Code No: RT42052 R 13 Set

No. 2
IV B.Tech. II Semester Regular Examinations, April/May-2017
MANAGEMENT SCIENCE
(Common to computer science & Engineering, Information
Technology and Automobile Engineering)
Time:3 Hrs Max
marks :70

Note: 1. Question paper consists of two parts (Part-A and Part-B)

2. Answering ALL Sub question from Part-A
3. Answer any THREE questions from Part-B
*****

PART-A

1. a) Define Coordinating?
[4M]

2M for defining Organizing as below

Co-ordination is the unification, integration, synchronization of the efforts of group

members so as to provide unity of action in the pursuit of common goals. It is a hidden
force which binds all the other functions of management.

2M for enlisting and elaborating functions of Coordinating as below

Coordination as a function of management refers to the task of integrating the activities

of separate units of an organization to accomplish the organizational goals efficiently and
effectively. Division of labor that is entrusted to one with appropriate skills calls for quality
of work and in turn specialization of the job done. This division or distribution of work
among the different employees in an organization must be well coordinated to reach
organizational goals set forth.

b) What are Control limits?

[4M]

2M for enlisting and explaining the below points

Control limits, also known as natural process limits, are horizontal lines drawn on
a statistical process control chart, usually at a distance of 3 standard deviations of the
plotted statistic from the statistic's mean.

Control limits are the horizontal lines above and below the center line that are used to
judge whether a process is out of control. The upper and lower control limits are based

1
on the random variation in the process. By default, Minitab's control limits are displayed
3 standard deviations above and below the center line.

2M for drawing a diagram of control limit as below

c) What do you mean by line management?

[3M]

2Mfor enlisting and explaining the Line Management aspects as below

Line management is a business term to describe the administration of activities that

contribute directly to the output of products or services. In a corporate hierarchy, a line
manager holds authority in a vertical (chain of command), and/or over a particular
product line. He or she is charged with meeting corporate objectives in a specific
functional area or line of business.

1Mfor enlisting few examples on the Line Management as below

As an example, one type of line management at an automobile conglomerate might be

the "light truck division", or even more specifically, the "light truck marketing line".
Similarly, one type of line management at a financial services firm might be "retention
marketing" or "state municipal bond funds".

d) Write a short on Milestone Chart?

[4M]

2M for explaining Milestone Charts as below

2
 Milestones are tools used in project management to mark specific points along a
project timeline. These points may signal anchors such as a project start and end date, a
need for external review or input and budget checks, among others. In many instances,
milestones do not impact project duration. Instead, they focus on major progress points
that must be reached to achieve success.

2M for explaining uses of Milestone Charts as below

Milestones can add significant value to project scheduling. When combined with a
scheduling methodology such as Program Evaluation and Review Technique (PERT) or
the Critical Path Method (CPM), milestones allow project managers to much more
accurately determine whether or not the project is on schedule.

Milestones are frequently used to monitor the progress, but there are limitations to their
effectiveness. They usually show progress only on the critical path, and ignore non-
critical activities.

e) Mention about Expansion Strategy?

[4M]

2Mfor enlisting and explaining Definition from below

Definition: The Expansion Strategy is adopted by an organization when it attempts to

achieve a high growth as compared to its past achievements. In other words, when a
firm aims to grow considerably by broadening the scope of one of its business
operations in the perspective of customer groups, customer functions and technology
alternatives, either individually or jointly, then it follows the Expansion Strategy.

3
 2Mfor enlisting and explaining the reasons for expansion as below

The reasons for the expansion could be survival, higher profits, increased prestige,
economies of scale, larger market share, social benefits, etc. The expansion strategy is
adopted by those firms who have managers with a high degree of achievement and
recognition. Their aim is to grow, irrespective of the risk and the hurdles coming in the
way.

