NMIMS solved assignment june 2019 solved assignments

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International HR Practices
1. ABC Ltd is an FMCG Company operating in India and you are planning to start the operations in South Africa. First problem you have, as an HR Manager, is to ensure that availability of skilled and able workforce in South Africa. What are your sources for the same and which one will you choose?
2. NITT is a leading IT Company in India and it is planning to expand its operations in Africa. The company has decided to send the expatriates from India to man important positions in the subsidiary in Africa. What selection criteria will you use for expatriate selection?
3. ADB is a Bank in India and it is planning an international expansion in China. One of the functions that ADB needs to deal with is International Staffing. With respect to this write a note on each of the following:
a. E Recruitment
b. Use of social networks

International Logistics & Supply Chain Management
1. An old Indian company is in the field of animal nutrition for the past 25 years and is wanting to grow its business in line with the global sector growth and business opportunities. It is exploring the international opportunities and had want to enter in Kazakhstan and Russia the Eurasian countries due to high potential for the nutrition business. Derive a strategic plan for logistics, supply chain and a business plan to succeed and establishing a strong foreign brand.
2. SG electronics is a German manufacturing and marketing company is into white goods mainly washing machines, refrigerators and sophisticated kitchen ware. What is the approach strategy that the company would employ for the successful launch of its products in the INDIAN market? Formulate a strategic logistics and SCM plan which makes the company a top brand in the Indian market which is crowded with international branks like LG, KENSTAR, BOSCH and SAMSUNG.
3. A beverage company named Gold spot drinks is in the Indian market for the past 15 years with is soft drink brand GOLD SPOT. It is a family owned strong brand with unstructured professional set up in place. Due to new government policy a foreign company ABC want to enter India by investing in the company and capitalise on the Gold spot brand and bring in its own brands into India.
a. What elements of importance ABC company should consider while doing so in the business approach, and the SCM strategies?
b. What kind of professional approach it need to locational planning, production planning and distribution set up to gain market entry PAN India and introduce its products along with the Gold spot?

Organisation Culture
1. Discuss briefly the culture of four different organisations based on the four quadrants (Incubator, Guided Missile, Family, and Eiffel Tower) of Trompenaars Model of Organisational Culture.
2. Ajay joined a start-up in the food business where he noticed that despite an amazing business model the company is not able to real good profits. He did a root cause analysis and found that the relationship with external stakeholders is not maintained and is grim. What steps shall Ajay follow in order to maintain a strong relationship with external stakeholders?
3. Jal Pvt Ltd. is an Indian organisation which is acquiring H2O a Finland based company. Rajat is the CEO of Jal and is very much worried as in his previous organisation he has seen M&A failing because the organisations were from two different cultures.
a. Is Rajat s apprehension right? What should be Rajat s role in a smooth amalgamation of two cultures?
b. Provide any other example where the M&A failed because of cultural incompatibility. Conclude by emphasizing the importance of culture in such a change.

Project Management
1. What is a project charter? Describe different components of project charter? What are the various elements and steps of project planning? Briefly mention about various project planning tools.
2. Discuss different steps and approaches involved in estimating time? Please explain in brief the different steps involved in the Critical Path Model as part of Project Scheduling.
3. a. What is earned value management? What are the four main earned value management forecasting formulas? Please describe them with equations
4. b. What is schedule compression? Elucidate the meaning of fast tracking and crashing the schedule? Highlight the differences between the two.

Strategic Financial Management
1. You are considering an investment project. The project has a life of three years.
Project Information:
Initial investment into a new machine, which would cost Rs.4,50,000.
Machine is to be depreciated to zero over three years (straight line depreciation) with no salvage value at the end.
Operating revenue is expected to be Rs. 6,00,000 per year.
Operating costs for raw materials expected to be Rs.3,00,000 per year.
Assume tax rate is 30% and the discount rate is 20%.
a. Compute after-tax cash flows every year.
b. Evaluate the project NPV. Would you accept the project? (10 Marks)
2. Compute the fair value of the following three stocks. Assume cost of equity to be 10%
Stock A is expected to pay a uniform dividend of Rs. 3.50 per share forever.
Stock B is expected to pay a dividend of Rs. 2.00 per share next year. Dividends are expected to grow at 5% YOY per year forever.
Stock C has paid a dividend of Rs. 2.50 per share in the current year. The dividend is expected to increase by Rs. 0.50 per year for the next three years. Thereafter, dividend is expected to remain constant.
3. Rate of return on treasury bills (risk-free short-term government papers) is around 6%. The expected rate of return on a market portfolio is 14%. Applying the capital asset pricing model (CAPM), answer the following:
a. What is the expected rate of return on a stock with a beta of 0? Is it a risk-free investment?
b. A stock currently trades at Rs. 60 per share. The stock is expected to pay a dividend of Rs. 5 per share next year and you expect to sell the share then for Rs. 65. You estimate the beta of the stock to be 0.8. Is the stock overpriced or underpriced?

