Saturday, 6 April 2019

SBS Solved EXAM Ques


EXAM



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ΓΌ  Select the right answer (always 1 out of 5):
Question 1: Promoting “Personal Leadership Development” is a major goal of the Contemporary Management module. For this purpose, Joseph L. Badaracco Jr.’s classic concept of “Defining Moments” (1997) can be helpful.

What does “Defining Moments” mean?




Question 2: “Authentic Leadership” represents one of the newest areas of leadership research, responding to strong contemporary demands in society. There are multiple definitions. Taking a developmental approach Walumbwa et al. (2008) conducted a comprehensive research to determine what components constituted “Authentic Leadership”.

Two of them are...


Question 3: “Transformational Leadership” is another current and most popular approach to leadership and part of the so-called “New Leadership” paradigm.

Which of the following


Question 4: Although everyone has an ethical responsibility, leaders have a special responsibility because the nature of their leadership puts them in a special position: They have more power and control to influence other people’s life.
Many recent scandals in business, finance or politics have furthered the interest in ethics in general and - with their origin traced back in the Western tradition to the ancient Greeks - ethical theories are experiencing a resurgence in popularity also in the world of business.

Ethical Leadership....



Question 5: Globalization has increased the need for leaders to become competent in cross-cultural awareness and practice. Hofstede’s (1980, 2001) work has been the benchmark for much of the research on world cultures. He identified five major dimensions on which cultures differ. In the specific area of culture and leadership, the “GLOBE Study of 62 Societies” (House et al, 2004) offers the strongest body of findings to date. Based on their research and the work of others the authors identify nine cultural dimensions that increase our understanding of cross-cultural interactions and the impact of culture on leadership effectiveness.

While several of these GLOBE dimensions refer in one way or another also to Hofstede’s dimensions, two of them are identical. Which ones?

Simple multiple choice questions



1. Which of the following does NOT apply to quantitative research?

a.       It uses the scientific method
b.      It gives rise to less reliable data than qualitative research
c.       It aims to describe, explain and predict phenomena
d.      Its methods are tighter and more rigorous than in qualitative research




2. What is the correct ordering of the stages involved in planning research?

a.       Formulate the hypothesis, carry out the study, design the study, analyze the results
b.      Design the study, formulate the hypothesis, carry out the study, analyze the results
c.       Formulate the hypothesis, design the study, carry out the study, analyze the results
d.      Design the study, carry out the study, formulate the hypothesis, analyze the results



3. Quantitative research is influenced by the __________________ approach.

a.       Positivism
b.      Constructivism
c.       Interpretivism
d.      None of the above



4. In the following study, what is/are the independent (predictor) variable(s)?
A researcher is interested in looking at stress levels in people of different ages and occupations.

a.       Age
b.      Occupation
c.       Stress
d.      Both (a) and (b)



5. Why might cross-sectional designs be used?

a.       To save time and money
b.      To show how the same individuals change over time
c.       To avoid the confound of participant variables
d.      To compare the effects of a program before and after intervention.



6. Research has shown that after-sales services are crucial in building customer loyalty and maintaining company reputation. What is another key reason that after-sales services should receive particular attention of top management?

a. these services are almost always more profitable than the actual sale of primary good itself
b. these services are very difficult to duplicate
c. these services can be very heavily advertised
d. these services cost almost nothing
e. degree of outsourcing service support



7. Looking broadly across several cultures, two important lessons with respect to negotiation standout. One of those lessons is that: 

a. regional generalizations are generally true.
b. regional generalizations are generally not correct.
c stereotyping is a useful tactic.
d. generalizations are usually useful as a form of secondary research. supply does not always match demand.


8.____________ knowledge about a culture is usually obvious and must be learned. 

a. Factual
b. Interpretative
c. Virtual
d. Historical
e. Superstitious



9. Relations between governments and multinational corporations are generally positive if investments:

a. Are tied to national security.
b. Are only oriented toward the consumer sector.
c. Are under $1 million.
d. Create jobs.
e. Do not involve extensive Internet business.



