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BUSINESS COMMUNICATION
1. Explain how watching a movie from another country might help you
prepare to interpret nonverbal
behavior from that culture correctly.
2. One of your co-workers is originally from Saudi Arabia. You like
him, and the two of you work well
together. However, he stands so close when you speak with him that it
makes you very uncomfortable. Do
you tell him of your discomfort, or do you try to
cover it up ?
1. What are the communication challenges and barriers Barry faces?
2. What are some ways Barry might use effective communication as a
motivator for employees to follow
safe food handling practices?
3. What Standard Operating Procedures (SOPs)
would be helpful for Barry to implement and enforce?
1. What were the communication challenges in the above case study?
2. Was the Secretary right in avoiding the Ken who came all the way
from long distance to gift the
complimentary copy?
3. Was it right for Secretary in insisting to come and take the
complimentary copy back physically instead
of couriering?
4. Was Secretary a good listener?
5. Did Secretary empathize with Ken?
6. What were the other challenges prevented
smooth communication between Ken and Secretary?
GENERAL MANAGEMENT
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?
1. What specific errors did Warren and Carol Oats make during their
first week in Japan?
2. If you were talking to a non-U.S. businessperson making a first
contact with an American
company, what advice would you give?
1. What are the management issues in this case
2. What did Coke do and what could have been done differently?
3. What are the key factors that were or should
have been considered by management?
1. What are the advantages and disadvantages of centralization and
decentralization?
2. What was the rationale for the Ford 2000 program?
3. Why did Ford change from decentralization to centralization to
recentralization?
4. Why did Ford establish a luxury car division?
5. Do you think Ford will be in the competitive
global market? Why or why not?
1) What is your assessment of Barrett’s performance and his vision for
Intel? Is he the right person for the
job at Intel?
2) What are some problems associated with frequent reorganization?
3) What are the pros and cons for focusing on the distant futures and the
heavy investment in new
technologies?
INTERNATIONAL BUSINESS
1) Was Global Bank, Pune Branch correct in its argument, as the credit
issuing bank?
2) Was the stand taken by The American Bank, New
York correct, as the negotiating bank?
1) Elaborate the deficiency of service on the part of the bank,
pointed out by the National
consumer redressal forum, in the light of the uniform rules for
collection ICC publication
No.522.
2) Advise the firm about the precautions they should have taken to
avoid such a colossal
business loss.
3) Discuss the remedial measures the bank in India should take to
avoid such damaging
judgements by the consumer forums.
4) Elaborate the Supreme Court judgement in the context of the
international banking
rules and practises, as guided by the ICC
publications.
1. Why has the late corner’s strategy’ of Toyota failed in China,
though it succeeded in India?
2. Why has Toyota failed to capture the Chinese
market? Why is it trailing behind its rivals?
1) Is gross domestic product per capita a useful indicator of
international competitiveness in the EU?
2) Is it fair to point the blame for the EU’s poor international
competitiveness at inflexible labor markets,
regulated goods and services markets, and a general lack of
competition? What alternative explanations
might be suggested? What appears to be the problem with the EU’s
banking sector?
3) Is the number of patents registered a useful indicator of superior
international competitiveness? Why
do you think the USA does well in this area?
4) Should the EU consider more targeted
intervention in the form of subsidies or strategic trade policy?
1. What lessons can other MNCs learn from the experience of
McDonald’s?
2. Aware of the food habits of Indians, why did McDonald’s err in
mixing beef extract in the oil used for
fries?
3. How far has McDonald’s succeeded in
strategizing and meeting local cultures and needs?
MATERIAL MANAGEMENT
1. Explain the steps involved in systematic material handling
analysis.
2. Explain the different methods of buying goods from abroad.
3. Discuss the criteria to be taken in to account in vendor rating.
4. Discuss the role of information in materials management.
5. Elaborate your understanding regarding analysis of sources of
supply and its Evaluation.
6. What do you mean by Material planning ? Explain the factors
affecting it.
7. Annual requirement of diesel oil for a power station is 120,000
liters. Purchases are made in bulks of
10,000 liters. The ordering cost is Rs. 37.50 per order and inventory
carrying cost is Rs. 0.01 per liter.
