Managed By: TT1RI BHARI\T SAn lA (Regd.)NAAC Accreditation: 'A' Grade

Station Road, Datar Colony, Bhandup (East), Mumbai -400 042.Tel.: 2566 6691 /25662921 • Ernail : info@radav.org

o. :

~./I - EM - I

7.30 TO 10.00 A.M.

B.M.S. TIME TABLE

DATESUBJECTS

02/04/2016MA

BUSI ESS LAW 05/04/2016 PRINCIPLES or MARKETING MARKETI G MA AGEMI'; T

MA AGERIAL ECONOMICS - MA AGERIAL ECO OMICS-07/04/2016 11 1I

I3USI ESS ASP. I B & I

BUSI ESS STATISTIC

1 TRODUCTIO TOFINANCIAL ACCOUNTING

I TRODUCTIO TOCOMPUTERS - I

MRS~ALASRTVASTAVA

CO-ORDINATOR

12/04/2016 OB ANDHRM

CONSUMER BEHA VIOUR16/0412016 /RECRUITMENT AND

SELECTIOSTRATEGIC MANAGEMENT 1

20/04/2016 MOTIVATION AND STRATEGIC MANAGEMENTLEADERSHIP

MR. PADMAKAR MANE

VTCE PRl cn-xt,

S.Y.R.M.S. (SEM..III)(A.T.K.T.)

SUB ·ACOOUNTING FOR MANAGERIAL DECISIONSDate: O.~.04.20.1§

MARKS: 75 Dur tlon: 2% Hour

Q.l Attempt any TWO of the following: [15 Mark][7Y" Mark each]

() E' rplain nv~disi it guish betw en the Own Fund and LOClH Fund.(b) Explain the distinguish between Horizontal Pinancial Sh-lt ments

find Vertical Finan .ial Statements.(e) Write Ea note on : Manag sment Accounting,

Q.2 Attempt ny TWOoCthe Collowing: [15 Mark][7% Mark eaeb]

(a) From the following inforrnatior of ,JIlIn!5 Bond Cc, Ltd. as on S1!!1March, 2014, pr pare a '\()mmon~Bi~t! Slatem nt :

Balance She t a on 3111t M rch, 2014,.--'-~~.Liab'T te~ -~- ~, ~- " - -As -et~s-=-.~-=..--= '''---'--f'~'-----'--'-"- - . ~-.~. ~-'~-..~-' "'-' ~-.-~--~- ---"---_.__.._- ==----_ ...._.Equity Shar apital 2,00,000 Goodwill 1,30,000Pref r 'ne Share Machinery 70,000

Capital 3,00,000 Building 1,60,000General Reserve 40,000 GovernmentDeb ntures 1./)0;000 Securities (LongBills Peyable 60,000 term)Creditors ~30,OOO DebtorsTax Provision 20,000 StockOutstsndtnga SO,OOO Cash at B nk

Short TermInvestment

40,0001,20,000

80,0001,00,000

1,00,0008,00,000800000

._--=~~---=....~--=--=.-=.--~..-~---- - --------~------=- -------.--.---===-~-~=

(b) From the following Balance Sheet of Rarnesh Co. Ltd., prepareCorn oarative Balance Sheet as on 318t March 2014 :___.. .. .._ ._._.__.===, .. . 1

i billttel 2011 2012 Partlcu~ t••.......-~~=--~.-=t=., ..=.- ..~ .. -~----~-=..-.--- -.==~==,~ ... '===~===

~"~.J Share FmQ A!§Japitsl 2,00,000 3,00,000 Machinery

WPc'~eB and Building. rplus 1,50,000 1,00,000 Plant

~f~I1 e Shnre Landitalebentures

~::::I&...j:CreditorsayableOVerdraft

•.. ..-. . --- -=_._- ---,:===lars 2011 2012

~-,.--.~= .. ~-._ ... ._- ... =-- .-._--_..--.,,=~If!:

3,00,000 3,00,0002,00,000 1,00,000

BO,OOO 40,00020,000 1,60,000

4,00,000 5,00,000Ivable 2,00,000 2,00,000xps, 40,000 301000

40,000 40100012~80.00Q 13,70,000

--- ._-- , - . -" '" .--,-.~~

DebtorsBills RecePrepaid ECash~~~...-...+.~""':".""'~~

SYBMS / AMD /1

(c) From the following information or Muhuvir 'o. II~ OIl :ll" Mruvh,2014, you ar requir d to pr pure V('rlicnl Hnlnucc ,'ht'('1 :

Balance She-_.-._-----_. -- . - ---_._."---'-=-=.'

