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Top Financial Management question Bank 
 
1. Contrast the salient features of the traditional and modern approaches to financial management.
2. Discuss the three broad areas of financial decision making.
3. What is the justification for the goal of maximising the wealth of shareholders ?
4. Discuss the functions performed by the financial system.
5. Give some examples of financial assets.
6. Discuss the important functions performed by financial markets.
7. List the important functions performed by the financial statements
8. Present the account form as well as the report form of the balance sheet.
9. Describe the various asset accounts and liability accounts found on a company's balance sheet.
10. What are the different types of financial ratios ?
11. Discuss the important liquidity ratios.
12. Define and evaluate various leverage ratios.
13. State the equation for EPS.
14. What kinds of questions may be answered with help of cost-volume-profit analysis?
15. What assumptions underlie cost-volume-profit analysis?
16. Show schematically the planning system of a firm.
17. What are the elements of a corporate financial plan?
18. What are the benefits of financial planning?
19. Why does money have time value ?
20. State the general formula for the future value of a single amount.
21. What is the difference between compound and simple interest ?
22. Describe briefly the various concepts of value.
23. Discuss the basic bond valuation model.
24. State the formula for a bond which pays interest semi-annually.
25. How is the rate of return on an asset defined?
26. What is standard deviation? What are its important features?
27. Why is standard deviation employed commonly in finance as a measure of risk?
28. From the point of view of the option holder, discuss the payoffs of a call option and a put option just before expiration.
29. What are the payoffs of a call option and a put option just before expiration, from the point of view of the writer (seller) of the option?
30. Explain the put-call parity theorem.
31. Why are capital expenditures deemed very important?
32. Discuss the phases of capital budgeting.
33. Describe the commonly found categories in project classification.
34. What are the three elements of the cash flow stream of a project?
35. How is the time horizon for cash flow analysis usually established?
36. What does the separation principle say?
37. List the techniques of risk analysis.
38. Discuss the steps involved in sensitivity analysis
Q.39.

(a)  Explain Standardisation, codification and variety reduction giving examples.

(b)  Discuss vendor evaluation and rating.  Give a list of factors to be considered.

Q.40.

(a)  Explain the importance of waste management.  How do you dispose scarp, surplus and obsolete item?  Define wastivity.

(b)   Explain the line balancing concept giving suitable examples.

Q.41.

(a)  Explain the different operational decisions in Operations Management.

(b)  Discuss the role of scientific methods in Operations Management.

Q.42.

(A)  Discuss the advantages and disadvantages of continuous and batch processing.

(b)   Discuss with examples, the process for capacity planning.

Q.43.

Explain the steps of Method Study.  What is a two hand process chart? Give an example.
Discuss the use of Work Sampling in Work Study.  How do you calculate the number of observations to be taken/
Q.44.

(a)  Explain the concept of the balancing giving examples.

(b)  Discuss the various types of maintenance.  What do you mean by Signature Analysis?

Q.45.

(a)   “Value Engineering is an important tool to improve productivity,” Explain.

(b)   Explain Quality Assessment, Quality Control, Quality Assurance and Quality Circles.

Q.46.

(a)  Discuss the various functions of stores.  Explain the different storage systems.

(b)  Explain ABC, VED and FSN analysis, giving examples.

Q.47.

Discuss various objectives of Operations Management.
What do you mean by an integrated approach to materials management?  Explain.
Q.48.

Explain various key elements that should be considered in product design.
What are the various factors that govern the design of plant layout?
Q.49.

(a)  What are the various techniques of work measurement?  Discuss pre-determined motion time system.

(b)  What do you mean by Human Engineering ? What environmental factors need to be considered while developing a new method.?

Q.50.

(a)  Explain failure analysis and its use in industry.

(b)  “Aggregate planning helps us in smooth control of production” Explain  What are pure strategies?

Q.51.

(a)  What do you mean by ‘Value’? What are the different types of values ?  Discuss FAST diagrams, pointing out their relevance in design improvements.

(b)  What is the cost of quality? Explain acceptance sampling.  Discuss sampling plans.

Q.52.

(a)  What are the different approaches for timing of purchases?  How do you determine price of a product?

(b)  Discuss advantages of codification Standardisation and variety reduction.