-------------------------------------------------------------------------------------------------------------------------------
f) Write about Just-in-Time?
[3M]

1Mfor enlisting and explain about Just in - Time as below

Just-in-time (JIT) is an inventory strategy, companies employ to increase efficiency and

decrease waste by receiving goods only as they are needed in the production process, thereby
reducing inventory costs. This method requires producers to forecast demand accurately.

2 M for enlisting few examples of Just-in-time as below

Examples of just in time, or JIT, inventory processes are found in automobile manufacturing,
drop shipping retailers, fast food restaurant production and on-demand publishing. The JIT
inventory system was popularized by Toyota Motor Company in the 1970s. It is an alternative to
the more traditional "just in case" inventory system where manufacturers or retailers carry large
amounts of inventory to ensure always having a sufficient amount of inventory on hand to meet
any reasonable increase in demand or weather any reasonably anticipated supply shortages. In
contrast, with the JIT inventory system, materials or finished goods are procured or scheduled
to be replenished only at the point in time they are actually required, either for production or for
retail sales.

PART-B
2. a) Describe about the Hawthorne experiment
[8M]

2M for introduction to Hawthorne experiment:-

The Hawthorne studies, which were conducted by Elton Mayo and Fritz Roethlisberger in the
1920s with the workers at the Hawthorne plant of the Western Electric Company, were part of
an emphasis on socio-psychological aspects of human behavior in organizations.
3M for describing Hawthorne effect:-

4
The Hawthorne effect is a term referring to the tendency of some people to work harder and
perform better when they are participants in an experiment. Individuals may change their
behavior due to the attention they are receiving from researchers rather than because of any
manipulation of independent variables. In 1927, researchers were trying to determine the
optimal amount of lighting, temperature, and humidity for assembling electronic components at
Western Electric's Hawthorne plant. The results showed that lighting had no consistent effect on
production. Researchers were frustrated to discover that increasing light increased output, but
reducing light also increased output. The common factor, it seemed, was that something in the
work environment was changed, and that positive effects were then observed.

3M for findings of Hawthorne experiment:-

It took Elton Mayo some time to work through the results of his Hawthorne Experiments,
particularly the seemingly illogical results of the Relay Assembly room experiments. His
main conclusion was that the prevailing view of the time, that people went to work purely
for money and a living, was deeply flawed. Work was much more. It was first and foremost
a group activity in which other people and their behavior, be they colleagues, managers or
observers, affected how well people worked. People's morale and productivity were affected
not so much by the conditions in which they worked but by the recognition they received.
The rises in productivity in the Relay Assembly Room were achieved under the interested
eye of the observers not because the conditions made the workers feel good but because
the workers felt valued.

b) Explain the advantages and disadvantages of line and staff

organization.
[8M]

2M for elaborating the line and staff organization as below

Line and staff organization is a modification of line organization and it is more complex than line
organization. According to this administrative organization, specialized and supportive activities are
attached to the line of command by appointing staff supervisors and staff specialists who are attached to
the line authority. The power of command always remains with the line executives and staff supervisors
guide, advice and counsel the line executives. Personal Secretary to the Managing Director is a staff
official.
MANAGING DIRECTOR

Production Manager Marketing Manager Finance Manager

Plant Supervisor Market Supervisor Chief Assistant

5

Foreman Salesman Accountant

3M for describing the advantages of Line and staff organization as below:-

Advantages of Line and Staff Organization

1. Relief to line of executives- In a line and staff organization, the advice and counseling which is
provided to the line executives divides the work between the two. The line executive can
concentrate on the execution of plans and they get relieved of dividing their attention to many
areas.
2. Expert advice- The line and staff organization facilitates expert advice to the line executive at the
time of need. The planning and investigation which is related to different matters can be done by
the staff specialist and line officers can concentrate on execution of plans.

3. Benefit of Specialization- Line and staff through division of whole concern into two types of
authority divides the enterprise into parts and functional areas. This way every officer or official
can concentrate in its own area.

