Accord Business School, Tirupati.

IV Semester 1st Internal Examination

Subject:401 Strategic Management
Tme: 2 Hr Max Marks: 50
________________________________________________________________________________

Part-A
Answer all the Question 3X10=30

1.(a) Define Management. Discuss the functions of Management.

(Or)
(b) Explain the importance of ethics and social responsibility to a manager

2.(a) Discuss the significance of the Decision making process in management.

(Or)
(b) Discuss the learning theories.

3.(a) Define personality. Discuss the determinants of the personality.

(Or)
(b)Explain the perceptual process.

Part-B
Case Study (20 marks)

Avik Industries Ltd. was a family-owned conglomerate with diversified business activities including
consumers durables, switchgears, batteries, and both toilet and washing soaps. For a number of years the
company prospered with growth in volumes and market share. But its performance had setback in 1999,
when the net margins in switchgears, the most profitable product, declined from 12 to 11%, while in
consumer durables it had halved to 6%, the batteries business was under pressure, and the ailing soaps
division had just started looking up. The Chief Executive of the switchgear unit observed that the results
would have been worse but for the focus on operational efficiency. For years, Avik had been organised
along four divisions as independent profit centres. Except for HR and finance, all other functions were
decentralised. The advantage was that each of the businesses had a strong focus. It also facilitated
customer focus. The flipside was that divisions became insular and inward-looking. Each division had its
own ad budget-even separate ad agencies. The sales force was pushed to look at short-term product
promotions in the face of competitive pressure. The cost of sales was rising much faster than rate of
growth in sales. It seemed divisional autonomy had been pushed too far down the line.

Questions:

1. Should the divisional set-up be disbanded? Or, should the divisions be converted into
SBUs and spun off into separate companies?
2. Is there any other alternative structure possible?
 Accord Business School, Tirupati.
IV Semester 1st Internal Examination
Subject:434 Global Human Resource Management
Tme: 2 Hr Max Marks: 50
________________________________________________________________________________
Part-A
Answer all the Question 3X10=30

1.(a)What are the issues and challenges of Global Human Resource Management? (Or)
(b) Discuss the cultural determinants of Global Human Resource Management.
2.(a) Discuss the structural dynamics of Global HRM. (Or)
(b)Discuss the significance of Strategic HRM.
3.(a) Explain the International staffing policies? (Or)
(b)Write about training in expartiation and repartiation.

Part-B
Case Study (20 marks)
A decade has passed since Kumar Mangalam Birla took over in 1996 the reigns of the Aditya Birla Group, when he was just 28
years old. Over the last ten years, not only has he emerged a leader in his own right, quietly but surely, he has reinvented the
group with a definitive global thrust. Recognition of this was evident recently even as he narrowly missed the World Entrepreneur
of the year Award of Ernst & Young in a hot contest at Monte Carlo in 2006. Consider the growing global contours of the group
today. It is:
The worlds largest Viscose Staple Fibre producer
The worlds largest single location palm oil producer
The worlds third largest producer of insulators
The largest producer of carbon black
The 11th largest cement producer
The worlds largest single location copper smelter
The worlds most cost-efficient aluminium and copper producers
The transition in the last ten years from a domestically-focused commodities giant to a global conglomerate is also reflected in the
numbers. The group turnovers grew from $1.8 billion to about $ 12 billion. It recorded a healthy growth rate of 15 per cent on an
average in the last ten years, even as it recorded a high 22 per cent each year, in the last four years. This increasing growth
momentum came from each of its business segments including metals, cement, mining, and the new economy like telecom,
apparel and financial services.
The group has manufacturing facilities in 10 countries. Its early presence was largely in South East Asian countries. Today, it has
significant investments in Egypt, Canada, Australia, China and Laos. In fact, about than 12,000 of the groups 72,000 employees
come from 20 nationalities. While India will remain important, China is also on Kumar Mangalams radar.
The global journey has not been very easy. As the company moves from being just an India-focused group, one of the challenges
it constantly faces is to establish its credibility as a global multinational. Consider: A new acquisition in Canada in 2005. Its pulp
and fibre business injed an agreement with the province of New Burnswick in Canada, establishing a new company, AV Nackawic
Pulp Plant. As a part of the acquisition process, the team needed to make presentations to groups of the local community of the
mill township of Nackawic, whose livelihood depended, to a large extent, on restarting the pulp plant. There were searching
questions from local unions, the provincial government and employees, but the team was able to effectively allay their concerns.
Starting from a position of skepticism, by the end of the process, the employees of Nackawic were convinced that they would
rather work for an Indian multinational with credibility, than for a local company that presided over its shutdown last year.Finally,
the Indian acquisition team was taken to the provincial parliament, where it received a standing ovation.
Indeed, this acquisition was important for the Aditya Birla group. The strategy was to use this as a captive source of high quality
pulp for its fibre units in India, Thailand and Indonesia. With a capacity of 180,000 tonnes per annum, this acquisition is expected
to enhance its global competitiveness in the fibre business.
For the future, the group wants to be in the Fortune 500 list by 2010. It needs to grow at an average 15 per cent in dollar terms
over the next seven years. It has set itself tall global plans. In rayon fibre, it wants to be the number one global player with a
market share in excess of 30 per cent. In non-ferrous metals, it plans to be the largest integrated aluminium player in Asia with
significance presence in downstream customer-interactive business. In cement, it targets to remain as one of the largest players in
India and look selectively at other attractive markets to diversify its global reach. And in carbon black, its target is to be one of the
top commanding presence in all significant world markets.
Questions:
1. How did Aditya Birla Company move from India-focused group to global MNC?
2. What factors can contribute Aditya Birla Company to enter into fortune 500 group?

