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MANAGEMENT PROGRAMME
Term-End Examination
December, 2015
MS-22 : HUMAN RESOURCE DEVELOPMENT
Time : 3 hours Maximum Marks : 100
(Weightage 70%)
Note : There are two Sections A and B. Attempt any three questions from Section A. Each question carries 20 marks. Section B is compulsory and carries 40 marks.
SECTION – A

1. "With global economy and the world becoming a global village, the business enterprises have became extremely cautious of the need for hiring competent human resources and developing core competencies for every organisation." Elaborate this statement and discuss the underlying concept and process, with example.

2. What is Action Research ? How does it differ from OD ? Discuss the important factors to be considered in development of internal self-renewal facilitators, with suitable examples.

3. How does HRD Audit help development process of an organisation ? Explain the concept and discuss how HRD Audit is conducted in an organisation.

4. How does HRD help managing technological changes ? Discuss the role of HRD in developing the changed mindset. Justify with suitable example.

5. Write short notes on any three of the following :
(a) 360 0 Appraisal
(b) Mentoring
(c) Role of Trade Unions in HRD
(d) Career Transition and Choices
(e) Horizontal re-skilling

SECTION - B
6. Read the case given below and answer the questions given at the end.

The National Transport Corporation (hereinafter referred to as NTC), a leading transport organization with a fleet strength of 200 vehicles, is engaged in Parcel Services in South India. The NTC has its headquarters at Madras, and has branches in important locations in Tamil Nadu and other southern states.

Madhavan, a loadman of NTC at Salem, was transferred from Salem to Madura, for long absence from work in the beginning of 1985, though the corporation could have discharged him from service for long absence without permission, for a period of two months. The Branch Manager of Salem, NTC requested the Head of the Human Resources Division to transfer the employee to another location, to enable the employee to correct himself in future. Madhavan was in NTC from the beginning of 1982.

Madhavan reported for duty at Madura, and again after six months of service, started absenting from work as before. The Branch Manager of Madura counselled him several times, but Madhavan did not show any real change in his attitude. A written warning was given to him in October 1985. He again absented himself from duty on 17th December, 1985 for ten days, and after joining duty on 15th January, he was again absent for 10 days. Disciplinary action followed.

At the departmental enquiry held in February 1986, Mr. Madhavan pleaded that he was suffering from jaundice and that he rushed to his village near Salem for taking Ayurvedic treatment and rest. No medical certificate was produced. He admitted his mistake in not applying for leave, to the enquiry officer and requested for mercy.

Based on the admission of the misconduct, the enquiry officer gave the findings that he was guilty. The Branch Manager, Madura was informed about the findings. He recommended dismissal (for provisions refer to Anrtexure-A)

The Chief Executive of NTC, the punishing authority, took the decision that the delinquent was not willing to work regularly. He, however, again directed a transfer to Madras, rather than passing an order of dismissal. This was done, once again, to enable the employee to correct himself.

Before issue of orders, Mr. Madhavan approached the Chief Executive of NTC and requested for mercy. He was not in favour of changing the order of transfer. He, however, referred the matter to the Manager of the Human Resources Division for proper disposal.

The Manager HRD, asked Madhavan, the reasons for absence. He asked Mr. Madhavan how a company would tolerate such absenteeism. He was asked why he failed to produce medical certificates, if he was really sick ? Was he not given an opportunity twice to correct himself, once by the Branch Manager, Salem and later by the Branch Manager, Madura ? Madhavan had no answer to these questions. He, however, requested the Manager to give him one last chance. He had no complaints against the Branch Managers. The management assured support to him if his version was convincing. Madhavan then narrated his family background.