10. Bert Wong has decided to pursue a marketing research effort to acquire information before his company makes a strategic relocation move to the West Coast. Which of the following marketing research process steps would be the first step that Bert's company (and marketing researchers) should take as it embarks on the research effort?

a. Define the research problem and establish research objectives.
b. Analyze, interpret, and summarize the results.
c. Determine the sources of information to fulfill the research objectives.
d. Consider the costs and benefits of the research effort.
e. Gather relevant data from secondary or primary sources, or both.



11. Business research is defined as:

a.       An attempt to provide management with the proof that their business idea or paradigm is the right one
b.      The sequence of trial and errors conceived to discover what we think is discoverable
c.       The use of an existing theory to support what the company allegedly needs to do in order to make a project profitable
d.      A preliminary inquest within the company in order to define what the stockholders want to hear and later identify what kind of data we need to gather to prove them right or wrong
e.       A systematic investigation aimed at discovering data and/or to develop a theory



12. In Business we often hear about companies basing their decision, on research:

a.       Primarily secondary research
b.      Exclusively primary research
c.       Any proper combination of primary and secondary research or as long as it is structured, logical and conclusive
d.      any kind of research as long as it does not cost too much
e.       run research only when it adds to the reputation of the firm



13. In many instances research leads to rely on secondary research, such as:

a.       Listing the largest body of internet articles more or less related to the researched issue
b.      Identifying as many texts book as possible on the researched issue
c.       Predominantly consult and liberally use university articles on the subject
d.      Screen the most relevant sources (articles and books alike) and compare them
e.       Review the available literature and start by critically comparing the sources most focused on the issue at end



14. When facing a large body of knowledge, the researcher screens it by:

a.       Giving priority to the reputation of the author
b.      Giving priority to the most recent articles
c.       Giving more importance to articles coming closer to the research question
d.      Giving priority to the articles showing a higher level of philosophical underpinnings
e.       C and D



15. After screening the appropriate literature the researcher:

a.       Compiles the best ideas that suit the research questions and draws conclusions
b.      Compare, contrasts and finely analyze all relevant literature to draw preliminary conclusions
c.       Charts the results of each article and draws conclusions based on their average outcome
d.      Adds more literature if he/she does not like the suggested outcome
Uses C. to decide if further research is needed


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SBS MBA - Human Resource Management


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Human Resource Management
SBS MBA

STUDENT ID









UNIT TITLE

UNIT CODE




Name (in Full) __________________________________________________________







Total Marks: _______ / 100





CASE STUDY
MANAGING PEOPLE FOR ORGANIZATIONAL EFFECTIVES

You are an engineering graduate with an MBA and 10 years of management experience, and have just been appointed as CEO of a manufacturing company. The company has existed since the 1950s, but tariff reductions since the 1970s have placed it under increasing pressure. In recent years the company has been on the brink of closing down and your task is to turn it back into a viable enterprise. You were reluctant to take on the obviously difficult job and had a number of other options, but the board convinced you by offering a very attractive salary package and undertaking to support your decision fully, provided that you delivered results within a year.

The senior management team consists of five people, all of whom were appointed by the previous CEO when he took up his job seven years ago. The former CEO’s background was in accounting and his approach to dealing with the company’s difficulties could best be described as ‘cost minimization’ – he sought to rescue falling profits by reducing costs wherever possible. He was, moreover, what he described as an ‘old fashioned manager’ which in practice meant being a strict disciplinarian and asserting his right to make decisions without consulting staff. The approach to encouraging staff performance has been the threat of dismissal. The senior management team were in agreement with him on this strategy and this remains their preferred option.

As a result of this approach, the company’s plant and machinery has not been upgraded for some years. The production process is an assembly line and workers are rarely rotated among different jobs. Further, most staff are employed on individual contracts and paid poorly by industry standards. The only assessment of performance is based on production output (which is low by industry standards), and no staff are formally appraised. In spite of a lack of manufacturing jobs in the area, voluntary turnover – employees resigning – is high and this is compounded by the fact that staff are routinely dismissed for minor errors or breaches of procedure. This is justified by the other managers on the basis that ‘there are plenty more where he came from!’ due to high unemployment in the area. The company has already faced a number of formal complaints about unfair dismissal, some of which have ended up in court.