4. Better co-ordination- Line and staff organization through specialization is able to provide better
decision making and concentration remains in few hands. This feature helps in bringing co-
ordination in work as every official is concentrating in their own area.

5. Benefits of Research and Development- Through the advice of specialized staff, the line
executives, the line executives get time to execute plans by taking productive decisions which are
helpful for a concern. This gives a wide scope to the line executive to bring innovations and go for
research work in those areas. This is possible due to the presence of staff specialists.

6. Training- Due to the presence of staff specialists and their expert advice serves as ground for
training to line officials. Line executives can give due concentration to their decision making. This
in itself is a training ground for them.

7. Balanced decisions- The factor of specialization which is achieved by line staff helps in bringing
co-ordination. This relationship automatically ends up the line official to take better and balanced
decision.

8. Unity of action- Unity of action is a result of unified control. Control and its effectively take place
when co-ordination is present in the concern. In the line and staff authority all the officials have
got independence to make decisions. This serves as effective control in the whole enterprise.

3M for describing the disadvantages of Line and staff organization as below:-

Disadvantages of Line and Staff Organization

1. Lack of understanding- In a line and staff organization, there are two authority flowing at one
time. This results in the confusion between the two. As a result, the workers are not able to
understand as to who is their commanding authority. Hence the problem of understanding can be
a hurdle in effective running.
2. Lack of sound advice- The line official get used to the expertise advice of the staff. At times the
staff specialist also provide wrong decisions which the line executive have to consider. This can
affect the efficient running of the enterprise.

6
 3. Line and staff conflicts- Line and staff are two authorities which are flowing at the same time.
The factors of designations, status influence sentiments which are related to their relation, can
pose a distress on the minds of the employees. This leads to minimizing of co-ordination which
hampers a concerns working.

4. Costly- In line and staff concern, the concerns have to maintain the high remuneration of staff
specialist. This proves to be costly for a concern with limited finance.

5. Assumption of authority- The power of concern is with the line official but the staff dislikes it as
they are the one more in mental work.

6. Staff steals the show- In a line and staff concern, the higher returns are considered to be a
product of staff advice and counseling. The line officials feel dissatisfied and a feeling of distress
enters a concern. The satisfaction of line officials is very important for effective results.

3.a) Enumerate the advantages and disadvantages of Acceptance

sampling
[8M]
2Mfor defining the Acceptance sampling as below

Acceptance sampling is a major component of quality control and is useful when the cost of
testing is high compared to the cost of passing a defective item or when testing is destructive. It
is a compromise between doing 100% inspection and no inspection at all.
Procedure of Acceptance Sampling:
Process of acceptance sampling involves the following steps (Fig. 20.2)

2Mfor defining the Example of an attribute acceptance sampling as below

7
Example of an attribute acceptance sampling plan
For example, you receive a shipment of 10,000 microchips. You either cannot or do not want to inspect
the entire shipment. An attribute sampling plan can help you determine how many microchips you need
to examine (sample size) and how many defects are allowed in that sample (acceptance number).

In this case, suppose your acceptable quality level (AQL) is 1.5% and the rejectable quality level (RQL) is
5.0%, and you assume alpha = 0.05 and beta = 0.1. Minitab generates a sampling plan that indicates that
you need to inspect 206 chips. If 6 or less of the 206 inspected microchips are defective, you can accept
the entire shipment. If 7 or more chips are defective, you must reject the entire shipment.

2Mfor defining the Example of a variables acceptance sampling as below

Example of a variables acceptance sampling plan

For example, you receive shipments of 2500 plastic pipe segments each week and you need to verify that
the wall thickness measurements meet specifications. You either cannot or do not want to inspect the
entire shipment. A variables sampling plan can help you determine how many pipes you need to measure
(sample size) and the criteria for accepting or rejecting an entire lot (critical distance).