Strategic HRM
1. Performance management system which is an alternative to management by objectives evaluates the performance of the employees in the job and analyses the areas of development. It also assesses the individual strengths and weaknesses of the employees in the job. Give example of one FMCG/banking organization you know of, that was able to evaluate the performance of an employee in alignment with the organizational objective. Evaluate and justify the complete process.
2. Critically assess how humour and simulation-based training can be used to motivate staff who are undertaking low skilled, repetitive, mundane and unsatisfying tasks. Give examples to support your narrative. Also share example from a manufacturing unit where humour-based training can be linked with the learning, reduced turnover, performance improvement and satisfaction of the employees. (10 Marks)
3. Cisco sources revealed that the company had a policy of attracting the top 10-15% people in the networking industry. It believed that if it could get the best people in the industry and retain them, it would remain the industry leader. According to Cisco s vision statement, Attracting, growing and retaining great talent is critical for sustaining Cisco s competitive advantage. Thus, effective recruitment was used as a powerful strategic weapon by the company. The company began to use revolutionary techniques like the build-the-buzz strategy, which was centred on the primary market for its products, i.e. the Internet. Cisco s recruiting team identified the candidates whom they felt the company should hire, and then figured out the way those potential candidates did their job hunting and designed hiring processes to attract them to the company. Cisco recruiters targeted even passive job seekers people who were happy and successful in their current jobs. Barbara Beck (Beck), Vice President, Human Resources said, The top 10% are not typically found in the first round of layoffs from other companies, and they usually aren t cruising through the want ads. Cisco changed the way it posted advertisements in newspapers. Instead of listing specific job openings, the company featured its Internet address in its ads and invited prospective candidates to apply. This move helped Cisco to direct all job seekers to its website where it could inexpensively post hundreds of openings and provide information regarding them. It also advertised its website in cyberspace to reach candidates who surfed the net from around the world. The company was thus able to monitor and measure its recruiting programs through the number of visits to its site. Since most people visited Cisco s website from their jobs, the company could identify their place of work. Cisco worked towards removing some of the frustration associated with applying for jobs. The company learned to attract happily employed people through focus groups. These focus groups targeted senior engineers and marketing professionals in other companies and found out how they spent their free time, the websites they visited and the how they felt about job hunting. These insights helped the recruiters. For example, it was found that most professionals like to watch movies in their free time, websites on corporate cartoon Dilbert were extremely popular and most professionals hated job hunting. Cisco, thus, linked its website to the Dilbert web page (www.dilbert.com), which registered around 2.5 million hits per day, mainly from engineers and Internet-savvy managers, it also bought space on websites like Travel Quest (www.travelquest.com), a reservation service provider. These steps turned Cisco s website into an extremely useful recruiting tool. The website also offered features through which applicants could fill their resumes online or create one with the help of Cisco s resume builder. In this way Cisco attracted active and passive job seekers. The focus group s exercise made Cisco realize that a candidate would approach the company if he had been informed by a friend about better opportunities at Cisco. This led to the launch of the friend s program in April 1996. Cisco also reached out to potential applicants through a variety of routes which were unusual in recruiting. It began frequenting art fairs, beer festivals and certain annual events in which people from Silicon Valley participated. These places proved to be very fruitful hunting venues as they attracted young achievers from various successful infotech companies. Cisco recruiters mingled with the crowd, collected business cards from prospective candidates and spoke to them informally about their careers. More than 1,000 Cisco employees volunteered for the Friends program, attracted by the referral fee, which started at $ 500 and a lottery ticket for a free trip to Hawaii for each prospect they befriended and who was ultimately hired. In this program, Cisco employees were matched up with people who approached the company as prospects and who shared similar backgrounds and skills. The Cisco employees then called the prospects to inform them in their own words about life at the company. Cisco advertised the friend s program in movie theatres in San Jose and received around 100 to 150 applications each week. By 1997, about one third of new recruitments were made through the Friends program. Cisco launched a tool called Profiler on the employment page of its website to accelerate and standardize online resume submission. The Profiler asked applicants to provide educational and employment information through appropriate selections from pull-down menus. Cisco also found that applicants and recruiters were not totally comfortable with, the time-consuming recruiting process. To speed up the hiring process, Cisco hired inhouse head hunters to identify qualified candidates for managers. After streamlining its recruitment policies, 1996, Cisco conducted an employee survey to find out how the new recruits felt on their first day at work. The survey showed that some new recruits felt lost on their first day - their phones did not work; their computers had no software and if it did they had no idea how to use it. It was also found that most of the employees did not get their email addresses for two weeks. To address the above problems, Cisco launched Fast Start, an employee orientation initiative. Cisco installed computer software, which tracked the hiring process and alerted the team about the new recruit s arrival. As a result, every recruit started with a fully functional workspace and a whole day of training in desktop tools. Cisco believed that its new recruitment philosophy should also be made a part of the overall corporate culture. By late 1999, Cisco s job page was recording around 500,000 hits per month. The company generated a stream of reports about who visited the site and fine-tuned its strategy accordingly. By the time the new recruitment initiatives were established, Cisco, which was hiring approximately 8,000 people a year, received 81% of the resumes were from the web. Eventually, 66% of the new recruitments were from the candidates who had sent their resumes through the Cisco website. It was also reported that about 45% of company s new recruits came from the Amazing People Program. Cisco s hiring cycle also came down to 45 days from 68 days. The recruitment costs in this direct mode amounted to $6,556 per capita, which was around 40% below the industry average. Referral rates at Cisco were twice the industry norm and that created a performance edge as most recruits were qualified employees with vast experience. By 2001, referrals and the friends program accounted for 50-60% of new employees. Most importantly, the retention rate at the company had also increased. The employee turnover figure was 6.3% in 1999, a very low rate compared to the industry norms, which varied from 18-28%. According to company sources on average Cisco employees accessed the corporate e-HR site 16 times a day for information about job cuts. Analysts claimed that Cisco s innovative and aggressive recruiting initiatives were to a large extent responsible for the company s expansion at 40% per year and recruiting 250 employees every week despite the global dot-com slump.
a. According to Cisco s vision statement, Attracting, growing and retaining great talent is critical for sustaining Cisco s competitive advantage. Analyse the various recruitment strategies adopted by Cisco.
b. Cisco believed that its new recruitment philosophy should also be made a part of the overall corporate culture. Explain the various key aspects that are to be considered in recruitment philosophy by companies like Cisco. Discuss how Cisco is benefitted by adopting innovative recruitment philosophy.