Accord Business School, Tirupati.

IV Semester 1st Internal Examination
Subject:404OrganizationDevelopment
Tme: 2 Hr Max Marks: 50
________________________________________________________________________________
Part-A
Answer all the Question 3X10=30

1. a) What is Organization Development?What are the characteristics of Organization Development?(Or)

b) Organization as an open system Discuss.
2. a) What is an intervention? Discuss the OD Values necessary for dealing with individuals, groups &
organization. (Or)
b) Who is a change agent? Discuss the Characterstics of Change agent.
3. a) What is Planned Change? What are the 3 steps in Kurt Lewins Model planned change?
b) Explain the action Research model for OD?
4. a) List of Explain the steps that managers can take to minimize rsistance to change? (Or)
b) State of Explain the various theories of planned change?
Part-B
Case Study (20 marks)
Case: The Farm Bank
The Farm Bank is one of the states oldest and most solid banking institutions. Located in a regional
marketing center, the bank has been active in all phases of banking, specializing in farm loans. The
banks president, Frank Swain, 62, has been with the bank for many years and is prominent in local
circles.
The bank is organized into six departments. A senior vice president heads each department. All six of
them have been with the bank for years, and in general they reflect a stable and conservative outlook.
The Management Information System: Two years ago, President Swain felt that the bank needed to
modernize its operations with the approval of the board of directors; he decided to design and install a
comprehensive management information system (MIS). The primary goal was to improve internal
operations by supplying necessary information on a more expedited basis, there by decreasing the time
necessary to service customers. The system was also to be designed to provide economic operating
data for top management planning and decision-making. To head this department he selected Al
Hassier, 58, a solid operations manager who had some knowledge and experience in the computer
department. After the system was designed and installed, Al hired a young woman as his assistant.
Valerie wyatt was a young MBA with a strong systems analysis background. In addition to bring the only
woman and considerably young than any of the other managers at this level, Wyatt was the only MBA.
In the time since the system was installed, the MIS has printed thousands of pages of operating
information, including reports to all the vice presidents, all branch managers, and the President. The
report include weekly, monthly, and quarterly summaries and include cost of productions, projected
labor costs, overhead costs, and projected earnings for each segment of the banks operations.
The MIS Survey: Swain was pleased with the system but noticed little improvement in management
operations. In fact, most of the older vice presidents were making decisions and function pretty much
as they did before the MIS was installed. Swain decided to have wyatt conducted a survey of the users
to try to evaluate the impact and benefits of the new system. Wyatt was glad to undertake the survey,
because she had long felt system was too elaborate for the banks needs. She sent out a questionnaire
to all department heads, branch managers, and so on, inquiring into their uses of the system.
As she began to assemble the survey data, a pattern began to emerge. In general, most of the
managers were strongly in favor of the system but felt that it should be modified. As Wyatt analyzed
the responses, several trends and important points came out: (1) 93 percent reported that they did not
regularly use the reports because the information was not in a useful form, (2) 76 percent reported that
the printouts were hard to interpret, (3) 72 percent stated that they received more data than they
wanted, (4) 57 percent reported finding some errors and inaccuracies, and (5) 87 percent stated that
they still kept manual records because they did not fully trust the MIS.

