Institute of Management & Research, Ghaziabad

End term Examination, May 2014

!G"M #emester 4
th

#ub$ect% &eam 'ui(ding & )eadershi*
Max+ Mar,s% -0 &ime% . hrs
Instructions:
The question paper consists of three (03) sections. All sections are compulsory.
Section A comprises of 5 short answer questions. Attempt all questions and each question carries mar!s. (5" mar!s)
Section # comprises of 05 questions and you are required to attempt any 0$ questions. %ach question carries &0 mar!s. ($ "&0
mar!s)
Section ' is a case study and carries 0 mar!s.
#ection /0
11+ 2rite short notes on the fo((o3ing%/
1. Nominal group technique
2. Evaluation apprehension
3. Transactional leadership
4. Interest group
5. Social loafing
#ection 4'
2. !escri"e the roles of communication s#stems$ tas% structure$ team si&e$ and team composition in virtual team effectiveness.
3. 'hat is team "uilding( )o* can individuals "e developed in to effective team pla#ers.
4. +eadership is the driving force *hich gets things done "# others., E-amine this statement.
5. Identif# the leadership st#les descri"ing the situations under *hich each st#le is useful. 'hat factors influence the choice of leadership
st#le(
.. / it is through grapevine that informal leaders secure a role in the organi&ation that is not al*a#s reflected in the organi&ation chart.,
E-plain this statement and give merits and demerits of grapevine.
#ection 45
0 Sr. !esign Engineer$ 0sho% 1illai *as transferred to Te-tile !#eing 2nit in 3ardhman Te-o%nit 1vt. +td. as a 4anager 51roduction6. )e
*as finding managing *or%men in the unit increasingl# difficult. There *ere 45 *or%men under him. These *or%men *ere from different
states. 7n one hand he *as finding and e-periencing difficult# in communicating *ith them *hich resulted in mista%es in issuance of
instructions "# him to the *or%men and consequent pro"lems on the production front and loss of production due to lo* morale. Secondl#
due to improper communication "et*een 0sho% 1illai as 4anager and *or%men as Su"ordinates$ various misconducts li%e late coming$
insu"ordination$ dela# in e-ecution$ *rongful e-ecution$ a"sence$ indiscipline etc. started ta%ing place. 8omplaints of 0sho%9s inefficienc#
reached his
"oss. :ecause of his miscommunication and inappropriate language used$ some *or%ers got provo%ed$ and too% the matter to the *or%er9s
union. The union issued a notice to the 4anagement for removal of 4r. 1illai on the grounds of intimidating "ehaviour. )e realised that if
he had to manage his *or%;front and remain in control$ he had to quic%l# ta%e some corrective steps.
The management as%ed the <eneral 4anager 4r. Naveen Srivastava to immediatel# loo% into the matter and sort out the issue at the
earliest. 4r. Srivastava called 4r. 0sho% and *anted a full account of *hat had happened. 'hen 0sho% e-plained$ 4r. Srivastava could
see that a num"er of factors *ere responsi"le for misunderstanding$ li%e use of ver# strong *ords sometimes amounting to foul language$
not "eing a"le to communicate appropriatel# "oth orall# and=or through *ritten 7ffice 4emorandums$ poor listening ha"it$ impatience and
ver# offensive "od# language. 'henever he *ent to give instructions to *or%men$ his facial e-pression *ould "e stern$ his tone and voice
qualit# ver# aggressive$ his "ehaviour ver# rude and he *ould stand ver# close *ith red "lear# e#es$ and shoot instructions using a high
pitched voice. 0ll this created a ver# dramatic frightening impact on the *or%men resulting in lo*ering their morale.
>. 'hat corrective steps should "e ta%en "# 0sho% 1illai to ma%e his "ehaviour
more positive(
?. 'hat steps should 4anagement ta%e to "ring the *or%men9s unrest under control(
@. 'hat do #ou perceive as "arriers to effective communication in the case( Identif#.
Institute of Management & Research, Ghaziabad
End term Examination, May 2014
!G"M #emester 4
th

#ub$ect% &eam 'ui(ding & )eadershi*
Max+ Mar,s% -0 &ime% . hrs
Instructions:
The question paper consists of three (03) sections. All sections are compulsory.
Section A comprises of 5 short answer questions. Attempt all questions and each question carries mar!s. (5" mar!s)
Section # comprises of 05 questions and you are required to attempt any 0$ questions. %ach question carries &0 mar!s. ($ "&0
mar!s)
Section ' is a case study and carries 0 mar!s.
