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MBA (Hospital Administration)
Operations management
Assignment-1
Section-A
Answer any three questions (not exceeding one page): 3*5=15
1. The Receptionist must possess excellent communications. Discuss.
2. What is equipment manual? Describe its uses
3. Write in detail about a DAYCARE CENTRE in a multi specialty Hospital
4. ABC Analysis
5. Steps involved in method study
Section-B
Answer any five Questions (not exceeding three pages): 5*9=45
1. Mention briefly about ultra sono Graphy
2. Electro Cardiography (ECG)
3. What are the Precautions to be taken against effects of Radiation?
4. The role of BARC in regulating the radiation Hazards
5. House Keeping Services‟ reflect the Hospital image Discuss
6. The Linen and Laundry department in the prevention of hospital Acquire infection
7. “Plant planning g begins with location.” Do you agree with this statement? Critically
examine the factors which will influence for location of a plant
8. Write about layout design procedure. Explain different computerized layout planning
Techniques?
9. What do you mean by Material Management? Explain the different Kinds of materials
handling equipments uses and discuss the principles of material handling system
10. What are the limitations of an EOQ model? What are the good Foundations on which
EOQ model is set
2
Assignment-2
CASE STUDY: 20marks
Roger Curtis always had his car serviced at Brank‟s Garage. One evening he found
himself at a social at his daughter‟s school in George brank‟s Company. As the evening
wore on they became quite friendly. „Look, George-there‟s some thing that‟s
always puzzled me about your garage and all other garages for that matter!‟
„Go on? What is the problem?
„Well, when I want my car serviced, I ring your service department, and they give me a
date- usually about a week a head‟. „Yes, that‟s being about right –we‟re pretty full of
work… We do a good job, you know!‟ well, when I eventually get my car to you for a
12,000 mile service- not an engine change or anything like that, mark you-your service
supervisor always tells me that it‟ll take the whole day- and it jolly well does. I put it in
before 8.30 am and when I ring for it at 5.00 pm, they always say that “ It‟s just being
finished” and when I get there about half an hour later, I usually have to wait another ten
minutes‟. „Yes, that‟s about normal I‟d say‟.‟Well, then-I can do that sort of service
in a couple of hours, and you‟ve got all the equipment and the skilled staff. Why do you
have to take four times as long as me and charge the earth for it? After all, you‟re
charging the poor motorist about Rs.200 an hour-so you must be raking it in. How many
men have you got? About a dozen-Rs.20,000 a day, and I bet your wage bill‟s no more
than Rs.6,000 a day, so you‟re really on to a good thing!
Analyse the case and answer the following:
1. Why does the situation described in the case occur? Consider specifically
a) Long lead times for short operation times.
b) Apparent high cost.
2. Can operations be planned better, and if so, how should these plans be, evaluated?
3
Assignment-3
CASE STUDY: 20 marks
Three months after his appointment as Chief Work Study Officer at John Hopkins and
Sons (Tailors), John Cherry requested an interview with the Managing Director and owner,
Charles John Hopkins. "Glad to see you John, how are you settling down? Well, what do you
think of our little Work Study section? It's going pretty well, isn't it? Of course, 30 years ago,
when the place was a lot smaller, I did it myself. Do you know- some of those times, I fixed then
are still in use today! Yes Mr. Hopkins, so I have observed. What really worries me is that the
take-home pay is all over the shop! The operators never know from one week to the next what
their earnings will be! It's obvious to me that there's no relationship between allowed time and
work content.
'But you are making too much of this! When I used to do it, I took my stopwatch down to
the shop floor, stood beside the girl, timed what she was doing, had a bit of chat with her and
fixed up a bonus there and then'.
Well, that may have been alright during the 'sixties when you had plenty of long runs and
money wasn't all that tight. But now we have a lot of small orders and the unions are that much
stronger.' Yes! But you'll never get a time for these short-run-jobs by the time you've got your
stopwatch on to the job it's all over. All you can hope to do is to make a good guess at it. Look
here, John there are plenty of old' stagers about the place with the experience to set a sensible
time for any job you like to mention. As for unions, you can leave that side of the business to the
Personnel Manager.‟
Look, I must be perfectly frank about this Hopkins; I think that most of the times which
are going out are useless and that's why we're in trouble. I think its time we stopped guessing
and looked into some of the other methods of fixing times. What's more we've got to have a
good look at the way jobs are being done and for this I need more resources in my department.'
This is a great disappointment to me, John. I thought you came here to save money, not spend it.'
Analyze the Case and answer the following questions:
(a) What is the Managing Director's view of work study?
(b) How does this opinion differ from the normally accepted view?
(c) Assess the potential within Johnhopkins and Sons for the application of method study and
work measurement.
(d) What actions should John Cherry take?
4
Management Information System
Assignment-1
Section-A
Answer any three questions (not exceeding one page): 3*5=15
1. Simon’s Model
2. What is CBIS
3. OSS Modules
4. Concepts of information
5. How to Computerize medical record system
Section-B
Answer any five Questions (not exceeding three pages): 5*9=45
1. What is network? Explain different network Topologies?
2. Critically describe the contents of a flow chart on ‘Computerized Hospital information
systems’- an overview.