HUMAN RESOURCE MANAGEMENT

1. "Human Resource Management is a staff function but a line responsihility". Comment.
2. "Effective management of human resources is essential for the prosperity and welfare of an organisation, a society and a nation". In the light of this statement, describe the role of human resource management.
3. "Management of personnel is a basic responsibility of every manager." Discuss.
4. "Human Resource Management seeks to achieve personal and social goals." Explain. Outline the major functions of Human Resource Management.
5. "Management is personnel administration". Continent.
6. “Personnel function play's a vital role in the whole scheme of management of an industrial organisation." Elucidate.
7. "Personnel management is a staff function but a line responsibility". Comment.
8. "A good personnel manager is no longer just a hirer and firer of men ". In the light of
9. "A personnel manager is a change agent in the organisation". Elucidate
10. "Management of personnel is the responsibility of every manager and there is no need for a separate personnel department." Explain critically.
11. Define "personnel policies" and describe their nature.
12. "Personnel policies serve as guideposts to personnel decisions." Explain
13. "A sound personnel policy must satisfy certain essential conditions." Elucidate.
14. "Human resource planning is a prerequisite for effective management of human resources." In the highs of this statement, analyse the significance of human resource planning.
15. "Scientific recruitment of personnel and their proper placement are importajtt in effectively achieving corporate objectives." Discuss.
16. “The logical approach to staffing begins with a careful assessment and planning of current and prospective requirements." Comment.
17. "Employee selection in India is a process of elimination and not an evaluation." Comment.
18. "Interviews stiffer from some limitations". Describe these limitations. How can inter-views he made more effective?
19. “Training programmes are helpful to avoid personnel obsolesence.” Illustrate.
20. “Human resource development is nothing but looking at the development of manpower of an organisation in the light of its requirements” comment.
21. “Job evaluation determines the worth of a job and not of job holder”. comment.
22. "Various legislations have imposed upon the employer obligations for providing different kinds of employee services and benefits." Name and explain five such statutory benefits.
23. "Scope of labour welfare needs to be considered pragmatically and has to be both dynamic and elastic." Do you agree? Give reasons.
24. “Accurate appraisal of performance is very difficult”. In the light of this statement discuss the problems in performance appraisal.
25. “High rates of absenteeism and labour turnover are harmful to both employers and employees.” Explain.
26. "Accidents don't just happen, they are caused". Do you agree with this statement? Justify your views with cogent reasons. What measures would you recommend to prevent accidents in an industrial establishment?
27. "Various legislations have imposed upon the employer obligations for providing different kinds of employee services and benefits." Name and explain five such statutory benefits.
28. "Scope of labour welfare needs to he considered pragmatically and has to he both dynamic and elastic." Do you agree? Give reasons.
29. "Various social security legislations in India have provided for financial benefits payable by the employer to his employees without the employees having to make any contribution". Name one such legislation and explain the nature of benefits provided for.
30. "Industrial worker in India is secured against all social risks from birth to death". Do you agree 7 Give reasons.
31. "Too often discipline is thought of only in the negative sense. In reality, positive discipline is more effective and plays a larger role in business management". Discuss the statement and point out the principles to be borne in mind while taking disciplinary action.
32. "A sound grievance procedure must contain some essential features." Explain.
33. "An effective grievance handling procedure is preventive rather than curative". Explain.

       34."In the highest form of discipline all are self-regulated and all are free." Comment.

some more questions on HR

Human resource development

Q.1.   Explain role of Change Agents in establishing sound HRD Practices in organisations.  Describe any two HRD Practices useful in potential development

Q.2. Describe the role of Line Mangers as well as of HRD Managers in developing self-renewing capabilities in an organisation.  How can managers help employees to improve their career opportunities?

Q.3  Discuss the role of developmental supervision in facilitating empowerment f employees. Why is counseling gaining importance in modern organisations?

Q.4  Explain the status of HRD in government and public systems. Suggest the desired HRD interventions in government systems.

Q.5.  Explain the factors which account for differences in HRD across different countries Should HRD practices be culture specific ?  Substantiate with examples.

Q.6.  Evaluate rational of HRD for workers Can unions play any role in HRD for workers ?  Suggest measures to operationalise HRD for workers.

Q7.  Describe existing HRD structure in the organisations you are working for or are familiar with.  What are the complexities involved in effectively implementing the HRD functions ?

Q.8.  Read the case and attempt the questions following the case:

PART I

As Technical Managers at SP Engineering Works, one of my major responsibilities was modernization of Plant and Machinery.