Liabilities~-====:~~"-.~--"''''''-'-''''-'--.

Share CapitalG neral Res rve11%, DebenturesBank LoanBank OverdraftSundry CreditorsProvlaion Ioi

TaxationBills Payable

t a on 3llt March, 2014t-- As t

~ ----- ---3,00,000 U()(Jtiwill

tu,OOO Lnnd l~, Ihdldillf',1,00,000 Plnn t

70,000 14'Ul'l1itllJ'('

40, 00 Trudc Investment0,000 Bills Rec ivable

Inventories10,0 0 Prep id Expos s0000

-,~0,000

1,60\0001,00,000J ,00,000

80,000,000

1,00,00010,000

6 10000 6 10000

Q.3 Attempt any TWOof the following:(7%

(a) rh~L!l!!~QQiB.lt;~~Qunts pfXYZ o',Lld. ure .sjvel:!....2.~lC2W:Li bill A e--==----- -- ~~ ,-. - - - -. --- ~-'~~=,=. ==+===:f~~

Equity Capital 1,0 ,000 LandPreference Share Plan t

Capital 50,000 Machinery10% Debentur s 50,000 StockRetained Earning 10,000 DebtorsCreditors 50)000 Ct\shBills Peyabl 10.000 Bills Receivable

00

acb]

From the'-followir1g infor'm;tion~ cfllcuft\te-:-"'=~=-(9.) Quick Ratio(b) Debt Equity Ratio(c) Current Ratio(cl) Equity Capital Ratio

(b) In order to increase sales from the normal level of~ 2,00,000 p.a.,the Finance Manager submits a proposal for Iiberaliaina er ditpolicy as under :

Normal Sal s ~ 2,00,000 p.a,___.__, ~ormi!Lq!'e_q.!tR :rioQ.._=19__~~~s .~~===-=.=.-===e====i

____: ~rop~!I~clQl:~.4.ii.~~~_u___ _ ~,elevan_t~or~~l ,,;;;;S=~~=9

15 days 2,10,00020 days 2,20,00025 daye 2,30,000

___________,~9dt!ys __ _. .. ,__=~~~_2J~Q~Q.~00~~~===..dThe P.V. Ratio of the company is 33.33%• The company expectsa pre-tax return of 20% of investment.Calculate the above four altcrnativ s and advise the management(assume 360 days it year).

SYBMS/AMD/2

Q.

Q,

•

(c) Write a short note on : Cash Budget iug.

Q.4 Attempt any TWO of the following: (15 Mllrk.](7Ya M rk ach]

(a) What is Working Capital? Explain typ ~8 or WOJ'kinll, 'lIplLll1.(b) Write 11 short note on. Opera Ling Cycle.(c) Write a short note on qualities of Mnnngt-nu-n: A .countnnt .

Q.5 Following is the informaticn of Profit [l,o LOHH AIr;, and Bnlance Sh t ofMicrosoft Co. Ltd. [IS]

..rx:ofl. ~.~._._~/~_(Q~_1l:!_u~_a..1'_."g.~.~~_~J~~14_~_h,_.~Qj1 ~- .._Particulars " Partloul ra ~

F-'T~:o=O·=·::··=p~=n=:"··ing . tock.=~-=··~3~6(r66(J~-BY"~Snles~·~ .--~-.-' -, ,00,66-0To Purchases 3,O(J,OOO By "'losing Sto .k 1,00,000To Direct Labour 50,000To Wages 30,000To Gas and Water 20,000To Gross Profit 1 70 000

6 00 000 6 00 000To Expenses 30,000 By (1 oss P oft 1,70,000To General Expenses 40,000To Provision for Tax 30,000To Proposed Dividend 20,000To Net Profit 50 000

1 70 000 1 70 000'=-==~~=. ~ ~..---.-.-.- - ..-- ..-----.-.-.---- --~=.'- _.._._.__._ __.._._._-= .._--.._--.. _._----_.--..--.--

B 1 Gh t 31 t M h 2011~~.'

eta~ •.

