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D—1 7 0 8 PAPER—III
Time : 2½ hours] MANAGEMENT
Number of Pages in this Booklet : 40
Instructions for the Candidates
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D—1708
Roll No.
(In figures as per admission card)
Roll No.
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Test Booklet No.
[Maximum Marks : 200
Number of Questions in this Booklet : 26
ÂÚUèÿææçÍüØô¢ ·ð¤ çÜU° çÙÎðüàæ
1. ÂãÜðU ÂëDU ·ð¤ ª¤ÂÚU çÙØÌ SÍæÙ ÂÚU ¥ÂÙæ ÚUôÜU ِÕÚU çÜUç¹°Ð
2. ÜUƒæé ÂýàÙ ÌÍæ çÙÕ¢Ï Âý·¤æÚU ·ð¤ ÂýàÙô¢ ·ð¤ ©žæÚU, ÂýˆØð·¤ ÂýàÙ ·ð¤ Ùè¿ð Øæ
ÂýàÙô¢ ·ð¤ ÕæÎ ×ð¢ çÎØð ãéØð çÚU€Ì SÍæÙ ÂÚU ãè çÜUç¹ØðÐ
§â·ð¤ çÜ° ·¤ô§ü ¥çÌçÚU€Ì ·¤æ»Á ·¤æ ©ÂØô» Ùãè¢ ·¤ÚUÙæ ãñÐ
3. ÂÚUèÿææ ÂýæڐUÖ ãôÙð ÂÚU, ÂýàÙ-ÂéçSÌ·¤æ ¥æ·¤ô Îð Îè ÁæØð»èÐ ÂãÜðU
ÂUæ¡¿ ç×ÙÅU ¥æ·¤ô ÂýàÙ-ÂéçSÌ·¤æ ¹ôÜÙð ÌÍæ ©â·¤è çِÙçÜç¹Ì
Áæ¡¿ ·ð¤ çÜU° çÎØð ÁæØð¢»ð çÁâ·¤è Áæ¡¿ ¥æ·¤ô ¥ßàØ ·¤ÚUÙè ãñ Ñ
(i) ÂýàÙ-ÂéçSÌ·¤æ ¹ôÜÙð ·ð¤ çÜU° ©â·ð¤ ·¤ßÚU ÂðÁ¤ÂÚU ÜU»è âèÜU
·¤ô ȤæǸU Üð¢UÐ ¹éÜè ãé§ü Øæ çÕÙæ SÅUè·¤ÚU-âèÜU ·¤è ÂéçSÌ·¤æ
Sßè·¤æÚU Ù ·¤Úð¢UÐ
(ii) ·¤ßÚU ÂëDU ÂÚU ÀUÂð çÙÎðüàææÙéâæÚU ÂýàÙ-ÂéçSÌ·¤æ ·ð¤ ÂëDU ÌÍæ
ÂýàÙô¢ ·¤è ⢁Øæ ·¤ô ¥‘ÀUè ÌÚUã ¿ñ·¤ ·¤ÚU Üð¢U ç·¤ Øð ÂêÚðU ãñ¢UÐ
ÎôáÂê‡æü ÂéçSÌ·¤æ çÁÙ×ð¢ ÂëDU / ÂýàÙ ·¤× ãô¢ Øæ ÎéÕæÚUæ ¥æ »Øð
ãô¢ Øæ âèçÚUØÜU ×ð¢ Ù ãô¢ ¥ÍæüÌ ç·¤âè Öè Âý·¤æÚU ·¤è ˜æéçÅUÂê‡æü
ÂéçSÌ·¤æ Sßè·¤æÚU Ù ·¤Úð¢U ÌÍæ ©âè â×Ø ©âð ÜUõÅUæ·¤ÚU ©â·ð¤
SÍæÙ ÂÚU ÎêâÚUè âãè ÂýàÙ-ÂéçSÌ·¤æ Üð ÜðÐ U §â·ð¤ çÜ°
¥æ·¤ô Âæ¡¿ ç×ÙÅU çÎØð ÁæØð¢»ðÐ ©â·ð¤ ÕæÎ Ù Ìô ¥æ·¤è
ÂýàÙ-ÂéçSÌ·¤æ ßæÂâ Üè ÁæØð»è ¥õÚU Ù ãè ¥æ·¤ô ¥çÌçÚUQ¤
â×Ø çÎØæ ÁæØð»æÐ
4. ¥‹ÎÚU çÎØð »Øð çÙÎðüàæô¢ ·¤ô ŠØæÙÂêßü·¤ Âɸð¢UÐ
5. ©UžæÚU-ÂéçSÌ·¤æ ·ð¤ ¥‹Ì ×𢠷¤“ææ ·¤æ× (Rough Work) ·¤ÚUÙð ·ð¤
çÜ° ×êËØ梷¤Ù àæèÅU âð ÂãÜð °·¤ ÂëDU çÎØæ ãé¥æ ãñÐ
6. ØçÎ ¥æ ©žæÚU-ÂéçSÌ·¤æ ÂÚU ¥ÂÙæ Ùæ× Øæ °ðâæ ·¤ô§ü Öè çÙàææÙ
çÁââð ¥æ·¤è Âã¿æÙ ãô â·ð¤, ¤ç·¤âè Öè Öæ» ÂÚU ÎàææüÌð Øæ ¥¢ç·¤Ì
·¤ÚUÌð ãñ¢ Ìô ÂÚUèÿææ ·ð¤ çÜØð ¥Øô‚Ø ƒæôçáÌ ·¤ÚU çÎØð ÁæØð¢»ðÐ
7. ¥æ·¤ô ÂÚUèÿææ â×æ# ãôÙð ¤ÂÚU ©žæÚU-ÂéçSÌ·¤æ çÙÚUèÿæ·¤ ×ãôÎØ ·¤ô
ÜUõÅUæÙæ ¥æßàØ·¤ ãñ ¥õÚU §âð ÂÚUèÿææ â×æç# ·ð¤ ÕæÎ ¥ÂÙð âæÍ
ÂÚUèÿææ ÖßÙ âð ÕæãÚU Ù Üð·¤ÚU ÁUæØð¢Ð
8. ·ð¤ßÜ ÙèÜð / ·¤æÜð ÕæÜU Œßæ§ZÅU ÂñÙ ·¤æ ãè §SÌð×æÜ ·¤Úð¢UÐ
9. ç·¤âè Öè Âý·¤æÚU ·¤æ ⢻‡æ·¤ (·ñ¤Ü·é¤ÜðÅUÚU) UØæ Üæ» ÅðUÕÜ
¥æçÎ ·¤æ ÂýØô» ßçÁüÌ ãñÐ
10. »ÜÌ ©žæÚU ·ð¤ çÜ° ¥¢·¤ Ùãè¢ ·¤æÅðU ÁæØð¢»ðÐ
1 P.T.O.
 MANAGEMENT
ÂýÕ´ÏÙ

