit organisation?

(b) Develop a programme structure of a hypothetical large non-profit organisation (describe it objective ad actinides) pointing out its outputs and indicators for measuring outputs.


Q.36 (a) Responsibility accounting without responsibility reporting is incomplete. Comment on the statement by fully explaining and illustrating the two terms.

(b) An investment centre is necessarily a profit centre but a profit centre may to necessarily be an investment centre” explain what are the different types of influences which an investment centre meager may exercise on their vestment decision realign to this Davidson?



Q.37   Assume that a company his profit centre based divisions structure. What package of criteria could the company adopt? What does each criterion purport to measure? How would you rank different criteria and why?


Q.38 It is often stated that management control makes the manager short term oriented. How can this tendency be misnamed? Explain briefly.


Q.39 All investment centres are profit centres, but all profit centres need not necessarily be investment centres Explain how what different types of influences may an invest met centres manager exercise on investment relating to his division?


Q.40 Distinguish between performance budgeting and zero-based budgeting. Which types of actives are more suitable for performance budgeting?


Q.41 What major management control issues are involved in project organization? Explain the indicators that could be used for measuring the progress of project.


Q.42 (a) Under what cordites can an expense/cost centre become a responsibility sector?

(b) Controllability is an important concept in Responsibility Accounting under what circumstances can an control liable item become controllable? Explain with examples.


Q.43 Write short notes on:

(a) Informal Management Control

(b) Flexible Budget

( C) Performance Evaluation of a Government Hospital


Q.44 Discuss the general characteristics of a management control system. In what ways is a management control system helpful  to a large industiral enterprise?


Q.45 The implementation of the profit centre concept necessitates the use of the transfer pricing mechanism. Disuses. Briefly explain some methods of transfer pricing and explain their merits and dements.


Q.46 What budgetary control? Discuss the role of (i) Zero base Budgeting (iii) Performance Budgeting and (iii) Flexible Budgeting in bucigetary control.


Q.47 In what ways does the management control system in a non profit organization differ form the one in an profit organisation? What king of control indicators could be used for measuring the performance of a non profit organisation?


Q.48 Explains any two of the following

(a) Management control in banks

(b) Controllability concept and Responsibility According

( C) ROI as a measure of performance for divisions of a company


Q.49 What is Responsibility Accounting and what are the essential requirement  for its effective function? Are responsibility Accounting and Responsible Reporting the same?


Q.50 What could be some of the bases for measuring performance of cost centres profit centres and investment centres? What are the merits and demerits of ROI as a method/measure of performance of investment centres? What alternative can be there and how does it take care of the demerits of ROI? Elucidate.


Q.51 It is sometimes argued that the flexible budgetary control approach (to cost control approach (to cost control) in production  departments is obsolete. The main arguments seem to be that:

(a) Production costs are  tending to become more and more fixed policy costs. Outside the of the department manger.

(b) Because of (a) there is no point in flexing the cost budgets for ultimate comparisons with actual costs and that this is a meaningless and wasteful exercise

(C ) This mechanistic form fo control requires the involvement of managers in the selling of budgets and this they can hardly do because of the absence of necessary standard data.

Discuss these points separately and appraise the general argument.


Q.52  In what ways is the management control system in service organization different form the management contra systems air manufacturing organisation? What changes have taken place the service industry over the last decade or so and what implications do they have for management control.


Q.53 Briefly explain the following:

(a) Techniques for planning and control in a project organisations

(b) Transfer pricing and corporate policy


Q.54(a) What are the different concepts of profit that can be used for measuring performance of profit centres? Which concept would you recommend and why?

(b) Defining boundary conditions for profit centres is an important aspect in the design of profit centres Explain.



Q.55 (a) What is economic risk? What can a manager of an MNC subsidiary do to minimise the effect of such risk?

(b)  What factors make evaluation of an MNC subsidiary more difficult than evaluation of a domestic division of a company? Briefly discuss.


