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(DEMB11)
ASSIGNMENT 1
EXECUTIVE M.B.A. DEGREE EXAMINATION, DECEMBER 2020.

FIRST AND SECOND YEAR

Second year

BUSINESS POLICY AND STRATEGIC MANAGEMENT

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. Answer any THREE questions

(a) Strategy
(b) Corporate policy
(c) Swot analysis
(d) Portfolio analysis
(e) Strategic choice
(f) Turn around Management
2. What is a corporate strategy? Explain its significance.
3. Discuss the functions of Board of Directors.
4. Explain the steps in competitive analysis.
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(DEMB11)
ASSIGNMENT 2
EXECUTIVE M.B.A. DEGREE EXAMINATION, DECEMBER 2020.

FIRST AND SECOND YEAR

Second year

BUSINESS POLICY AND STRATEGIC MANAGEMENT

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS
1. Examine steps in Mergers and Acquisitions.

2. Outline the steps involved in strategy evaluation.

3. What is diversification? Write the advantages and disadvantages of diversification.

4. Case Study (Separate Sheet enclosed)

In a market dominated by behemoths like SAIL and TISCO, finding a niche is of

crucial importance for a small player. What could a Lloyds do with a
meagre annual capacity of making six lakh tonnes of HR coils while SAIL sold over
1,600 lakh tonnes in the same time? Should Lloyds follow the market leader or
adopt its own unique approach to its business strategy? It is in the context of such
questions that LloydsI attention came to rest on the manufacturing process.

Almost all steel producers adopt the blast furnace technology. In this, the process
starts with a clear differentiation among the ultimate products to be
manufactured. So, manufacturing batch size has to be large enough to take up
customized orders. The raw material, iron ore, has to pass through several
complex stages of manufacturing.

Lloyds looked for an alternative technology that could suit its requirements. The
solution lay in the Electric Arc Furnace technology where the unique
feature was that initial manufacturing stages need not differentiate among
different products. Such a differentiation came at a much later stage.
Translated into a business proposition, what it meant was that Lloyds could
operate with a much smallet tatcr~ size ot, say 100 tonnes and deliver
quickly. For instance, a 1,000-tonnes small order of specialised product
custommade to buyer(s specification could be delivered in as little as 15 days. Such
a quick delivery schedule would not be possible for a large, integrated steel
manufacturer. In this manner, analogous to small gunboats that could effectively
torpedo a large, slow-moving ship, Lloyds carved out a niche in the highly
competitive steel market.

Question: Comment on the nature of the business strategy of Lloyds. What are
the conditions in which such a strategy would succeed? Could fail?

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ASSIGNMENT 1
EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION, DECEMBER 2020.

Second Year

INTERNATIONAL BUSINESS
MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. (a) F.D.I.
(b) MNC
(c) Role of International Business
(d) Corporate culture
(e) LDCs
(f) Multilateral agreements.

2. Discuss the factors influencing International Business.

3. Explain the role of Technology in International Business.

4. Write the structure of strategic management of an MNC.

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(DEMB 12)
ASSIGNMENT 2
EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION, DECEMBER 2020

Second Year

INTERNATIONAL BUSINESS
MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. What is performance? How do you evaluate performance of an MNC? Explain.

2. Discuss the significance of negotiations in International Business.

3. Explain the role of IMF in International business.

SECTION C — (10 marks)

4. Case study :

Lately many companies have planned for significant investment in organised

retailing in India. Several factors have prompted their decisions in this regard.

Customer income is rising. People have developed a taste for better quality
products even though they may have to pay more. The aspiration levels have
increased. The government has also liberalised its economic policies in this regard
and permitted even cent percent foreign direct investment in some sectors of
retailing.

(a) Identity changes in business environment under different heads — economic,

social, technological, political and legal that have facilitated the companies’
decisions to plan significant investments in organised retailing.

(b) What has been the impact of these changes with regard to globalisation and
privatisation?

———————–––

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ASSIGNMENT 1
EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION, DECEMBER 2020.
Second Year
MANAGEMENT INFORMATION SYSTEMS
MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. (a) Importance of MIS.

(b) System design
(c) Computer Networks
(d) Software
(e) DBMS
(f) Query Language

2. Write and discuss the conceptual frame work of MIS.

3. What is Information Resource Management? Explain.

4. Discuss the steps in system development life cycle.
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(DEMB 13)
ASSIGNMENT 2
EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION, DECEMBER 2020.
Second Year
MANAGEMENT INFORMATION SYSTEMS
MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. Write the future trends of DBMS.