PAPER—III
ÂýàÙ-˜æ—III

NOTE : This paper is of two hundred (200) marks containing four (4) sections.
Candidates are required to attempt the questions contained in these sections
according to the detailed instructions given therein.

ÙæðÅ Ñ Øã Âýà٠˜æ Îæð âæñ (200) ¥´·¤æ´ð ·¤æ ãñ °ß´ §â×ð´ ¿æÚ (4) ¹´Ç ãñÐ ¥ØçÍüØæð´ ·¤æð §Ù ×ð´ â×æçãÌ
ÂýàÙæð´ ·¤æ ©žæÚ ¥Ü» çÎØð »Øð çßSÌëÌ çÙÎðüàææ𴠷𤠥ÙéâæÚ ÎðÙæ ãñÐ

D—1708 2
 SECTION - I
¹‡ÇU—I

Note : This section contains five (5) questions based on the following
paragraph. Each question should be answered in about thirty (30)
words and each carries five (5) marks.
(5x5=25 marks)
ÙæðÅ Ñ §â ¹´Ç ×ð´ çِÙçÜç¹Ì ¥Ùé‘ÀðÎ ÂÚ ¥æÏæçÚÌ Âæ¡¿ ( 5) ÂýàÙ ãñ´Ð ÂýˆØð·¤ ÂýàÙ ·¤æ ©žæÚ
ֻܻ Ìèâ (30) àæŽÎæð´ ×ð´ ¥ÂðçÿæÌ ãñÐ ÂýˆØð·¤ ÂýàÙ Âæ¡¿ ( 5) ¥´·¤æð´ ·¤æ ãñÐ
(5x5=25 ¥´·¤)

Scientific management focuses primarily on the work to be done. At the heart of

scientific management is the organized study of work, the analysis of work into its simplest
elements and systematic improvement of worker’s performance of each of these elements.
Scientific management can be described as a systematic philosophy of worker and work.
Scientific management, in spite of the hype that it created, has not completely succeeded
in solving the problem of managing worker and work. In the words of Peter F. Drucker,
“Scientific management has two blind spots —one engineering and one philosophical”. The
first blind spot is the belief that since work has to be decided into the simplest constituent
motions, it should also be arranged as a series of individual motions - each motion being
carried out by an individual worker. It is quite correct to state that work should be analysed
by the motions that constitute it. But, it is an erroneous view that by confining the work to
an individual operation, one can do the work in a much better fashion. For the human
resource to be used productively, the individual operations must be analysed, studied and
improved and jobs be formed out of these operations which utilize a workers specific talents.
The second blind spot of scientific management is “the divorce of planning from doing”.
Work becomes more effective and productive if it involves a good amount of planning. It
would be absurd to say that the planner and the doer should be two different persons just
because planning and doing have been separated in work analysis. Planning and doing are
the separate parts of the same job. No work can be performed effectively unless it includes
both these elements. As Drucker very aptly says, “Advocating the divorce of the two is like
demanding that swallowing food and digesting it be carried out in two separate bodies”.
The two blind spots of scientific management help us understand why its application is
met with resistance from the workers. As a worker is taught individual motions, he acquires
habit and experience rather than knowledge and understanding. As the emphasis is placed
on the doing aspect, bringing in change would cause the workers to feel insecure scientific
management does not take into consideration the fact that change is inevitable and one of
the major functions of an organization is to bring about change.