Q.56 (a) Every responsibility centre manger in an organization is an expense centre manager also. Do you agree with this statement? Explain your answer with suitable examples.

(b) Differentiate between fixed and flexible budges. What implication does flexible budgeting  have for management control?


Q.57 (a) What steps are involved establishing responsibility centres? Discuss.

(b) In designing an effective management control system some basic considerations should not be overlooked. What are these consideration? Explain


Q.58 Explain any two of the following

(a) Decision Support System

(b) Minimising the side effects of transfer pricing system

(c ) Measuring performance f investment centers


Q.59 One needs to keep some basic considerations in designing an effective management control system. What are these basic considerations? Explain by given examples.


Q.60  What methods could be used for measuring the performance of investment centres? Explain the methods by clearly bringing out the merits and deer its of each.


Q.61 One needs to keep some basic considerations n designing an effective management control system” what are these basic conservation ? explain by giving examples.


Q.62 What methods could be used for measuring the performance of investment centres? Explain the methods by clearly brining out merits and demerits of each.


Q.63 What criteria could be used for evaluating the performance of a foreign subsidiary? Which one of the criteria is commonly used? Whist factors could create complication  performance evaluation fo different subsidiaries?


Q.64 Explain any two of the following

(a) Issue involved in working out a transfer pricing system/

(b) Conditions that make it necessary for a company to create responsibility centres.

(C ) Major issue involved in management control in project organisations


Q.65 (a) Management control system is guided by controllability  Principle Explains

(b) The ultimate purpose of management control is to achieve goal congruence. Comment.


Q.66 the problems in the establishment of profit centre controls revolves around the question of measurement, concept of print to be used. Internal transfer price and the compensation based on evaluation. Discuss.


Q.67 Evaluate the ROI system of performance evaluation in relation to management control. Give appropriate examples.


Q.68 Discuss the factors/consideration involved in the management control of multinational operations, including economic and political risks.


Q.69 Explain any two of the following

(a) Characteristics of management control system

(b) transfer pricing and corporate policy

(c ) Measuring and controlling performance in an MBO framework


Q.70 (a) The three tiers of organisation planning and control correspond to the three levels of management found in most private sector organisations. Explain?

(b) Management control is usually bit around financial responsibility “Elaborate and illustrate.


Q.71 (a) What major steps are involved in the process of establishing responsibility centres? Discuss

(b) form management control point of view, profit centres are supposed to have motivational value. What arguments are usually advanced in support of this statement.


Q.72 What important issues need be identified examined and resolved before stating detailed budget exercise? Discuss:

(a) Explain the main dements/considerations of management control in professional firms

(b) Briefly discuss the different characteristics form manumit control pint of view between profit and non-profit organist ions/.


Q.73 Explain any two of the following

(a) Control indicators in multi project organisation.

(b) Methods of transfer pricing other than market or mart based prices

( C) Measuring the investment base under investment centres.

Monday, 30 November 2015 09:25

Management Information System


Management Information System



Q.1.   Define in your own words a database, database management system, database administration and a database machine.


What are the most important advantages of databases over conventional file processing systems?  Explain with the help of examples.


Q.2  What is ‘what-if’ analysis in spreadsheet application?  What are the main features/tools coming under what what-if analysis?  Explain with appropriate examples.


Q.3.   Prepare a flow diagram of an inventory system in organisation.  Examine in the context of input/out0put specification and file design system.


Q.4.   Read the following case and answer the questions given at the end:

The managing Director of company is facing lot of problem in current practice of transaction of operations in his marketing division.  He is dissatisfied with the conventional file operation which not only causes delays in transactions but also causes loss in business.  You, being the system manager of the company are required to advise your MD.  In course of discussion, your MD was more interested in the failure aspects of IT application rather than its success.  So he kept on enquiring about IT application, their failure and feasibility considerations.


Keeping in view the above facts answer the questions given below.