SP Engineering Works was set up somewhere around 1962-63 as a forge shop to cater to the requirements of forgings for the automotive industry, the major customers being companies such as TELCO, Ashok Leyland Mahindra & Mahindra, Bajaj Tempo, etc.  The traditional equipment for the manufacture of forgings has been a drop hammer.  SP Engineering Works set up the facility with nine drop hammers in the range of 25,000 lbs to 2,000 lbs.  All these were imported from America as second – hand equipment.  Along with the forging hammers, the other major equipment required are suitable furnaces for heating the raw steel billet material.  The material is heated to about 1250 Deg.  C and with a die (Which has the essential cavity of the forging with it) a billet is forged to the shape of the forging, which could be a crankshaft or connecting rod or something similar.  The furnaces, too, were brought somewhere around 1968.  Quite clearly both these pieces of equipment were already old, based on old technology and required modernization.

The forging furnaces were identified as the major equipment to be replaced.  Since these furnaces were all based on rather primitive technology, the fuel consumption  was prohibitively high and this had already been recognised by the late seventies / early eighties.  It was, therefore decided to do away with the old furnaces completely and install totally new state – of – the art furnaces instead

It is important here to highlight the systematic way by which the problem itself was first identified and subsequent actions then taken.

Detailed fuel consumption readings were taken for all the furnaces: hence, the fuel consumption per ton of material heated was known.  While the furnaces were running during regular production, readings were taken for fuel consumption, material heated with various types of jobs and leading of the furnaces to determine the current situation of fuel consumption in the plant.  The total fuel consumption per year was in the region of Rs, 6 crore for a turnover of Rs. 60 crore at that

Point of time (1981-82), i.e. almost 10 per cent of the turnover.

To begin with, I was deputed to see the Exhibition of Forging Furnaces and Heat Treatment Equipment held at the International Exhibition Centre in Birmingham.   This exhibition is held every two year.   I also attended a seminar, which was running concurrently at the exhibition, n subjects such as heating equipment, heat treatment, etc.  I was therefore, able to discuss at first – hand and apprise myself of all the latest heating equipment being used in the forging industry.  I interacted with various specialist firm in England, visiting their works as well as the forging shops where these furnaces had been installed.  From these forge shops, I obtained information regarding the working of these furnaces.  I also obtained  quotation from the suppliers of forging furnaces required by us with guaranteed fuel consumption parameters.  In the process, I gathered information regarding the latest technology on burners, insulation materials like ceramic fibre, recuperators  to pre – heat the incoming air used for combustion.  With these latest features, fuel consumption parameters were almost one-third of what we were currently consuming at SP Engineering Works.

On my return, I contacted the specialist furnace manufactures in India.  These companies have collaborations with specialist furnace suppliers in France, England, Germany, etc, I apprised them of the discussions I had with the furnace manufacturers in England and then obtained quotations form those Indian manufactures who committed to nearly the same kind of fuel consumption figures as had been indicated to me by the manufactures of furnaces in England.  A detailed, nearly 100-page report was prepared for the Management wherein the current status of furnaces, new proposals, requirement of investment, time period of execution and cost benefit analysis were clearly spelt our.  It was highlighted that fuel consumption could almost be halved and for an investment f Rs. 3.5 to 4 crore, the payback period worked out to a little more than a year a half.

Subsequently, of curse, detailed layouts for the installation of these furnaces in the plant were made.  The most important factor to consider was that all new furnaces were to be installed in the running shop without disturbing the current production .  Therefore, new furnaces were to be installed and tried out at production.  One – by – one all old furnaces were removed from the shop.  From the date of first action the whole exercise took two year.  I would like report that not only was the fuel consumption reduced as expected, but higher capacity furnaces were put at the same locations which contributed significantly to raising the level of productivity along with cutting cost of fuel at SP Engineering Works.

I think that having proceeded in a very systematic manner with full analysis, understanding and therefore conviction of all the people involved including the top and operating management, it was possible to make a success of this assignment.

PART II

In the same breath, let me present a second, and equally ambitious exercise on which we embarked, which did not produce the result we had desired.

As I had mentioned earlier SP Engineering Works was set up for making forgings with drop hammers.  This was an old technology equipment and has now been replaced elsewhere largely be forging presses, which offer a number of advantages including far higher levels of productivity, and reduced material consumption.  Except in America, forging presses have become standard forging equipment all over the world predominantly in Europe and Japan.