#ection /0
11+ 2rite short notes on the fo((o3ing%/
1. 8onstructive conflict
2. <roup polari&ation
3. !elphi method
4. Team d#namics
5. Aole am"iguit#
#ection 4'
2 E-plain the 1unctuated Equili"rium 4odel. 'hat are the implications of this model(
3.)o* is a team different from a *or%group( !iscuss various t#pes of teams and descri"e the stage in life c#cle of a team.
4. /<ood leadership is an integral part of effective direction of human resources., !iscuss$ "ringing out clearl# the qualities of an
effective leader.
5. 'hat is central theme of contingenc# theor# of leadership( E-plain fiedlerBs model of leadership(
.. E-plain the stages of organi&ational transformation and state the role of leader at each stage.
#ection 45
4r. 0Cit has "een *or%ing *ith viCa# industries for the last 12 #ears. 'hen he Coined this organi&ation$ he put his *hole;hearted
efforts in contri"uting the ma-imum to*ards his allotted assignment and earned lot of commendation in the "eginning.InfactD he *as
a*arded a lot of appreciation letters for completing the challenging Co"s and *as %no*n as a high performer. This *ent on for quite a
num"er of #ears and 4r. 0Cit *as never found lac%ing in potentialit# and enthusiasm for doing more and more *or% to*ards the
achievement of organi&ation o"Cectives.Infact$ he has "een the one *ho %ne* his priorities of *or% and dealt *ith them s#stematicall#. )e
has "een %no*n$ for his silent maCest# and for his cooperative nature. +ast #ear 4r. 0Cit *as put in to peculiar situation in;as;much as that
he got a ne* "oss and as it often happens$ the mediocres *ho *ere all the time in search of moments for letting do*n 4r. E0CeetB had their
da#. The ne* "oss had the *ea%ness of getting feed"ac%$ right or *rong$ and *as in the ha"it of encouraging "ac%;"iting. Such persons
had no other contri"ution e-cept "ac% "iting. This resulted in vitiating the organi&ational Fclimate.
4r. 0Cit continued to do his "est in spite of ne* odds. )e has since "een communicated adverse remar%s that he can not get
along*ith his colleagues. )is overall rating *as also found as E0verageB. 4r. 0Cit simpl# gets stunned and goes to the ne* "oss to %no*
as to *here e has "een lac%ing. )e *as right in sa#ing that in the event of an#thing found contrar# against him $ he should have "een told
*ell in advance. This *ould have given him an opportunit# to set right his *ea%ness$ if an#. )is ne* "oss did not listen to him. 4r. 0Cit is
thin%ing of leaving his present Co" out of sheer frustration.
>. Identif# the issue involved in this case(
?. Is it the right step "# 4r. 0Cit to resign from the organi&ation(
@. E-amine criticall# the role of the ne* "oss(
Institute of Management & Research, Ghaziabad
End term Examination, May 2014
!G"M #emester 4
th
#ub$ect% #trategic Management
Max+ Mar,s% -0 &ime% . hrs
Instructions:
The question paper consists of three (03) sections. All sections are compulsory.
Section A comprises of 5 short answer questions. Attempt all questions and each question carries mar!s. (5" mar!s)
Section # comprises of 05 questions and you are required to attempt any 0$ questions. %ach question carries &0 mar!s. ($ "&0
mar!s)
Section ' is a case study and carries 0 mar!s.
#ection /0
11+ 2rite short notes on the fo((o3ing%/
1. 8ompetitive overcro*ding
2. 3irtual organi&ation
3. )arvesting and retrenchment strateg#
4. 8orporate culture
5. Strategic control
#ection /'
2. 9In the ne* econom#$ strategic alliances ena"le "usiness to gain competitive advantage
through access to a partner9s resources9. :ased on the statement discuss in "rief the
t#pes and "enefits of strategic alliances
3. E-plain the relationship "et*een corporate level strateg#$ "usiness unit strateg# and
functional strateg#. )o* are these strategies different from each other( E-plain *ith
the help of e-amples.
4.'rite short notes on an# t*o of the follo*ingG
5a6 Shell9s !irectional 1olic# 4atri-
5"6 4other ; !aughter T#pe structure
5c6 :usiness 1ortfolio 0nal#%s

5. :riefl# e-plain 90nsoff9s 1roduct 4ar%et E-pansion <rid9$ as a useful tool in discovering 25
gro*th opportunities.