Question :


  1. What are the possible reasons of failure in IT implementation an organisation?  During which stage of decision making is failure more likely to occur?
  2. Are only profit making organisations moving towards computerisation? Please clarify.
  3. Will computerisation lead to retrenchment of existing employees of the organisation?  It may cause unrest or tension among the computer illiterate employees.   How do you control this type of situation?


Q.5.      (a) “Marketing involves much more than selling and advertising.”  Explain.

(b)   How would you apply your knowledge of marketing concept to promote

  1. Safe environment
  2. Blood donations


Q.6.    (a)  How does marketing research aid marketing managers?

(b)  How would you reply to the small business person who says, “Marketing          Research is too expensive, so the firm will just have to get by without it”


Q.7.    (a)   Consider the following statement and discuss:  “The only thing that   channel intermediaries really do is to increase price for the consumer.”

(b)  Discuss the factors likely to lead to increased use of telephone, mail order and electronic shopping.  How will these developments after retailers’ present operations?


Q.8.  (a)  Why do many firms use a family brand?  What are the risks associated with this strategy if a news product is sub-standard?

(b)  What is the type of packaging you would adopt in the following cases and why:

  1. Premium Quality Tea
  2. Spices for export


Q.9.   Write short notes on any three of the following:

  1. Pricing methods
  2. Sales promotion
  3. Retailing
  4. Indian consumer market


Q.10.  Read the case given below and attempt the questions given at the end of the case.

‘The Motor Cycle Market’

Japanese manufacturers dominate the world motor cycle market.  They have models in every part of  The market and are continually bringing out new versions: indeed, some critics think that the rate of new model introduction has become counter-productive, since the market will not be able to absorb them all.

Harley-Davidson, the American manufacturer, has survived and is successfully selling its nostalgically, styled models at high prices in manor western markets.  The British industry, whish once led the world, disappeared completely.  All leading Indian motor cycles are being manufactured in joint ventures with Japanese companies.  There are some manufacturers in Europe who tend to specialize e.g.  in high powered sports models or small  mopeds.



  1. How would you go about segmenting the market for motor cycles?
  2. What segments would you recommend an Indian manufacturer to tackle in
    1. India,  (ii)  Europe?

Q.11.  How are financial systems, facilitated by computer software, important for economy of data processing and administrative efficiency?  What type of reports are generally generated in computerisation of financial system?


Q.12.  How can a firm use information systems to create new products and services? Give an example.


Q.13.  Write a simple programme in COBOL for preparing payroll of employees of a hypothetical organisation.


Q.14.  Read the case given below and answer the questions given at the end.

To many, Tractebel SA may look like Belgium’s biggest utility company, but to its chief executive officer, Philippe Bodson it must be much more if its success is to continue.  Tractebel’s 1993 gross sales were 263.2 billion Belgian francs ($8.45 billion), nearly  85 percent of which came from gas and electricity.  Bodson believes that the tightly regulated European energy market offers little opportunity for Tractebel growth.  In addition, he points out that deregulation has hanged the European energy market allowing  non-European rivals to join the competition within Europe.  Bodson is targeting, instead, the emerging markets elsewhere in the world, and with over half a billion in U.S. dollars to invest, he believes he is finding opportunities for growth.

This new look at Tractebel is seen through the power lines and gas pipelines it is building in Argentina and Oman.  Moreover, Bodson has already clinched other power contracts in Canada and Northern Ireland.  His goal is within ten years t sell as much gas and electricity overseas as it currently sells within Belgium.  He believes his company is still far from being truly global.  It must compete against such giants as Duke Power (united States), PowerGen PLC (Great Britain), and Ruhrgas AG (Germany) for contracts in the rapidly expanding economies of Southeast Asia where the demand for power continues to grow.  “This is a gigantic market.  In Southeast Asia alone, we’re talking about tense of billions of dollars.”  says Bodson.  He is also seeking opportunities to participate in the privatization that is occurring in Eastern Europe.

