Answer / poonam ojha

my name is poonam ojha .i m pursuing mba from lucknow & i
hve completed my graduation frm lucknow university wth
67.4%.and i hve gud voice pitching quality,bcoz of dis i m a
gud presentator.gud comunication skil,and my bigest strength
that i can adjst my self in any circumstances,i m a quick
lerner,i grasp thngs easily& wilingnes to learn new
thngs.my weknes is i m very frnk in nature somtymes it
cretes negative effect on my reltions.bcoz sometyme people
never accept frnkness.but i m trying to overcome my dis
atitiude.
my hobies is coking,painting,making new frnds,writing.
fr my parents i m a very responsible in nature... and i m
dedicated towards my work..

Discuss the steps involved in Business Research decision- making process

0 Answers   DLF, Intelenet,

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How soon can you travel down to any Location posted U?

6 Answers   ADMA OPCO, Qatar Petroleums, Queens Hotel, Royal Caribbean, XYZ,

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How would you handle an unusual problem you never encountered before?

1 Answers   BoA, IBM, Sutherland,

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as a logistic manager in an aviation company,what are 5 steps you would take to ensure that your company regain the lost market share,after dwindling sales of tickets?

0 Answers   Maritime Academy,

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What is the role of knowledge manager in coporate sector?

0 Answers   NCSI,

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What worked well and what didn't?

0 Answers   John Clark Motor Group,

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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?

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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?

0 Answers  

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i have secured my graduation with very low %age of 48% and with two attempts but in mba entrance i have secured 91%ile so im afraid abt interview that if they ask me about my academics and y i have such low performance how will i face that with confidence plz answer this .

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Briefly describe your ideal job?

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5. Identify & explain the responsibilities of the sender & the responsibilities of the receiver in the communication process.

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pvt.ltd. has furnished the following aanual budgets at 60% and 80% levels of activity: level of capacity 600units 800units direct material 360000 480000 direct labour 480000 640000 production overhead 252000 276000 administration overhead 124000 132000 s.& d.overhead 136000 148000 calculate the total cost at 75% level of activity working should be part of your answer

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