why do you want do mba?

Answer Posted / sivakumar

I want to do mba because ,everyone in life needs three
important management ablities,they are time,man and money.
if we able to manage these three effectively we can suceed
in our life (i.e.business),these three things were widely
thought in MBA colleges,we will get a first information and
experince regarding those three things,The most important
thing is "its difficult to transform a paper work into a
proper work", a good MBA program will teach how to convert
it sucessully.

Is This Answer Correct ?    32 Yes 7 No



Post New Answer       View All Answers


Please Help Members By Posting Answers For Below Questions

Why does a balance sheet show how much a business is worth? Why has there been an attempt to place value on human assets? On a balance sheet, why is capital shown next to liabilities?

1791


List the charateristics of Modern Manager.

1717


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

1909


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

1616


HOW U CALCULATE DPCO (DRUGS PRISE CONTROL ORDER)

2472






sir im going to face interview of sbi clerk post,so i want to know about the questions which can be asked in the interview?so plz help me.thank u....

1732


If for item A wastage as per SION is 5% & actual wastage is 12%; then what action is to be taken while preparing application for Advance Authorization?

1718


Depresation Rates as per Income Tax Law ?

1958


reqyured sale tax pattern

1551


how long you will worked with us???? why you left the previous company? how can you manage our company?

1389


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.

1799


what is the fullform of CHAPTA? when would this form?

1728


Why do you want to study business management?

3281


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

3599


describe a time when you anticipated potential problems and developed preventive measures

1649