ßñ™ææçÙ·¤ ÂýՋÏÙ ·¤æ ×éØÌØæ ·ð´¤ÎýçՋÎé §â ÂÚU ÚUãÌæ ãñ ç·¤ €Øæ ·¤æØü ç·¤Øæ ÁæÙæ ãñÐ ßñ™ææçÙ·¤ ÂýՋÏÙ ·ð¤ ×êÜ
×ð´ ·¤æØü ·¤æ â´»çÆUÌ ¥ŠØØÙ, ·¤æØü ·ð¤ âæ×æ‹ØÌ× Ìˆßæð´ ·¤æ çßàÜðá‡æ ¥æñÚU §Ù×ð´ âð ÂýˆØ𷤠̈ßæð´ ×ð´ Ü»ð Ÿæç×·¤æð´ ·ð¤
·¤æØü çÙcÂæÎÙ ×ð´ ÃØßçSÍÌ É´» âð âéÏæÚU ÜæÙæ ÚUãÌæ ãñÐ ßñ™ææçÙ·¤ ÂýՋÏÙ ·¤æð Ÿæç×·¤ ¥æñÚU ·¤æØü ·¤æ ÃØßçSÍÌ ÎàæüÙ
·¤ãæ Áæ â·¤Ìæ ãñÐ

ßñ™ææçÙ·¤ ÂýՋÏÙ, §â·ð¤ mæÚUæ ÂñÎæ ·¤è »§ü ãÜ-¿Ü ·ð¤ ÕæßÁêÎ, Ÿæç×·¤ ¥æñÚU ·¤æØü ·ð¤ ÂýՋÏÙ ·¤è â×SØæ¥æð´

D—1708 3 P.T.O.
·¤æð Âê‡æüÌØæ â×æŒÌ ·¤ÚUÙð ×ð´ âÈ¤Ü Ùãè´ ãé¥æÐ ÂèÅUÚU °È¤. ÇþU·¤ÚU ·ð¤ àæŽÎæð´ ×ð´ ßñ™ææçÙ·¤ ÂýՋÏÙ ×ð´ Îæ𠥋Ï-SÍÜ-°·¤
§´ÁèçÙØÚUè ¥æñÚU ÎêâÚUæ ÎæàæüçÙ·¤ ãñÐ ÂýÍ× ¥‹Ï-SÍÜ Øã çßàßæâ ãñ ç·¤ €Øæð´ç·¤ »çÌ ·ð¤ âæ×æ‹ØÌ× »çÌ ×ð´ ·¤æØü ·¤æ
çهæüØ ·¤ÚUÙæ ãæðÌæ ãñ, §âçÜ° §â·¤æð ÃØñç€Ì·¤ »çÌØæð´ ·¤è Ÿæë´¹Üæ ×ð´ ÃØßçSÍÌ ·¤ÚUÙæ ãæðÌæ ãñ - ÂýˆØð·¤ »çÌ ·¤æð
ÃØñç€Ì·¤ Ÿæç×·¤ mæÚUæ ·¤ÚUÙæ ãæðÌæ ãñÐ Øã ·¤ÍÙ çÕÜ·é¤Ü âãè ãñ ç·¤ ·¤æØü ·¤æð §â·¤è »çÌ ·ð¤ ̈ßæð´ mæÚUæ çßàÜðçáÌ
ç·¤Øæ ÁæÙæ ¿æçã°Ð ÂÚU‹Ìé, Øã »ÜÌ çß¿æÚU ãñ ç·¤ ·¤æØü ·¤è ÃØñç€Ì·¤ ·¤æØü çÙcÂæÎÙ Ì·¤ âèç×Ì ·¤ÚUÙð âð, ·¤æð§ü ÃØç€Ì
·¤æØü ·¤æð ¥çÏ·¤ âé¿æL¤ É´» âð ·¤ÚU â·¤Ìæ ãñÐ ×æÙß â´âæÏÙ ·¤æ𠩈ÂæÎÙ ×ð´ Ü»æÙð ·ð¤ çÜ° ÃØñç€Ì·¤ ·¤æØü çÙcÂæÎÙ
·¤æð çßàÜðçáÌ ç·¤Øæ Áæ° ©Ù·¤æ ¥ŠØØÙ ç·¤Øæ Áæ° ¥æñÚU ©Ù×ð´ âéÏæÚU ÜæØæ Áæ°, ¥æñÚU §Ù ·¤æØü çÙcÂæÎÙæð´ âð ¥Ü»
¥Ü» ·¤æØæðZ ·¤æ »ÆUÙ ç·¤Øæ Áæ° Áæð Ÿæç×·¤æð´ ·¤è çßçàæcÅU ÂýçÌÖæ¥æ𴠷𤠩ÂØæð» ÂÚU ¥æÏæçÚUÌ ãæðÐ