2. Explain the concept of data communication.
3. What is system analysis? Explain.

4. Case study
In a manufacturing company of 2000 employees a new systems group of our
professionals started work on a complete marketing, forecasting, production and
personnel MIS. They worked closely with the managers for nearly a year on the
design of the MIS. The change over to the new computerized system was carried
out over a two week period so that workers could be shifted to their new jobs and
trained for the new operations. With in a month confusion was rampant. Sales
orders were misplaced, production was Jammed up, and the personnel update file
was a mixture of obsolete and new update cards. Both the systems designers and
managers felt that the MIS design was an efficient one, well within the capabilities
of the employees to implement.
(a) Define the problem and its cause as you see it.
(b) Suggest several alternative solutions.
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(DEMBC 1)
ASSIGNMENT 1

EXECUTIVE M.B.A. (2 Year) DEGREE EXAMINATION, DECEMBER 2020.

Second Year

HUMAN RESOURCE PLANNING AND DEVELOPMENT

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. (a) H.R. planning

(b) HR Manager
(c) Task analysis
(d) Supply forecasting
(e) HRD experiences
(f) HRD Climate.

2. What is the significance of Human resource planning? Explain.

3. Explain the methods of human resource planning.

4. Discuss the strategies of HRD.

 (DEMBC 1)
ASSIGNMENT 2

EXECUTIVE M.B.A. (2 Year) DEGREE EXAMINATION, DECEMBER 2020.

Second Year

HUMAN RESOURCE PLANNING AND DEVELOPMENT

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. Explain the motivational aspects of HRD.

2. Explain the role of HRD in panchayati Raj institutions.

3. Discuss the emerging trends in HRD.

4. Case study
Toyota, valued at US $188 billion or $ 98 billion, is the world's second biggest car
maker, just behind General Motors of the US, but is expected to claim the top spot
in 2009. The potential key competitors of the future are likely to be from South
Korea, China and India where companies such as Hyundai, Kia and Tata are
making cheap cars of a good quality. Toyota has been able to combine product
quality and reliabilit with low pricing, fuel efficiency, and good design. It has been
successful at aligning its operational activities with strategic goals. The company
is driven by what it terms to ‘Toyota Way’ rather than by cost reduction (which
characterizes many Asian and Far East manufacturing companies). The “Toyota
Way’ has been evolving since the company was originally found in 1926. It is all
about the culture of the company and emphasizes mutual trust and respect for
everyone involved in an with the business.

Toyota is regarded as one of the most efficient companies in the world because of
the Toyota Production System (TPS) based on lean production and kaizen
(continuous improvement) principles. These are at the heart of its
approach to business strategy. The approach adopted by Toyota has
resulted in the institutionalization of lean manufacturing skills and kaizen. Over
20 million suggestions in 40 years have been generated by the company's
suggestion system which is only one aspect of its approach to continuous
improvement. The company places great emphasis on teamwork that
reflects to culture characterized by collaboration, cooperation, and trust. The
company believes that teams are better at solving problems and that people learn
from each other.

In terms of its approach to HRD the principal emphasis is on training. The HR

function itself is viewed as playing a key leadership approach in the company's
improvement processes and has a coordination role when it comes to training. The
training and development team is a part of a broader `Human System' which
focuses on development, recruitment, and retention. Ht aim of the
`Human System' model is to make everyone a member of the Toyota
culture. In the US a Corporate University (University of Toyota) has
been created to provide training and consultancy on Toyota's business
practices, particularly lean manufacturing. The principal strength of the
company has always been its approach to on-the-job training although this has
become increasingly supplemented with classroom training (although
the latter was not greatly appreciated in the past). The company
prefers the term on-the-job development because it is felt to be
broader than training. This approach includes methods such as job
rotation which reflects this broader development. Team leaders are trained as
facilitators and instructors and do most of this classroom training. It
is a requirement that anyone in this role has production experience.
The increase in classroom training reflects the influence of
globalization on the company. Employees are able to identify personal
training opportunities which are referred to as ‘self-initiated development’. The
training of general managers involves learning about business
planning and policy. Toyota Business Practices and several other
related issues. Most of this handled by the Toyota Institute in Japan
although job rotation is also a characteristic of this level.
Toyota has always stressed the importance of recruiting people who not only have
the capacity to learn but also posses the motivation and desire to do so. The
company is always trying to find ways to improve the training methods it uses
because people are trained without slowing down the line. This is a challenging
situation for anyone new to the job. This is because the TPS is so interconnected
that to slow down one part affects the whole system. Standardized instruction
methods are used across the company. Recently, the company has been trying to
drive down costs and there are concerns that this is harming its along standing
reputation for quality. In the past it has found ways of realigning its strategy and
operations to cope with issues such as environmental concerns without resorting to
a cost reduction strategy. It will be interesting to see how the next few years turn
out.