Tractebel has also established a long-range strategy in communications as part of its program to identify other types of markets in which in can successfully compete.  The company now owns the world’s densest cable-TV network in Belgium, making Tractebel the largest private-sector cable-TV company in Europe.  The company is also now active in cable TV in Switzerland, Luxembourg, and the United States,. Bodson sees the liberalization of Europe’s telecommunications market in 1998 as a major opportunity, although so far the company is finding it difficult to plan because of the lack of clarity on regulation that will be put in place at that time.  Management  has taken one step by filling an application to be allowed to offer mobile-phone services, thereby bringing Tractebel into competition with Belgacom, Belgium’s state-owned telephone monopoly.  To continue to grow and diversity,  Bodson and his management have much to do to identify and execute new opportunities, and to expand their span of control throughout the globe.

Bodson faces a second challenge closer to home.  He must tend to his existing businesses while continuing to diversify and globalize.  For example, Tractebel is facing a potential challenge to its cable – TV position within Belgium, a multinational country that has recently transformed itself into a loose federation of three national states.  Tractebel is viewed by the government and people of Flanders (the Dutch-speaking Flemish)  to be a stronghold of the French elite within Belgium.  As a result of this nationalist competitive feeling, the Flanders government has announced plans to build its own cable network to compete with Tractebel.



  1. Describe the levels, types and stages of decision making.  Your answer should, how manger find solutions using information system.
  2. Kindly read the following issues in connection with the case and answer the question at the end.

– Mangers ask questions like:

  • How can we enlarge market share ?
  • Where is our industry headed ?
  • Where are we strong and where are we weak?
  • What should be our strategy?

Explain how information systems can assist mangers in answering these issues.


Q.15.  (a)  Describe four functions of word processing software that would increase the productivity of a typists.

(b)  What is integrated software?  Give two examples.  How is it useful to a manager?  Give example.

Q.16.   Describe the features of COBOL as a programming language for business applications.  Compare its suitability in present day context with other programming languages.


Q.17.  A company, dealing in garments has its branches in all metro cities.  It ha been collecting information from all branches and analyses at headquarters.  With increasing com[petition in the market and recent Information Technology developments, the Chief Executive is feeling outdated and feels to change soon the team of managers.  He is planning to develop or buy application soft wares.  He has retained your services for the job.  You are requested to give the solutions in about three months time.

  1. How will you begin your work ?
    1. What are the advantages of computerized Management Information System?
    2. How do you decide whether to purchase or develop application soft wares ?
    3. What is Prototyping ?
    4. What are various activities involved in purchasing application software ?  Give advantages and disadvantages of purchasing an application software.


Q.18.  (a)  Explain the role of computers in modern day management giving    suitable examples.

(b)  Take an example from the store of an organisation and show how you would apply computerisation there .

Q.19.  (a)  Explain Systems view.  What do you mean by M.I.S ?  Elaborate.

(b)  Discuss Data Life Cycle and value of perfect information.


Q.20.  (a)  Discuss the features of COBOL and write a small programme for calculation of wages of an employee.

(b)  What do you mean by System Analysis and Design? Explain.


Q.21. Define PERT and CPM.  Explain their application giving suitable examples.


Q.22. (a)   Discuss different levels  of information handling with examples.

(b)   Explain different hardware components of computer giving their uses.

Q.23.  Discuss in detail the application of computers in the following areas giving suitable examples:

- Inventory Management

- Human Resources Management.

Q.24. What do you mean by Operations Research?  How doe it help in decision making?


Q.25. (a) Discuss management Information System.  Explain cost of information      giving examples.

(b)  What is a spreadsheet ?  Explain ‘what – if’ analysis giving examples.

Q.26.  Discuss how will you initiate computerisation of the financial activities of lyur organisation.  What major reports would you like to generate ?  How would  you link the daily entries for preparation of Balance Sheet ? What softwares would you like to buy ?

Present all this in a well prepared report from.