§â·¤æ ÎêâÚUæ ¥´Ï SÍÜ ãñ ÒÒ·¤æØü·¤æçÚUÌæ ·¤æð ØæðÁÙæ âð ÎêÚU ÚU¹ÙæÐÓÓ ·¤æØü ¥çÏ·¤ ÂýÖæßè ¥æñÚU ©ˆÂæη¤ ãæð
ÁæÌæ ãñ ØçÎ §â×ð ÖÚUÂêÚU ØæðÁÙæ àææç×Ü ãæðÐ Øã çß¿æÚU ¥â´»Ì ãæð»æ ç·¤ ØæðÁÙæ·¤æÚU ¥æñÚU ·¤žææü Îæð ¥Ü» ¥Ü» ÃØç€Ì
ãæðÙð ¿æçã°, ×ãÁ §âçÜ° ç·¤ ·¤æØü çßàÜðá‡æ ×ð´ ØæðÁÙæ ¥æñÚU ©â·¤è ·¤æØü·¤æçÚUÌæ ·¤æð çÖóæ çÖóæ ÎàææüØæ »Øæ ãñÐ ØæðÁÙæ
¥æñÚU ·¤æØü·¤æçÚUÌæ °·¤ ãè ·¤æØü ·ð¤ Îæð çÖóæ ¥´» ãñ´Ð ·¤æð§ü Öè ·¤æØü ÂýÖæßàææÜè É´» âð Ùãè´ ç·¤Øæ Áæ â·¤Ìæ ÁÕ Ì·¤ ÎæðÙæð´
Ìˆß §â ×ð´ àææç×Ü Ùãè´ ãæðÌðÐ Áñâæ ç·¤ ÇþU·¤ÚU Ùð ©ç¿Ì ãè ·¤ãæ ãñ - ÒÒ§Ù ÎæðÙæð´ ·¤æØæðZ ×ð´ ÎêÚUè ÜæÙð ·¤æ ¥Íü Øã ãñ ç·¤
ÖæðÁÙ ¹æÙæ ¥æñÚU çȤÚU §âð ¿æÙæ Îæð ¥Ü» ¥Ü» ÃØç€ÌØæð´ mæÚUæ ç·¤Øæ Áæ°ÐÓÓ

ßñ™ææçÙ·¤ ÂýՋÏÙ ·ð¤ §Ù Îæð ¥´Ï-SÍÜæð´ âð ã×ð´ Øã â×ÛæÙð ×ð´ âãæØÌæ ç×ÜÌè ãñ ç·¤ Ÿæç×·¤æð´ Ùð §â ÂýՋÏÙ ·ð¤
Üæ»ê ç·¤Øð ÁæÙð ·¤æ çßÚæðÏ €Øæð´ ç·¤ØæÐ Áñâð Ÿæç×·¤ ·¤æð ÃØñç€Ì·¤ »çÌØæ´ çâ¹æ§ü ÁæÌè ãñ´, ©â·¤æð ßñâð ãè ·¤æ× ·¤ÚUÙð ·¤è
¥æÎÌ ¥æñÚU ¥Øæâ ãæð ÁæÌæ ãñ, ™ææÙ ¥æñÚU â×Ûæ Ùãè´ ¥æÌðÐ €Øæð´ç·¤ ·¤æØü·¤æçÚUÌæ ·ð¤ ª¤ÂÚU ÕÜ çÎØæ ÁæÌæ ãñ, §âçÜ°
ç·¤âè Âý·¤æÚU ·¤æ ÂçÚUßÌüÙ ÜæÙð âð Ÿæç×·¤æð´ ×ð´ ¥âéÚUÿææ ·¤è ÖæßÙæ ÂñÎæ ãæð ÁæÌè ãñÐ ßñ™ææçÙ·¤ ÂýՋÏÙ §â Ì‰Ø ·¤è ¥æðÚU
ŠØæÙ Ùãè´ ÎðÌæ ç·¤ ÂçÚUߞæüÙ ¥ßàØ´Öæßè ãñ ¥æñÚU ç·¤âè â´»ÆUÙ ·¤æ ×éØ ·¤æØü ÂçÚUßÌüÙ ÜæÙæ ãñÐ

1. Examine the opinion of Peter F. Drucker on scientific management.

ÂèÅUÚU °È¤. ÇþU·¤ÚU ·ð¤ ßñ™ææçÙ·¤ ÂýՋÏÙ çß¿æÚUæð´ ·¤æ ÂÚUèÿæ‡æ ·¤èçÁ°Ð

D—1708 4
2. What is the essence of Scientific Management ?