Questions:

(a) How would you describe Toyota's approach to HRD?

(b) To what extent do HRD activities appear to be vertically and horizontally

aligned?

(c) What are the advantages and disadvantages of Toyota’s approach to HRD?
 Ws

(DEMBC 2)
ASSIGNMENT 1
EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION, DECEMBER 2020.
Second Year
ORGANISATION DYNAMICS AND CHANGE MANAGEMENT

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. (a) Change management

(b) Group cohesion
(c) Role analysis
(d) Bases of power
(e) Organisational ethics
(f) Cross cultural dynamics.

2. What is role efficiency? Explain in detail.

3. Explain the phases of group development.

4. Explain the determinants of power dynamics.

 (DEMBC 2)
ASSIGNMENT 2
EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION, DECEMBER 2020.
Second Year
ORGANISATION DYNAMICS AND CHANGE MANAGEMENT
MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. Discuss the process of empowerment

2. What is organisational culture? Explain the factors which influence organisational
culture.

3. Define strategic alliances. Determine the factors of strategic alliances.

4. Case study
The personnel office of Prashant chemicals Limited informed the middle
managers, through a circular that a group of consultants would be calling on them
later in the week to provide training on team building. The consultants would be
emphasizing on how to develop team work and to build inter group relationships
throughout the company. The information also contained the approach to be
adopted by the consultants and explained the five steps process of team buildings
problems sensing, examining differences, giving and receiving feedback,
developing interactive skills, and follow up actions. The circular also included a
note on the utility of team buildings in organizational effectiveness.
On receiving the circular, middle managers felt tense as they thought team
building as an exercise involving a lot of hocus-pocus as they though team
sensitivity training exercises in which participants used to attack each other and
let out their aggression by heaping abuse on those disliked.
Therefore, the manages felt that the consultants were not needed for team
building. One of the managers commented” now that we understand what is
involved in team building we can go ahead and conduct session ourselves. All we
have to do is to choose a manager who is liked by everyone and put him in the role
of change agent / consultant. After all, you really do not need high-priced
consultant to do this team building stuff. You just have to have a good feel for
human factors”. The other managers generally agreed. However the corporate
personnel director turned down their suggestions and proceeded with his original
programmed to hiring consultants.
Questions:
(a) Why did middle managers show resistance to team buildings approach of
organization development?
(b) Do you think the managers had accurate view of team building concept and
role of external consultant in that?
(c) Did corporate personal office sell the concept of team building and its
usefulness property to middle managers? What actions that the department
has taken?
 SP 1

(DEMBC 3)
ASSIGNMENT 1

EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION,

DECEMBER 2020.

Second Year

LABOUR LEGISLATION AND IR

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. (a) Need for Industrial relations

(b) Industrial conflicts
(c) Forms of strike
(d) Collective Bargaining
(e) Joint management councils
(f) Labour legislation
2. Discuss the need and importance of workers' participation in management.
3. Discuss the causes of strikes and lockouts.
4. Explain various methods of dispute settlement in India.
 SP 1

(DEMBC 3)
ASSIGNMENT 2

EXECUTIVE M.B.A. (2 Years) DEGREE EXAMINATION,

DECEMBER 2020.

Second Year

LABOUR LEGISLATION AND IR

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS
1. Write the recommendations of the second NCL(2002).
2. Explain the principles of modern Labour Legislation.
3. Discuss the features of enactment of industrial disputes Act, 1947.
Case Study:
4. Ms. Deepika was being harassed by one her colleagues for the past several
weeks through his indecent behavior. She was in a dilemma. Whether to
report to the management? or deal the issue with the colleague on her own or
resign from the company and search for alternative employment After lot
of thinking, she decided to share the information with her another trusted
colleague Ms. Sandhya When both were sharing the information. Mr.
Dharma. boss of
Ms. Deepika overhead the conversation.