Machi

.I~._ an_oe_ .,·ee ~~0lL.~ 8~,~. ~~rc ~~-_ ..

_Li~~i1iti~s_._ Ass- _., .. .. _- .- .. 4_- - . ,., ..-.. - - ..__ .

Equity Share Capital 1,00,000 Plant andReserves 30,000 LandPreference Share Building

Capital 70jOOO CashDebentures 80,000 StockBills Payable 20,000

~

3.00.000-_.--- ..__ ... .. ..._'.'_ .. -- .. .. _ . -- _ .. ,--_. .. ...... __ ...--.

_J".:_-.:-- --'.- "--0.=...:'

~-..•....•.~ -_. -_ .. - ..

nery 1,00,0001,00,000

60,00020,00020,000

3,00,000H ••• __ • -" .. .- - . -- -. .__ ..,.

alculate the following ratios :) Fixed Assets Ratio) Current Ratio

Quick RatioDebtors Turnover RatioCreditors 'rurnover Ratio

tock Turnover RatioReturn on Capital Employed

SYBMS/AMD/3

( EM.III)(A.T.K.Tw)

DB : PRINOIPLE OF MARKETINGDate: 95.fiQ4.~

MARKS: 76 Dur tlon; 2% Hoursl!pt :All questions ar compulsory subje t to internal choic .

o.i An wer ny TWO: [1 ](a) Explain the meaning and featur s of marketing.(b) Explain Production and Marketing Concept.

(c) !1:xplnin th siguifl ian - of .ustorm r retention in marketing.

Q.2 An w r ny TWO: [1 ]() "Marketing and its environm nt are ins parable." Do you agre ?

Explain.

(b) Explain meaning and f ature of Marketing Research.

(0) Explain PltST IJUH11ysis.

Q.3 An w r ny TWO:

(a) What is marketing mix? Explain it featur 3.

(b) What at' th difle r in al promotion tools?(e) ~'xpluin stag .s in prc du .t life cycle,

[1 ]

An w r ny TWO: [ 5)

() "Marketing gm ntation i a. m ans and not the end in its 1£."

Explain th tatem n .

(b) E' pls in the meaning of pro due positioning with xample.

(c) l~~xpliin th • meaning and features of I~-Marketing.

c y : [15]r nown cl FM G ompany. It m rket --seor s of

~'~"'~W"'I..7 for daily us f o sume s. ,Th products > divid cl and

re-divided int maI1Y brand. As a r sult, the company now fa es the

br n multipli ation. It decid d to adopt power brands:rlatel~'· h id El w to brin . about a balance b stwe n ize and

Y MS/P M/l

- -_.-- . -~-.-- .-. - -- ="p -- ."-

growth. Over the y ars, the company had grown significantly in size.

It had began to fac a mark ting attack from small, more agile

cornpani '". Erand building is lik a relationship. The company hasto work at it round th y r.

Power brand trategy is on - in which every product in El

comp ny's range has Ha own brand name which functionsind pendently, unsupported by ith r the company's corporate brandor its oth r product brands. It is resour e intensive strategy

becaus each brand must b omm rcially promoted and legallyprot tcd. Thia strutcgy is l~" I mainly by manufacturers of

011. im ir oods.

A . a corre tive m easure, Nation 1 brought down its brand tomore manageabl numb rs. This strategy was lntroduc d to increa e

operational effici ncy and to con entrat 011 the promotional activiti sof th profit bl brands. It en ourag cl the onsumers to rnigr tefrom small r brands t th pow r brand .

-------- -- -==----- - ---- =~---- -~~.====Que tlona:() What is power brand strategy'?

(b) What fire the m rits of po 1V r brand strat gy?

(c) Wh -n would you advise company to adopt pow r

[ ]

[51brand

trategy?

SYBMS/IOM/2

S.Y.B.M.S. (SEM-III)(A.T.K.T.)

SUB: MANAGERIAL ECONOMICS -11Date: 07.04.2016

MARKS: 75 Duration: 2% Hours

Note: All questions are ompulsory.Figures to the right indic tc full mark

Q.l Answer any TWO of the following: [15](1) Elucidate the circular flow of income in a closed economy with

saving and investment.(2) Describe the concept of tr de .y 1 . Explain the different phases

of it.(3) Define Inflation. State the eff et of Inflation.