I had been very keen that slowly we too switched over to manufacture of forging on forgings presses at SP Engineering Works.  Consequently initiated a proposal fro setting up a forging press.  The investment was in the region of Rs.4crore. The proposal was prepared, discussed with top management and in principle approval was obtained to go ahead.  Consequently, I interacted with various forging press manufacturers in England, Germany and Japan.  I also visited many forging plants in Europe to see these forging presses in operation, including a plant of Bofors in Sweden, which at the point of time had the most modern fully – automated forging line for front axle beams for trucks.  I invited quotations from various suppliers and finally negotiated, along with the General Manger, for a forging press to be supplied by a company in West Germany

The press was ordered and work proceeded on its manufacture in West Germany.  However, there was some hesitation on the par of both the top and operating management.   For a brief period, SP Engineering Works passed through a lean phase.  A few months before the press was expected to be ready, there were hushed indications that SP Engineering Works should not opt for this kind of investment.  All the same, the work progressed well and the press was ready for our inspection and I was to visit the press manufacturer in West Germany.  Just before my departure I was told that we should cancel the order for this press and not go ahead with bringing it to SP Engineering Works. After inspecting and taking trials on fur special forgins, I told the supplier that we wanted to cancel the order.

You can imagine the kind of reaction which the supplier had.  It was indeed disheartening for me too to see my company giving up such a golden opportunity.  I was totally convinced that the future lay in forging presses. All the same.  The order was cancelled.  I think I was a bit  lucky in  being able to negotiate a decent penalty for SP engineering Works.  According to international standards, manufactures can demand payment of penalty upto 25 per cent, whereas I think I managed to et my company out of the deal with a penalty of somewhere in the region of Rs. 25 lakh.  I was able to achieve this low penalty by being  able to place an order with the manufacture for another type of press for making armament shells.  I am glad to report that the second venture went through quite well and the second press has been duly installed at SP Engineering Works and is giving considerable diversified business to the company.

However, I consider that I failed in my objective, which was to set up a modern forging press at SP Engineering Works.  As I have stated earlier, it was successfully carried out till the last moment.  But my objective that my company have modern forging press did not materialize.

I think that unlike the case of forging furnaces, I was not able to sell the idea of a forging press as well to my operating colleagues.  At the time of placing the order the top management accepted the proposal: but perhaps not with a strong conviction.  I failed to do the detailed analysis and spell out the benefits to the company in term of additional business as I had done in the case of forging  furnaces.  There were many opponents, neither convinced nor committed to the new investment and the proposal could not be carried through finally.

Questions:

1.  Critically evaluate the process of managing change with reference to the facts discussed in the case

2.  What advice would you have for the company for a more effective change management strategy?

Q.9.   What is Human Resource Development (HRD) ?  Describe the salient issues of HRD in the Indian context.

Q.10.  Examine salient features of HRD climate.  Can proactive orientation of employees be prompted in organisations?  Discuss with suitable examples.

Q11.  Evaluate role of line managers in HRD.  How can line managers improve self-renewal process in organisations ?

Q.12.   Compare the salient issues of culture and climate with reference to HRD interventions in organisation.  What can you do to establish a healthy culture and climate?

Q.13.  Compare the salient issues of culture and climate with reference to HRD interventions in organisation.  What can you do to establish a healthy culture and climate ?

Q.14.  What are the shortcomings in HRD approach towards managing health and family welfare in India?  How may the shortcoming be overcome ?

Q.15.  What is the scope and relevance of task analysis in improving organisational climate ?  Can one improve the motivation of employees to bring positive change ?

Q.16.  Write short notes on any three of the following:

1. Performance Appraisal System
2. HRD – OD- IR Approach
3. Role Analysis
4. HRD Climate
5. Management Development

Q.17.  Why is HRD needed in an organisation ?  Explain briefly the sub-systems of HRD and their importance in organisational context.

Q.18.  Evaluate the HRD practices at C- DOT .  Can enhancing inter- personal sensitivity be taken as an effective tool for HRD ?

Q.19.  Suggest measures for promoting work motivation.  What precautions would you advise to prevent the failure of such measures ?

Q.20.  Identify bases of power in the organizations.  What would you do to empower an employer at the middle order in the hierarchy ?

Q.21.  What kind of HRD activities and interventions would be relevant in defence

services  and in police administration ?