Madhavan's Family Background

He was born to Gundappan and Palaniammal. He had two eldei sisters, four elder brothers and another brother younger to him. His sisters and two brothers were living separately after marriage. He got the job as a loadman in NTC in 1982 at Salem, through his brother-in-law, another senior loadman at NTC. Another unmarried brother of his, aged 33 was employed in a hotel and was living separately. He was living with his parents, a disabled brother aged 35 and his younger brother at Kamandapatti (Please refer Annexure-B) till the end of 1984 in the family house. He was the bread winner of the family.

Madhavan was now living at Omalur, with his wife Madhavi aged 22. Madhavi's tale was a tragic one. A native of Taramangalam, 10 kms, from Omalur, her father was in the military, and was now no more.

She was married in 1983 to her father's sister's son Gopal. However, she was ill-treated by both her in-laws and her husband and deprived of her ornaments. Disillusioned, she applied for a divorce and got an alimony of !. 2,000. This helped her to establish a small grocery shop at Omalur and settling down with
her sister's family.

Here Madhavan developed intimacy with Madhavi much to the dislike of her sister, and another Gunapalan, a person known to Madhavan. Gunapalan wanted to marry Madhavi. But Madhavi had no interest in him. Gunapalan in this background posed serious problems to Madhavi especially after Madhavan's transfer to Madura. Gunapalan was determined to win her hand. He told her twice that she will have to forget Madhavan, or else she will have to blame herself for the consequences. Threats
followed.

Madhavan got a letter from Madhavi. She wanted real protection. She had antagonized Gunapalan and could not completely rely on her married sister. They should marry - she wrote to him. Madhavan reached Omalur to see that Madhavi's shop was burgled by unknown persons. There was a rumour in the air that GUnapalan was behind everything

Madhavan decided to marry Madhavi. He married her from the Madura Temple and later went on a pilgrimage for a fortnight. He, however, did not inform the NTC officials and employees about his marriage. He never applied for leave as well during the marriage on 6^th January, 1986. What followed was the disciplinary action against Madhavan and his entreaty against transfer.

Madhavan gave a definite undertaking to the Manager that he would be diligent in the work in future and that the management could terminate his services, upon any complaint in future.

The Manager (HRD) contacted the Branch Managers of Madura and Salem and took them into confidence. The family background was fully explained to both the Branch Managers. It transpired that Madhavan had never explained his problems to either of them. Both Managers agreed to abide by the decision of the Manager (HRD) to help the employee concerned. Both promised to counsel Madhavan as well, if he was posted either at Madura or Salem

The Manager (HRD) taking into account his family background passed an order transferring the employee to Salem.

Questions :
(a) What should be your stand on this issue as the Head of HRD Division of the organisation, viewing the problem in the area of Human Resources Development to correct the employee ?

(b) Do you think that the employee cannot be corrected as he has absented continuously for long periods while at Salem and Madura and that sympathy shown to him will amount to a premium on indiscipline, adversely affecting the corporate image of the organisation and the employee ?

(c) Are you of the view that it is possible to correct him by the theory of constructive discipline and if so, how ?

(d) Are you of the view that if you transfer him to his home town, Salem, Madhavan would prove himself to be a good performer as he will be in a position to discharge his duties as an employee and as a sincere family member ?

Annexure – A Provisions in Standing Orders
Habitual absence without leave or absence without leave for more than 10 days. Habitual late attendance.

Punishment - An employee who is found guilty of a misconduct may be punished as provided herein, depending upon the gravity of the misconduct committed by the employee.
(a) Fine, up to 2% of monthly salary
(b) Warning
(c) Demotion
(d) Stoppage of increment
(e) Suspension for 30 days
(f) Discharge or dismissal

The management has the right to transfer employees from head office to branches and vice versa for exigencies of service.

MANAGEMENT PROGRAMME
December, 2015
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
Time : 3 hours Maximum Marks : 100 (Weightage 70%)
Note : (i) There are two Sections A and B. (ii) Attempt any three questions from Section - A. All
questions carry 20 marks each.
(iii) Section - B is compulsory and carries 40 marks.