Q.27.  Discuss three application softwares that are commonly used in a personal computer.  Give suitable examples of their uses.


Q.28.  (a)  What is integrated software ?  How does it help a manager ?  Give   examples.

(b)  Explain the application of computers in Human Resource Management.


Q.29.   Explain role of Management Information System in modern organisations.


Q.30.  What is a data flow diagram? Explain its use in system design.


Q.31.  You are incharge of stores of a large manufacturing company.  The     management of the company wants to computrerise the inventory system.

Prepare a detailed project report giving the need for such a system, identification of suitable software and other related aspects.  Prepare an implementation schedule also.


Q.32.  (a) Explain the role of computers in the decision making process giving suitable examples.

(b)  Explain different parts of computer hardware.  Draw a flow diagram about the functioning of these parts.


Q.33.  Discuss the application of computers in

(a)  Financial systems.

(b)  Inventory systems.

Give suitable examples.


Q.34.  (a)  Explain the structure of COBOL Programs.

(b)  Prepare a data flow diagram for payroll accounting.

(c ) Explain the concept of data like cycle.

Q.35.  You work for a company which has its Headquarters at Mumbai and four Regional officers at Chennai, Delhi, Kolkata and Hyderabad.  These regional officers control dealers and retailers in their region.  Of late there have been many complaints regarding non- availability of products in the market which lead to losses.

The board of the company wants a detailed report from you about this and the development of a suitable information system so that updated information can be available.

Prepare a detailed project report about the identification of the problem, approach to solve it, software design and other related issues.