ßñ™ææçÙ·¤ ÂýՋÏÙ ·¤æ âæÚU €Øæ ãñ?

3. How can the divorce of planning and doing improve the productivity and effectiveness
of work ?

ØæðÁÙæ ¥æñÚU ·¤æØü·¤æçÚUÌæ ·¤è ÎêÚUè ç·¤â Âý·¤æÚU ©ˆÂæÎÙ ¥æñÚU ·¤æØü ·¤è ÂýÖæßàæèÜÌæ ·¤æð Õɸæ â·¤Ìð ãñ´?

D—1708 5 P.T.O.
4. Why was there resistance against acceptance of scientific management by the workers.

Ÿæç×·¤æð´ mæÚUæ ßñ™ææçÙ·¤ ÂýՋÏÙ ·¤æð ¥ÂÙæÙð ×ð´ çßÚUæðÏ €Øæð´ Íæ?

5. What is the engineering part of scientific management ? How does it compliment the
philosophical part of it ? Explain.

ßñ™ææçÙ·¤ ÂýՋÏÙ ×ð´ §´ÁèçÙØÚUè´» ÂãÜê €Øæ ãñ? Øã ç·¤â Âý·¤æÚU §â·ð¤ ÎæàæüçÙ·¤ Âÿæ ·¤æ ÂêÚU·¤ ãñ?

D—1708 6
 SECTION - II
¹‡ÇU—II

Note : This section contains fifteen (15) questions each to be answered in about thirty
(30) words. Each question carries five (5) marks.
(5x15=75 marks)

ÙæðÅ Ñ §â ¹´Ç ×ð´ ´Îýã (15) ÂýàÙ ãñ´Ð ÂýˆØð·¤ ÂýàÙ ·¤æ ©žæÚ Ü»Ö» Ìèâ (30) àæŽÎæð´ ×ð´ ¥ÂðçÿæÌ ãñÐ ÂýˆØð·¤
ÂýàÙ Âæ¡¿ (5) ¥´·¤æð´ ·¤æ ãñÐ

(5x15=75 ¥´·¤)

6. What are the salient features of Monopolistic-Competition ?

°·¤æçÏ·¤æÚU-ÂýçÌØæðç»Ìæ ·ð¤ ×éØ Üÿæ‡æ €Øæ ãñ´?

D—1708 7 P.T.O.
7. What do you mean by Circular Flow of National Income ?

ÚUæcÅþUèØ ¥æØ ·ð¤ ßëžææ·¤æÚU Âýßæã âð €Øæ ¥çÖÂýæØ ãñ?

8. Explain in brief Maslow’s theory of motivation.

×ñSÜæð ·ð¤ ¥çÖÂýðÚU‡ææ çâhæ‹Ì ·¤æ â´ÿæð ×ð´ ߇æüÙ ·¤èçÁ°Ð

D—1708 8
9. What is Balanced score card ?

ÕñÜð´â÷ÇU S·¤æðÚU ·¤æÇüU €Øæ ãñ?

10. Write major functions of a Trade Union.

Ÿæç×·¤ â´ƒæ ·ð¤ Âý×é¹ ·¤æØü çÜç¹°.

D—1708 9 P.T.O.
11. State derivation of cost of debt adapting both book-value and market-value approach.

Üð¹æ×êËØ ¥æñÚU ÕæÁæÚU-×êËØ ÂhçÌ ·¤æ ©ÂØæð» ·¤ÚU·ð¤ «¤‡æ ·¤è Üæ»Ì ·¤æ çÙc·¤áü‡æ ÎàææüØðÐ

12. Define functions of financial management.

çߞæèØ ÂýÕ´Ï ·ð¤ ·¤æØæðü ·¤æð ÂçÚUÖæçáÌ ·¤Úð´UÐ

D—1708 10
13. Distinguish between marketing information systems and marketing Research.

ç߇æÙ âê¿Ùæ ÂhçÌ °ß´ ç߇æÙ »ßðá‡ææ ×ð´ ¥‹ÌÚU ·¤èçÁ°Ð

14. List out different distribution channels.

çßçÖóæ çßÌÚU‡æ Âý‡ææçÜØæð´ ·¤æð âê¿èÕh ·¤èçÁ°Ð

D—1708 11 P.T.O.
15. Describe briefly the basic steps to be followed in developing PERT/CPM programme
How does PERT differ from CPM ?

Âè §ü ¥æÚU ÅUè/âè Âè °× Âýæð»ýæ× ·ð¤ çß·¤æâ ×ð´ ÂæÜÙ ç·¤Øð ÁæÙð ßæÜð ÂýæÚ´UçÖ·¤ ·¤Î×æð´ ·¤æ â´ÿæð ×ð´ ߇æüÙ
·¤èçÁ°Ð Âè §ü ¥æÚU ÅUè, âè Âè °× âð çÖóæ ·ñ¤âð ãñÐ

16. What is rank correlation ? How it is measured ? Why rank correlation is used ?

Ÿæð‡æè âãâ´Õ´Ï €Øæ ãñÐ §â·¤æ ×æ ·ñ¤âð ç·¤Øæ ÁæÌæ ãñ? Ÿæð‡æè âãâ´Õ´Ï ·¤æ ÂýØæ𻠀Øæð´ ç·¤Øæ ÁæÌæ ãñ?

