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Answer Posted / shahed uzzal
I am self motivated and goal oriented.
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Hi,How much gap is there between Paper-I,II and III of Group-II exams?
tell me about time when you had to present your skills influence someone openion
I AM IN BBA 2nd YEAR SIR CAN U SUGGEST AREA OF SPECIALIZATION MARKETING OR FINANCE
From the following data calculate (i) P.V. Ratio (ii) B.E.P. (iii) Margin of safety (iv) Profit Direct Material 20,000 Direct wages 16,000 Variable factory overhead 25% of wages10 % of factory cost Variable selling and Distribution overhead Rs. 4 per limit Fixed overhead Rs. 8,000 Unit sold 1000 @ Rs. 64 per unit
i had been rejected once..,now if i remove my money which i have borrowed and the passs book entry and balance certificate of the previous one, would it do for the next interview or i have to make again new statements for just 10 days??
I am going for Masters MBA from USA in 2010 and I have complete my B.com in 2003 what questions they will ask me on this.
How CRR(What is CRRrate hike will help to reduce inflation rate
how can base price be standardize and why?
HOW MANY UCOBANK BRANCH IN INDIA AND ATMS.
I am working as asst. mngr purchase in small exports firm in moradabad (u.p.)there have to do all level functions in my working and seeks now more challenging job in very big organization and i m afraid to face the interview what do they ask abt in the field of material managment so you will plz help me for sending the question abt mngr purchase interview..
Is there any difference between profile and a person?
what is reverse repo rate,what is casual labour
what are the new role of human resource develpment
A company issues new debentures of Rs.2 million, at par; the net proceeds being Rs.1.8 million. It has a 13.5 per cent rate of interest and 7 years maturity. The company’s tax rate is 52 per cent. What is the cost of debenture issue? What will be the cost in 4 years if the market value of debentures at that time is Rs.2.2 million?
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.