The Meeting: Valerie Wyatt finished her report, excitedly rushed into Al Hasslers office, and handed it to
him. Hassler slowly scanned the report and then said, Youve done a good job here, Val. But now that
we have the system operating, I dont think we should upset the apple cart, do you? Lets just keep this
to ourselves for the time being, and perhaps we can correct most of these problems. Im sure Frank
wouldnt want to hear this kind of stuff. This system is his baby, so maybe we shouldnt rock the boat
with this report. Valeries returned to her office feeling uncomfortable. She wondered what to do.

Case Analysis Form: Name: ____________________________________________

I. Problems
A. Macro
1. ____________________________________________________
2. ____________________________________________________
B. Micro
1. _____________________________________________________
2. _____________________________________________________
II. Causes
1. _____________________________________________________
2. _____________________________________________________
III. Systems affected
1. Structural ____________________________________________
2. Psychosocial __________________________________________.
3. Technical ______________________________________________
4. Managerial _____________________________________________
5. Goals and values __________________________________________
IV. Alternatives

V. Recommendations
 Accord Business School, Tirupati.
IV Semester 1st Internal Examination
Subject:436HumanResourceDevelopment
Tme: 2 Hr Max Marks: 50
________________________________________________________________________________
Part-A
Descriptive Type Questions Answer Any Three 3X10=30
1. Define Human Resource Development and discuss the evolution of HRD from Global Perspective
and Indian Perspective.
2. Explain the Primary and Secondary Functions of Human Resource Development and explain the
different roles of a HRD Professional in an organization.
3. Explain in detail the Assesment Phase and the Design Phase of HRD Interventions/Process.
4. What is Employee Orientation and explain in detail the Realistic Job Preview ( RJP) and
Socialization process.
5. Write short notes on the following.
a. Job Instruction Training
b. Job Rotation

Part B ( 20 Marks)
Case Study

Mala was a careful, hard-working employee in a private company. She has been serving as a book keeper
for more than seven years before problems developed with her performance. Many employees begin as
clerks and progressively move up to lead book keeper. As such, Mala was responsible for a large, active
petty cash fund and was working with dedication and utmost responsibility.
During a spot check by the internal audit of the company, her immediate supervisor noticed pencil
erasures on expense reports and assumed that employees had been directed by memo to record their
expenses in ink. Malas immediate supervisor called Mala and confronted her. When the supervisor called
Mala, other employees became aware of the fact that some unpleasant incident has taken place. The
situation in the department became very hostile as Mala walked to the office of the supervisor.
Mala confessed to temporarily borrowing some money from the petty cash fund. She explained that her
child had been in and out of the hospital for a few months, and she had exhausted the family resources.
She explained that she had to pawn her jewelry to perform some expensive medical tests.
Mala admitted that she used the petty cash money to pay the bills of the last medical test of her child.
Mala further said that she has never done anything of this sort before and that this was the first time she
borrowed money intending on returning the money immediately. Mala apologized and pleaded with her
immediate supervisor stating that this incident is one of the most extraordinary situations she has
experienced in all her life.
The immediate supervisor told Mala that he would consult the companys HR manager and let her know
of the decision. When the immediate supervisor consulted the company HR manager, he said that while
he did not want to sidestep his responsibility and planned on making a final decision, he wanted to consult
the HR manager first for his opinion on this matter. Speaking as a certified HR practitioner, the manager
said that he has a clear course of action for this kind of incident. He said any employee who steals should
be terminated. The immediate supervisor felt very uncomfortable applying the managers principle to
Malas case and was uncertain of what decision to take.