In this case, the lower specification for the wall thickness of the piping is 0.09". You and the supplier agree
that the acceptable quality level (AQL) is 100 defectives per million and the rejectable quality level (RQL) is
300 defectives per million, and you assume alpha = 0.05 and beta = 0.1. Minitab generates a sampling
plan that indicates that you need to measure 104 pipes and indicates that the critical distance is 3.5570.
You can use the accept/reject tool in Minitab to indicate whether a shipment should be accepted or
rejected.

2Mfor Advantages and disadvantages of acceptance sampling as below

Advantages of Acceptance sampling:-

(i) Items of destructive nature during inspection can be inspected by sampling only.

(ii) Economy of time and money in comparison to 100% inspection.

(iii) Problem of inspection fatigue occurring in 100% inspection is eliminated.

(iv) Small inspection staff required.

(v) Due to quick inspection, scheduling and delivery times are improved.

(vi) Can exert more effective pressure on quality improvement than the rejection of individual
items.

8
Disadvantages of acceptance sampling:-

Since the conclusion is based on a sample, there is always some likelihood or risk of making
wrong inference about the quality of the lot. This is termed as producers risk or consumers risk.

The success of the scheme depends on randomness of samples, quality characteristics to be

tested, lot size, acceptance criteria etc.

b) Below given is the information about the seat covers used

by a car shop:
[8M]
Unit price = Rs. 500
Annual demand= 5000units
Storage cost = 5% per annum
Cost of placing an order=Rs.50
Interest rate=10%
Find the number of orders to be placed and also calculate the
EOQ.

4Mfor EOQ calculation

2 AO
S= =
C
Where C = 0.1 percent of the unit price of seat cover (i.e., 10 per cent of Rs.500).

2 AO
S=
C
2 X 5000 X 5O
S= = 100
50
The Economic Order Quantity = 100 units
The number of orders to be placed during the year= Annual demand in units/EOQ in Units
= 5000/100= 50
In the above case the company has to place 50 orders to optimize its ordering and carrying
cost.

4. a) Describe the types of Channels of distribution

[8M]

4Mfor describing Channels of distribution with an example:-

9
A distribution channel is a chain of businesses or intermediaries through which a good or
service passes until it reaches the end consumer. It can include wholesalers, retailers,
distributors and even the internet itself.

4Mfor types of Channels of distribution:-

Manufacture (to) consumer

Manufacturer (to) wholesaler (to) consumer
Manufacturer (to) Retailer( to) consumer
Manufacturer (to) Wholesaler( to) Retailer (to) Consumer

.
b) Describe the human resource management in the context of
globalization. [8M]

2Mfor defining human resource management

10
Human resource management is the process of managing the human resources of an organization in
tune with the vision of the top management. In other words, it is through the human resources that the
management attempts to convert its vision and mission into action. HRM is a strategically driven process.
It represents an intensely unified and holistic approach. HRM directly addresses the business related
issues.

4Mfor describing human resource management functions

HRM functions include the following

Empowering employees and institutionalizing the employee involvement
Focusing on productivity and team building
Developing flatter organizational structure
Developing a more people sensitive management style and organizational culture
Developing human resource information systems
Strengthening of organizational communications
Evaluating self-appraisal and providing feedback

2Mfor describing human resource management in the context of Globalization:-

Several key factors make Global HRM different from domestic management:
i. Different labor markets
ii. Mobility problems: legal, economic, cultural barriers
iii. Different management styles
iv. Varied compensation practices
v. Labor laws.
Global HRM is concerned with
Equipping the available staff in terms of necessary language and skill requirements
Modifying the management practices to accommodate the varying interests of a diverse work
group.
Meeting technology changes through adequate training and development
Minimizing conflict through defined policies and procedures.