Q.2 Answer any TWO of the following: [15](1) Describe the importance 0 in a ional ade and domestic

trade.(2) Briefly explain with example the the ry of comparative costs.(3) Discuss the concept of dis-equilibrium of payment.

Q.3 Answer any TWO of the following: [15](1) Discuss the quantitative measures of the monetary policy.(2) Define IS curve. Explain the derivation of IS curve.(3) What is automatic stabilizer? State the importance of automatic

stabilizer in India.

Q.4 Answer any TWO of the following: [15](1) Discuss the impact agreements negotiated at the Uruguay

Round.(2) What is Foreign Exchange Rate? State the types of exchange

rates.(3) Discuss the favourable and unfavourable impact of WTO on

Indian economy.

Case Stud : 15The reasons for Indians recent slowdown are both external and

internal. The strong post financial crises stimulus led to stronger.~urt'h in 2009-10 and 2010-11. However, the boost to consumption

rith supply side constraints, led to higher inflation. Monetary- -as tightened. The consequent was slowdown, especially in

- 3. Has been across the board, without commensurate falls in- gate investment have led to a widening current account deficit

-holesale rice index WPI inflation has been comin down

SYBMSjMECOj 1

1

rj

"yItos'eleiO

:019

:1t

S.Y.B.M.S. (SEM-III) (A.T.K.T.)

SUB: ORGANIZATIONAL BEHAVIOUR AND HUMAN RESOURCEMANAGEMENT

Date: 12.04.2016MARKS: 75 Duration : 2Y2 Hours

Q.I Attempt any TWO: [15](1) Define OB. What are the different levels at which OB studies the

behaviour of people?(2) Explain the forces that affecnmodern organizations.(3) Discuss any two modern approaches to OB.

Q.II Attempt any TWO: [15](1) Explain meaning and functions of communication.(2) Discuss barriers to communication.(3) What are the different characteristics of learning organizations?

Q.III Attempt any TWO:(1) Explain meaning and objectives of HRM.(2) Explain the process of Human Resource Planning.(3) What are the objectives of HRD?

[15]

Q.IV Attempt any TWO: [15](1) Explain meaning and uses of Performance Appraisal.(2) Discuss the goals of wage and salary administration.(3) What are the different steps in the career planning process?

Q.V Case Stud : 15Shirley and Abdul both work for a software development

company. The manager of the new product division was originally theleader of a project team for which she interviewed and hired Abdul.Shirley, another project team member, also interviewed Abdul butstrongly opposed hiring him for the project because she thought hewas not competent to do the job.

Seven months after Abdul was hired, the manager left theproject to start her own company and recommended that Abdul andShirley serve as joint project leaders. Shirley agreed reluctantly -ith the stipulation that it be made clear she was not working for

. bdul. The General Manager consented; Shirley and Abdul were to4 are the project leadership.

Within a month, Shirley was angry because Abdul was. esenting himself to others as the leader of the entire project and

g the impression that Shirley was working for him. Now Shirley- . bdul are meetin with ou to see if ou can resolve the conflict

SYBMSjOBHRMj1

between them.Shirley says, "Right after the joint leadership agreement was

reached with the general manager, Abdul called a meeting of theproject team without even consulting me about the time or content.He just told me when it was being held and said I should be there. Atthe meeting, Abdul reviewed everyone's duties, line by line includingmine, treating me as a just another team member working for him.He sends out letters and signs himself as project director, whichobviously implies to others that I am working for him."

Abdul says : "Shirley is all hung up with feelings of power and. .

titles. Just because I sign myself as project director doesn't meanthat she is working for me. I don't see anything to get excited about.What differences does it make? She is too sensitive about everything.I call a meeting and right away she thinks I'm trying to runeverything. Shirley has other things to do - other project to run - soshe doesn't pay too much attention to this one. She mostly letsthings slide. But when I take the initiative to set up a meeting, shestarts jumping up and down about how I am trying to make her workfor me."

Put yourself as a mediator between Abdul and Shirley andanswer the followingquestions :(1) Are there general statements you can make about the overall

nature ofconflict between Abdul and Shirley?(2) What are the possible ways to deal with the conflict between

Abdul and Shirley?(3) What should have been done in the first place to avoid conflicts?