D—1708 12
17. Define a simple random sample. Describe briefly some practical methods of drawing a
random sample from a finite population.

âæÏæÚU‡æ ØæÎë‘ÀU ÂýçÌÎàæü ·¤æð ÂçÚÖæçáÌ ·¤èçÁ°Ð °·¤ çÙçà¿Ì ÂæÂéÜðàæÙ âð ØæÎë‘ÀU ÂýçÌÎàæü ·¤æ ¿ØÙ ·¤ÚUÙð ·ð¤
çÜ° ·é¤ÀU ÃØæßãæçÚU·¤ çßçÏØæð´ ·¤è â´ÿæð ×ð´ çßßð¿Ùæ ·¤èçÁ°Ð

18. Explain generic strategies. How these strategies can be used to gain competitive
advantage ?

ÒÁñÙçÚU·¤ SÅþñUÅUèÁèâÓ ·¤æð SÂcÅU ·¤èçÁ°Ð §Ù ÚU‡æÙèçÌØæð´ âð ç·¤â Âý·¤æÚU ÂýçÌØæðç»Ìæˆ×·¤-ÜæÖ ©ÆUæØæ Áæ â·¤Ìæ
ãñ?

D—1708 13 P.T.O.
19. Discuss the basic features of small enterprises.

܃æé ©læð»æð ·ð¤ ×êÜÖêÌ Üÿæ‡ææð´ ·¤è ¿¿æü ·¤èçÁ°Ð

20. Identify the ethical issues involved in gender related problems in organisations.

â´»ÆUÙæð´ ×ð´ çÜ´» ¥æÏæçÚUÌ ×égæ𴠷𤠥‹ÌçÙüçãÌ ÙñçÌ·¤ ÂýàÙæð´ ·¤è Âã¿æÙ ·¤èçÁ°Ð

D—1708 14
 SECTION - III
¹‡ÇU—III

Note : This section contains five (5) questions from each of the four different electives
specialisation. The candidate has to choose only one elective specialisation and answer
all the five questions from it. Each question carries twelve (12) marks and is to be
answered in about two hundred (200) words.
(12x5=60 marks)

ÙæðÅ Ñ §â ¹´Ç ×ð´ ¿æÚ °ðç‘À·¤ Öæ»æð´ âð çÜ° »° Âæ¡¿-Âæ¡¿ (5) ÂýàÙ ãñ´Ð ç·¤âè °·¤ °ðç‘À·¤ Öæ» ·¤æ ¿ØÙ
·¤èçÁ° ¥æñÚ ©â×ð´ âÖè Âæ¡¿ ÂýàÙæ𴠷𤠩žæÚ Ü»Ö» Îæð âæñ (200) àæŽÎæð´ ×ð´ ÎèçÁ°Ð ÂýˆØð·¤ ÂýàÙ ·ð¤ 12
¥´·¤ ãñÐ
(12x 5=60 ¥´·¤)
Elective - I

çß·¤ËÂU—I

21. “Selection process identifies candidates who are competent in that process rather than
candidates who are most competent to perform the job on offer”. Discuss.

ÒÒ¿ØÙ Âýç·ý¤Øæ °ðâ𠥏ØçÍüØæð´ ·¤è Âã¿æÙ ·¤ÚUÌè ãñ Áæð §â Âýç·ý¤Øæ ×ð´ âÿæ× ãñ´ Ù ç·¤ °ðâ𠥏ØÍèü Áæð çÎØð »Øð
·¤æØü ·¤æð ·¤ÚUÙð ·ð¤ çÜ° âßüÍæ âÿæ× ãñ´ÐÓÓ çßßð¿Ùæ ·¤èçÁ°Ð

22. “360 degree appraisal may have many advantages, but there is the argument that it
can never really work because of the built in biases”. Discuss.

ÒÒ360 çÇU»ýè ×êËØæ´·¤Ù ·ð¤ ·¤§ü ÜæÖ ãæð â·¤Ìð ãñ´, Üðç·¤Ù °ðâæ Öè Ì·ü¤ çÎØæ ÁæÌæ ãñ ç·¤ Øã ·¤Öè ·¤æ× Ùãè´
·¤ÚUÌæ ãñ €Øæð´ç·¤ §â×ð´ SßçÙç×üÌ ÂÿæÂæÌ ãñÐÓÓ çßßð¿Ùæ ·¤èçÁ°Ð

23. “No matter how much we encourage individuals to plan their careers, at the end of the
day it comes down to opportunity and chance”. Discuss.