.. :riefl# discuss the process of strateg#
5a6 Hor a Single :usiness 2nit 5S:26
5"6 Hor a 4ultiple :usiness 2nits. Illustrate #our ans*er *ith the help of e-amples
#ection /5
Aead the follo*ing illustration and ans*er the questions given at the endG
0gilit# through outsourcing *ith :ritish Telecom :ritish Telecom 5:T6 promotes its outsourcing "usiness *ith the strap;line 90gilit#
through 7utsourcing9. 4an# organi&ations "oth in the pu"lic and private sector have revie*ed their internal processes and found that the#
lac% the necessar# resources to meet the increasing challenges put on them "# changing demands of their customers... The# have turned to
companies *hose core competences fill the gaps in their internal structure. The# hand over the running of *hole "usiness functions$ such
as pa#roll or training$ gaining the e-pertise the# need to meet that step change requirement forced on them "# the e-pectations of their
customers$ "ut at a predicta"le cost.

:T offers its clients the opportunit# to outsource its information$ communication and technolog# 5I8T6 functions to provide them *ith
9freedom from technolog#BG 4a%ing an investment in technolog# requires a great deal of e-pert %no*ledge to ensure that it "ecomes an
ena"ler for "usiness rather than a "arrier to it. 7ften organi&ations find the# don9t have that e-pertise in ; house. The solution is either
"u#ing that e-pertise in$ further raising the level of investment$ or handing over the responsi"ilit# of managing their I8T s#stems to a third
part# li%e :T that has the relevant s%ills at its core
.
:T has such s%ills$ it argues$ "ecause in its o*n transformation from a pu"lic sector organi&ation to a private compan#$ it placed I8T
processes and management at its core$ reducing its o*n cost "ase and focusing on competitive advantage and customer care "# aligning its
people$ processes and technolog#. The result is that it "elieves it can offer aG Totall# integrated approach to IT infrastructure$ soft*are
s#stems and applications *hich ena"les us to manage more effectivel# on "ehalf of our customers... :T can ta%e some or all of the
operational responsi"ilit# on "ehalf of the clients9 I8T departments. 'e are a"le to provide a customi&ed communication service that
involves ta%ing over the customer9s e-isting net*or%$ including services from other carriers. 0ll solutions are tailored to meet the
speciali&ed needs of each customer... our services *ill go to the
e-tent of transferring assets including staffing resources. 'e "u# the assets from our customers that *e need to serve their top technolog#
needs. 0s a result the# get a capital inCection "# removing those assets from the "alance sheet... these organi&ations can then plough the
mone# the# saved into products that "enefit their core competences$ focused on giving a high qualit# service to their customers.
:T suggests further "enefits to potential clients. Its services G <reatl# "enefit organi&ations that have a specific process or service$ *hich
depends greatl# on leading edge technolog#$ "ut for *hich there is little in;house e-pertise. The "enefits includeG
I 0chieving costs savings and predicta"le costs$ improving piece of mind through
reduced ris%.
I <ain access to funds *hich other*ise *ould not "e availa"le for potential large
scale proCects.
I Aeduce the ris% of "usiness change "# involving economies of scale from :T.
I Increased agilit# to reach ne* mar%ets or ne* geographies.
I Increased agilit# to change #our "usiness in line *ith changes in the environment.
I Ta%e advantage of access to resources in e-pertise not availa"le internall#.
I Improve access to technolog#$ innovation and scarce technical s%ills.
I Aeduce management overheads and supplier interfaces.
I 0chieve productivit# gains leading to lo*er costs.
>. 7ther than I8T$ *hat other areas of "usiness operations might "enefit from 7utsourcing( Specif# some of the "enefits
that might "e gained.
?. <iven the "enefits stated in this illustration *h# might "usinesses choose to %eep their I8T or other "usiness operations
in;house ( E-plain.
Institute of Management & Research, Ghaziabad
End term Examination, May 2014
!G"M #emester 4
th
#ub$ect% #trategic Management
Max+ Mar,s% -0 &ime% . hrs
Instructions:
The question paper consists of three (03) sections. All sections are compulsory.
Section A comprises of 5 short answer questions. Attempt all questions and each question carries mar!s. (5" mar!s)
Section # comprises of 05 questions and you are required to attempt any 0$ questions. %ach question carries &0 mar!s. ($ "&0
mar!s)
Section ' is a case study and carries 0 mar!s.