SYBMSjOBHRMj2

1

1

S.Y.B.M.S. (SEM-III)(A.T.K.T.)

SUB: CONSUMER BEHAVIOURDate: 16.04.2016

MARKS: 75 Duration: 2"12 Hours

Q.l Answer any TWO:(a) What is the importance of consumer behaviour?(b) What are the features of institutional consumers?(c) What are the factors affectin~ buyer behaviour?

[15]

Q.2 Answer any TWO:(a) Explain the characteristics of learning.(b) Define attitude and explain features of attitude.(c) Explain Maslow's need hierarchy theory.

[15]

Q.3 Answer any TWO: [15](a) Explain family life cycle in detail.(b) Explain the different types of reference group.(c) Explain the role of opinion leaders in diffusion of innovation and

in purchase process.

Q.4 Answer any TWO: [15](a) Explain in detail Howard Sheth model of consumer decision

making.(b) Discuss in detail adopter categories.(c) What are the disadvantages of online shopping?

Q.5 Case Study: [15]Discuss different buying roles in family decision making process forfollowing:(a) Car(b) Daily household items(c) Laptop

SYBMSjCBjl

S.Y.B.M.S. (SEM-III)(A.T.K.T.)

SUB: RECRUITMENT AND SELECTIONDate: 20.04.2016

MARKS: 75 Duration: 2% Hours

Q.l Answer in detail: (Any TWO) [15](1) Explain recruitment policy.(2) Discuss uses ofjob analysis.(3) Explain disadvantages of Job. Rotation Technique.

Q.2 Answer in detail: (Any TWO) [15](1) Explain internal method of recruitment.(2) Discuss modern trench of re-recruitment.(3) Discuss difference between recruitment and selection.

Q.3 Answer in detail: (Any TWO) [15](1) Explain steps in Selection Process.(2) Discuss role of organizational culture in orientation.(3) Discuss tips for an effective CV.

Q.4 Answer in detail: (Any TWO) [15](1) Explain characteristics of social skill.(2) Discuss interviewee's preparation for the interview.(3) Explain elements of email etiquette.

Q.5 Case Stud : 15Wardhaman Polymers Ltd. is in textile business for more than

20 years and boasts of loyal and skillful employees. The employeesare paid above industry standards and generally very productive.However, the changing market dynamics including increasingdemand and cost pressure .have compelled the top management tothink of automating certain processes. However, they need to assurethat this change is smooth and also, employees accept this changesmoothl .

(a) What is management problem and research problem in this case?(b) Design scale to measure attitude of the employee towards

organization and their readiness to accept the change.

SYBMSjR&Sj 1

S.Y.B.M.S. (SEM··III)(A.T.K.T.)

SUB: STRATEGIC MANAGEMENTDate :--18,Q1 26lQ,

MARKS: 75 ' 2b / Lt \ !(, Duration: 2% Hours

Note: For Q.Nos. 1,2,3 and 4, answer A+8 or B+C or A+C.For Q.No.5 (Case Study), answer all the questions.

Q.l (A) Briefly describe any five essentials of a Business Policy. [7%]

(B) What are the features or importance or significance of strategic

management? [77'2]

(C) What are the vanous features or characteristics of a Mission

Statement? [7%]

Q.2 (A) Describe any three factors which are part of the micro-

environment of a business on which a company should focus on.

[77'2]

(B) What is the role of the omp tit.ion III t d busu Cl •

enviroinment? [7Y: ]

(C) Describe briefly the 'Stability Strategy' and its three types. [77'2]

Q.3 (A) Briefly describe the Planning Model of Strategy Making and list

any three of its features. [77'2]

(B) Describe briefly the BCG Matrix. [77'2]

(C) Describe the Matrix organizational structure and list any two of

its advantages and disadvantages. [7%]

Q.4 (A) Explain briefly Intrinsic Motivation and Extrinsic Motivation. [7%]

(B) Describe the various non-monetary incentives which can make

an employee perform better. [7%]

(C) Describe briefly the concept of Bcnchrnarking. [7%]

Q.5 CASESTUDY: (Answer all the three questions)

Progressive Electronics IS engaged 111 the designing,

manufacturing and marketing of instruments like meters, oil pressure

SYBMSjSMj 1

gauges, etc. which are fitted into two or four wh clcrs. "heir l urrcnt

inve lment in assets is around Rs.8 crores and heir lust .ar

turnover was Rs.20 crores, just adequate enough to br ak ('11 The

company has been witne~sing over th last couple of year . fall in

their market share prices since many customers are swi ching over to

a new range of electronic instrument instead of the echanical

instruments which are made by Progr The

company has received a firm offer of cooperation from a competitor

who is similarly placed in respect of the product ranze. T e offer

implies the following:

(a) Transfer of the rnarrufa luring line from the eo or to

Progressive Electronics.