Q.22.  Analyse the role of HRD in service sector.  What types of HRD interventions are relevant to service organisations?

Q.23.  Examine the various feature which distinguish Human  Resources Development (HRD) and Industrial Relations (IR), What are the pre-requisites for successful HRD approach to IR ?

Q.24.  Write briefly on any three of the following:

a) Developmental supervision.

b) Role efficacy

c) Conflict management

d) Dynamics of frustration

e) Training and HRD

Q.25.  What do you mean by Human Resource Development (HRD) ?  What HRD measures would you like to implement in order to promote effective communication in an organisation ?

Q.26.  Distinguish between intrinsic Motivational factors and Extrinsic Motivational  Factors.  Can Work Motivational be improved in an organisation ?

Q.27.  What approach should be adopted to integrate HRD system in government administration ?  How would you rate the Indian experience in this respect ?

Q.28.  What are the competencies required for HRD staff ?  Suggest measures for developing HRD skills.

Q.29.  What are the various objectives of mentioning and counseling ?  Discuss the importance of professional counseling in the Indian organisational context with suitable example.

Q.30.  Write short notes on any three of the following :

(i) Organisational Health and effectiveness

1. Need for HRD in the Indian public sector organizations
2. HRD mechanisms for blue collar workers
3. HRD for the non-government sector

Q.31.   Explain the meaning of organizational culture with reference to HRD.

Q.32.  “It has been found that an employee has low motivation in one organisation working on a job, and may develop high motivation on the same on similar job in another organisation.  Critically examine the statement, also discuss the dimensions of role efficacy.

Q.33.  Do cultural, economic and socio- political factors affect inculcation of HRD climate at macro and micro levels?  Why do organisations operating in the same geographical areas widely differ in HRD practices at micro level, explain with examples.

Q.34.  Why does employee frustration set- in an organisation ?  Discuss strategies at organisational level to cope with / manage frustration, explain with suitable examples.

Q.35.  Identify the developmental mechanisms for improving I.R. Discuss the salient feature of the core programme for developing managerial personnel and unions for improving I.R.

Q.36.  How does nature and objectives of organisation affect type and role of HRD, explain with suitable examples.

Q.37.  Write short notes on any three of the following:

(i) Mentoring

1. Role of Trade Unions in HRD for workers
2. Task Delienation.
3. HRD – OD – IR linkage
4. Self – Renewal system

Q.38.  “Employees’ motivation is determined both by the employees’ orientation and the external factors in the organisational role and climate.”  Critically evaluate the statement and discuss the underlying concepts.

Q.39.  Why is HRD important for workers ?  Explain and critically evaluate the status of HRD for workers in India.  Cite suitable examples.

Q.40.  Do HRD practices influence the climate and culture of the organisation ? Examine the role of top management and line managers in creating HRD climate in the organisation.

Q.41.  Define and difference between HRD, OD and IR. Explain the pre-requisites for initiating HRD for improving IR in an organisation.

Q.42.  What do you understand by supervisory control ? Explain.  Discuss the process involved in supervisory control.

Q.43.  Write short notes one any three of the following:

(i) Bases and types of power

1. Listening and asking
2. Performance appraisal system
3. Effective team building
4. Counseling

Q.44.  How does the nature and objectives of an organisation affect the type and role of HRD interventions required for development of the organisation?  Explain with suitable examples from industrial and service sector organisations.

Q.45.  What do you understand by supervisory control ?  Discuss the process involved in supervisory control.

Q.46.  Explain the concept of counseling with suitable examples and contrast counseling and mentoring.

Q.47.  What are the major HRD mechanisms for blue collar workers ?  How do these mechanisms contribute to development of competency and motivation ?

Q.48.  Why is HRD important for health and family welfare of workers ?  How can HRD interventions help develop them for effective implementation of the programme ?  Explain with examples.

Q.49.  Write short notes on any three of the following :

(i) Personal efficacy and role efficacy

1. Task analysis
2. Role of Govt. in HRD
3. Effective team building
4. Nurturing and Helping

Q.50.  How do you asses the economic value of people in an organisation ? Explain the role of Human Resource Audit in this context.  Discuss with example the information needs  for assessment of economic value of people.

Q.51.    Describe  briefly the techniques of data collection which can be used for job Analysis.  What precautions should be taken while using those techniques ? Discuss.