3. Globalization and information in health care systems has come to stay-Comment.
4. Mention Vector borne diseases in our country. Write about any three of them.
5. What is Monitoring and surveillance in public health practice
6. Explain how the use of computers influence the PATIENT CARE
7. How do you classify the records for ‘optical Scanning’ and what are your recommendations?
8. Describe the changing functions of patient records with in the current scenario.
9. Discuss the role of Telemedicine and Tele health systems in patient care services.
10. Describe the client server Computing with a diagram.
5
Assignment-2
Case study: 20M
Even great ideas have their limits. Following the debut of Enron Corp.‟s web-based
power and gas trading platform, revenue at the Houston-based energy company jumped from
$40.1 billion in 1999 to $100.8billion the following year. But after striking gold by combining
its energy industry experience with a world-class trading system, Enron (www.enron.com)kept
digging into new markets convinced that its IT infrastructure had the Midas touch. In 2000,
Enron suffered a $60 million loss in its broadband business. It struggled in more than a dozen
unfamiliar industries and crashed within a year.
Questionable partnerships, overaggressive investments, and shady accounting practices
top a long list of factors in Enron‟s downfall. But as they look for lessons from history‟s biggest
bankruptcy, executives in all industries are questioning whether they, like Enron, spent so much
time turning IT into a profit center that they lost sight of their organizations‟ core missions.
Is it time to go back to the days when IT supported the business rather than became the
business? “I think Enron‟s bankruptcy is going to have a very sobering effect on boardrooms
across the country,” said Dick Hudson, former CIO of Houston-based oil drilling company
Global Marine Inc. and now president of Hudson & Associates, an executive IT consulting firm
in Katy, Texas. “You can almost see a bunker mentality taking hold in the senior suites.” Hudson
said he has heard from CEOs who have been reviewing their risky IT ventures, such as
application service provider spin-offs or extraneous e-commerce services, to make sure they
don‟t have any investments that will blow up in their face. If they find any such ventures, he
added, “They will probably retrench. It‟s a bottomless pit”.
Charlie Lace field, who retired from his position as CIO at Midland, Michigan-based
Dow Corning Corp. three years ago, warned that although IT innovation is critical for companies
to thrive in a global economy, those that stray too far from their core business strategies could
see their plans backfire on them, as it did with Enron. “If IT is not the core competency of the
organization, then why throw away the core business competency in favor of IT?” asked Lace
field, who now lives in North Carolina. “Why would you want to do that wish so many IT
companies out there… that already have a running start on you?”
Hudson said he thinks Enron started with a good business strategy and that if it hadn‟t
pushed the envelope, it could well have been a successful Fortune 1,000 firm. But its sights were
set on the Fortune 10, so it got into markets such as broadband, which is a tough nut to crack
even for the industry‟s leaders, he added. “Those good old boys in Houston, they had to walk
with the big dogs,” said Hudson. “They are a textbook case of greed and mismanagement.”
Enron officials couldn‟t be reached for comment.
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“What the 90s showed us was how much IT can do,” said Charlie Field, CEO of Irving,
Texas-based IT management firms the Field Group. “I think the next decade is going to be about
businesses finding ways to harness all that creativity and use it, rather than chasing it because it‟s
there.” As a CIO for hire at companies like Delta Air Lines Inc.in Atlanta and Frito-Lay Inc.in
Plano Texas, Field‟s jobs have often been about simplifying IT infrastructures that grew complex
because companies chased so many new opportunities that they lost focus. “Companies fall in
love with different technologies or business plans, and suddenly they find their infrastructure‟s
been built in stovepipes,” said Field. “IT should make life simpler.”
Companies‟ poured cash into customer relationship management, enterprise resource
planning, and web-based systems during the 1990s, said Lace field, and many are now realizing
that they never saw returns from them. At the time, he said, “it was nothing to talk about tens of
millions of dollars of expense. “ The problem, said Bill Schiano, an e-commerce professor at
Bentley College in Waltham, Massachusetts, is that companies were developing e-commerce IT
strategies. “What they really needed was… a business strategy with e-commerce at its center,” he
said.
Another mistake companies made was pursuing complex business- to-business processes
when they couldn‟t even integrate their internal data, added Mark Evans, CIO at Tesoro
Petroleum Corp. in San Antaonio. Industrial-strength application integration tools that unlock
legacy data and break down traditional IT silos are only now hitting the market, he said.” Truth
is, you can save more money improving internal processes than you can with any B2B project,”
Evans said.
Companies are done with the pipe dream prospectuses of the 1990s, and they‟re back to
the fundamentals: using IT to deliver ever –increasing quality to customers at ever lower costs,
said Jim Prevno, CIO at Waterbury, Vermont - based Green Mountain Coffee Inc. “I think the
whole world went nuts,” he said.” But somehow, the truth has a way of winning in the end”.
Case Study Questions
1. Did mistakes in the use or management of IT play a part in the failure of Enron? Why
or why not?
2. What are several major lessons for the future use of information technology in
business that you gained from this case?