#ection /0
11+ 2rite short notes on the fo((o3ing%/
1. 8orporate Aestructuring
2. !ivestment strateg#
3. Succession planning
4. Intermediate structure
5. 7rgani&ation life c#cle
#ection /'
2. E-plain the process and importance of Turnaround Strateg#. Support #our ans*er *ith the help of e-amples.
3.'rite short notes onG
1. 8ritical success factor
2. :alanced Score card
4. 'hat do #ou understand "# 91roduct !ifferentiationB( !iscuss its relevance in the
1resent competitive environment.
5. 'rite a "rief note on the follo*ingG
5a6 Aole of cost in "usiness gro*th
5"6 8ost +eadership
.. :riefl# discuss the process of strateg#. 0lso e-plain the importance of evaluation and
control in strateg# ma%ing process.
#ection /5
2hir(*oo(6s "ramatic &urnaround &hrough Internationa(ization
)ome appliance ma%er 'hirlpool 8orporation$ headquartered in :enton )ar"or$4ichigan$ generated over J1@ "illion in annual sales in
2KK.$ an increase of 2. percent from the previous #ear. Le# factors influencing this performance include the acquisition of the 4a#tag
8orporation in 2KK. and an increased glo"al demand for its "rands and innovative products. !uring the ne-t several #ears$ the compan#
e-pects gro*th in 0sia and +atin 0merica to "e significantl# higher than in North 0merica and Europe.
'hirlpool emplo#s more than ?K$KKK emplo#ees in over .K manufacturing 0nd technolog# centers *orld *ide. The firm manufactures
*ashers$ dr#ers$ refrigerators$dish*ashers$ free&ers$ ranges$ compactors$ and micro*ave ovens in 13 countries and sells them in 1>K others
under "rand names such as 'hirlpoolD 4a#tag$ 4agic 8hef$ Menn;0ir$ 0mana$ Litchen0id$ Lenmore$ :rastemp$ and :au%necht.
'hirlpool generates almost .K percent of its sales from North 0merica$ 25 percent from Europe$
15 percent from +atin 0merica$ and Cust 2 percent from 0sia.
Internationa( Ex*ansion
0s the 2.S. appliance mar%et matured in the 1@@Ks$ 'hirlpool faced intense domestic competition and more demanding "u#ers$ resulting
in lo*er profit margins. 4ean*hile$ international mar%et trade "arriers fell$ consumer affluence gre*$ and capitalism flourished.
4anagement reali&ed that it could "est deal *ith these threats and opportunities "# underta%ing a s#stematic program of
internationali&ation. 0s a result$
'hirlpool engaged in a series of moves over the ne-t decade.
'hirlpool acquired the appliance "usiness of 1hilips in Europe$ .5 percent of Italian cooling compressor manufacturer 0spera$ and
purchased 1oland9s second largest appliance ma%er. In Eastern Europe$ 'hirlpool created su"sidiaries to sell and service appliances in
:ulgaria$ )ungar#$ Aomania$ Aussia$ Slova%ia$ and the 8&ech Aepu"lic.
In 8hina$ 'hirlpool formed a Coint venture to produce air conditioners and esta"lished a corporate headquarters and product
development=technolog# center in Shanghai. The compan# also opened regional offices in I;Iong Long$ Ne* !elhi$ and Singapore. In
4e-ico$ 'hirlpool acquired 3itromatic$ a former Coint venture partner in 4e-ico. It also developed lo*;cost versions of popular models to
target customers in lo*;income mar%ets in +atin 0merica$ 8hina$ and India.
Three factors have driven this glo"al e-pansion. Hirst$ 'hirlpool sought to reduce its costs of A N !$ manufacturing$ and service "#
locating plants and other operations in lo*er;cost locations such as 8hina$ 4e-ico$ and 1oland. Second$ flat to declining sales gro*th in
the 2nited States pressured management to target sales in ne* mar%ets a"road. Third$ 'hirlpool reali&ed the firm9s manufacturing and
assem"l# operations *ould "enefit from a more glo"al approach. 4anagement redesigned products *ith more standardi&ed parts and
ramped up mar%eting to ma%e 'hirlpool a glo"all# recogni&ed "rand. The compan# integrated the activities of regional su"sidiaries so that
'hirlpool9s most advanced e-pertise in appliance technolog#$ production$ and distri"ution could "e shared *ith the firm9s divisions *orld;
*ide
Inno7ation
'hirlpool conducted an internal critical assessment in the late 1@@Ks. It "ecame apparent that a consumer *al%ing into an# appliance store
an#*here in the *orld *ould *itness,sea of *hite, appliances *ith little differentiation$ even "et*een manufacturers. The industr#
"ecame %no*n as the O*hite goods "usiness.O 8onsumers perceived the products as commodities$ *hich offered little differential
advantage and commanded ever lo*er prices due to increasing competition.
