3. What do you mean by ethical dilemmas? Describe the frameworks for resolving ethical dilemmas.

4. What are the major problems faced by developing countries in promoting their exports? Suggest some solutions to these problems.

McDonalds,

a. State the basic elements of an export sales contract. b. What is a TNC ? Why do firms become transnational?

A. Do you think there is a need for multilateral investment agreement? Give reasons. B. Distinguish between Foreign Direct Investment and Portfolio Investment.

A. Differentiate between TRIPs and TRIMs. State the items prohibited in TRIMs. B. Briefly describe India's policy on import of technology.

ABC, MCom,

A. What factor account for the resurgence of interest in Operation Management today? B What strategies are used by supermarkets, airlines, hospitals, banks, and cereal Manufacturers to influence demand.

A. State in your own words what Little’s Law means. Describe an example that you have observed where little’s Law applies. B. “You don’t inspect quality into a product; you have to build it in.” Discuss the implications of this statement

Microsoft,

A. What two basic questions must be answered by an inventory control decision rule? B “If line employees are required to work on quality improvement activities, their productivity will suffer.” Discuss.

A. What kind of layout is used in a physical fitness center? B Explain how having more work in process inventory can improve the efficiency of a process. How can this be bad?

A. Describe how outsourcing works. Why would a firm want to outsource? B. What is role of safety stock in an MRP system?

Microsoft, StarAgri,

A. What factor must be traded off by product development before introducing a new product? B. Explain the relationship between quality and productivity under the lean philosophy. B. Distinguish between pure and mixed strategies in production planning.

What purpose does training serve? Explain the ingredients of a good training programme for the employed at various levels.

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 follows: “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 planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

Explain the factors that influence group effectiveness.