iam looking for te best business idea ihave a sspace of
about 10thousand covered factory shed with equal amount of
open space on the outskirts of mumbai checkpost dahisar
the sopace is situated on the w.e. highways please sugest
the best idea to do a business
Right now i have just passed my bcom first year exams and i
am looking forward to qualify CAT.
I dont know what all is reqired.
I passed my +2 from CBSE commerce and i dint studied maths.
Can you suggest me what should i do to qualify CAT
6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study )
Sidney Greenburg was appointed the position of the
director of marketing for a small electronics component
manufacturer. The company had its revenues growing at the
rate of 20% each year and in 1982, they were at 30 million
level The president felt that the growth of the company
required serious planning efforts to determining strategies
product emphasis and new product development.
Mr. Greenburg realising the need to develop the
marketing plan developed a suggested format to obtain
inputs from his regional sales managers. The format to
obtain divided into two parts (a) territory brief for
established status of sales activities and (b) territory
plan asked for identification of key goals, strategy &
resources required to accomplish stated goals. Sales
forecast by products was requested for 3 plan Yrs.
Tom Rosenfield was the marketing manager for Europe
He was previously in the engineering department & was
assigned to Europe because of his technical& Foreign
language capabilities. He replied to Mr.Greenburg as
“While I will complete the forms on the country brief&
country plan promptly I have some conceptual problems with
them time& time again we have been requested for projected
figures I remember putting together a presentation for the
Executive Vice-President (VP) & Treasurer last year. Great
we educated those guys but what are the results of such
formality? The projections have not yielded specific
results, resources are used at a minimal level & we are not
generating needed sales.
So it is my contention that while goals projections&
forecasts provide immeasurable guidance for a company with
stable sales & developed product lines, for us a fledglings
(young) industry, they distract from the job at hand. My
plan has always been to hit the market- as hard I am able &
I believe this should hold true for all other regional
managers. We have large amounts of resources held up in
ineffective’ marketing planning efforts such as these need
to redirect these efforts to self rather than compile data.
We need more people beating the pavement (action) rater
than sitting on their desks developing plans& strategies
(contemplation) Sell, sell, sell. Get the backing as big as
possible. Planning is wasteful. Let us concentrate on
aggressive sales & optimize sales volume at any cost.
A. What has Mr.Greenburg not done to accomplish his
B. Is Mr.Rosenfield right in making his comments in
response to Mr. Greenburg’s request?
C. Is Mr. Rosenfleld performing his management
D. What would you do if you were Mr.Rosenfleld’s boss?
WHAT IS A CST WAYBILL? WE USUALLY TAKES WAYBILL FROM CLIENT
BEFORE DISPATCHING OF MATERIAL FROM MUMBAI. EVEN THOUGHT
SALES TAX PEOPLE CHARGING FINES SAYING THAT IT IS NOT TAX
WAYBILL. PLS DIFFERENTIATE BETWEEN CST WAYBILL & TAX WAYBILL.
Does anyone ever face the problem about Oracle MRP that in
MRP planner workbench not show where used for some make
item that make it generates wrong demand and supply
Human resources managment
the present state of recession in the IT industry as a human
resource manger how are you going to undertake human
resources planning at macro level to tide over this crisis
what can be negative point for the interview for event mngt
(b) Explain how to insert a hyperlink in to an Excel
worksheet and save a Word document as a Web page.
what is reconceliation statement.
Please read the case given below and answer the questions
given at the end.
One afternoon in June 1972, Rao, industrial engineer of
P.M.A. company, was called to the office of his immediate
superior V.R. Naik, the production manager. Naik
said, “Rao, I want to discuss a situation in the production
department. A lot of people feel that Govindan is not the
right man for the Assistant Superintendent’s position. The
President and others have decided that I have got to fire
Govindan or at least move him out of production. Everyone
wants to fire Govindan, but I won’t do it to him. I was
talking with Bhadra this morning, and we decided that you
might be able to make use of Govindan in your department.”
Rao was surprised by both the information, and the proposal.
Naik concluded his comments with, “Rao, I am asking you to
take Govindan. You can say ‘No’. But then he gets fired. I
have told Govindan this. Also, Govindan knows that if he
goes with you he will take a pay cut. However, I think you
can make use of him both to your own and his satisfaction.
You are, anyway, carrying out an in-process quality
control, and you might be able to make good use of Govindan
in view of his long technical experience of production
work. Think it over, and let me know by tomorrow.”
Rao thought over the matter.
PMA company had been a successful enterprise until March
1972 at which time it suffered a sharp decline of profits :
sales had fallen off, and production costs had risen. The
President adopted three measures which he hoped would
improve the condition. First, by creating an Industrial
Engineering Department for establishing work standards on
all production operations, to determine which manufacturing
costs were out of line and where remedial action should be
taken. Rao, 28 years old, who had been with the company for
two years in the Purchasing department, was selected. Rao
had B.E. and MBA degrees to his credit. What he lacked in
his business experience he made up by his eagerness to
learn. He was ambitious and liked by his associates. He
wanted a transfer from Purchasing to Production for better
opportunities for advancement.
Secondly, he consulted a Management Consultation firm to
make a study of the Production Department. They pointed out
that the chain of command was too long from Production
Manager through Plant Superintendent through Assistant
Superintendent to Foremen. They recommended the elimination
of the position of Assistant Superintendent.
Thirdly, he engaged an Industrial Psychologist to
appraise all the Supervisory Personnel.
Govindan had been with the company for 20 years
since its founding and during this period had worked on
every production operation, and his last 11 years had been
in supervisory capacity. His manners were rough and
aggressive, he had little formal education. The industrial
Psychologist’s report about Govindan contained the
(i) Evaluation for the position of Assistant
Superintendent : Not good enough.
(ii) Capacity for good human relations in supervision :
Will have friction frequently.
(iii) Need for development counseling: Counseling greatly
(iv) General evaluation: Govindan had a good ability
profile. He suffers from a sense of inferiority. He does
not like the responsibility of making decisions. His
supervision is that of Autocratic type. Though he has the
ability, as far as his personality make-up is concerned, he
is out of place in the present position.
1. What is the problem in the case? Explain.
2. Explain Govindan’s behavior and work experience vis-à-
vis the psychologist’s report.
3. How do you see Naik’s suggestion to Rao? Give reasons.
4. What are Rao’s considerations in taking a decision? What
should he do? Explain.
advantages and disadvantages of the custer sampling
what is duty and responsiblity of hotel manager?
State & explain the various financial & non-financial
incentives to motivate the people in an organisation.
what are the applications of SAP? how useful it is?
Explain the factors that influence group effectiveness