3. How would you apply one of these lessons in your present job situation or future
business career? Give a specific example to illustrate your proposal
7
Assignment-3
Case Study 20M
Our case study is based on El-Alamein Co. of Middle East (Egypt) which has founded in1921.
El-Alamein is a company which relies on Printing & packaging industry. Its Head-Quarters
located in Alexandria, it occupies an area of 40,000 square meters & employs more than 700
employees. It has obtained international quality certificates including: ISO 9001; ISO 14001;
ISO OHSAS 18001 & BRC/IOP. El-Alamein is the approved supplier to the biggest international
companies in the fast food industry. The company produces paper cups, ice-cream packages,
eight-cornered carrion boxes, potatoes boxes, wrapping paper for fast food, multi-layered paper
bags, etc. The co. decided to go digital from July 2006 & company establish several
infrastructural components such as computer network, a backup system &security policy. It has
established its own informative web site & linked to Enterprise Resource Planning (ERP) &
Oracle E-Business Suite was chosen as the best ERP to meet the company‟s requirements.
Relationship with Management Information System (MIS) concept
El – Alamein is practicing the modern methods of MIS.
1. In current situation MIS thought us how to manage information with computer and online
or IT. To cope with global E- Business El – Alamein has formed totally online and
computer based information system which is making them faster in competitive world.
2. MIS is all about networking, servers, reliable information infrastructure, storage
of information, enhancing informative communication etc. The required organization is
performing all this activities as per the structure of MIS.
3. MIS indicates the strategic way to run the business such as El- Alamein is doing. They
do take their orders through online by which they gain a lion‟s share of packaging
business around the world.
4. MIS develop a relationship with hardware and software through specialists such as
programmers, system analysts, project leaders, and information system managers etc who
play a vital role to achieve success so as to El Alamein does.
5. El Alamein is too much successful because they are performing the technical approach
suggested by MIS.
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6. El Alamein reduced investment risk, strengthened process integration, improved
productivity and enhanced the efficiency using MIS concept
Case Questions
a. What systems are described here? What valuable information do they provide?
b. What are the risks facing El-Alamein in implementing the ERP system? How do you
evaluate the actions taken from their side to mitigate those risk factors?
c. What value did the IT/IS investments add to El-Alamein?
MIS in Action-
Do you think that Teradata could be beneficial to El-Alamein?
d. .If El- Alamein decided to implement data warehousing, will Tera data be sufficient for them or will
they require other software?
e. What do you think of the integration between ERP and Data warehousing in terms of the benefit it
can deliver to El- Alamein?
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Managerial Economics
Assignment-1
Section-A
Answer any three questions (not exceeding one page): 3*5=15
1. Elasticity of Demand
2. Cobb-Douglas Production function
3. Oligopoly
4. Break even analysis
5. Inflation
Section-B
Answer any three questions (not exceeding one page): 5*9=45
1. Briefly Explain the methods of forecasting demand of established product and new
product.
2. What is the theory of marginal utility.Explain in detailed
3. What is law of diminishing return? Why is it called the law of variable proportions?
4. Enumerate different approaches for estimating cost of production
5. Compare and contrast the two market structures. Perfect competition and monopoly
6. Discuss in detail the approaches to princing
7. What is the main emphasis of the economic theory of a firm? Explain
8. What are the objectives of profit and Comment on the concept of profit maximization Vs
wealth maximization
9. Define business cycle. Explain different theories of business cycles.
10. Write the causes of inflation? What measures are needed to control inflation?
Assignment-2
Case study: 20M
Resolving China's Power Shortage: 1.
Shanghai is China's fmancial and business hub. In late July 2004, with daytime temperatures
reaching 37 degrees Celsius, the city's electricity consumption surged to a weekly record of 14.35
million kilowatt hours. The city authorities resorted to asking 2,100 business to operate at night, and a
further 3,000 others to adjust operating hours. Eve high-profile multinational companies were not
spared. General Motors aad Volkswagen were 'ordered to suspend production for more than a week
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each. Shanghai Volkswagen spokesman Lu Jun explained, "it's a rule. We have to cut power for 10 days.
We've cut power and so have had to stop production. Its all over Shanghai". 1 The Shanghai episode
mirrored a nationwide shortage of electric power. In Beijing, on July 22, 2004, the Municipal Power
Supply Bureau imposed the capital's first brownout of the year, disrupting supply to suburban areas for
47 minutes in the afternoon. The Chinese government has certainly been working tirelessly to resolve
the power crisis. Thermal coal is the principal fuel used to generate electric power in China.
In July, Premier Wen Jiabao exhorted. "Railway department should do their utmost for the
transport of coal for electricity generation". 2 The Ministry of Railways increased train speed and
freight loads, and allocated 90% of freight capacity to transport key materials. In the first half of
2004, Chinese railways shipped 480 million tons of coal, up 12.2% over the same period last year.