5.a) Explain the various event time estimates? [8M]

2Mfor introduction of event time estimates as below

Introduction
Before any activity begins related to the work of a project, every project requires an advanced,
accurate time estimate. Without an accurate estimate, no project can be completed within the budget
and the target completion date. Developing an estimate is a complex task. If the project is large and
has many stakeholders, things can be more complex. Therefore, there have been many initiatives to
come up with different techniques for estimation phase of the project in order to make the estimation
more accurate. PERT (Program Evaluation and Review Technique) is one of the successful and proven
methods among the many other techniques, such as, CPM, Function Point Counting, Top-Down
Estimating, WAVE, etc. PERT was initially created by the US Navy in the late 1950s. The pilot project

11
was for developing Ballistic Missiles and there have been thousands of contractors involved. After
PERT methodology was employed for this project, it actually ended two years ahead of its initial
schedule.

2Mfor describing the event time estimates with a diagram as below

The PERT Basics
In this map, a node represents each event. The activities are represented as arrows and
they are drawn from one event to another, based on the sequence. Next, the Earliest Time
(TE) and the Latest Time (TL) are figured for each activity and identify the slack time for
each activity. When it comes to deriving the estimates, the PERT model takes a statistical
route to do that. We will cover more on this in the next two sections. The following is an
example of PERT chart

3Mfor describing the three time estimates as below

The Three Chances

There are three estimation times involved in PERT; Optimistic Time Estimate (TOPT), Most Likely
Time Estimate (TLIKELY), and Pessimistic Time Estimate (TPESS).

In PERT, these three estimate times are derived for each activity. This way, a range of time is given
for each activity with the most probable value, TLIKELY.

Following are further details on each estimate:

1. TOPT
This is the fastest time an activity can be completed. For this, the assumption is made that all the
necessary resources are available and all predecessor activities are completed as planned.

12
2. TLIKELY
Most of the times, project managers are asked only to submit one estimate. In that case, this is the
estimate that goes to the upper management.

3. TPESS
This is the maximum time required to complete an activity. In this case, it is assumed that many
things go wrong related to the activity. A lot of rework and resource unavailability are assumed when
this estimation is derived.

1Mfor concluding remarks on time estimates as below

Conclusion
The best thing about PERT is its ability to integrate the uncertainty in project times
estimations into its methodology. It also makes use of many assumptions that can
accelerate or delay the project progress. Using PERT, project managers can have an idea of
the possible time variation for the deliveries and offer delivery dates to the client in a safer
manner.

b) What do you mean by crashing the network? Explain the

procedure of crashing
[8M]

4Mfor defining and explaining the Project Crashing as below

Project crashing is a method for shortening the project duration by reducing the time of
one (or more) of the critical project activities to less than its normal activity time. This
reduction in the normal activity time is referred to as crashing.

13
4Mfor explaining various approaches to the Project crashing as below

Crashing refers to a particular variety of project schedule compression which

is performed for the purposes of decreasing total period of time (also known
as the total project schedule duration). The diminishing of the project
duration typically take place after a careful and thorough analysis of all
possible project duration minimization alternatives in which any and all
methods to attain the maximum schedule duration for the least additional
cost.

There are a number of standard and typical approaches to attempting to

crash a project schedule. One of the most commonly utilized methods of
crashing a project schedule involves minimizing the schedule activity
durations while, at the same time, increasing the assignment of resources on
schedule activities. Crashing is something which can be utilized to attempt
to get the most value out of a project assignment. Essentially, it boils down

14
to an attempt to get the most productivity out of the least time and expense.
Crashing is also similar to schedule compression as well as schedule fast
tracking.

6. a) Describe the stages in strategy formulation and

implementation [8M]

2M for explaining the strategy formulation as below

A strategy is a broad plan developed by an organization to take it from where it is to

where it wants to be. A well-designed strategy will help an organization reach its
maximum level of effectiveness in reaching its goals while constantly allowing it to
monitor its environment to adapt the strategy as necessary. Strategy formulation is
the process of developing the strategy.