World Class Operations
1. What are the building blocks of World Class Operations? Explain with suitable example.
2. Briefly explain the different types of quality with examples.
3. AL is an Indian automobile company headquartered in Chennai, India. Founded in 1948, it is the second largest commercial vehicle manufacturer in India, fourth largest manufacturer of buses in the world and 10th largest manufacturer of trucks globally. It has manufacturing plants in India and abroad. The company believes in producing world class products wants to be competitive in the world market.
a. Think your-self as a consultant for the company. Briefly state how the company should go for implementing TQM in its operations.
b. With reference to AL, explain how KANBAN can be implemented in the company.

Services Marketing
1. Bookworm s World is a U.K based Book Store chain planning to launch in the Indian market, specifically catering to children s books, workbooks and educational toys. Initially the Book store chain will begin its operations with 6 major cities which are being seen as potential markets and then slowly it shall expand to other big cities in India as well. With this vision, the management, now wants to explore the various options for service delivery. Since it is a new chain, the delivery options need to be cost effective, atleast to begin with. The management is open to all sorts of technology tie-ups to explore the self-service or remote options along with the traditional delivery models. Suggest all the possible delivery options that you consider appropriate. Justify with an argument.
2. Summer vacations for the kids are round the corner. This time around, you have decided to surprise the kids with the Big Summer Holiday that you and your better half had been contemplating since long. Choosing between a 7-day European dreams or The best of U.S or Amazing Australia or the umpteen options flashing on various travel sites, is indeed a complicated decision; especially in the backdrop of a budget constraint. Quite obviously, while the flashy packages offer the oh-so irresistable deals, these prices are not just the only costs that the customer has to incur. The real cost of the service to the customer is an amalgamation of many inter-related monetary and non-monetary costs.
Discuss the various search, purchase and post-purchase costs that you will have to incur in the purchase of the holiday package.
3. Nannytracker.com is the new kid on the block; a new mobile-app based service which helps you keep a tab on your children and their nanny while you re out of the house. The Nannytracker, a new service for working parents, allows them the facility of home care viewing on their smartphones. The subscriber can view real-time video through a smartphone that is capable of showing video clips of footage of the home s interior space. The app gives the user a comprehensive view of what their kids are up to while they are away.
Besides the clandestine video clips of the home, that get captured periodically through a hidden camera and are posted to the parents, the smartphone app can be installed at both the parents and nanny s end, and can work as a vital communication tool between them. The app provides easy messaging between parents, nannies, or any other caretaker, all within the account. Hence, any important information such as medication dosages, nappy changing frequency, food and play instructions don t get missed out.
The app also allows the Nanny to click pictures of the baby and post them so that they remain in one location/ account. The Daily News Feed provides an overview of their activities, as well as all the data that was tracked, messages that were exchanged, and photos that were shared.
The service is being targeted to working women living in urban metro cities such as Delhi and Mumbai; many of whom have domestic helpers to take care of their children during working hours.
Although the service intends to provide parents with peace of mind, it could work equally well for pet owners.
The app is compatible both the iOS and android platforms. Priced at Rs. 999 on Playstore and App store, as one-time download charges, each member of the caretaker team needs to download the app by paying the installation charge. The charge includes installation of the camera, all app-related services and unlimited data storage.
As if this is not enough, the app also allows you to add another child to the same account. And this one s completely free of charge. You will receive separate notification for both the kids; however, you have to ensure that they are in the same location.
Now this is what you call women s empowerment!!
a. Discuss and evaluate the marketing mix for Nannytracker.com
b. What is the core service being offered by Nannytracker.com? Compare the facilitating and enhancing supplementary services being offered by Nannytracker.com