The Ministry of Communications has also pitched in. It diverted ships from overseas routes to domestic
coal transport and approved emergency coal transportation ,on various roads and waterways. China is the
world's second-biggest coal exporter. In 2003, China exported 93 Million tons of coal, including 80.8
million tons of thermal coal. To assure supplies to the electric power Industry, the Chinese government
has limited coal exports to 80 million tons in 2004. China Coal Import & Export Vice President Zhou
Dongzhou predicted that exports of thermal coal would fall to 70 million tons. Since the 1960s, the
Chinese government has regulated the supply of thermal coal to electric power plants. It requires coal
mines to supply power plants with about one-quarter of coal purchases at a contract price. The
government regulates the supply of coal to support its regulation of the electricity industry. In the late
1990s, the Chinese government dissolved the Ministry of Electric Power, and divided its functions
between the State Electricity Regulatory Commission (SERC) and the State Power Corporation of China.
The State Power Corporation owns five of the six transmis- sion grids (Northwest, North, Northeast,
Central, and East) and about half of the national generating capacity. Regulation is necessary to ensure
that the State Power Corporation does not abuse its monopoly power. The SERC regulates all aspects of
the electricity industry, except pricing. With regard to electricity pricing, the SERC's role is to advise the
National Development Reform Com- mission (NDRC). To ensure that electric power generation is
economically viable, mines are re- quired to sell coal cheaply to power plants. Typically, the government
sets the contract price below the spot market price. For instance, between 2003-04, while the spot market
price of thermal coal rose by 25%, the contract price rose by only 10%. Many mines have ignored their
contracts with power plants and sold coal on the spot market to earn higher profits. Some power plants cut
back production, so exacerbating the national power shortage. Some estimate that the nationwide power
shortage will soon reach 30 million kilowatts, which is more than double Shanghai's peak consump- tion.
With China headed for a power crisis, the government is under pressure to increase electricity prices. In
June 2004, following persistent rises in the cost offuel, the NDRC increased electricity prices by an
average of2.2 fen per kilowatthour in the East, North, Central, and South grids. But, apparently, this
increase has not been sufficient. The threat of a power crisis continues.
Questions:
(a) Explain how the impact ofa price increase on electricity consumption depends on
the price elasticity of demand.
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(b) The price elasticity of the Indian demand for electricity has been estimated to be -0.65 among
residential users and -0.45 among industrial users. If these elasticities apply to China aswell, how will the
impact of a price increase be spread between residential as compared with industrial users?
Assignment-3
Case study: 20M
Gayatri Fertiliser Limited - Salesman's Dilemma
Employed in Gayatri Fertilisers Company, Krishna is the Sales Officer-in-Charge of its Product
Distribution Depot at Dharmapuri. The Regional Manager of Gayatri Fertilisers Co. is Mr. Venu, who is
the immediate boss in whom Krishna has full faith and devoted loyalty.
" . MIS Hussein & Sons is in the speculation business and are also a wholesale dealer offertilizers
in Dharmapuri area Also, they have long standing business dealings with Gayatri F ertiliser Co., receiving
regular supplies at Dharmapuri Depot. In early September 1997 two wagons loads of urea arrived at
Dharmapuri station and Krishna had no storage facilities to stock the goods. He therefore contacted. MIS
Hussein and Sons to clear the wagons costing Rs. 68,0001- but they expressed helplessness due to
shortage of money for cash payment but were prepared to lift the material, if the payment was deferred till
Oct. '97. Only the Regional Manager at Coimbatore had the powers to allow such a deal. Therefore,
Krishna attempted to contract Venu whose phone was found out of order, the reason was threatening
rains.
In view of the circumstances, Krishna issued wagons on credit to Mis Hussein & Sons who
went completely bankrupt in February 1998. An enquiry into the non-payment was made by Marketing
Manager, Madras and as a result Krishna has been suspended and is threatened dismissal by the
Marketing Manager for incurring heavy loss to the company.
Questions for discussion
1. Was justice done to Krishna? If not , why?
2. If you were the marketing manager, what would you do?
12
HUMAN FACTOR IN HEALTH ORGANIZATION
Assignment – 1
Section – A
Answer any three questions (not exceeding one page): 3*5=15
1. What is selection?
2. What is placement?
3. What is training?
4. Job analysis
5. Deference between job specification and job description
Section – B
Answer any five questions (not exceeding three pages): 5*9=45
1. Discuss the role of HR manager in hospiltals?
2. Discuss suitable sources for recruiting professionals in hospitals?
3. How do you identify the need for training in service secotr?
4. Elaborate modern techniques used to evaluate employee performance in hospitals.
5. What are the different techniques used in training?
6. Describe the nature and scope of Human Resource Management in hospitaling
7. What is the role of HR manager in employee counseling in hospitals?
8. Illustrate the trends in HRM.
9. Explain Job evaluation Technique in service secotr.
10. Explain theories of motivation.
13
Assignment – 2
CASE STUDY: 20 Marks
GVK Ltd., recently decided to install word processing equipment in order to increase employee
productivity. The new centralized center was staffed with six se3cretaries who learned to
operate the processors from books and audio-visual aids. The word processor manufacturer
stated that the new generation of equipment is so much easier to use that companies can take
someone with typing skills off the street and put them into word processing with a minimum of
training.
One year after the installation of the new centre, the output averaged only 370lines a day
from each operator, which is less than the most people achieve hunting and pecking on a manual
typewriter. In addition, five of the original operators had resigned. One division manager, who
had lost his se3cretary to the new center, stated that in case of introducing the computer, unless
there is proper planning and training people will use word processors like very expensive
typewriters. The tension between the operators in the center and the divisions served was great.