6M for explaining the stages in strategy formulation and implementation as below

The process of formulating the strategy and its implementation includes the following stages
a. Identification of mission and objectives
b. Environmental scanning
c. Generic strategy alternatives
d. Strategy variations
e. Strategy choice
f. Allocation of resources and formulation of organizational structure
g. Formulation of plans, policies, programmes, and administration
h. Evaluation and control

Strategic Planning Process diagram

15
b) Discuss the internal environment to determine the strengths and
weaknesses?
[8M]

4M for explaining the internal environment analysis as below

The internal analysis of your organization should include its culture, expertise, resources, and
unique qualities within the market place. The extent to which your organization could adapt to
changing circumstances is also a factor that needs to be considered.

Within the broad area of 'culture' you should consider the different aspects of your organization's ethos, beliefs,
and public image, and structure.

SWOT analysis is an acronym for strengths, weaknesses, opportunities, and threats and is a structured
planning method that evaluates those four elements of an organization, project or business venture. A
SWOT analysis can be carried out for a company, product, place, industry, or person. It involves
specifying the objective of the business venture or project and identifying the internal and external factors
that are favorable and unfavorable to achieve that objective The degree to which the internal environment
of the firm matches with the external environment is expressed by the concept of strategic fit.

4M for explaining the strength and weaknesses of internal factors of SWOT analysis

Analysis may view the internal factors as strengths or as weaknesses depending upon their effect on the
organization's objectives. What may represent strengths with respect to one objective may be
weaknesses (distractions, competition) for another objective. The factors may include all of the 4Ps as
well as personnel, finance, manufacturing capabilities, and so on.

Strengths
A 'strength' is something that has a positive implication. It adds value, or offers your organization
a competitive advantage. Strengths include tangible assets such as available capital, equipment,
credit, established and loyal customers, existing channels of distribution, copyrighted materials,
patents, information and processing systems, and other valuable resources.

16
Certain teams may have specialist or unique knowledge, education, credentials, contacts, reputations, or
backgrounds that provide a competitive advantage or add value to your product or service.

However you judge the responses to these questions it must be from the perspective of your operating
environment and not from an internal aspect. For example, if 'guaranteed next day delivery' is the norm within
your industry then this cannot really be considered a strength because your customers would expect it. On the
other hand, if 'guaranteed next day delivery' is not normal in your industry then it could legitimately be classified
as strength.

Weaknesses
These are the characteristics of your product or service that are detrimental to growth.
Weaknesses are those things that detract from the value of your offering or place you at a
disadvantage when compared with your competitors.

An obvious weakness would be an unsuitable location for your organization. For example,
You are located in the north of the country but 85% of your customers are in the south. This means that not
only are your distribution costs significantly higher than some of your competitors but you are unable to offer
guaranteed next day delivery in line with your competition.

17
Factors that are identified as weaknesses can often be remedied with suitable investment or restructuring. In
the example above, it might be possible to relocate the business or set up a distribution center in the south of
the country, but both of these things would require changes to the way the business currently operates.

Many organizations use a simple matrix to compare the importance and significance of each of its strengths
and weaknesses, referred to as a Performance-Importance Matrix. The level of importance is often simply
shown as high, medium, or low, with the degree of significance rated as key, significant, minor, or neutral.
Those items you identify as being both important to your success and show a low performance for the
organization are the factors your strategy should be addressing.

-------------------------------------------------------------------------------------------------------------
7. Define supply chain management. Explain its functions
[16M]

4M for enlisting & explaining End User Computing:-

Supply-chain management has been defined as the "design, planning, execution, control, and monitoring of
supply chain activities with the objective of creating net value, building a competitive infrastructure, leveraging
worldwide logistics, synchronizing supply with demand and measuring performance globally."

Supply chain management (SCM), the management of the flow of goods and services involves the movement
and storage of raw materials, of work-in-process inventory, and of finished goods from point of origin to point of
consumption. Interconnected or interlinked networks, channels and node businesses combine in the provision
of products and services required by end customers in a supply chain.

