CASE STUDY ANSWERS
ASSIGNMENT SOLUTIONS
PROJECT REPORTS AND THESIS
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ARAVIND
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Finance
Management
Q1. What do you understand by Internal Audit ? How do
the functions of an internal auditor differ from that of External Auditor ?
Q2. Explain the
consistency concept and Accrual Concept of Accounting. How is the Accrual
Concept adhered to while preparing the final accounts of a company ?
Q3. What are intangible assets of a firm ? Why are
they shown in the Balance Sheet ? What is meant by amortisation of such assets
? Give reason for the same
Q4. What do you
understand by Appropriation of profit of a company? How are the profits appropriated
? How will the profits to be appropriated, affected, if the company issues
debentures, instead of equity shares to finance its activities ? Discuss how?
Q5. Distinguish between:
FIFO and LIFO methods of Inventory valuation.
Rights Shares and Bonus Shares
Direct Material Price Variance and Direct Material
Usage Variance
Imputed Costs and Opportunity Costs.
Q6. What do you understand by Break-even analysis ?
Discuss the assumptions underlying the break-even analysis. How do these
assumptions make the break-even analysis unrealistic ? Explain and prepare a
Break-even chart assuming relevant figures
Q7. What do you
understand by Flexible Budget ? How does it differ from a Fixed Budget ? Explain
its utility to a business organisation.
Q8. What do you mean by Control Ratios ? Explain the
three important control ratios and discuss their significance
Q9. Explain fully the following statements :
- Operating
cycle plays a decisive role in estimating the working capital requirement of
a firm.
- As
there is no explicit cost of retained earnings, they are free of cost.
c.
Depreciation acts as a tax shield
d.
An investor in shares considers
not only its E.P.S. but also P.E. ratio.
GENERAL MANAGEMENT
1. Who are the stakeholders in this
case ?
2. Which stakeholders are most
important ?
3. What are the critical trends in Tri
– State’s environment ?
4. Why do you think Tri State’s customers are so upset ?
5. What should John Godwin do ?
1. What economic and social factors
should Fresh Fields managers watch ?
2.
Suppose you manage a local supermarket and Fresh
Fields comes to town. How would you
reinvent your organization to meet the challenges posed by Fresh Fields ?
1. How
would you describe the organizational culture at Flagstar ?
2. How does Flagstar deal with diversity ?
3. What challenges could Flagstar face in its
near future ?
Q.1. What environmental factors influenced management
style at Disney?
Q.2 what kind(s) of organizational structure
seem to be consistent with "Dream as a Team"?
Q.3 How and where might the informal
organization be a real asset at Disney
Q.1 How were principles of delegation and
decentralization incorporated into Cine – Made operations?
Q.2 What are the sources and uses of power at
Cin – Made?
Q.3.What were some of the barriers to delegation
and empowerment at Cin –Made?
4.What lessons about management in a rapidly
changing marketplace can be learned from the experience of Cin – Made?
1. With
retailers as their primary customers, what customer competitive imperatives
could be
affected
by Rollerblades inventory
problems ?
2. How
appropriate might a just – in – time inventory system be for a product such as
roller skates ?”
3. What opportunities are there fore Rollerblade
managers to see themselves as selling
services, instead of simply roller skates ?
Human
Resource Management
1.
Define and differentiate between Job Analysis, Job Description and Job
Evaluation. Select an appropriate job evaluation method and create a plan for
evaluating jobs of scientists in different grades.
2.
Discuss the role of indoctrination in organizations. How can Performance
Appraisal, and Training and Development be made an integral part of Human
Resource Planning? Discuss.
3.
Discuss the scope of Human Resource Audit. While auditing Reward systems for
employees in a manufacturing organization, which factors should be taken into
account and why? Explain with suitable examples.
4.
Define and discuss the need for Human Resource Planning in an organization.
Briefly discuss various approaches to HRP
5.
Write short notes on any three of the following:
(a) Training methods
(b) Value determinants of HRP
(c) Human Resource accounting
(d) Labour Market Behavior
(e) Promotion and Reward Policies
(a) Training methods
(b) Value determinants of HRP
(c) Human Resource accounting
(d) Labour Market Behavior
(e) Promotion and Reward Policies
SECTION B
1.
Define and discuss the objectives of Human Resource Planning at organizational
level. How does it help in determining and evaluating future organizational
capabilities, needs and anticipated problems? Explain with suitable examples.
2.
Define and describe Job Analysis. Briefly discuss several methods in which
information about a job is collected and evaluated.
3.
What is the purpose and process of recruitment function? Discuss various
methods of sourcing manpower.
4.
How is monetary value assigned to different dimensions of Human Resources
costs, investments, and worth of the employees? Briefly explain Cost and
Economic value approaches of measurement.
5.
Write short notes on any three of the following :
(a) MBO
(b) Succession Planning
(c) Competency Mapping
(d) Job Evaluation
(e) H.R. Inventory
(a) MBO
(b) Succession Planning
(c) Competency Mapping
(d) Job Evaluation
(e) H.R. Inventory
(a) Was the management justified in taking a
decision to recruit a qualified and experienced person from outside as Deputy
Chief Quality Controller?