The operators were miserable because they were being deluged with more work than they could
handle, ad division managers were unhappy because their work was not being done as quickly as
well as before.
Questions:
1. Who do you think went wrong in this case?
2. Is it a training problem or an organizational issues?
3. What steps would you suggest to increase to productivity of the center?
Assignment – 3
CASE STUDY: 20 Marks
Mr.X, Chairman and Managing Director (CMD) of high-tech company was facing a very
high turnover of employees. Training cost for newcomers was high as well as the time
consuming which MR.X could ill afford. Highly skilled people demanded ever increasing
compensation. To retain competitive edge of his company, Mr.X, after consulting his
executive managers made the following announcement to employees:
a) Every employee is free to demand compensation for himself as he deems fir
b) CMD will answer Yes or No. there shall be no negotiation
c) Those who get „No‟ to salary demanded shall leave the organization
d) This process shall be repeated annually.
After the first round, employees got what they wanted and total compensation of the
company went down. Of course number of employees reduced.
Questions:
i) Do you concur to disassociate yourself form this organization culture? State reasons
ii) IS the above a correct solution to successful organization development?
14
MANAGERIAL COMMUNICATION
Assignment – 1
Section – A
Answer any three questions (not exceeding one page): 3*5=15
1. Grapevine communication
2. Mass communication
3. Importance of Communication to managers
4. Interpersonal Communication
5. Horizontal Communication
Section – B
Answer any five questions (not exceeding three pages): 5*9=45
1. Communication is the life blood of an organization. Elaborate the statement with suitable
examples.
2. Explain why communicating clearly across cultures is important to business.
3. Briefly explain the process of intra and inter personal communication.
4. What is a Report? What are the different types of Reports?
5. Briefly explain the various functions and phases of communication.
6. Tables, flow charts organization charts etc are the visual aids which can make the report
more effective. Discuss.
7. Today no executive can survive without learning the art of making presentations. Do you
agree? Why?
8. State suggestions regarding appearance and dress for interviews.
9. Explain how communication leads to build relationships?
10. What are the barriers to communication? State measures to overcome those barriers.
15
Assignment – 2
CASE STUDY: 20 Marks
The Board of Directors of M/S Bajaj Auto Ltd. met and decided to make certain adjustments
in the existing staff of its Akurdi plant. After the meeting, the Managing Director informally told
his Secretary that there may be changes in the staffing pattern of Akurdi plant. The Secretary told
her friends during lunch break that the plant would soon be laying off employees. Eventhough,
she took a promise that they will not tell anybody, her friends sounded some employees of the
plant about the impending danger. The employees union not only presented memorandum to the
authorities but served a notice to go on strike also.
Questions:
1) Identify the barriers of communication in the case.
2) Was there any encoding and decoding of message?
3) What lessons do you draw from the issue by assuming you as the Managing Director?
Assignment – 3
CASE STUDY: 20 Marks
Ashok Leyland, Hosur, has sold 500 bus chasis to Karnataka State Road Transport Corporation
(KSRTC). After receiving them, the Vice Chairman and Managing Director of KSRTC write a
complaint to Ashok Leyland Ltd. With regard to the chasis not adhering to the specifications,
supply not being made within the specified time and charging transportation charges exceeding
the agreed rates.
Draft this complaint in not more than 200 words.
16
ACCOUNTING FOR DECISION MAKING
Assignment – 1
Section – A
Answer any three questions (not exceeding one page): 3*5=15
1. What is Money Measurement Concept
2. What is Journal proper
3. What are the limitations of Standard Costing
4. What are the Assumptions of break even analysis
5. Distinguish between direct and indirect costs.
Section – B
Answer any five questions (not exceeding three pages): 5*9=45
1. What are the Accounting Concepts? Explain the usefulness in the accounting framework.
2. Distinguish between journal and ledger and explain their importance.
3. What do you mean by financial statement analysis? Explain briefly Common Size
balance sheet?
4. Journalise the following Transactions, post them in the ledger and balance the accounts as
on 31st January
a. Ram started business with a capital of 10,000/-
b. He purchased goods from mohan 2,000/-
c. He paid cash to mohan 1,000/-
d. He sold goods to suresh 2,000/-
e. He received cash from suresh 3,000/-
f. He further purchased goods from Mohan 2,000/-
g. He paid cash to Mohan 1,000/-
h. He further sold goods to suresh 2,000/-
i. He received cash from suresh 1,000/-
5. What is cost-volume profit analysis? Explain its assumptions and uses.
6. What do you mean by differential cost? State the Characteristics of differential costs.
7. What is Zero-base budgeting? Explain its advantages.
8. From the following data, Calculate labour variances the dudgeted labour force for
producing product „A‟ is 20 semi-skilled workers @ 7.50 ps perhour for 50 hours 10
skilled workers @ 12.50 ps per hour for 50 hours. The actual labour force employed for
producing product A is 22 semi-skilled workers @ 8.00 per hour for 50 hours.
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9. The expenses budgeted for productions of 10,000 units in a factory are given below.