In 1@@@$ 'hirlpool management launched a maCor campaign to differentiate the firm9s offerings "# emphasi&ing innovative$ value;added
products. In earl# 2KKK$ 'hirlpool enlisted >5 emplo#ees from almost ever# Co" classification and assigned them in groups to :enton
)ar"or$ Ital#$ and :ra&il. Training lasted nearl# a #ear and *as conducted "# an outside consulting group.
The ne-t step *as to get the rest of the glo"al *or%force involved. 'hirlpool esta"lished an intranet site and created a do;it;#ourself
course in innovation. Throughout 2KK1 and 2KK2 'hirlpool9s O%no*ledge managementO intranet site recorded up to 3KK$KKK hits per
month. The compan# esta"lished a rating s#stem to identif# high potential$ innovative ideas. Since 2KK3$ revenue has quadrupled annuall#.
'hirlpool estimates that the ne* appliances in development from this s#stem$ once mar%eted$ could produce J 3 "illion in annual sales$ up
from proCections of J 1.3 "illion in 2KK3.'hirlpool developed micro*ave ovens that can grill stea%s$ "a%e pi&&as$ or come in the form of a
dra*er that slides out for eas# access to large dishes. The firm invented a *asher *ith a "uilt;in sensor that detects the si&e of the load and
automaticall# pic%s the *ater level$ spin speed$ and t#pe of *ash c#cle$ essentiall# ma%ing all decisions for the user.
)oca( !references
8ross;regional AN! teams also colla"orate on innovations to adapt offerings to meet local demands in diverse international environments.
Hor e-ample$ due to ver# different climates$ Italians often line;dried their clothing$ *hile the !anes need to spin;dr# then clothes. 8apacit#
requirements var# greatl# for refrigerators. The Spanish care a"out capacit# for meats$ the :ritish *ant *ell;constructed units$ and the
Hrench are more concerned a"out the capacit# for %eeping fruits and vegeta"les fresh. <ermans are particularl# concerned a"out
environmental features$ *hile child safet# features are ver# important to the Italians. In India$ 'hirlpool developed a *ashing machine
that delivers a higher level of cleanliness for consumers *ho "elieve *hiteness of clothing e-presses purit#. The *asher9s gentle handscru"
movement and unique Ohot *ash. technolog#O ma-imi&e the effectiveness of laundr# detergent
. 'hirlpool has "enefited immensel# from international "usiness. The firm is a leading e-ample of ho* internationali&ation can revive
declining sales and optimi&e cost structures. It has developed international distri"ution that reduces e-penses$ leading to higher profits$ and
has positioned itself to challenge competitors on a glo"al scale. The firm has thrived through sensitivit# and commitment to consumers in
diverse cultural
and economic settings around the *orld.
Gro3ing 5om*etiti7e &hreat from 0broad
Pet not all is "right and spar%ling on 'hirlpool9s hori&on. )aier 8hina9s largest appliance ma%er$ esta"lished a production "ase and a
distri"ution center in South 8arolina in the 2nited States. The firm also "ought a si-;stor# landmar%. structure in Ne* Por%$ du""ed the
)aier :ulding$ to house its 2.S headquarters. The *orld9$ fifthlargest %itchen appliance ma%er$ )aier has captured nearl# 2K percent and 5K
percent of the mar%ets for *indo* air conditioners and small refrigerators$ respectivel# No* it is e-panding into full;si&e refrigerators$
)aier9s moves are especiall# trou"ling given. that 'hirlpool generates ver# little of its sales from 0sia$ the *orld9s most populous region$
*here )aier alread# has a strong presence.
Ironicall#$ )aier9s South 8arolina factor# is creating ne* Co"s in a state that *itnessed a mass e-odus of te-tile Co"s to factories in 8hina$
South 8arolina receives foreign direct investment from various countries and is home to four Mapanese and 1? European facilities. These
trends sho* that glo"ali&ation "oth "enefits and poses ne* threats to 'hirlpool9s international am"itions. 0s it struggles to remain a *orld;
class pla#er in a %e# industr#$ 'hirlpool faces ne* challenges. 4anagement *ants to e-pand sales in emerging mar%ets *hile
defending the home mar%et from glo"al rivals from 8hina and else*here. The firm see%s to continue to leverage and enCo# all the "enefits
of international "usiness.