Answer the following questions.

Questiona)          In your role as CEO, outline how you would change the people management practices in the company.

Answer:Managers and supervisors are crucial because of the relationship they have with the employees in the organization. They are positioned to coach and influence employees through their own change process.

But what does this group really need to be doing to drive successful change?  In addition to continuing their daily operational duties, Best


Questionb)          How would your proposed changes improve organizational performance?

Answer:In our sluggish economy, a multitude of mergers and acquisitions not withstanding, the capacity for a business to grow rests in the hands of its people.

CEOs throughout the world are driving to improving organizational performance regardless of size or industry. Much has been written and studied on this subject, and we find in the myriad of surveys and books as well as in our own experience that there are 6 steps that, executed effectively, drive performance improvement and growth capacity.




Questionc)          What do you see as the major barriers to change and how would you overcome them?

Answer:The management always wants to implement change because they have the belief that the change in question will bring significant impact to the organization as a whole.

Perhaps the main objective for introducing organizational change and its implementation is that the change will improve and maintain the production environment of the organization on a daily basis.

While change is necessary, usually for the good of the organization and its staff, it will always be subject to some form of resistance. Change is usually traumatic, completely unknown and saying goodbye to the former organizational process can be somewhat difficult for embrace by the employees in the organization.

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HBS Executive MBA - Competing for the Future


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ASSIGNMENT FOR INDEPENDENT STUDY – I

Program         
Executive MBA
Title
Competing for the Future
[ISBN: 0-87584-416-2, ISBN 0-87584-716-1;
Harvard Business School Press]
Author
Gary Hamel & C. K. Prahalad



Answer all questions

Question. 1.        Future will be invisible to any firm that has myopia. Analyze the failure of any Indian firmthat has failed because of its myopia and suggest steps to overcome this myopia.


Answer:Marketing Myopia refers to the phenomenon of not being able to see a long term and more sustainable goal for an organisation. For decades, the term Myopia is being used in human sciences referring to Nearsightedness – the ability to see near objects clearly but inability to see the far off objects. Marketing Myopia, as a term, makes it very clear the inability of the company to be able to identify the actual business in which they are.



Question. 2.“A strategic architecture may point the way to the future, but it’s an ambitious and compellingstrategic intent that provides the emotional and intellectual energy for the journey.” Discusshow your organization’s strategic intent can be tested.

Answer:To make a strategic architecture the companies should first do a bit of content analysis by pulling together answers from the managers. First, how did they interpret the word future? Did it mean next year, Five year plan, or a decade hence? In other words, how far out do the headlights of your management team shine? How much foresight does it actually have? Second, how encompassing is its view of the future? How broad it its conception of the industry and of the forces that might reshape it? Is the team trapped in the myopia of currently served markets, or does it see a broad vista of new opportunities?

Third, how competitively unique is its view of the



Question. 3.        “As the ideal migration path, to get to the future first, for one company is seldom the idealmigration path for another; companies often compete to influence the trajectory of industrydevelopment.” With suitable example, illustrate how a market challenger in an industry cancompete to maximize its share of influence & future profits.

Answer:The advent of the PC, in 1981, famously resulted in the wholesale reorganization of the computer industry. Within a few years value in that industry migrated from the manufacturers that assembled and marketed the computers to the suppliers upstream of two key components: the operating system, owned by Microsoft, and the microprocessor, owned by Intel. Those two companies quickly amassed market capitalizations that eclipsed those of IBM and the other OEMs that had dominated the market.



Question. 4.        “A multitude of dangers await a company that can’t conceive of itself and its competitors incore competence terms.” Discuss the risks that a firm can face by ignoring its corecompetence. Also analyze the effects of ignoring the core competence of the competitor.

