Answer / viswanath

Basically, MBA is a Post Graduate Course. CA is a
professional course. Difference is MBA will have classroom
teaching, whereas CA is a self learning course through a
professionabl body constituted under an Act of Parliament.

Technically, MBA is all about how to manage things and men.

CA is all about Finance, Accounts & Auditing.

A Chartered Accountant is authorised to review/audit the
financial accounts of an Organisation and to give his
opinion. i.e, A Chartered Accountant opinion is legally
valid for various purposes in particular to the
organisation's financial data.

MBA's will have decision making power in the management.

Both are different in their educational curriculam.

Answer / bhupesh kumar

according to the growth prospects both are the important
for the oragaization. because they play the different role
in the organization. they have different working areas.
where the ca keeps good commands in accounting there the
mba posses the business growth oriented skills. because the
mba holder can be good represntator than ca. because mba is
good representative of company and it self by using good
communication skills.
but the ca is expert in accounting areas. mba can't be
prepare the proper balance sheet. so, my point of view both
are the expert own their fields.

Answer / chaitanya

mba is preffered as an ordinary person,he will think about
the market stratagey and mba students have some subject on
finance,marketing,human ideas where as charted accoutant
will have knowledge on accounts but they did not have any
idea on market conditions and strategy as will as on human
behaviour.mba are better than ca.

If you are made the campaign leader for a particular political party. How will you use your leadership skills to motivate your party men to ensure success of the party men to ensure success of the party nominee in the elections ? (Focus on the individual , motivate and apply leadership style).

2 Answers   Astra, MBA, NIBM,

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Planning is forward looking-explain.

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what unique qualities you can add to this role

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Up to what time we can show TDS Receivables under Advance Income Tax A/c?

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How did you decide on these actions?

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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