Material
Perunit RS.
70
Labour 25
Variable factory overheads 20
Fixed factory overheads(100000) 10
Variable expenses (direct) 5
Selling expenses (10% fixed) 13
Distribution expenses(20 %fixed) 7
Administrative expenses(fixed 50,000) 5
Total cost of sales perunit 155
You are required to prepare a budget for the production of 6000 units and 8000 units
10. A factory produces a standard product. The following information is given to you for the
month of January 2009. Prepare cost sheet with as many details as possible.
Stock of raw materials on 1.1.09 57,400
Purchase of raw material in Jan 2009 116200
Stock of finished goods on 1.1.09 50,000
Productive (Direct) wages 5,00,000
Finished goods sold 1,50,000
Work over head charges 1,00,000
Office and general charges 1,00,000
Stock of materials on 31.1.09 1,40,000
Stock of finished goods on 31.1.09 60,000
Assignment-2
CASESTUDY: 20 M
From the following Particulars Calculate
1. Contribution
2. p/v Ratio
3. Breakeven point in units and rupees
4. What will be the selling price per unit if the breakeven point is brought down to 25,000
units?
Fixed expenses 1,50,000
Variable cost per unit 10
Selling price per unit 15
18
Assignment-3
CASESTUDY: 20 M
From the following particulars of Mr.sekhar prepare Trading and profit & loss account
for year ended 31.3.06 and balance sheet as on that date.
Particulars Debit(Rs) Credit(Rs)
Capital - 8500
Drawings 1420 -
Plant & machinery 1900 -
Stock on 1.4.05 2920 -
Purchases & sales 20,724 23812
General expenses 880 -
Purchases & sales returns 420 582
Rent 240 -
Rates 400 -
Apprentice Premium - 160
Bank over draft - 480
Bad bedts 344 -
Debtors And creditors 8400 4000
Cash on hand 96 -
Bad debts reserve - 210
Totals 37,744 37,744
Adjustments:
a. Depreciate Plant & Machinery at 10 % Pa
b. Increase bad dedts reserve to 5% on sundry dedtors
c. Rent accured 80/-
d. Rates of 160/- are paid in advance
e. Stock on hand as on 31 march 3,400/-
f. Apprentice Premium received in advance 40/-
19
Management Process and Behaviour
Assignment-1
Section-A
Answer any three questions (not exceeding one page): 3*5=15
a) Decision making process
b) Steps in selection process
c) Conflict management styles
d) Organizational development
e) Span of management
Section-B
Answer any Five questions (not exceeding Three page): 5*9=45
1. Discuss the qualities of Manager
2. Explain the theories of management
3. What is the significance of corporate social responsibility to a Manager?
4. Discuss the functions of Management
5. Explain the decision making process
6. Discuss the importance of formal and informal organizations
7. Explain the theories of leadership
8. Discuss the concept of perception and its barriers
9. Explain Maslow‟s and Herzberg‟s motivational theories
10. Discuss organizational development
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Assignment –II
Case Study: Star Salesperson (Compulsory) 20 M
While growing up, Mukesh was always rewarded by his parents for showing independence.
When he started school, he was successful both inside and outside the classroom. He was always
striving to be things like traffic patroller and lunchroom monitor in grade school. Yes his mother
worried about him because he never got along well with other children of his own age. When
confronted with this, Mukesh would reply, “Well, I don‟t need them. Besides, they can‟t do
things as well as I can. I don‟t have time to help them; I‟m too busy improving myself.” Mukesh
went on to very well in both high school and college. He was always at or near the top of his
class academically and was a very good long distance runner for the track teams in high school
and college. In college he shied away from joining a fraternity and lived in an apartment by
himself. Upon graduation he went to work for a large insurance company and soon became one
of the top salespersons. Mukesh is very proud of the fact that he was one of the top five
salespersons in sx out of eight years he has been with the company.
At the home office of the insurance company, the executive committee in charge of making
major personnel appointments was discussing the upcoming vacancy of the sales manager‟s job
for the Eastern region. The personnel manager gave the following „report: „As you know, the
Eastern region is lagging far behind our other regions as far as sales go. We need a highly
motivated person to take that situation over and turn it around. After an extensive screening
process, I am recommending that Mukesh be offered this position. As you know, Mukesh has as
outstanding record with the company and is highly motivated. I think he is the person for the
job.”
Questions:
1. Do you agree with the personnel manager? Why or why not?
2. Relate the motivational theories of Maslow‟s and Herzberg‟s and choose the best
motivating factors for Mukesh in this case.
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Assignment –III
Case Study: Changing Mitsubishi (Compulsory) 20 M
Mitsubishi Motor‟s Corporation president, Katsunhiko Kawasoe, was the bearer of bad news. In
the fiscal year 1997, his company had lost more than $800 million. Mitsubishi, the fourth largest
automaker in Japan, was suffering from weak truck and bus markets at home. Additionally, the
company had been slow to take on the Toyota and Honda in the hot minivan and sport-utility
sectors.