Q.52.  A trading company traditionally engaged in the trading of consumer goods has planned for expansion by value addition of existing activities and by diversification into manufacturing of consumer durables and pharmaceutical goods.  How would you plan to asses the future training need of the organization?

Q.53.  “There is a definite link between education and economic growth and the lack of adequate skilled manpower impedes growth.”  To which approach of Human Resource Planning does this statement belong ?  Discuss critically the steps involved in this approach.

Q.54.  What arguments will an organisation have for a ‘transfer policy ? What are the essential elements that a transfer policy should have and why ? Explain with suitable example.

Q.55.  Write short notes on any three of the following :

(i) Job evaluation methods

1. Labour market behaviour
2. Demand forecasting
3. Promotion and Reward Policies
4. Human Resource Costs

Q.56.  Define HRD. Discuss linkage between HRD mechanisms, processes and outcomes.  How does this linkage affect the overall effectiveness of an organisation ? Explain with suitable example.

Q.57.  Examine the role of change agents in introducing HRD system in an organisation.  How important is the role of line managers and top management in the process ?  Discuss with suitable organisation examples.

Q.58.  Explain the significance of Task Analysis as a potential HRD tool.  How can Task Analysis be used for improving the performance of individuals and teams ? Explain with examples.

Q.59.  Discuss the rational and objectives of HRD for workers.  Critically evaluate the role of Trade Unions in HRD for workers.  Explain with examples.

Q.60.  Write short notes on any four of the following:

a) HRD matrix

b) Promoting work motivation

c) Process of counseling

d) HRD climate

e) Various forms of HRD in organisation

f)  Developing HRD facilitation competencies

Q.61.  Why should HRD be an integral part of Organisational Systems ?  How can sub-systems of HRD contribute t the overall development of an organisation ? Explain with examples.

Q.62.  What could be the possible ways and means for promoting work motivation in an organisational situation ?  Briefly discuss the actions required to ensure success of such measures.

Q.63. What are the bases of power in the organisations ?  How can middle level employee in an organisational hierarchy be empowered ?

Q.64.  The services sector is set to play the major role in the economic development of the country.  Cortically analyse the role of HRD in this sector, if any.  Explain with suitable examples, what type of HRD interventions would be suitable for this sector.

Q.65.  How can HRD be used to develop positive Industrial Relations in an organisation ?  Discuss the pre – requisites for a successful HRD approach to I.R.

Q.66.  Write short notes on any three of the following.

(i) Performance Appraisal System.

HUMAN RESOURCE PLANNING

Q.1.  “A training plan should contain all the information necessary for management to make decisions for implementing the training programme.”  Elaborate the statement and discuss the underlying concept.

Q.2.  Distinguish between job ranking and job classification (or grade description)  as methods for job evaluation.  Explain the steps involved in the job classification method.

Q.3.  Human Resource Accounting according to Murdick and Ross is a total system that interacts with other major systems of the organisation.  Explain with example.

Q.4.  “There is a definite link between education and economic growth, and that lack of adequate skilled manpower impedes growth.”  This statement ascribes to which one of the approaches  of HRP.  Discuss the steps involved in and  limitations of this approach.

Q.5.  Define Human Resource Audit Discuss the dimensions of training and development, which are likely to come into focus during an HR Audit.

Q.6.  “Utilisation of human resources which results in the demand for the same, depends crucially on functioning and flexibility of the labour market”.  Critically examine the statement

Q.7. What is meant by self- appraisal ? Explain with examples the objectives of  appraisal interview.

Q.8.  “Job description and job specification are the two by – products of job analysis.”  Elaborate this statement.

Q.9.  How do quantitative and qualitative dimensions regulate the supply of human resources ?  Explain with the help of suitable examples.

Q.10.  Define and discuss different approaches of human resource planning with special reference to educational planning.

Q.11.  Write short notes on any three of the following:

i).            Training methods and techniques.

ii).            Induction Programme.

iii).            Human Resource Audit.

iv).            Job Evaluation

v).            Human Resource Information System.

Q.12.  How do you assess the economic value of people in an organisation ? Explain the role of Human Resource Audit in this context.  Discuss with example the information needs for assessment of economic value of people.

Q.13. Describe briefly the techniques of data collection which can be used for job Analysis.  What precaution should be taken while using those techniques ? Discuss.

Q.14. A trading company traditionally engaged in the trading of consumer goods has planned for expansion by value addition of existing activities and by diversification into manufacturing of consumer durables and pharmaceutical goods.  How would you plan to assess the future training needs of the organization ?