Questions:1. What are the possible HRM issues in the above case?
2. Do you think that there are training needs in this organization?
a. If Yes, what are those needs?
b. Who should be trained and in what area?
c. Which training method and technique should be used?

Accord Business School, Tirupati.

IV Semester 1st Internal Examination
Subject:412RuralMarketing
Tme: 2 Hr Max Marks: 50
________________________________________________________________________________
Part-A
DescriptiveTypeQuestionsAnswerAnyThree3X10=30

1. Define Rural Marketing and explain the features of rural market in India.
2. What are the factors contributing to the growth of rural markets and explain the constraints in
Rural Marketing.
3. Explain the segmentation in rural market and the challenges (4A's) of Rural Marketing.
4. What are the characteristics of rural customers and explain the buying decision making process?
5. Explain the Product Strategies & Branding Strategies adopted for rural markets with relevant
examples

Part B ( 20 Marks)
Case Study

GODREJ PLANS TO INCREASE REVENUE FROM RURAL MARKET

The Godrej group is looking to raise the contribution of rural markets to its revenues as the fast-moving
consumer goods (FMCG) companies under the group are being merged virtually for back-end sourcing
and front-end marketing.
Hoshedar K Press, vice-chairman of Godrej Consumer Products Limited (GCPL), told Financial
Chronicle, that the company had primarily been an urban Indian brand historically. Post the creation of
the FMCG cell, we expect to provide an increased thrust to our rural business. Our objective is to first
take the share of the rural business to the industry average of around 65 per cent and then, raise it to the
predominant share of our revenues, said Press.
To supplement this, GCPL has launched a new varianting strategy where it has increased its focus on low-
unit packs especially at the Rs 5 and Rs 10 price points. The company has also seen the market and
demand of these segments expand rapidly. The company has therefore launched new variants and
expanded its geographical reach on the back of Rs 5 price packs of its products.

In 2010-11,Godrej increased its reach by 400,000 outlets. The company claims that a Godrej product can
now be found in 3 million outlets across the length and breadth of the country. In fact, widening and
deepening penetration in rural areas and small towns and expansion of portfolio of lower-priced stock
keeping units have been identified as two prongs of its four-pronged growth strategy.

In tune with the unified approach to the FMCG business across its joint ventures and publicly-listed
FMCG business, the Godrej group plans to increase its rural reach using regional media and relevant
distribution and market activities such as presence in rural haats, ads on walls and participation in rural
fairs, among other initiatives.
At present, the rural business accounts for about 38 per cent of GCPLs revenues. The company has set
for itself a target of raising this to 50-65 per cent of revenues over the next three years. To do this, it will
almost triple its reach from 17,000 to 18,000 villages to 80,000 villages over the same period. It has set an
even more aggressive target of almost doubling its reach in small towns from 3,300 to 6,500 small towns
in just about a year. However, Macquarie analysts Unmesh Sharma and Gautam Duggad say that this
would be unprecedented and seems tough to achieve.
Questions:
1. Analyse the situation and goals of GCPL. Are the marketing goals realistic?

2. EvaluatethestepstakenbyGCPLtoreachthetargetsandsugestimprovements.

Accord Business School, Tirupati.

IV Semester 1st Internal Examination
Subject:403BusinessLaws
Tme: 2 Hr Max Marks: 50
________________________________________________________________________________
PartA

Answer all the Question 3X10=30

1 a,What is social responsibility of business and importance of business law
(Or)
b, Write about consumer protection act 1986
2a, Write in detail about contract,essentials of a valid contract and kinds of contract
(Or)
b, Write about bailment and pledge
3a, Explain in detail about contract of sale of goods1930,conditions and warranties
(Or)
b, Write about
a,Negotiable instrument act1881
b,Difference between holder and holder in due course
Part-B
Case Analysis Marks: 20x1=20

Priti had promised to pay Jagu a sum of 2 lakhs if a particular ship does not come back safely ship got sunk
in sea is Priti bound to pay Jagu 2 lakhs as promised give reason
 Accord Business School, Tirupati.
IV Semester 1st Internal Examination
Subject:405PresentationSkills
Tme: 1 Hr Max Marks: 30
________________________________________________________________________________
Answer all the Question 3X10=30

1.WhataretypesofPresentationandexplaintheneedforpresentation?
Or
HowdoyouplanforPresentation?