Supply Chain Management
1. There are multiple problems facing the Indian pharma supply chain. Dearth of medicines for patients, unavailability of medicines at the hospitals and pharmacies, poor quality of medicines and availability of counterfeit drugs. How can the SCOR model be used in this case to address and enhance supply chain management decisions within an organization and with its suppliers and consumers?
2. Patanjali, a fast-growing organization crossing US$1bn of sales in five years of time span and declaring a target of doubling this figure in the financial year 2016-2017 (to reach US$1,500m). The prime focus of Patanjali is the health food segment based on herbal and Ayurveda science through the use of organically grown agricultural produce by integrating the associated value chains while radically benefitting all the stakeholders in a two-way process as suppliers as well as buyers/consumers. The basic objective of a Mega Food Park was to create a direct connection between the farm, processing and the consumer markets. This was accomplished by creating a network of collection centres (CCs) and primary processing centres (PPCs) with the aid of effective logistics facilities. Source (Sengar, A., Sharma, V., & Agrawal, R. (2017). Market development through integrating value chains a case of Patanjali Food and Herbal Park. Emerald Emerging Markets Case Studies, 7(4), 1-22.) Describe the distribution channels used by Patanjali to ensure its products can reach everywhere?
3. TAPF commonly known as The Akshaya Patra Foundation is a non-profit organization in India that runs school lunch program across India. The organization was established in 2000. TAPF started out as a not-for-profit, non-governmental organization (NGO) headquartered in Bangalore in June 2000. It provided free mid-day meals to 1,500 students in government schools in the city during the initial year. By 2015, TAPF kitchens were operating at 24 locations (across ten states) and were serving over 1.4 million children. These kitchens were both centralized and decentralized and served a set of schools in the area in which they were located. Such efficiency didn t happen overnight, according to Vinay Kumar, head of operations at Akshaya Patra. He and his colleagues standardized processes across multiple facilities. They also implemented systems to share innovations across the entire chain of kitchens. Each of our decisions is data-driven. Anything we implement should be measured by data, replicable in another place, and standardized, says Kumar. Kitchen workers know exactly how long it takes to cook each meal. They know how much kitchen capacity is required to make that meal. TAPF is on a mission of feeding five million children by 2020. (Source: https://ssir.org/articles/entry/case_study_akshaya_patra)
a. Identify the different stages followed by TAPF in their supply chain activities to ensure that no child skips a meal
b. How can the use of technology aid their operations?

Total Quality Management
1. Explain your understanding on the below:
About the process of Acceptance Sampling
Double sampling & sequential acceptance sampling (Along with process) Give appropriate examples to explain
2. What do you understand by Quality Function Deployment (QFD) & what are the QFD processes? What do you mean by Poka Yoke? What are the objectives of Poka Yoke? Give 2 examples of Poka yoke?
3. A manufacturing cos manufactures bangles for different sizes for the kids of different group. You are appointed as an expert. You selected 1 unit (As sample) in every 5 finished product. Total population size is 50. You checked each and every specification given to you. Below are the number of defects identified by you in each of the sample.
Answer the below:
a) What is the type of data (Defect in this scenario) & what kind of control chart would you suggest? Calculate the UCL & LCL for the mentioned scenario?

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