SECTION - A
1. What are the strategies available to a manager in an organisational set to enhance employee motivation ?

2. Briefly describe the components of Emotional intelligence and its importance in organisations. Can emotional intelligence be learnt ? Discuss in brief.

3. Briefly discuss different group decision makingtechniques and their strengths and weakness.

4. Describe Johari Window Model and Transactional analysis. Discuss how these models help in strengthening interpersonal relations ?

5. Write short notes on any three of the following :
(a) Qualities of an effective Counselor.
(b) Preventing Inter-group conflict.
(c) Referrent Power.
(d) Characteristics of Learning organization
(e) Cultural Shock.

SECTION - B
6. Read the following case carefully and answer the questions given at the end :

Dharam Singh, general manager at 'Prithviraj Chemicals' was worried about his future, even though he had been told that after 'Prithviraj Chemicals' is merged with Orchid Pharmaceuticals he would be promoted and also be required to shoulder the additional responsibility of identifying those who should be retained as employees even after the merger. Dharam was concerned because he had heard that the organisational culture at 'Orchid' was computer driven, while at 'Prithviraj Chemicals', the focus was on "relationship"

A month later after the official merger of the two companies, the new management took the decision to shift the headquarters to Bangalore from Mysore. This decision was communicated to its employees, (many of 'Prithviraj Chemicals'). They approached Dharam Singh to ask 'Why was the new management shifting its Headquarters to a new place (Bangalore)', Was it because the two managements did not trust each other ?' This question was posed especially because most of Prithviraj's employees had become used to the'quiet, risk averse and friendly work environment' and were worried whether in Bangalore, with its 'cosmopolitan outlook, it would lead to cultural clashes.

As anticipated there were certain instances which had Dharam Singh wondering how to solve such cultural differences. The 'Prithviraj employees' consensus, relationship-result oriented approach always believed in an open communication system with all employees keeping each other informed about any decision and bringing about a consensus in all the decisions taken. On the other hand, the 'Orchid' employees were individually only concerned with their 'individual' work i.e., they were more focused on ambitious cost-cutting goals and each employee was individually responsible for quantifiable results.

• Whenever any work related problem arose,the 'Prithviraj' employees adopted an attitude 'Tell us about the problem from all angles and we will discuss and tell you how best to handle it.' In contrast, the 'Orchid' employees attitude was 'just tell me how this problem will/may affect my work, I am not interested in the whole problem.

. Many of 'Orchid' employees had worked in other cities of North India and few of them had also travelled abroad for official work and thus were more confident, more computer savvy, tough and didn't mince words. Because of this, the 'Prithviraj' employees felt threatened and preferred to describe 'Orchid' employees as 'loners','tough' and 'hard working.'

• At 'Prithviraj', employees were required to make weekly financial and staffing updates to their 'bosses'. However, at 'Orchid' this formality was considered to be a waste of time and they didn't adopt or accept this practice.
Dharam Singh had been with 'Prithviraj since the last 12 years and knew that 'Sudhir' (the M.D. at 'Prithviraj') had a lot of confidence in him when he had said "Dharam, I am very sure that we can count on you to see that there is no dissent among the employees after the merger. The new company is looking upon you to solve the societal-level cultural difference which is prevailing among the employees, so that we can have our own unique culture which would be a blend of both 'Prithviraj' and 'Orchid's way of doing business."

Questions :
(a) Critically analyse the core issues of the case.

(b) Understanding the type of culture followed by 'Prithviraj' and 'Orchid', what type of culture should the newly merged company follow ?

(c) Can you suggest ways to help Dharam Singh to cope with the existing cultural differences ?

MANAGEMENT PROGRAMME
Term-End Examination
December, 2015

MS-11 : STRATEGIC MANAGEMENT
Time : 3 hours Maximum Marks : 100
(Weightage 70%)
Note : (i) There are two Sections : Section-A and
Section-B.
(ii) Answer any three questions from Section-A.
All questions in Section-A carry 20 marks each.
(iii) Section-B is compulsory and carries 40 marks.