2.HowwouldyoustructureyourPresentation?
Or
HowdoyoucreateaVisualAid?WhataretipsyouwouldgiveforcreatingaVisual
Aid?
3.WhatarethesalientpointsforasuccessfulDeliveryofPresentation?
Or
DescribeBodyLanguagecomprehensivelyincludingArms,HandGestures,Legs, Postures,
EyeMoments,MouthMovements,Nonverbalcues,Stance,etc.,
 Accord Business School, Tirupati.
IV Semester 1st Internal Examination
Subject:426PortfolioManagement
Tme: 2 Hr Max Marks: 50
Part-A

Answer all the Question 3X10=30

1. (a) What are the steps in the traditional approach for the construction of a portfolio?
(Or)
(b) Consider two situations: a young man X in early twenties and another young man Y in the late thirties. X and Y earns same
amount of money. Mr. Y has a family, a house, a car and all the encumbrances related with the marital status. Both of them like
to invest in securities, what would be their constraints and objectives?

2. (a) Explain the concept of Markowitz Efficient Frontier along with assumptions and an example.
(Or)
(b) P Ltd.has an expected return of 22 percent and standard deviation of 40 percent. Q Ltd. has an expected return of 24 percent
and standard deviation of 38 percent. P has a beta of 0.86 and Q 1.24. the correlation between the returns of P and Q is 0.72.
The statndard deviation of the market return is 20 percent. (a) Is investing in Q better than investing in P? (b) If you invest 30
percent in Q and 70 percent in P, what is your expected rate of return and the portfolio standard deviation? (c) What is the
market portfolio's expected rate of return and how much is the risk-free rate? (d) What is the beta of portfolio if P's weight is
70 percent and Q is 30 percent?

3. (a) State the reason for the treynor and sharpe indices giving conflicting performance ranking? Explain the jensen
index of portfolio performance.
(Or)
(b) The Equity fund, T.bills and BSE sensex are assumed to have had the following returns over the past 5 years.
Period Equity fund return % Sensex return % T. bill return %
19X2 9 7 5
19X3 -3 -1 4
19X4 15 12 6
19X5 14 13 9
19X6 18 16 8
Determine the Equity Fund's alpha and beta co-efficients for the 5 year period of time.

Case Study(15+5=20Marks)

Vinoth received Rs.10 lakh from his pension fund. He wants to invest in the stock market. The treasury bill rate is 5% and the
market return variance is 10. the following table gives the details regarding the expected return, beta and residual variance of
the individual security. What is the optimum portfolio assuming no short sales?
Security Expected Return Beta 2ei
A 15 1 30
B 12 1.5 20
C 11 2 40
D 8 0.8 10
E 9 1 20
F 14 1.5 10
Takingtheabovedataintoconsideration,whatarethestockstobeheldlongandshortassuming
shortsales?

Accord Business School, Tirupati.

IV Semester 1st Internal Examination
 Subject:414RetailMarketing
Tme: 2 Hr Max Marks: 50
Part-A
AnsweralltheQuestion3X10=30

1.DefineRetailing?Distinguishbetweenvarietyandassortment?ExplaintheclassificationofRetail
StoresorTypesofRetailFormats?