-+ 2hat is the nature of 2hir(*oo(6s domestic and internationa( business en7ironments8 2hat ty*es of ris, does the firm face
8
9+ :o3 can 2hir(*oo( benefit from going internationa(8 2hat ty*es of ad7antages can the firm obtain8 2hat ad7antages
ac;uired abroad can he(* management im*ro7e 2hir(*oo(6s *erformance in its home mar,et8
<+ 2hat actions has 2hir(*oo( management ta,en to ensure that the firm succeeds in (oca( mar,ets throughout the 3or(d8 &o
3hat extent is the a**(iance business (oca(=regiona( rather than g(oba(8
10+ :o3 can 2hir(*oo( effecti7e(y com*ete 3ith ne3 ri7a(s originating from (o3cost countries, such as :aier from 5hina8 #hou(d
2hir(*oo(6s res*onse differ in its home and foreign mar,ets8 If so, ho38
Institute of Management & Research, Ghaziabad
End term Examination, May 2014
!G"M #emester 2nd
#ub$ect% 'usiness Research Methods
Max+ Mar,s% -0 &ime% . hrs
Instructions%
The question paper consists of three 5K36 sections. 0ll sections are compulsor#.
Section 0 comprises of 5 short ans*er questions. 0ttempt all questions and each question carries 2 mar%s.
55Q 2 mar%s6
Section : comprises of K5 questions and #ou are required to attempt an# K4 questions. Each question carries
1K mar%s. 54 Q1K mar%s6
Section 8 is a case stud# and carries 2K mar%s.
#ection /0
11+ 2rite short note on the fo((o3ings%/
1. S#ndicated data sources
2. +ongitudinal stud# design
3. 8ohort anal#sis
4. Non sampling error
5. +etter of authori&ation
#ection 4 '
.. !escri"e four t#pes of measurement vi& Nominal$ 7rdinal$ Interval and Aatio scale measurement. 1repare a set
of ten statements on a +i%ert9s scale to measure the customer satisfaction of :arista.
>. !escri"e in "rief$ the importance of editing$ coding$ classification$ ta"ulation and presentation of data in the
conte-t of a research stud#.
?. !istinguish "et*een pro"a"ilit# and non pro"a"ilit# sampling designs. !iscuss in depth one of the pro"a"ilit#
and one non pro"a"ilit# sampling design *ith the help of e-amples.
@.Tensile strength of car"on steel samples in %g *ait as recorded "# an operator is given "elo*G

15$ 2K$ 1?$ 1.$ 1>$ 21$ 2K$ 1@$ 1>$ 15
0t 5R level of significance find out *hether the mean "rea%ing strength of lot can "e considered 1? %g *eight.
#ection 45
The first motor car on the streets of India *as seen in 1@?@. then for the ne-t fift#;t*o #ears$ cars *ere imported to
satisf# domestic demand. :et*een 1@1K and 1@2K$ the automatic industr# made a hum"le "eginning "# setting;up
assem"l# plants in 4um"ai$ 8alcutta and 8hennai. In 1@4.$ 1remier 0utomo"iles +td. 510+6 manufactured the first
car in the countr# "# assem"ling E!odge !estoB and E1l#mouthB cars at its Lulra plant. )industan 4otors 5)46
started as a manufacturer of auto components and then graduated to manufacturing cars in 1@4@.
In 1@52$ the <7I set;up a tariff commission to devise regulation to develop indigenous automo"ile industr#. 0fter
the commission su"mitted its recommendations$ the <7I as%ed the assem"l# plants$ *hich did not have plants to
set;up manufacturing operations$ to shut their operations. 0s a result <eneral motors$ Hord and other assem"lers
closed operations in the countr#. It *as onl# in the mid of 1@?KBs that the car ma%ers *ere given a free hand to fi-
the price of cars$ thus$ a"olishing all controls relating to the pricing of the end products. 0 series of li"eral polic#
changes *ere announced ma%ing another turning point for the automo"ile industr#. Thereafter$ 4aruti 2d#og *as
the first compan# to enter the fra#.