Find: (a) EPQ
(b) Total cost
8. Explain in brief the procedure of purchasing generally followed by
an industry.
9. Discuss the role of material handling equipment in reducing the
cost of storage and store room
operations.
10. (a) Describe codification along with its importance.
(b) Explain VED analysis. Write its advantages
also.
Organizational Behaviour
1. Identify several concepts and characteristics from the field of
organizational behavior that this case
illustrates?
2. What advice can you give Tony? How would this advice be supported
or tempered by behavioral
concepts and processes?
3. Is it possible to find an "ideal"
place to work? Explain.
1. How successful do you think Helen Bowers’s new plan will be?
2. What challenges does Helen confront?
3. If you were Helen’s consultant, what would you
advise her to do?
1. What mistakes has Alex already made in developing a team-based
organization?
2. If Alex were to call you in as a consultant, what would you tell
him to do?
3. Using the organization chart of Evans RV Wholesale Supply and
Distribution, describe how you
would put the employees together in teams.
1. What signs of stress was Larry Field exhibiting?
2. How was Larry Field trying to cope with his
stress? Can you suggest more effective methods?
very good
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Identify several concepts and characteristics from the field of organizational behavior that this case illustrates.
(8 marks)
7. What advice can you give Tony? How would this advice be supported or tempered by behavioral concepts and
processes?
(6 marks)
8. Is it possible to find an "ideal" place to work? Explain.
(7 marks)
Tony Stark had just finished his first week at Reece Enterprises and decided to drive upstate to a small lakefront lodge
for some fishing and relaxation. Tony had worked for the previous ten years for the O’Grady Company, but O’Grady
had been through some hard times of late and had recently shut down several of its operating groups, including Tony’s,
to cut costs. Fortunately, Tony’s experience and recommendations had made finding another position fairly easy. As he
drove the interstate, he reflected on the past ten years and the apparent situation at Reece. At O’Grady, things had been
great. Tony had been part of the team from day one. The job had met his personal goals and expectations perfectly, and
Tony believed he had grown greatly as a person. His work was appreciated and recognized; he had received three
promotions and many more pay increases. Tony had also liked the company itself. The firm was decentralized, allowing
its managers considerable autonomy and freedom. The corporate Culture was easygoing. Communication was open. It
seemed that everyone knew what was going on at all times, and if you didn’t know about something, it was easy to find
out. The people had been another plus. Tony and three other managers went to lunch often and played golf every
Saturday. They got along well both personally and professionally and truly worked together as a team. Their boss had
been very supportive, giving them the help they needed but also staying out of the way and letting them work. When
word about the shutdown came down, Tony was devastated. He was sure that nothing could replace O’Grady. After the
final closing was announced, he spent only a few weeks looking around before he found a comparable position at Reece
Enterprises. As Tony drove, he reflected that "comparable" probably was the wrong word. Indeed, Reece and O’Grady
were about as different as you could get. Top managers at Reece apparently didn’t worry too much about who did a
good job and who didn’t. They seemed to promote and reward people based on how long they had been there and how
well they played the never-ending political games. Maybe this stemmed from the organization itself, Tony pondered.
Reece was a bigger organization than O’Grady and was structured much more bureaucratically. It seemed that no one
was allowed to make any sort of decision without getting three signatures from higher up. Those signatures, though,
were hard to get. All the top managers usually were too busy to see anyone, and interoffice memos apparently had very
low priority. Tony also had had some problems fitting in. His peers treated him with polite indifference. He sensed that
a couple of them resented that he, an outsider, had been brought right in at their level after they had had to work
themselves up the ladder. On Tuesday he had asked two colleagues about playing golf. They had politely declined,
saying that they did not play often. But later in the week, he had overheard them making arrangements to play that very
Saturday. It was at that point that Tony had decided to go fishing. As he steered his car off the interstate to get gas, he
wondered if perhaps he had made a mistake in accepting the Reece offer without finding out more about what he was
getting into.
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ReplyDelete