Assignment Submission

Assignment A
S. No.

Assignment B

Close

Final Submit

Assignment C

Questions

1.

The cost of distress (negative stress) for the individual is usually in terms of health whereas the origin is usually in terms of performance. Suggest va
cope with Distress.
2.

How can one build a positive self-esteem and Self concept? Explain?
3.

A persons attitude fuels his thoughts, feelings and actions. Comment.

4.

Emotionally mature people realize that others do not exist to meet their needs. What are the
5.

What are the positive connotations of being a good listener?

6.

Write short notes on any three of the following:a. Job Redesign.

b. Coping Strategies.
c. Role Ambiguity.
d Conflict Management.

distinctive styles for dealing with

e. Rust Out.
7.

What initiatives should be taken by the top management to increase satisfaction levels among employees?
8.

Suggest ways to recognize and present the work of subordinates to the management, so that the organization is able to maintain
and sustain the motivation level of employees?

Read the case study given below and answer questions given at the end.
Case study
Practicing Assertion at Workplace
Mona is a basic grade therapist working within a busy multidisciplinary team. During weekly team meetings, her supervisor, Raj, has
offered Mona name for tasks without consulting her most recently, to represent the profession at a careers day in her absence.
Mona feels angry and frustrated by the situation, which seems beyond her control, leading to feelings of inadequacy. It is important she
recognizes these feelings and how they may affect her behaviour. They may, for example, result in her remaining inwardly frustrated or
venting her feelings, which could lead to deterioration in the relationship with her supervisor.

Assignment Submission
Assignment A

Assignment B

Close
Assignment C

S. No.

Questions

1.

a) Define Integrated materials management. What is the need for integrated materials management?
b) What are the advantages of integrated materials management?

2.
3.

Explain the materials management organization in your company. What are the advantages?
a) What are various models of material codifications?
b) How codification leads to standardization? What are the benefits of standardization?

4.

a) What are 5Rs of purchasing?

b) What is vendor evaluation? Explain Approved Vendor list.
5.

a) Explain a purchase cycle.

Final Submit

b) How capital purchase is different from normal purchases?

c) What are the various payment terms for international purchasing? Explain the essential features of letters of credit.
6.

a) What are the elements of a contract?

b) What are the functions of a store?

7.

a) What is meant by stock accounting? What are the various methods of stock valuation?
b) What are the principles of materials handling?

8.

a) What is EOQ? Derive the EOQ formula. What are the underlying assumptions?
b) Explain the inventory replenishment systems.

Assignment Submission

Close

Final Submit

Assignment A Assignment B Assignment C

Case Detail :

Case study: Please read the case study given below and answer related questions.
Case Study
Vendors Dilemma
a) An item purchased from a vendor costs Rs 20 each and the annual demand for the item is 1000 units. If it costs Rs 5 every
time an order is placed and carrying cost is Rs 4 per unit per year. What is the quantity to be ordered so that the total cost is
the minimum? If the supplier offers a discount of 5% for an order quantity of 100, should the company accept the offer?
b) Perform an ABC analysis on the following data and categorize these items in three categories.

Item

Annual consumption in units

Rate per unit

7000

5.00

24000

3.00

1500

10.00

600

22.00

38000

3.00

40000

5.00

60000

2.00

3000

13.00

300

8.00

29000

4.00

11500

7.00

4100

6.00

c) Show the categories in a graph.

Assignment Submission
Assignment A
S. No.

Assignment B

Close Final Submit

Assignment C

Questions

1.

a) What is technology? Discuss the role of technology in the productivity growth.

b) Explain the concept of atlas of technology.

2.

a) Why should technology be considered as a strategic resource?

b) Why management of technology at the enterprise level important?

3.

a) What is technology absorption? What are the reasons for the external acquisition of technology?
b) What is technology intelligence capability?

4.

a) Explain the term world class manufacturing?

b) What is JIT? Discuss the basic elements that constitute JIT.

5.

a) Differentiate the terms invention and innovation.

b) Why organizations resort to technology transfer? What are the issues that encompass technology transfer?

6.

a) What is technovation? Explain the process of tehnovation.

b) What are the principles of technology fusion?

7.

a) Explain the term intellectual property right?

b) What is the role of WTO in protecting IPR?

8 . Write short notes

a) Concurrent engineering
b) Core competency
c) Appropriate technology

Assignment Submission
Assignment A

Assignment B

Close
Assignment C

Final Submit

Case Detail :

Please read the case study given below and answer questions given at the end
Case Study
Managing Technology and R&D
ESAB Indian limited, Bombay is a leading manufacturer of welding consumables and equipment. ESAB India Limited is the Indian
associate of ESAB AB, the Swedish multinational and the worlds largest company in welding and cutting, with production centers,
core representation in most of the countries.
ESAB India, a Public Limited Company with paid up capital of Rs. 50 million, employs 206 people, including 35 S&T personnel, at its
Kalwa unit which is the major manufacturing facility. It had a turnover of above Rs. 30 crores during 1991-92. It is licensed to make
1250 nos. of welding and cutting equipment and 24020 km of welding electrodes.
The in-house R&D unit of the company employs about 10 persons including S&T personnel (scientists and engineers) and is headed
by a well qualified chief at the level of General Manager directly reporting to the Managing Director. The R&D unit is a separate entity
situated within the company premises occupying a floor area of about 300 sq. m. but closely interacts with other functional groups. It
has well equipped laboratories and pilot plant facilities for development purposes. The annual R&D expenditure was about Rs. 24
lakhs during 1991-92, i.e. about 0.8% of the annual turnover. A good technical library having books, journals and periodicals in the
field of manufacturing is maintained. The company also encourages close interaction with the relevant R&D organizations and
academic institutions. R&D personnel participate in technical seminars and meetings in India and abroad. A computerized information
facility has also been built up.
The R&D unit of the ESAB India closely interacts from time to time with the principals in Sweden and at other places on
developmental needs and receives relevant technical information which is very useful for R&D in India. In fact, there are some
products/areas which have specifically been developed to meet the needs of India and could be relevant to other developing
countries as well, but are not covered in the product range of the principals abroad. Most of the developments relate to highly specific
applications such as for oil, power, underwater uses and are import substitutes. There are immense export possibilities through
constant development efforts to meet the specific requirements of other countries.
In the early eighties ESAB realized that to survive in the competitive world of welding it had to become the biggest company and a
leader in technology. As a route to achieve this objective, ESAB acquired a number of companies active in the field of welding and
cutting. It acquired the European welding activities of Philips electrical and electronic group, based in the Netherlands in 1985.
Subsequently, the welding business unit of Philips India Limited also became a part of ESAB Group in July 1988. This unit was not
doing well commercially. The turnover of ESAB (India) almost tripled in three years due to active marketing efforts. In May, 1991 ESAB
India Limited acquired the welding business of Indian Oxygen Limited (IOL), Calcutta. The turnover then approached Rs. 100 crore.
The new Indian organization now has four major manufacturing centers and has sales outlets in all parts of the sub-continent.