Thursday, 27 August 2015 17:15


Human resource management solved questions


  1. 1)Write a comprehension on the emerging dimensions of HRM.
    2) Discuss the challenges associated in the HRM in present business scenario.
    3) Describe the guidelines for better HRM.
  2. 2)1. What is “Human Resource Management”?
    2. What functions does a human resource department normally perform?
    3. Explain the new roles of HR managers.
  3. 3)1) Trace the evolution of HRM.
    2) Discuss the importance and scope of HRM.
    3) Explain different perspectives on HRM.
    4) Describe the components of HRM.
  4. 4)1) What is the relevance of job analysis in the modern times?
    2) Discuss the methods used job analysis.
    3) Discuss the salient features of job analysis
    4) How relevant is the understanding of job design for developing organizational
  5. 5)1) Explain the objectives of HRP.
    2) Describethe process of HRP with illustrations.
    3) Discuss the problems in HRP and state measures to overcome them.
    4) Briefly review the forecasting techniques.
  6. 6)1) What do you understand by recruitment? Explain the process of recruitment.
    2) Discuss critically the various sources of recruitments.
    3) Explain the various types of tests used in selection process.
    4) What are the objectives of interview? Describe the process of interview.
    5) Explain the ‘outsourcing’ function in an organization with suitable examples.
  7. 7)1) What does one gain by perceiving organizations as social systems?
    2) Discuss how motivation patterns, role, and status have influenced your
    interactions with others today. What is your primary motivation pattern?
    3) Discuss the statement: A manager cannot satisfy a worker only as an “employee”
    because each worker has many work roles.
    4) From your experience cite examples of poor status congruence.
    5) Compare the ideas of system equilibrium and employee adjustment.
    6) Define distributive justice and its relation to lay off.
  8. 8)1) Discuss the concept of “Competency Mapping”.
    2) Describe the roles that are necessary in group discussion citing suitable
    3) Write short notes on:
    a) Assessment Centre
    b) Psychometric Tests
    c) Interview Techniques
  9. 9)1) Explain the Performance Appraisal System. Either suggest improvements to an
    existing appraisal system in your organisation or design an appraisal system
    which would meet the objectives outlines in this chapter.
    2) Describe the 360 degree appraisal with the help of examples.
    3) Write short notes of:
    a) Management by objectives
    b) Behaviourly Anchored Rating Scale
    c) Performance Counselling
  10. 10)1) Explain the concept of ‘potential appraisal’ with illustrations.
    2) What is career planning? Discuss its needs, purpose and objectives.
    3) Is assessment centre same with development centre? If not, what are the
    4) Write a comprehensive note on succession planning citing suitable examples
  11. 11)1) Write a comprehensive note on HR Audit. Process with the help of illustrations.
    2) Define ‘Benchmarking’. What are the types of benchmarking process?
    3) Discuss the concept of HR Information System and its applicability.
    4) Write short notes on:
    a) HR Research
    b) HR Audit Reports
    c) Exit Interview
  12. 12)1) Describe the concept of HRD and its need in present industrial scenario.
    2) Write short notes on:
    a) Communiction
    b) Developing equitability
    c) Coping with collective power
    3) Discuss how organisational culture can be developed.
    4) What are the principles in designing a HRD system?
    5) Write an overview of the changing boundaries of HRD
  13. 13)1) Define performance coaching and write its objectives.
    2) Describe the process of performance coaching.
    3) Discuss the phases of performance coaching with suitable examples.
    4) Write a note on the process of mentoring, citing examples
  14. 14)1) Define “role” and distinguish role from position, citing examples.
    2) Write a comprehensive note on “role efficacy” and enumerate its different
    3) Discuss different approaches to team development with illustrations.
  15. 15)1) List out the various deductions under the Payment of Wages Act, 1936.
    2) What is the procedure the government has to follow in fixing and revising
    minimum wages under the Minimum Wages Act, 1948?
    3) The Payment of Bonus Act has no relevance in the present economic situation of
    the industry. Discuss.
    4) What are the obligations of an employer under the Equal Remuneration Act,
    5) What are the statutory social security benefits available to workmen/employees
    in India?
  16. 16)1) What are the basic principles of compensation administration?
    2) What are the characteristic features of executive compensation?
    3) What type of compensation system normally motivate the executives?
    4) Analyse the future trend of employee compensation in India.
    5) Briefly explain the major components of industrial wage structure of India.
    6) Compare and contrast individual, group, and organisation-wide performance
    bonus systems. How are they alike? and/or Different?
  17. 17)1) “An organisation cannot attract and retain competent employees today without a
    good benefit package.” Do you agree or disagree with this statement? Why?
    2) In future, the compensation policies, programmes, and practices of an
    organisation will revolve around newer reward systems and benefits. Discuss.
    3) When an organisation is designing its overall compensation programme, one of
    the critical areas of concern is the benefits package. Explain.
  18. 18)1) What is the role of I.D. Act, 1947 in statutory mechanisms in industrial
    2) Write short notes on:
    a) Litigation
    b) Mediation
    3) What are the voluntary machineries available for settling industrial dispsutes?
    4) Write a brief note on Lok adalats and its functions.
  19. 19)1) Narrate the growth of trade unions in India.
    2) Write a note on the theories of trade unionism.
    3) Describe the classification of trade unions citing examples.
    4) Discuss the measures required to strengthen trade union movement in India.
    5) Write down the differences between blue-collar and white-collar workers.
    6) Discuss the growth of employers’ associations.
    7) Why managerial association is required? Discuss.
    8) What are the EOs exist in India? Write down their objectives and functions.
    9) Describe the management and organisation of EOs in India.
  20. 20)1) What is the rationale for industrial democracy?
    2) Review the schemes of industrial democracy.
    3) Discuss the function of quality circle to achieve democracy at workplace, citing
    suitable examples.
    4) What are the levels and forms of workers’ participation in management?
    5) Compare the forms of workers’ participation in management in Germany and
  21. 21)1) Discuss the causes and effects of grievances.
    2) Briefly outline the features of a grievance procedure and the steps involved in it.
    3) Why should organisations have a formal grievance procedure?
    4) Explain the meaning and concept of discipline with examples.
    5) Describe briefly the stages of disciplinary action procedure.+


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