ÒÒã× ¿æãð ç·¤ÌÙæ ãè ÃØç€ÌØæð´ ·¤æð ÁèßÙ ßëžæ ·¤è ØæðÁÙæ ÕÙæÙð ·ð¤ çÜ° ÂýðçÚUÌ ·¤Úð´U, ¥´Ì ×ð´ ·ð¤ßÜ ¥ßâÚU ¥æñÚU
â´Øæð» ÂÚU ãè Øã ãæðÌæ ãñÐÓÓ çßßð¿Ùæ ·¤èçÁ°Ð

24. “Job evaluation does not produce equitable payment, it merely produces a ramshakle
method of justifying the status quo”. Discuss.

ÒÒÁæòÕ ×êËØæ´·¤Ù â×æÙ Öé»ÌæÙ Ùãè´ ÂýÎæÙ ·¤ÚUÌæ ãñ, Øã ·ð¤ßÜ ØÍæçSÍçÌ ·¤æð ÕÙæØð ÚU¹Ùð ·ð¤ çÜ° ÇUæ´ßæÇUæðÜ
çßçÏ ãñÐÓÓ çßßð¿Ùæ ·¤èçÁ°Ð

D—1708 15 P.T.O.
25. “In the recent years due to a variety of reasons and compulsions ‘Industrial Relations’
is being pushed towards ‘Employee Relations’.” Discuss.
ÒÒãæÜ ·ð¤ ·é¤ÀU ßáæðZ ×ð´ çßçÖóæ ·¤æÚU‡ææð´ ÌÍæ ¥ÂçÚUãæØüÌæ¥æð´ ·¤è ßÁã âð Ò¥æñlæðç»·¤ â´Õ´ÏÓ ·¤æð Ò·¤×ü¿æÚUè â´Õ´Ï
·¤è ¥æðÚU É·ð¤Üæ Áæ ÚUãæ ãñÐÓÓ çßßð¿Ùæ ·¤èçÁ°Ð

OR / ¥Íßæ

Elective - II
çß·¤Ë—II

21. Explain the stages in the New product development.

ÙßèÙ ßSÌé ·ð¤ çß·¤æâ ×ð´ çßçÖóæ ¥ßSÍæ¥æð´ ·¤æð ÕÌæ§ØðÐ

22. “Packaging is an effective marketing tool”. Discuss.

ÒÒÂñ·ð¤çÁ´» ç߇æÙ ·¤æ ÂýÖæßè ©Â·¤ÚU‡æ ãñÐÓÓ çßßð¿Ùæ ·¤èçÁ°Ð

23. How do you distinguish marketing of services from marketing of products.

ßSÌé¥æð´ ·ð¤ ç߇æÙ ÌÍæ âðßæ¥æð´ ·ð¤ ç߇æÙ ·ð¤ Õè¿ ¥æ ·ñ¤âð ¥´ÌÚU ·¤Úð´U»ðÐ

24. Explain the mature and significance of customer relationship management.

»ýæã·¤ â´Õ´Ï ÂýÕ´ÏÙ ·¤è Âý·ë¤çÌ °ß´ ×ãˆß ·¤æ ߇æüÙ ·¤èçÁ°Ð

25. What are the essentials of a good brand ? Explain the advantages of branding.
°·¤ ¥‘ÀUè Õýæ´ÇU ·¤è ¥æßàØ·¤Ìæ°´ €Øæ ãñ´? Õýæ´çÇ´U» ·ð¤ ÜæÖ ·¤æ ߇æüÙ ·¤èçÁ°Ð

OR / ¥Íßæ

Elective - III
çß·¤Ë—III

21. Discuss the utility of common size analysis and index analysis.
â×æÙ-×æ çßàÜðá‡æ ¥æñÚU âê¿·¤-çßàÜðá‡æ ·¤è ©ÂØæðç»Ìæ ·¤è çßßð¿Ùæ ·¤Úð´Ð

22. For analysing the risk involved in capital budgeting decision, simulation is superior to
sensitivity analysis.
Âê´Áè-Õ$ÁæÚU ·ð¤ çهæüØ ×ð´ Áæðç¹× ·¤æ çßàÜðá‡æ ·¤ÚUÙð ×ð´ â´ßðÎÙàæèÜÌæ çßàÜðá‡æ âð ¥ÙéM¤ÂÌæ ÕðãÌÚU ãñÐ

D—1708 16
23. The stock of P Ltd. performs well relative to other stocks during recessionary periods.
The stock of Q Ltd. On the other hand, does well during growth periods. Both the
stocks are currently selling for Rs. 50 per share. The rupee return (dividend plus price)
of these stocks for the next year would be as follows :

Economic Condition
High growth Low growth StagnationRecession
Probability 0.28 0.32 0.22 0.18
Return of P Ltd. Stock 55 50 60 70
Return of Q Ltd. Stock 75 65 50 40

Calculate the expected return and standard deviation of :

(a) Rs. 1000 in the equity stock of P Ltd.;
(b) Rs. 1000 in the equity stock of Q Ltd;
(c) Rs. 500 in the equity stock of P Ltd and Rs. 500 in the equity stock of Q Ltd.
(d) Rs. 700 in the equity stock of P Ltd and Rs. 300 in the equity stock of Q Ltd.
Which of the above four options would you choose ? Why ?