Q.15.  “There is a definite link between education and economic growth and the lack of adequate skilled manpower impedes growth.”  To which approach of Human Resource Planning does this statement belong ?  Discuss critically the steps involved in this approach.

Q.16. What arguments will an organisation have for ‘transfer’ policy ?  What are the essential elements that a transfer policy should have and why ?  Explain with suitable example.

Q.17.  Write short notes on any three of the following:

i).            Job evaluation methods

ii).            Labour market behaviour

iii).            Demand forecasting

iv).            Promotion and Reward Policies

v).            Human Resource Costs.

Q.18.  What are the qualitative and quantitative dimensions of Human Resource Planning?  How do they affect the Labour Market Behaviour ? Explain with examples.

Q.19.  Why is there a need for Human Resource Planning in any organized effort ? Discuss theoretical basis and conceptual issues associated wit alternative approaches to Human Resource Planning.

Q.20.  Explain the objectives and basic assumptions of job Evaluation.  Highlighting the advantages of job evaluation, discuss how does it help develop a rational and equitable pay structure in an organisation.

Q.21.   Discuss the concept and objectives of Human Resource Accounting.  What are the important considerations in developing the HR Accounting System ?  Describe various phases in designing and implementation of the HR  Accounting system.

Q.22.  Write short notes on any four of the following:

1. Macro – level Manpower Demand Forecasting
2. Job Analysis
3. Point Rating
4. Training Evaluation
5. Reward Policies
6. H.R. Audit.

Q.23.  Discuss the impact of Globalization on the macro –level scenario of Human Resource Planning and identify the specific changes that have occurred in the labour market conditions.  Cite suitable examples.

Q.24.’Procuring human resource is almost a lifetime decision for the organisation -  Justify the statement in the light of employment security clauses given under the Industrial Disputes Act, 1947.

Q.25. Discuss the concept process and pitfalls of performance appraisal. What are the recent trends in performance appraisal ?  Cite suitable examples.

Q.26. Enumerate the steps involved in organizing training  programme. Highlight some of the methods of training how is the training effectiveness evaluated ?

Q.28.  Write short notes on any four of the following:

Advanced Strategic Management

1.         What are the various approaches to the corporate management and which one is the best in Indian environment?  Give illustrations.

2.         Identify the various modes of entry Ranbaxy Laboratories has adopted in different regions and discuss the pros and cons of each mode of entry.

3.         How does creativity contribute to the success of an organisation?

4. Select an organisation of your choice (Name and describe the organisation) which has developed special programmes to enhance the creativity of its employees and present the details of such programmes.

5. Discuss the link between Board of Directors and Corporate Governance practices in Reliance.

6.         There are different approaches to global entry. What in your opinion is the best approach and why? Explain.

7. What are the benefits of Knowledge Management? Discuss.

8.         ‘Managers should hold and develop a deeper knowledge of the nature of ethical principles and concepts and an understanding of how these apply to ethical problems encountered in business’. Explain.

9.         Suppose you are working in an organization, which is into pharmaceuticals. Identify the competitors of your company and suggest measures to combat the competition.

10.       What are the different determinants of organization structure? Identify these determinants in an organization of your choice and try to analyze the organization structure of that organization.

11.       “Organizations that value leadership use techniques to create environments in which executives can rise above their self-interest and are ready to make sacrifices’. Comment.

Q12.    The extent of concentration of control at different levels of management; Standards of performance used for control purposes; Whether control data are used for self-evaluation

13) Discuss the managerial roles of BOD’s. What in your opinion should be the managerial roles of BODs in the present context. Explain giving examples.

14. Discuss in brief, the main routes for technology up gradation.

Explain with examples.

15. What do you mean by corporate policy? Select an organisation of your choice (name and describe the organisation) and briefly discuss the importance of various types of policies it had adopted.

16. What are the different strategies that companies use to compete in the global market? Discuss the advantages and disadvantages of each strategy.

17  Based on the information about a company’s international operations, explain how it entered foreign market and what over all strategy it has pursued. Name and describe the company you are referring to.

18. What is knowledge management (KM)? Do you believe that KM can improve the competitiveness of a firm? Give reasons.

19. What are the differences between philanthropy centric view of Corporate Social Responsibility (CSR) and business integrated view of CSR?

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

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.