Answer:No matter how good the R&D projects the company may have, without systems in place that ensure the original project plans are monitored, modified, and made to happen in optimum way, can be a failure. The ultimate objective of managing R&D is to give results that increase the value of the company in its business and to create new businesses.

R&D’s role in value enhancement is usually expressed in one or more of the classic dimensions such as cost, speed, quality, and image. Successful R&D organizations operates to achieve its outcomes by emphasizing the following goals:




Question. 5.        “The need to think differently about strategy cannot be divorced from the need to thinkdifferently about organizations.” On what bases can your organization think differently inorder to compete for the future? Explain.


Answer:It’s time that beliefs and theories about business catch up with the way great companies operate and how they see their role in the world today. Traditionally, economists and financiers have argued that the sole purpose of business is to make money—the more the better. That conveniently narrow image, deeply embedded in the American capitalist system, molds the actions of most corporations, constraining them to focus on maximizing short-term profits and delivering returns to shareholders. Their decisions are expressed in

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Business Employment


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Business Employment

Answer any 5 of the following questions: Each question carries 12 marks.

Question. 1.        One of your employees slipped on the office floor and broke her arm. Identify the steps you would take to investigate this workplace accident.

Answer:Employees injured in workplace accidents have a right to workers’ compensation benefits.

Workers’ comp benefits normally include payment of medical and therapy bills, out-of-pocket expenses (for medications, crutches, etc.), and approximately two-thirds of wages lost during treatment and recovery.

Workers’ comp insurance is good for employees



Question. 2.        Thinking about your current job, what sources of power do you have at your disposal?

Answer:Organizations are made up of individuals that exercise greater or lesser degrees of power. Sometimes, authority stems from a person's title in the organization, or from specialized knowledge and expertise. Others may exercise power through interpersonal relationships or the force of their personality. And still others gain influence through an ability to grant access to important resources.

Legitimate Power





Question. 3.        How many negotiation situations have you encountered in the last week? Select two and analyze why you chose to negotiate, rather than resorting to some other approach.

Answer:Becoming more effective at it should help you to keep balance in your life. Negotiation is essential to healthy personal and professional relationships. Learning how to merge the wants and needs of the group and build mutually viable solutions is key to a healthy, happy life. It also makes you more effective in business and the world in general.

Negotiation is far more than simply sitting at the table and exchanging proposals. It is the process of working through various phases while you learn enough about the other person or team to be able to engage the other person in a dialogue that makes the other person want or need to work with you. Remember, negotiating is about your getting the other person to do something that you want done. The other person has to eventually


Question. 4.        Analyze your own job and draw up a job description. How would you use this job description? How does it differ from your formal job specification?

Answer:The employees you hire can make or break your business. While you may be tempted to hire the first person who walks in the door--"just to get it over with"--doing so can be a fatal error. A small company cannot afford to carry deadwood on staff; so start smart by taking time to figure out your staffing needs before you even begin looking for job candidates.

Job Analysis


Question. 5.        Examine a situation where someone you know was dismissed from their job-e.g. a colleague or friend? What were the grounds for dismissal? What procedures were followed? Evaluate the fairness and transparency of the process.

Answer:If your employer dismisses you they must have a fair reason for their action, for example because of your conduct at work. Find out more about fair reasons for dismissal, and your employment rights should you be dismissed.
Jump to table of contents

Your conduct

If your employer has dismissed you because of your conduct, it usually means you have broken one or more of the terms of your



Question. 6.        Think of some work that you delegated or were delegated to you. How well was the work defined? What level of assistance was provided? Was its significance explained? 

Answer:

Question. 7.        Consider two or three recent changes in your own workplace. What caused them? How did they occur-were they planned or evolutionary? What was the reaction of the people affected? How could they have been better managed?

Answer:

Question. 8.        Analyze your own workforce. What different cultural backgrounds are represented? Are you aware of the cultural norms which apply? Do you interact differently with those employees from different culture from your own? Why/why not?

Answer:

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