2.ExplainthemajorfunctionsofRetailing?AndStrategicPlanninginRetailing?
3.ExplaintheprocessofRetailSiteLocation?
CaseStudy 20Marks

eBayexpandsaroundtheGlobe

While as recently as 2000, eBay (www.ebay.com) had virtu ally no international operations, by 2005, the
firm had sites in 31 countriesaround theworld ranging from Brazil toGermany and China. eBays 2005
foreignoperationsgeneratedwellover$1billioninrevenues,accountingfor46percentofeBaystrading
revenues.AndofeBays135millionregisteredusers,abouthalfliveoutsidetheUnitedStates.SinceeBays
internationalsalesaregrowingattwicetherateasitsdomesticoperations,itsinternationalsaleswillsoon
surpassdomesticsales.

eBayhassucceededabroadbecauseitsglobalstrategyisflexibleenoughtoadapttocountrieswith
vastlydifferentcultures,whileretainingthecoreelementsofitsbusinessmodel.Theglobalstrategyisbased
onaplaybookthatisahowtomanualthatcoverssuchtopicsasonlinemarketing,categorymanagement,and
communityoutreach.Theplaybook,whichisconstantlyupdated,consistsofseveralhundredWebpagesthat
summarizethecollectivewisdomofallofeBaysworldwidemanagers.

TheplaybookdetailshowtodrivetraffictothelocaleBaysitethroughonlineadsatacountrysmost
popularWebsitesandsearchengines.Theplaybookalsodictatesthatproducts,information,andchatgroups
becreatedbybuyersandsellersinthatcountry.Thus,eBaylooksandfeelslikeaparticularforeigncountrys
Web site brand. This strategy also avoids problems associated with a cookiecutter approach to Web site
planningonaglobalbasis.

MegWhitman,whobecameeBaysCEOin1998,originallywantedtoperfecteBaysconceptinthe
UnitedStatesbeforegoingabroad.However,shesoonrealizedthatmanysmallcompetitorswerespringingup
aroundtheworld.ShebecameconcernedthatunlesseBaywentglobal,shewouldforfeitmanyopportunities
tothesesmalllocalfirmsortomajorfirmssuchasAmazonandYahoo!.

eBaysfirstforeigncountrywasGermany,choseninpartduetothecountrys40million
Internetusers.eBaypurchasedAlando,aneBaycopycatsite,for$47millioninJune1999.AGermanbusiness
student had started Alando four months earlier. From the start, eBay was careful to adapt its sites to a
countrysculture.Forexample,alotoftimeandeffortwentintofiguringouthowtostructurecategoriesbased
onGermancustomersneeds.Today,GermanyiseBayslargestinternationalsite,withestimatedannualtotal
salesof$7billionversus$20billionfortheUnitedStates.

ShortlyafterpurchasingAlando,eBaylauncheditsownsitesinGreatBritainandAustralia.In2001,
eBaypurchasedKoreasInternetAuctionCo.andEuropesiBazar(whichgaveeBayimmediateaccesstoItaly,
theNetherlands,andSpain).eBaythenpurchasedaminorityinterestinMercadoLibre,LatinAmericasleading
auctionfirm.Intotal,eBayhasinvestednearly$2billioninitsinternationalacquisitions.

Questions:
3. CommentonthechoiceofGermanyaseBaysfirstinternationalmarket.

4. EvaluatetheprosandconsofeBaysplaybookstrategy.

5. DescribetheprosandconsofeBaysenteringaninternationalmarketbypurchasingaforeignfirm
ratherthanbuildinganoperationfromscratch.
 6. Commentonthisstatement:eBayhassucceededabroadbecauseitsglobalstrategyisflexibleenough
toadapttocountrieswithvastlydifferentcultures,whileretainingthecoreelementsofitsbusiness
model.

All the Best

402InternationalBusinessManagement

Accord Business School, Tirupati.

IV Semester 1st Internal Examination
 Subject:425FinancialDerivatives
Tme: 2 Hr Max Marks: 50
Part-A
AnsweralltheQuestion3X10=30

1. What are Derivatives? How does a derivative help to eliminate uncertainity regarding future price
of assets?
(or)
Describe the different types of derivatives?

2. Describe the terminology and concepts in future trading in detail?

(or)
Write short notes of the following: (a) Future Pricing Models : (b) Future Payoffs

3. Write short notes of the following: (a) Index Futures (b) Interest rate Futures

(or)
Write short notes of the following (a) Option Premium (b) Strike Price (c) Writer

Part -B
Explain the hedging strategies followed by the importers and exporters using futures? Explain
with an example?