(b) Was it in the interest of the organization
to transfer Ratnam to the new auto-wheeler plant and promote Kapil Kumar? What
could have prompted the management to take this decision?
(c) How do you view the role of O.A.s in
supporting only the local and internal candidates and overlooking the interests
of direct recruits even when they were family members of the Association,
particularly at a time, when the industry needed professionally qualified
persons to fill key technical posts?
(d) How would you react to the management's
scheme for quarter allotment and why?
(i) Identify the issues related to manpower
planning as evident in the case.
(ii) Discuss the strategies to tackle the
percentage of internal promotion at the organizational level.
(iii)What type of additional training
programmers’ should be imparted for direct entrants?
(iv) Suppose you are the head of the personnel
division. What would be your suggestions in the meeting - Which has been called
by the General Manager?
International Business
- What
are basic differences between domestic and international business?
- While
some see globalization as the avenue to the development of poor nations,
others see it intensifying misery and inequalities. Critically examine the
above statement in today's context?
- Explain
- Localisation of global strategy
- Explain
- Technology contracting (licensing) as an alternative to FDI or ownership
strategy.
- Explain
- Major factors contributing to the success of international strategic
alliances.
- Explain
the role of “Power Distance" in understanding Hofsted's work on
cross-cultural prospective. How does this help in managing international
environment?
- Discuss
the relationship between an MNE and its subsidiaries in the context of the
"make or buy" decision. What are the implications so far as the
organization structure/design is concerned?
- Explain
the role of bargaining power" in managing negotiations in
international business.
- Briefly
discuss the direct and indirect impacts of FDI on LDCs
(a)
Identify
the sequence of events that has led to the current problem. (b) Analyse the
problem in the context of the process of globalization that has been
increasingly witnesses over the past decade or so. (c) Examine the
"fairness" of establishing a 100% subsidiary by Schwitz GMBH when the
alliance is on. (d) What future course of action would you suggest to S&S?
Give reasons for your answer.
(b) 1.
Is Sunlight on the right track in going global without trying to consolidate
its position further in the home market? 2. Can Sunlight realise its global
vision with its current mix of strategies? However fine the company's HR
planning had been, had Shukla made a mistake by not developing his strategies
first? 3. Are there any gaps in Shukla's game plan to conquer the globe? 4.
What are the learnings that you can derive from the "Sunlight" case
so far as the internationalization of business is concerned?
(c)
What
are Electrlox's reasons for direct investment? 2. How has Electrolux's strategy
changed over time? How has this affected its direct investment activities? 3.
Which of Electrolux's foreign investments would be horizontal and which would
be vertical? What are the advantages of each? 4. What do you see as the main
advantages and possible problems of expanding internationally primarily through
acquisitions as opposed to building one's own facilities? 5. Should Electrolux
take over Granges?
International Business
1.Which of the theories of international trade
can help Indian services providers gain competitive edge over their competitors?
2.Pick up some Indian services providers. With the help of Michael Porter’s diamond,
analyze their strengths and weaknesses as active players in BPO.
3.Compare this case with the case given at the
beginning of this chapter. What
similarities and dissimilarities do you notice? Your analysis should be based
on the theories explained.
1.What are some current issues facing Peru? What
is the climate for doing business in Peru today?
2.What type of political risks does this fishing
company need to evaluate? Identify and describe them.
3. What
types of integrative and protective and defensive techniques can the bank use?
4. Would
the bank be better off negotiating the loan in New York or in Lima ? Why?
1. Why is that Coke has not been able to make
profit in its Indian operations?
2. Do you think that Coke should continue
to stay in India? If yes, why?
3. What cultural adaptations would you
suggest to the US expatriate managers regarding their management style?
4. Using the Hofstede and the value
orientations cultural models, how can you explain some of the cultural
differences noted in this case?
1. Where does the joint venture meet the
needs of both the partners? Where does
it fall short?
2. Why had ABB-PBS failed to realize its
technology leadership?
3. What lessons one can draw from this
incident for better management of technology transfers?
1. What factors have shaped the accounting
system currently in use in China?
2. What problem does the accounting
system, currently in sue in China, present to foreign investors in joint
ventures with Chinese companies?
3. If the evolving Chinese system does not
adhere to IASC standards, but instead to standards that the Chinese governments
deem appropriate to China’s “Special situation”, how might this affect foreign
firms with operations in China ?
1. “You can’t tell consumers that the low
price they are paying for a particular fax machine or automobile is somehow
unfair. They’re not concerned with the
profits of companies. To them, it’s just a great bargain and they want it to
continue.” Do you agree with this statement? Do you think that people from
different cultures would respond differently to this statement? Explain your
answers.
2. As we’ve seen, the WTO cannot currently
get involved in punishing individual companies for dumping – its actions can
only be directed toward governments of countries. Do you think this is a wise policy ? Why or
why not? Why do you think the WTO was not given the authority to charge
individual companies with dumping? Explain.
3. Identify a recent antidumping case that
was brought before the WTO. Locate as many articles in the press as you can
that discuss the case. Identify the nations, products (s), and potential
punitive measures involved. Supposing you were part of the WTO’s Dispute
Settlement Body, would you vote in favor of the measures taken by the retailing
nation? Why or why not?
ARAVIND
09901366442 – 09902787224
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