Mr. Dharma thought about the conversation and was in dilemma whether to take
action against the erring colleague or wait till formal complaint received
from Ms. Deepika. Knowing the problem if he kept quite. It would amount to
negligence and the company may get a bad name. Finally he decided to call Ms.
Deepika and
volunteer his help. Ms. Deepika was furious with him for being indecent enough
to hear personal conversations of Female subordinates. She shouted at him and
others in the office overheard, which made Mr. Dharma to contemplate
disciplinary action. Ms. Deepika warned him that if he dared to take action. she
would sue him. She said she will deal the indecent behavior of the colleague on
her own.
Questions:
(a) Is this case is related to a grievance or indiscipline?
(b) Mr. Dharma Superior to Ms. Deepika should ignore the problem till it
formally presented to him?
(c) Is there a justification of Ms. Deepika's argument or outburst against
Mr. Dharma?
(d) What are the long term implication of this kind of incidents in Management
of Grievances?
 wk14

(DEMBC 4)
ASSIGNMENT 1

EXECUTIVE M.B.A. (2 YEAR) DEGREE EXAMINATION, DECEMBER 2020.

Second Year

ORGANISATIONAL BEHAVIOUR

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. (a) Job stress

(b) Behaviouralism

(c) Group Behaviour

(d) Force field analysis

(e) Morale

(f) Organisational culture

2. Explain the need and importance of study of organisational behaviour.

3. Define personality. Discuss the determinant of personality.

4. Explain the concept of Johari window.

 wk14

(DEMBC 4)
ASSIGNMENT 2

EXECUTIVE M.B.A. (2 YEAR) DEGREE EXAMINATION, DECEMBER 2020.

Second Year

ORGANISATIONAL BEHAVIOUR

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. Discuss the features of Herzberg theory.

2. Explain various types of Leadership styles.

3. Examine the determinants of organisational climate.

4. Case study :

Read the case and answer the questions given at the end of case :

Sundar steel limited was a medium – sized steel company manufacturing special
steels of various types and grades. It employed 5,000 workers and 450 executives.
Under the General Manager (Production), there were operation, maintenance, and
service groups, each headed by a chief. The Chief of Maintenance was Shukla and
under him Mukherjee was working as the Maintenance Engineer. The total
strength of Maintenance was 500 workers, 25 executives, and 50 supervisors.
Chatterjee was working in Maintenance as a worker for three years. He was
efficient. He had initiative and drive. He performed his duties in a near perfect
manner. He was a man of proven technical ability with utmost drive and dash. He
was promoted as Supervisor.

Chatterjee, now a Supervisor, was one day passing through the Maintenance Shop
on his
routine inspection. He found a certain worker-sitting idle. He pulled him up for
this.
The worker retaliated by abusing him with filthy words. With a grim face and
utter frustration Chatterjee -reported the matter to Mukherjee. The worker who
insulted Chatterjee was a “notorious character”, and no supervisor dared to
confront him. Mukherjee took a serious view of the incident and served a strong
warning letter to the worker. Nothing very particular about Chatterjee or from
him came to the knowledge of Mukherjee. Things were moving smoothly.
Chatterjee was getting along well with others. But after about three years, another
serious incident took place. A worker came drunk to duty, began playing cards,

2
(DEMBC 4)
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and using very filthy language. When Chatterjee strongly objected to this, the
worker got up and slapped Chatterjee. Later, the worker went to his union and
reported that Chatterjee had assaulted him while he was performing his duties.
Chatterjee had no idea that the situation would take such a turn. He, therefore,
never bothered to report the matter to his boss or collect evidence in support of his
case.

The union took the case to Shukla and prevailed over him to take stern action
against Chatterjee. Shukla instructed Mukherjee to demote Chatterjee to the rank
of a worker. Mukherjee expressed his apprehension that in such a case Chatterjee
will be of no use to the department, and the demotion would adversely affect the
morale of all sincere and efficient supervisors. But Chatterjee was demoted.
Chatterjee continued working in the organisation with all his efficiency,
competence, and ability for two months. Then he resigned stating that he had
secured better employment elsewhere. Mukherjee was perturbed at this turn of
events. While placing Chatterjee’s resignation letter before Shukla. he expressed
deep concern at this development. Shukla called Chief of Personnel for advice on
this delicate issue. The Chief of Personnel said, “I think the incident should help
us to appreciate the essential qualification required for a successful supervisor.