SECTION - A
(a)Differentiate strategy with policies and tactics giving examples.
(b)Differentiate strategy with programmes, procedure and rules giving examples.

2. (a) What are different types of differentiation ? Explain each of them with the help of examples.
    (b) Discuss the advantages and disadvantages of differentiation.

3. Describe Porter's five forces framework as the most widely used tool to analyze the competitive
    environment.
4. What do you understand by 'International Expansion' ? Discuss the different ways through
     which expansion into foriegn markets can be achieved.

5. Write short notes on any two of the following :
(a) Forms of organisation structure.
(b) Strategic alliance.
(c) Dimensions of leadership styles.
(d) Value chain.

SECTION - B
6. Read the following case and answer the questions given at the end.

             CASE STUDY : SAMSUNG & APPLE :   A UNIQUE PROPOSITION

Apple Inc sued Samsung Electronics claiming the South Korean firm's Galaxy line of mobile phones and tablets "slavishly" copies the iPhone and iPad, according to court papers, a move analysts say is aimed at keeping its close rivals at bay

Apple is one participant in a web of litigation among phone makers and software firms over who owns the patents used in smart phones, as rivals aggressively rush into the smart phone and tablet market which the US firm jumpstarted with iPhone and Wad.

Nokia has also sued Apple, which in turn has sued Taiwanese handset maker HTC Corp.

Samsung is one of the fastest growing smart phone makers and has emerged as Apple's strongest competitor in the booming tablet market with models in three sizes but it remains a distant
second in the space.

Its Galaxy products use Google Inc's Android operating system, which directly competes with Apple's mobile software. However, Apple's claims against Samsung focus on Galaxy's design features, such as the look of its screen icons, the lawsuit said.

John Jackson, an analyst with CCS Insight, said Samsung is essentially Apple's only real tablet competitor at this stage. "It's clear that they do not intend to let Apple run away with the category", Jackson said

Samsung faces the challenge of moving beyond being a hardware company, clever at copying ideas, to becoming more creative, better adept at software, at a time when consumer gadgets are getting smarter all the time.

It has yet to come up with the kind of original, iconic, market-leading products that powered brands such as Apple's i-series or Sony Corp's Walkman. Nor has it taken the kind of initiatives in software that Google and Apple did to thwart Microsoft.

The lawsuit, field on Friday, alleges Samsung violated Apple's patents and trademarks.

"This kind of blatant copying is wrong", Apple spokeswoman Kristin Huguet said in a statement.

Samsung said it would respond to the legal action "through appropriate legal measures to protect our intellectual property."

"Samsung's development of core technologies and strengthening our intellectual property portfolio are keys to our continued success," it said in a statement.

Retaliation
Hit by a lawsuit from Apple last week, Samsung returned the favor yesterday, countersuing the iPhone and iPad maker over claims of patent infringement.

In its suit filed in Seoul Central District Court, Samsung claims that Apple is violating five different patents. Samsung has also field a suit in Tokyo, citing two patent infringements, and another in Manheim, Germany, citing three instances of infringement.

A statement on the Samsung Web site says that the company is "responding actively to the legal action taken against us in order to protect our intellectual property and to ensure our continued innovation and growth in the mobile communications business."

Symbiotic Relationship
Apple has reportedly become Samsung's biggest customer in a move that can boggle the mind. How can Apple, a rival of Samsung's electronics unit, also be the largest customer ? And how long can this scenario go on ?

According to the Korea Economic Daily, Apple is poised to buy $7.8 billion in components from Samsung. These components range from liquid crystal displays, application processors and flash memory used in the iPhone and Pad.