The de;licensing of automo"ile industr# in 1@@3 opened the gates to host of international automa%ers. The
automo"ile sector e-perienced a sea change in the car segment *ith a num"er of foreign entrants li%e To#ata$
)onda$ Hord$ )#undai$ <4$ etc. Some of these companies have a local assem"l#. Indian companies li%e Tata$
4ahindra and 4ahindra$ )4 and 4aruti are "eing given a tough run for their mone# "# the foreign pla#ers. The
glo"al automa%ers li%e )onda$ Su&u%i$ <4 and )#undai$ have alread# lunched their premium S23s in the mar%et
to "roaden their portfolio and create product e-citements in the segment estimated at a"out 1K$KKK units annuall#.
Tata 4otorsB NanoB has also entered the fra# and is e-pected to "ring altogether a ne* revolution in the India car
mar%et.
8onsumer decision ma%ing has "ecome an increasingl# important research topic that spans man# different domains.
Scholars have "een *or%ing diligentl# to understand choice in the conte-t of purchase and consumption decisions.
No*$ the car mar%et in India is e-hi"iting "uo#anc#. The attitude that o*ing a car is e-pensive and it is a lu-ur#
item is slo*l# fading a*a# from the minds of middle class families. 0gain$ *ith the recent lunching of a small car
Nano$ in Mul# 2KK@ *hich is priced at around As. 1 +a%h it ma# "ring a ne* s*a# to the passenger car industr#.
8ar sales in India in 2KK5;K. *ere ?$?2$K@4 units against ?$2K$1>@ units in 2KK4;K5. the gro*th of domestic
passenger car mar%et *as >.5 percent. 8ar e-ports during 2KK5;K. stood at 1$>K$1@3 units against 1$.K$.>K units in
2KK4;K5. sales figure are e-pected to gro* for the ne-t 1K #ears. This ma%es India an e-tremel# attractive mar%et
for car giants.
The middle class is the one of the dominant segments in the Indian econom#. The# mostl# purchase cars in the
econom# segments 5up to As. K.456. :ased on the consumersB purchasing po*er the car mar%et is categori&ed into
small segment cars$ middle segment cars and lu-ur# cars. The "asic need here is that the various factors of customer
satisfaction for a car var# from segment;to;segment. :# %no*ing these factors$ the manufacturers can$ thus$ la#
more emphasis on improving the important varia"les to satisf# their customers and "roaden their customer "ase.
1K. 0s a mar%et researcher$ *ith a"ove information$ design a research stud# to identif# the important factors
5among different segments6 that are generall# motivating the customers *hile purchasing a car.
11. 7n the "asis of research design prepare an outline of a research report.
Institute of Management & Research, Ghaziabad
End term Examination, May 2014
!G"M #emester 2nd
#ub$ect% 'usiness Research Methods
Max+ Mar,s% -0 &ime% . hrs
Instructions%
The question paper consists of three 5K36 sections. 0ll sections are compulsor#.
Section 0 comprises of 5 short ans*er questions. 0ttempt all questions and each question carries 2 mar%s. 55Q 2
mar%s6
Section : comprises of K5 questions and #ou are required to attempt an# K4 questions. Each question carries 1K
mar%s. 54 Q1K mar%s6
Section 8 is a case stud# and carries 2K mar%s.
#ection /0
2rite short note on the fo((o3ings%/
1. 8ross sectional surve#
2. T*o tiered research design
3. Staple scale
4. 8luster sampling
5. +etter of transmittal
#ection 4 '
1>+ !efine research. 'hat are the different t#pes of research ( !istinguish "et*een E-plorator# and 8onclusive Aesearch.
1-. !iscuss *ith the help of e-amples various parts of a research report.
?. 'rite short notes on an# t*o of the follo*ingG
5a6 E-plorator# Aesearch
5"6 S#stematic Sampling !esign
5c6 0dvantages of sampling over complete enumeration
@. E-plain the meaning of anal#sis of variance. !escri"e "riefl# the technique of anal#sis of variance for one *a# and t*o
*a# classifications.
1K. It is desired to estimate the mean life time of a certain %ind of vacuum cleaner. <iven that the population standard
deviation S 32K da#s$ ho* large a sample is needed to "e a"le to assert *ith a confidence level of @.R that the mean of the
sample *ill differ from population mean "# less than 45 da#s.