An honest and hard working man need not necessarily prove to be an effective
supervisor. Something more is required for this as he has to get things done rather
than do himself. Mukherjee said, “I have a high opinion of Chatterjee. He proved
his technical competence and was sincere at his work, Given some guidance on
how to deal with the type of persons he had to work with, the sad situation could
have been avoided”. Shukla said, “I am really sorry to lose Chatterjee. He was very
honest and painstaking in his work. But I do not know how I could have helped
him. I wonder how he always managed to get into trouble with workers. We know
they are illiterates and some of them are tough. But a supervisor must have the
ability and presence of mind to deal with such men. I have numerous supervisors,
but I never had to teach anybody how to supervise his men”.

Questions:

(a) Identity the problems in this case.

(b) Do you think the decision taken by Shukla is in keeping with the faith, trust
and creating developmental climate in the organisation? Critically evaluate.

(c) How would you help in improving behaviour of employees?

–––––––––

3
(DEMBC 4)
 ws17

(DEMBC 5)
ASSIGNMENT 1

EXECUTIVE M.B.A. (2 years) DEGREE EXAMINATION, DECEMBER 2020.

Second Year
EMPLOYEE COMPENSATION MANAGEMENT

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. (a) Fair wage

(b) Wage policy
(c) Wage boards
(d) Piece Rate method
(e) Linking wages
(f) Wage differentials
2. Write the significance of compensation management.
3. Discuss the theories of wage in brief.
4. Examine the determinants of wage.
 ws17

(DEMBC 5)
ASSIGNMENT 2

EXECUTIVE M.B.A. (2 years) DEGREE EXAMINATION, DECEMBER 2020.

Second Year
EMPLOYEE COMPENSATION MANAGEMENT

MAXIMUM MARKS : 30
ANSWER ALL QUESTIONS

1. Explain the principles of wage fixation.

2. Discuss the procedure for installing incentive system.

3. Write the role of H.R. department in compensation management.

4. Case study:
Milan Khanna (Khanna). Hr manager of the GK Group of industries, found
himself in a pensive mood after studying the annual HR report. The report has
serious implications not only for his job but for the company well. The annual
attrition rate had grown by 18% during the preceding year, taking the present
employee turnover to a glaring 33%. Most of the talented workforce was leaving
the organization for better offers in the industry. Some of them were leaving even
when the new pay was not as good as that in this company. This was the trend
despite the GK Group being considered one of the best pay-masters in the
industry. Moreover, during the previous financial year, the company had given
liberal incentives in the form of bonuses to its exceptional performers.
The GK Group began as a software firm and later diversified its operations into
biotechnology and bio informatics. Its employees were highly talented knowledge
workers and were motivated by their jobs and the various opportunities that their
job promised to offer. However, a review of the exit interviews conducted during
the past three years revealed a striking fact about employee motivation–“ Merely
increasing the pay and doling out incentives have only a marginal value as there
are many other companies to match your offer. “The exit interviews also revealed
that efficient employees left the organization seeking greater responsibilities,
accountability and empowerment. Lack of personal and professional growth
opportunities in the organization prompted people to quit and search for greener
pastures. The lack of opportunities for learning and growth in the organization
along with little or no attempts towards employee empowerment proved to be some
of the prime reasons for the high attrition rate at the GK Group.
In the light of these facts, Khanna came up with a new strategy to contain the rate
of attrition in the company. His strategy was aimed at understanding the
complexity of employee needs and evaluating them. The management charted out
a career growth plan for each of its employees for an average period of three years,
with the objective of developing the overall personality of every organizational
member. The plan also included defining performance benchmarks so as to
establish a correlation between expected and actual employee performance. The
employees were to be appraised of their performance at the end of every six

(DEMBC
2 5)
 ws17

months in relation to these benchmarks so that they could correct any deviation
from the established standards. The strategy proposed by Khanna aimed at
creating a win-win situation for both the individual members as well as the
organization. Therefore, attempts were made to correlate individual goals and
organizational objectives. Recognizing the importance of skill upgradation and
employee empowerment the management decided to promote personality
development and learning of employees through well established training
facilities. These measures aimed to empower and retain within the organization,
the human capital and talent, which form the most crucial factors in the success of
any knowledge enterprise.
When the GK Group implemented this strategy in the years that followed, it
received wide acceptance and also brought in the desired results of motivating,
empowering and retaining the workforce in the organization.
Questions.
(a) “Merely increasing the pay and doling out incentives have only a marginal
value as there are many other companies to match your offer." Substantiate
this statement by describing the various other means of motivating and
retaining the workforce in an organization.
(b) Discuss the various challenges faced by HR managers in modem
organizations and outline the measures they can initiate to cater to the ever-
changing needs of employees.
—————————

(DEMBC
3 5)