Closer analysis suggests that problems involve a lot more than its product line. The major
problem lies in the roots of the larger system of which it is part. Mitsubishi Corporation, the
super-conglomerate, owns Mitsubishi Motors, Banks of Tokyo (the world‟s largest bank),
Mitsubishi Heavy Industries, and dozens of other businesses. The group‟s annual revenues of
$370 billion equaled 10 percent of Japan‟s gross domestic product.
Much of the Mitsubishi Empire is isolated in many ways from the real world of competition.
Mitsubishi companies do things the way they‟ve been doing them for more than a century. Long
and close relationships with customers and suppliers preclude dropping loss making product
lines. Executives, for the most part pay little attention to the market, and the organization‟s
culture focuses on the past. New recruits, for example, are told about the company‟s special
place in history and duty to country. When a reporter asked a senior Mitsubishi executive why
his company didn‟t follow such U.S management practices as downsizing the executive sternly
replied, “Employment is more than profits! We are not concerned with return on equity. If
foreign investors don‟t see merit on our stock they can sell it.” Mitsubishi executives believe that
it would be un-Japanese to fire anyone or close plants. And these same executives seem to lack
incentives to respond to the sort of market pressures that might make their counterparts in North
America or Europe change.
Questions:
1. What effect is the century-old organizational culture at M having on the company?
2. What role do you believe the crisis of losing nearly a billion dollars annually will have on
fostering change at Mitsubishi?
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Hospital service Marketing
Assignment-1
Section-A
Answer any three questions (not exceeding one page): 3*5=15
1. Write about customer markets
2. Bunch market
3. Interactive marketing
4. Basic service Package
5. Capitive Pricing
Section-B
Answer any three questions (not exceeding one page): 5*9=45
1. What are the core concepts of marketing? How are they influence the marketing
management programme?
2. How do other publics influence the service business?
3. Explain Porters five threats of competition and their applicability to services.
4. How do you face markets with the six special characteristics of services?
5. What are the determinants of consumer behavior & how they differ in case of
servcies over goods?
6. What is services marketing mix? How it is useful to service organizations
7. What is customer value Hierarchy (CVH)? Explain the five levels of the
hierarchy?
8. What is service life cycle? How are the stages of service branding?
9. What is customer delivered value? How such value can be calculated
10. Explain the cycles of failure, mediocrity & success.
Assignment-2
Case study: Sales India Limited 20 M
A young scientist has approached Sales India Ltd., with a prototype of a solar cooking oven
and sought the company's assistance in marketing the product. The company has to make a decision
whether to take up the product in the first place and secondly, how to organise the efforts for its
successful introduction in the Indian market.
Sales India Ltd, is a marketing organisation specializing in domestic appiiances. The company
has agencies of several manufacturers and has its sales offices in all major cities in India. The company
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is an example of marketing success and several manufacturers prefer to exhibit, demonstrate and market
their products through the impressive sales offices of Sales India. Even though doing an agency
business, Sales India has acquired its own image and standing in the market. The company is, therefore,
very choosey in selecting new products for selling though its own outlets.
Solar cooking oven has been a subject of very long research and discussions, especially in
India. This idea using the free and abundantly available solar energy has always had a special attraction
in everyone's mind. India has a special advantage of having bright and sunny days in at least eight
months of the year in most parts of the country. Efforts to develop an actual prototype has, however, met
with only a limited success. Development of an efficient, compact and still commercially feasible solar
reflector has been the crux of the problem. Parabolic reflectors which had good efficiency are invariably
very costly. On the other hand, plane reflectors are not so efficient in concentrating the solar energy.
The young scientist has now claimed that he has developed a process of manufacturing cheap
parabo ic reflector and it could heat the water to a boiling point within half an hour. Sales India has
actually tested the prototype and found it satisfactory. The oven has a capacity of 3 to 5 litres and can
cook any kind of food. The arrangement of the cooking vessel is, however, a little clumsy and hence
operations like stirring etc. are difficult. It is also necessary to change the angie of the reflector as the
sun rises in the sky. The totai space occupied by the apparatus is 5 feet cube. The oven would take more
time to reach boiling point of water with intermittent clouds. It would, however, not reach 1000e if the
sky is clouded continuously through thinly.
The product testing laboratory of Sales India has remarked: "The product would be idea! for
boiling water or cooking foods that need no attention during cooking. The sales price of the oven would
be Rs.4,OOO and if used for 4 hrs. a day, it could effect a saving of Rs.600 worth of fuel every year. At
best, it could be a partial substitute of other cooking equipments".
The company now wonders how it should go about marketing this product. Would it be
better to start in a city where people would be receptive to such new idea or on the rural side where
there would be no problem of open space to use the apparatus. Promotion of the product is another
problem to be considered. Unless all these points were decided upon, the company is not in a position co
g:l;e a dear acceptance to the young scientist.
1. What would be your decision in respect of accepting this product for marketing through sales
India Ltd.?
2.Design a detailed plan for introducing this product in the Indian market.
Assignment-3
Case Study: Bharah Electricals 20 M
Bharah Electricals is a manufacturer of electrical metors. Originally Bharath was engaged almost
exclusively in the production and sale of small motors manufactured to customer specifications. These
motors were used by markers of appliances, hand tools and toys. This market was stable but very
competitive as the original equipment manufacturers compared tenders periodicaliy. Bharath then
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decided to enter the market of precision machinery.
