Interested to Buy Any Domain ? << Click Here >> for more details...
I have done B.Sc.(H)Zoology.Presently doing MBA(Global
Business).Went for an interview.There they asked me "Why
did you do MBA after doing B.Sc.?"
- 20 Answers
- 61833 Views
- Banking, Campus Interview, ICICI, Idbi Bank, Indian Bank, Meeting Point, Wipro, I also Faced
- E-Mail Answers
Answer Posted / nidhi
coz clubing what i learned from science, not the bookish
thngs, and what i am learning while doing MBA creates an
edge over the others. in science also we deal with the
practicals but in labs, but an MBA faces practicals out of
the lab i.e in the practical world.
| Is This Answer Correct ? | 6 Yes | 0 No |
Post New Answer View All Answers
What will your outlook towards maintenance of liquid assets to ensure that the firm has adequate cash in hand to meet its obligations at all times?
Tell me a situation when you negotiated with a vendor successfully.
How CRR(What is CRRrate hike will help to reduce inflation rate
Explain the potential for growth in a business.
A. Distinguish between the individual and the group decision - making, explaining the advantages and disadvantages of group decision-making. B. Distinguish between individual change and organizational change.
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.
Who are you responsible to, how many people are you responsible for, and how much decision autonomy do you have in project management, managing people and managing a budget in the firm
2) Will a pledge made by a non owner of the goods be valid always ? Elaborate
1. Tell us about a specific time when you became frustrated in an administrative role and how you resolved your frustration. 2.How do you envision your role in relation to the role of your principal? Describe your vision of a functional administrative team.
what will be salery for a per who complet bba in a university
why us? why bba? how do i know that u will be returning back to india? and iw anna to ask i have a gap between my hsc examination of which i have sone in 2003 now i m applying for f1 visa as a bba if they ask y this gap what wil be the ans plaese sugest me fast plzzzzzzz?
why u choose iitm for BBA
what is the diffrence between equity and warrant ?
Under Operatons, What are the principles of control and Mangement?
what are the recent recuritment trends addopted by coprates in this global senario?