#ection 45
7verall$ the consumer electronics industr# has recorded a gro*th of 1K;12 percent across all categories. 0ll consumer
electronics categories "# and large recorded health# gro*th$ *ith premium *ith +8! T3s gro*ing "# a strong 124R$ other
categories such as refrigerators and *ashing machine gre* "# >R. )ere again$ premium categories such as frost Ffree
refrigerators and full# automatic *ashing machines sho*ed higher gro*th than mass categories such as direct cool
refrigerators and semiautomatic *ashing machines. Same trend *as mirrored "# air conditioners$ *here split 08s led the
categor# gro*th. 0gainst the overall industr#Bs gro*th of 13R$ the split 08 categor# gre* "# over 12KR in 2KK?.
Some of the factors that contri"uted to higher gro*th in premium sector include the introduction of latest
technological innovations$ gro*ing design consciousness as *ell as increasing afforda"ilit#. 4an# manufacturers including
Samsung *or%ed on enhancing their reach in smaller :N 8 class cities as *ell.
In terms of consumer dura"les$ a trend that is gaining momentum is the move to*ards environment friendl# technolog#
and products. 0s far as home appliance products are concerned$ most manufacturers are *or%ing to*ards ma%ing their
products more and more energ# efficient. Even prior to the government ma%ing it mandator# for manufacturers to displa#
the star rating on products$ most manufacturers are displa#ing the star rating on their products such as refrigerators and
air; conditioners.
The move to*ards environment friendl# products is also manifesting itself in the form of environment friendl# materials.
0t Samsung$ mo"ile phones made from E"io plasticB natural material e-tracted from corn have "een launched. The ':
;51K mo"ile phone is a fine e-ample of the same. Similarl# at mo"ile *orld congress in :arcelona $ Samsung is launching
:lue Earth F Hirst solar po*ered full; touch screen phone. :# charging *ith solar panel located on the "ac% of the phone$
users can generate enough electronic po*er to call an#time an#*here.
:lue Earth is made from rec#cled plastic called 184$ *hich is e-tracted from *ater "ottles$ helping reduce fuel
consumption and car"on emission in the manufacturing process. The device$ including charger$ is free from harmful
su"stance such as "rominates flame retardants$ "er#llium and phthalate.
#(im Mode(s
'hile products are "ecoming more and more environment friendl#$ the# are also "ecoming more st#lish. even as consumers
are "ecoming increasingl# design conscious$ so are the products mirroring this trend. In case of form factor$ displa#s are
"ecoming flatter and slee%er. 0t the recentl# concluded 8ES sho*$ Samsung displa#ed itsB1B thic% plasma television.
+i%e*ise$ +E! T3s also enCo# a thic%ness of a little over E1B. 8loser home$ +8! monitors$+8! T3s and slim T3s are
gaining in consumer preference. Similarl#$ devices such as digital still cameras and camcorders are "ecoming slee%er and
compactD *all mounta"le :lu ra# pla#ers$ sound "ar home theatres Fall are here to sta#
"e7ice connecti7ity
8onnectivit# in devices is another trend that is here to sta# F+8! T3s *ith multiple )!4I inputs for connecting devices
li%e digital cameras = camcorders="lue ra# pla#ers are here to ma%e a consumers life simpler and richer. Similarl# in era of
digital convergence$ there are digital cameras *hich *or%s as storage devices$ have 413 pla#ersD voice recording and a host
of other features even as one has mo"ile phones that have features ranging from cameras and video recording$ to music and
movie pla#"ac% to <1S navigating apart from calling function.
The trends that are seen in India are no different from those "eing *itnessed in other parts of the *orld and given the fact that
the adoption of ne* technolog# is quite rapid here India *ill %eep pace *ith and sometimes even lead glo"al trends in terms
of technolog#$
11. !iscuss ho* #ou *ill identif# a pro"lem for research from the a"ovementioned matters(
12. 'hat *ill "e #our title of research(
13. 'hat are the o"Cectives #ou *ill finali&e for the stud#(
14. Is there an# possi"ilit# of formulating h#pothesis( If$ #es *hat are the#( If$ no$ *h#(
What are the steps involved in hypothesis Testing? What is the importance of this process?

2-Write short notes on any two of the following:
1- Measure of Dispersion
2- Mean Deviation
3- ivariate !nalysis and Multivariate !nalysis

?ou ha7e been assigned the tas, of measuring the $ob satisfaction of '(ue 5o((ar Em*(oyees in your
organization+ "esign a suitab(e ;uestionnaire to measure the same+