If you bring this up in conversation, the Apple - Samsung relationship can become a headscratcher. Apple's iPhone battles Samsung's Galaxy phones. The Galaxy Tab takes on the iPad. Meanwhile, Samsung's tablets can't match the iPad on price - even though the Korean electronics provider has many parts lying around the company

How is this Apple - Samsung thing even possible ? Apple certainly wouldn't sell components to Samsung if the roles were reversed. If you carry this line of thinking out to an extreme Apple could squash Samsung with its own parts. It's strange.

Questions :
(a) Describe the strategies adopted by Apple to become the leader in the smart phone market.
(b) How can Samsung Electronics Counteract Apple to capture the market ? Explain with relevant R and D strategy that it can persue.

MANAGEMENT PROGRAMME
Term-End Examination
December, 2015
MS-10 : ORGANISATIONAL DESIGN, DEVELOPMENT AND CHANGE
Time : 3 hours Maximum Marks : 100 (Weightage 70%)
Note : (i) There are two Sections A and B.
(ii) Attempt any three questions from Section-A. All questions carry 20 marks each.
(iii) Section-B is compulsory and carries 40 marks.

SECTION - A
1. What is Organizational Development (OD) ? Describe various stages of OD and their relevance.
2. Differentiating organization and institution, describe what characterizes an institution and factors influencing institution building.
3. Describe any two diagnostic tools and their advantages and disadvantages.
4. Distinguish between job, occupation, and career and discuss any two approaches of job design and their merits and demerits.
5. Write short notes on any three of the following :
(a) Hybrid Structure
(b) Time and Motion Study
(c) Process Consultation
(d) Process of Change
(e) Organisations as Political Systems

SECTION - B
6. Read the following case carefully and answer the questions given at the end :

Since 1994, Boeing began the process of remaking the company for the next round of aircraft purchases. Every part of the company is involved, from engineering to manufacturing. The focus of the change is that Boeing is a manufacturing company rather than an engineering and technology company. Due to changes in the air travel business, the major commercial airlines are demanding lower airplane prices and significantly lower operating costs. Airbus continues to be a fierce competitor, so Boeing must meet the competition early and on every front. (Boeing bought Mc Donnell Douglas in 1997.)

It is not as if the company is in financial trouble. Its new model 777 is generating lots of orders. Plans are in the works for a new supersonic and another jumbo jet for commercial sales, and several new project possibilities exist for the defence division. The new 777 was designed completely on the computer so that designs went straight from the designer'scomputers to the machine tools for manufacturing. It can carry as many as four hundred passengers, fifty more than the  comparable Airbus 33 t. It is 15 per cent more fuel efficient, and can fly over eight thousand miles non-stop. Orders are coming in faster than
for any other new plane, although its price is pretty steep : $12 - $15 million, depending on
interior layout.

Boeing's new CEO, Philip Condit, must continue the reductions in cycle time and cost cutting, started by his predecessor, Frank Shrontz, because airlines are making their purchase decisions differently than in the past, even choosing in some cases to refurbish older planes rather than buy expensive new ones. The changes started with Condit and his team of presidents of the divisions of commercial planes, defence and space, and computer services. This group differs notably from its predecessors in that they have met together for several years to discuss the good and bad things about each other's divisions and
the future of the company. They all embrace the new togetherness theme as the primary means
through which the company will be able to reduce cycle times, improve delivery times, cut product
development time, and reduce total costs.

In the former structure the design and manufacturing groups were separate. Design and engineering groups would design the planes and then give the plans to manufacturing to build. When problems existed in the design, they would be sent through the hierarchy back to engineering for correction. Under the new structure, comprehensive design-and-build teams include members of all groups involved. Therefore, planes are originally designed to meet customer's needs,  are easier to build, and corrections are made faster. For example, previously, when tool builder Tony Russell had a problem with an engineering design or specification, he would have to go to his supervisor and the problem would be shuffled through to engineering. Now he goes directly to the engineering and design group, gets the problem solved, and gets back to work with the correct design. This type of revision in the process
has helped reduce the product delivery time from eighteen to ten months. The team approach and working-together ideas were used extensively on the 777. Some teams included tool makers, designers, manufacturing workers, suppliers, and even customer representatives. Contrary to past procedures, workers on the line were allowed to change how planes were built, which has significantly decreased costs. Condit has instituted 360 degree performance reviews in which managers are evaluated by their subordinates, their peers, and their own supervisors to improve understanding of how they are doing from all perspectives. Employee empowerment is increasing at all levels. Condit and his team are having quite an impact throughout the company.