(b) Manufacture of mechanical instruments b Prozre SI e

Electronics for the competitor to the

brand name, and

(c) Marketing by the competitor.

The benefits that will accrue to Progressive Electronic \ ill be

better utilization of its installed capacity and appropriate financial

compensation for the manufacturing effort. The production manager

of Progressive Electronics has welcomed the proposal and points out

that it will enable the company to make profits. The sales manager is

doubtful about the same since the demand for mechanical

instruments is shrinking. The Chief Executive is studying the offer.

(A) What are the real issues before Progressive Electronics? [5]

(B) What are the advantages and disadvantages of Progressive

Electronics from the proposal put up by the competitor? [5]

(C) If you are the Chief Executive of Progressive Electronics, wh t

decision will you take? Give the reasons. [5]

SYBMSjSMj2

MARKS: 75

S.Y.B.M.S. (SEM-III)(A.T.K.T.)

: OIIVAIION AND LEADERSHIPDate :::-16.04.2016

"):() Duration : 2Y2 Hours

Q.l er in detail: (Any TWO)Explain tips to motivate the employees.

2) Discuss job characteristics model.(3) Explain valency - four drive theory.

[15]

Q.2 Answer in detail: (Any TWO) [15](1) Discuss measures for work life imbalance.(2) Explain the generation differences of work for balance.(3) Explain transformational style of leadership.

Q.3 Answer in detail: (Any TWO) [15](1) Explain leadership theories.(2) Discuss William Ovchi's Theory 2 of Motivation.(3) Discuss benefits of motivation to organization.

Q.4 Answer in detail: (Any TWO) [15](1) Explain characteristics of creative leaders.(2) Discuss organizational methods to enhance creativity.(3) Explain contemporary issues in leadership.

Q.5 Case Study: [15]AgriComp, a supplier of computer systems for farmers, has

surveyed its dealers on whether to change its procedure for settlingwarranty claim disputes. Currently, local dealers handle warrantyservices for customers via local repair followed by a reimbursementclaim to AgriComp. Denied claims follow an internal company appealprocess. Dealers have been complaining about the fairness of theappeal process and in a recent survey, were asked to respond to analternative process, an impartial mediator.

AgriComp sold computer systems to farmers, who used thesystems for such purposes as crop rotation planning and spreadsheetanalysis for financial planning. Many also used the systems toprovide remote access to agriculture-oriented databases, marketnews, and even weather information. The equipment was assembledat company headquarters in southern Minnesota. The software wasprovided by subcontractors but was distributed under AgriComp's

SYBMSjM&Lj1

name. Both the hardware and software were sold through some 350,affiliated dealers nationwide, 292 of whom had responded to Jody'ssurvey. It was relations with these dealers that concerned him. Thelocal dealers handled warranty service for AgriComp products. Whenhardware or software problems occurred, they arranged forappropriate repairs to be made locally and submitted vouchers toAgriComp headquarters in Minnesota. The headquarters staffreviewed the vouchers and issued reimbursement checks to thedealer. Occasionally, claims were denied when the staff found thatthe particular repair was not covered by the company's warranty orthe warranty had expired. In such cases, the dealer was more or lessstuck for the cost of the repairs, and this had caused occasional hardfeelings. The company had an internal appeals process for dealers tofollowto protest such denials but, at the last dealers' meeting, a lot ofgrumbling was heard about that process. More than one dealer hadsuggested that it was useless, as appeals were always denied. For thedealers, the costs of repairs might correspond to the profits on manysystems, so their concern was understandable.(a) What is management problem and research problem in this case?(b) What could be the role of qualitative and quantitative research in

the above case?

SYBMS/M&L/2

)

j