18
 8M for Explaining the functions of supply chain management:-

Supply chain refers to all the facilities and processes used in supply of goods and services; from
procurement of raw material, through manufacturing operations, up to delivery to final user, and
supply chain management (SCM) refers to Management of all operations within a company
impacting and interfacing other sections of the supply chain to improve entire supply chain
performance.

The main functions and components of SCM include:

Defining business boundaries and relationships

Managing demand and supply

Logistics

Purchasing

Selling system interface

Manufacturing system interface

Product design interface

4M for Explaining the importance of supply chain management:-

19
Supply Chain Strategies are the critical backbone to Business Organizations today. Effective Market coverage,
Availability of Products at locations that hold the key to revenue recognition depends upon the effectiveness of
Supply Chain Strategy rolled out. Very simply stated, when a product is introduced in the market and advertised, the
entire market in the country and all the sales counters need to have the product where the customer can buy and
take delivery. Any glitch in the product not being available at the right time can result in the drop in customer interest
and demand which can be disastrous. Transportation network design and management assume importance to
support sales and marketing strategy.

Inventory control and inventory visibility are two very critical elements in any operations for these are the cost drivers
and directly impact the bottom lines on the balance sheet. Inventory means value and is an asset to the company.
Every business has a standard for inventory turnaround that is optimum for the business. Inventory turnaround refers
to the number of times the inventory is sold and replaced over a period of twelve months. The health of the inventory
turn relates to the health of business.

In a global scenario, the finished goods inventory is held at many locations and distribution centers, managed by third
parties. A lot of inventory would also be in the pipeline in transportation, besides the inventory with distributors and
retail stocking points. Since any loss of inventory anywhere in the supply chain would result in loss of value, effective
control of inventory and visibility of inventory gains importance as a key factor of Supply Chain Management function.

2M for enlisting & explaining End User Computing with diagram:-

4M for application End User Computing:-

Application of EUC
Service Desk Global Service Desk handling 10mn trouble tickets and 7mn service desk calls
per annum in 20 languages. 17 Global delivery centers spread across the world with 7 near shore
centers
Client Application Management services Deliver Application Packaging, Imaging, Software
Distribution and Patch Management services in a centralized factory construct. 5000+
Applications packaged and distributed annually.

20
 Messaging & Collaboration Services Build, operate and provide professional services on
email and collaboration platforms like Microsoft Exchange, IBM Lotus Notes. Monitor and support
more than 800,000 mailboxes globally
Asset Management Provide a complete Asset Management Lifecycle service right from
ordering to ongoing management and tracking of client assets.
Client Support Services Provide onsite support for Desktops, Laptops, Printers, Handheld
devices at client locations spread globally. Global Network of Client support specialists supporting
approximately 3 million client devices distributed globally.
Infrastructure Application Build and Manage Infrastructure Applications in customer
environments. These services include Directory Services, File and Print services, Remote Access
Management, Application delivery using Citirix, Microsoft App-V etc.

2M Examples for End User Computing:-

Fourth Generation Programming Languages These languages allow users to develop their own computer programs
and even link a series of them together to form a small system. These languages can be run on most types of
computer.
There are many classes of fourth generation languages: query language/report writers graphics languages
statistical analysis packages decision support/financial modeling tools
Office Automation
Presentation graphics
Spread sheets
SQL
Email
Database PIM

Summary
PART-A PART-B
Q MARKS Q MARKS Q MARKS Q MARKS
# # # #
1A 4 2A 8 4A 8 7 16
1B 4 2B 8 4B 8
1C 3 5A 8

1 4 3A 8 5B 8
D
1E 4 3B 8 6A 8

1F 3 6B 8

*as per the detailed plan above Puttu Guru

Prasad
S&H DEPT
VASIREDDY VENKATADRI INSTITUTE OF TECHNOLOGY (BQ)-NAMBUR
807 444 95 39
puttuguru@vvit.net
puttuvvit@gmail.com

21