Questions :
(a) The new way of organizing at Boeing most resembles which of the classical types of organizing ? Justify.
(b) How have responsibility and authority been altered under Condit's new approach ?
(c) Describe the new ways of organizing at Boeing in terms of the configurational and operational aspects of structure

MANAGEMENT PROGRAMME
Term-End Examination
December, 2015
MS-9 : MANAGERIAL ECONOMICS
Time : 3 hours Maximum Marks : 100
Note : (i) There are two Sections : Section-A and Section-B.
(ii) Attempt three questions from Section-A carrying 20 marks each.
(iii) Section-B is compulsory and carries 40 marks.

SECTION - A
1. Explain the equi-marginal principle. Elucidate with the help of examples.
2. Discuss any five variables, which can be included in the demand function and can have a major impact on the demand.
3. Explain the production function with two variable inputs i.e. production isoquants giving examples.
4. What is Oligopoly ? Explain the important characteristics of Oligopoly.
5. Write short notes on the following :
(a) Bundling
(b) Cartels.

SECTION - B
6. Assume a firm has the following total revenue and total cost functions :
TR =320Q — 2Q2
TC =1800 +50Q + 3Q2
Determine :
(a) The level of output at which the firm will be maximizing profits ;
 (b) The level of output at which total revenue will be maximum.
7. (a) Explain why a firm facing a downward sloping demand curve would never produce the inelastic (ep < 1) portion of the demand curve.
    (b) When would the firm operate at the point where demand curve is unitary elastic ?

MANAGEMENT PROGRAMME
Term-End Examination
MS-8 December, 2015
MS-8 : QUANTITATIVE ANALYSIS FOR MANAGERIAL APPLICATIONS
Time : 3 hours Maximum Marks : 100
(Weightage 70%)
Note : (i) Section A has six questions, each carrying 15 marks. Attempt any four questions from this
Section.
(ii) Section B is compulsory and carries 40 marks. Attempt both questions.
(iii) Statistical tables may be supplied on request.
(iv) Use of calculator is permissible.

SECTION - A
1. A person pays a total of Z 975 through monthly installments each less than the former by Z 5. The
first installment is ! 100. In how many installments will the amount be paid ?

2. Calculate the harmonic mean from the following frequency distribution :

3. The incidence of a certain disease is such that on an average 20% of workers suffer from it. If 10 workers are selected at random, find the probability that :

(a) Exactly two workers suffer from the disease.
(b) Not more than 2 workers suffer from the disease.

4. Explain the meaning of sampling distribution of a sample statistic. Obtain the sampling distribution of mean in case of sampling from infinite populations.

5. A company wants to study the relation between R and D expenditure (X) and sales (Y) for the ten-year period. Determine the correlation coefficient between these variables.

6. Write short notes on any three of the following :
(a) Identity matrix
(b) Quantiles
(c) Axioms of probability
(d) The power curve of a test
(e) Mixed Auto-regressive - moving average models

SECTION – B

7. The mean life of a sample of 10 electric bulbs was found to be 1456 hours with a standard deviation of 423 hours. A second sample of 17 bulbs chosen from a different batch showed a mean life of 1280
hours with a standard deviation of 398 hours. Is there a significant difference between the meansof the two batches ? 

8. What is skewness ? Distinguish between Karl Pearson's and Bowley's coefficient of skewness. Which one of these would you prefer and why ?