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Business Management AllOther Interview Questions
Questions Answers Views Company eMail

why MBA after Bsc(IT) ?

1850

what is ROI stands for

1 3581

why do u select to do MBA in HR after doing B.Sc in physics?

1314

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.

5814

Planning is forward looking-explain.

3768

Budgets are standing plans Policy is a single use plan Explain.

2796

The successful leader accurately understands himself, the organization, the individuals & the group he deals with- discuss

1362

Define objectives. Discuss characteristics of business objectives, why should objectives be verfiable? What are criteria of sound objectives. Can an objective be a planning premises?

3120

Tactical planning is long-term & uncertain-Explain. principal of navigational change implies that a plan must be flexible.-Explain

1602

Leaders are not born but made-Explain. Leadership is situational-Explain

1 4604

The laws of returns to scale assume : (A) Technique of production is unchanged (B) All units of factors are homogenious(C) Returns are measured in physical terms (D) All of the above

Birla, NET,

2 5746

What is the scope of MBA (International Business). Basically I am B.sc (Chemistry). I have finished MBA(IB) 2010. Anybody please guide me to improve my career.

913

why u have choosen finance has a specialisation

ICICI,

1772

how much salary expected as a freshar

Cipla,

3 4247

How get the c form for my company

1020


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Un-Answered Questions { Business Management AllOther }

what is reconceliation statement.

1162


what are certificate of deposits?

1692


advantages and disadvantages of the custer sampling

1266


How do you balance the need for quality work, customer satisfaction and profitability?

1855


Research serves a single purpose that of providing information to assist marketing manager to make better decisions? Elaborate this statement.

927






survivor management

1428


What do you know about the historical background of Development Financial Institutions (DFIs)?

1081


What is Payroll?

1095


State your career goals five years from now.

2668


Q.4. Method(s) to settle Industrial Disputes is/ are: I. Investigation. II. Conciliation. III. Arbitration. (a). I&II. (b). Only I ©. I, II & III. (d). None of these.

972


How will you do negotiate?

1019


Why did you feel that action was necessary?

193


show that excise tax or sales tax imposes a Higher welfare cost than a lump- sum income tax of the same amount.

965


WHAT DO YOU WANT TO ACHIEVE IN YOUR LIFE IN MANAGEMENT FIELD?

1305


Case Study 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 following points: (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 needed. (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. Questions: 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.

1303