The precision machinery market was specialised and catered to variety or customers such as
aircraft manufactu-rers, control systems for defence products, manufacturers of high speed printers
and space equipment. Products used in these applications require extremely high quality and accuracy.
Government contracts require special configuration and designs to meet required specifications. This
market represented 20% of the Corporation's revenues and approxi-mately 30 per cent contribution
to profits. Due to high reliability requirements prices were not major criteria in selection of sources.
Sales and Distribution
Bharath has approximately 1,000 active customers. In the last year sales, the fifty largest customers accounted 'ror 40 per cent of net sales. Bharath's customers included industrial clients, Government Departments, Aerospace companies and Precision machinery manufacturers. Largest customers accounted for five per cent of net sales. Sales to original equipment manufacturers were made through five regional sales managers who were supported by 15 sales engineers. High precision motor sales were primarily made by advanced engineering department which was responsible for preparation of proposals and quotations.
Advertising:
For the last five years, Bharath spent Rs.20,00,000 to Rs.40,50,000 on advertising. Twenty
per cent of the advertising expenses were made on corporate image advertising in VClriOUS trade
journals. Rest of the advertising was carried on television, radio and magazines and was aimed at the
consumers at large. The strategy was to make consumers aware of the Bharath products used in their day-
to-dayappliances and tools. Bharath had four major competitors in India and several foreign
manufacturers were getting active in the small electrical motor market.
Three months ago, Bharath's management went through a. major reorganization. A new
president was appointed to direct the operations of the company. He reviewed the busi-ness expenses and
questioned the advertising expenses directed at consumers. He said that Bharath manufactured industrial
products which lost its identity in the products made by other corporations. Sincetheultimate customer
never asso-ciated Bharath motors specifically with any brand names, the consumeradvertising was a total
waste. He gave orders to eliminate all of the consumer-oriented advertising.
Questions:
1. Is it important to create demand for Bharath's products with advertising directed at the ultimate
consumer?
2. How should Bharath structure its advertising for its products?
3. What media would you recommend to reach new customers?
4. How much Should bharath spend on corporate image and advertising
25
Financial Management in hospitals
Assignment-1
Section-A
Answer any three questions (not exceeding one page): 3*5=15
1. Operating leverage.
2. Bonus issue.
3. Profit maximisation.
4. Currrent ratio.
5. Cash flow analysis.
Section-B
Answer any three questions (not exceeding one page): 5*9=45
1. “ Financial management is nothing but managerial decision making on asset mix, capital
mix and profit allocation”. Explain.
2. Discuss the role of finance manager in a modern business frim.
3. What are the distincitons between fund flow and cash flow statment?
4. With the help of the following information, complete the Balance of ABC Ltd.
Equity Rs.l ,00,000. The relevant ratios of the firm are as follows:
Current debt to total debt = 0.40
Total debt to owner's equity = 0.60
Fixed assets to owner's equity = 0.60
Total assests turnover = 2 times
Inventory turnover = 8 times.
5. A Company is considering the purchase of two machines with the Following details:
Machine I Machine II
Life
(estimated)
3 yrs
Rs.10,000
3 yrs
Rs.10,000
Capital cost
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Net earnings after tax:
Rs Rs
I year 8000 2000
II year 6000 7000
III year 4000 10000
You are required to suggest which machine should be preferred using:
1. Payback period method
2. Net present value method
Assignment-2
Case study 20M
Hindustan Chemicals Ltd. has paid up equity capital 6,00,000 equity shares ofRs.1 0 each.
The current market price of share is Rs. 24. During the current year, the company has declared a
dividend ofRs.6 per share. The company has also previous issued 14% preference shares ofRs.IO
each aggregating Rs.30 lakhs and 13%,50,000 debentures ofRs.1 00 each. The company's corporate
tax is at 40%, the growth in dividents on equity shares is expected at 5%. In case of preference shares
the company has received only 95% of the face value of shares after deducting issue expenses.
Calculate WACC of the company.
6. What is capital budgeting? Explain the assumptions and decision rules of the
discounted flow techniques of capital budgeting.
7. What are the factors which influence the planning of capital structure?
8. Explain the factors determining dividend policy of a company in India.
9. What is the concept of "Operating Cycle"? Why is it important in working
capital management?' Explain.
10. What is inventory? Explain the objectives of inventory management
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Assignment-3
Case study 20M
From the following data (for year 31.3.2010) of ABC company determine cash flow from
operating activities.
Sales revenue 40,00,000
Purchase 32,00,000
Tax provision 1,80,000
Balance sheet
Liabilities 31.3.09 31.3.10 Assets 31.3.09 31.3.10
Equity of
Capital
30,00,000 30,00,000 Fixed Assets 22,00,000 40,00,000
P & L A/c 3,00,000 4,50,000 Closing Stock 650000 1800000
Secured Loan - 18,00,000 Debtors 220000 850000
Tax 45,000 1,30,000 Prepaid expenses
(Insurance)
80000 160000
Auditors 7,00,000 18,00,000 Cash 895000 370000
40,45,000 71,80,000 40,45,000 71,80,000