×´Îè ·¤è ¥ßçÏ ×ð´ P çÜç×ÅUðÇU ·¤æ SÅUæò·¤ ¥‹Ø SÅUæò·¤ âð ÕðãÌÚU çÙcÂæÎÙ ÎðÌð ãñÐ ÎêâÚUè ÌÚUȤ Q çÜç×ÅðUÇU ·ð¤
SÅUæò·¤ ¥‹Ø ·´¤ÂÙè¥æð âð çß·¤æâ ·¤è ¥ßçÏ ×ð´ ÕðãÌÚU çÙcÂæÎÙ ·¤ÚUÌð ãñÐ ÎæðÙæð´ SÅUæò·¤ ßÌü×æÙ â×Ø ×ð´ L¤. 50
ÂýçÌ¥´àæ çÕ·¤ ÚUãð ãñÐ §Ù ÎæðÙæð´ SÅUæò·¤ ·¤æ ¥»Üð ßáü ×ð´ M¤ÂØæ ÂýçÌÈ¤Ü (ÜæÖæ´àæ ÌÍæ ·¤è×Ì âçãÌ) çِÙ
Âý·¤æÚU ãñ Ñ

•ÊÁÕ¸∑§ Œ‡ÊÊ
©ìÊ flÎÁh ÁŸêŸ flÎÁh ÁSÕ⁄UÃÊ ◊¥ŒË
‚¥÷ÊÁflÃÊ 0.28 0.32 0.22 0.18
P Á‹Á◊≈U«U ∑§ S≈UÊÚ∑§ ∑§Ê ¬˝Áû§‹ 55 50 60 70
Q Á‹Á◊≈U«U ∑§ S≈UÊÚ∑§ ∑§Ê ¬˝Áû§‹ 75 65 50 40

çِÙçÜç¹Ì çß·¤ËÂæð´ ·ð¤ çÜØð ¥ÂðçÿæÌ ÂýçÌÈ¤Ü ÌÍæ ×æÙ·¤ çß¿ÜÙ ·¤è »‡æÙæ ·¤èçÁ°Ð

(a) P çÜç×ÅðUÇU ·ð¤ â×æ´àæ ×ð´ L¤. 1000 ÚUæð·¤Ùæ

(b) Q çÜç×ÅðUÇU ·ð¤ â×æ´àæ ×ð´ L¤. 1000 ÚUæð·¤Ùæ

(c) P çÜç×ÅðUÇU ·ð¤ â×æ´àæ ×ð´ L¤. 500 ÚUæð·¤Ùæ ¥æñÚU Q çÜç×ÅðUÇU ·ð¤ â×æ´àæ ×ð´ L¤. 500 ÚUæð·¤Ùæ

(d) P çÜç×ÅðUÇU ·ð¤ â×æ´àæ ×ð´ L¤. 700 ÚUæð·¤Ùæ ¥æñÚU Q çÜç×ÅðUÇU ·ð¤ â×æ´àæ ×ð´ L¤. 300 ÚUæð·¤Ùæ

©ÂÚUæð€Ì ¿æÚU çß·¤ËÂæð´ ×ð´ âð ¥æ 緤â çß·¤Ë ·¤æ ¿éÙæß ·¤Úð´U»ð ¥æñÚU €Øæð´?

D—1708 17 P.T.O.
24. Discuss the meaning and utility of Factoring and forfaiting and distinguish between
them.
Èð¤€ÅUæðÚUè´» ¥æñÚU ȤæòÚUÈð¤§üÅUè´» ·ð¤ ¥Íü ¥æñÚU ©ÂØæðç»Ìæ ·¤è ¿¿æü ·¤Úð´U ¥æñÚU ÎæðÙæ𴠷𤠥´ÌÚU ·¤æð ÎàææüØð´Ð

25. Explain transaction exposure, translation exposure and operating exposure with
reference to International Finance.
¥´ÌÚUæücÅþUèØ çßÌ ·ð¤ â´ÎÖü ×ð´ ÜðÙ-ÎðÙ ©Î÷ÖæâÙ, M¤Âæ‹ÌÚU ©Î÷ÖæâÙ ¥æñÚU ¿æÜ·¤ ©Î÷ÖæâÙ ·¤æð â×ÛææØð´Ð

OR / ¥Íßæ

Elective - IV
çß·¤Ë—IV

21. Discuss India’s foreign trade policy changes in the post liberalisation era as a sequel to
globalisation.
ßñàßè·¤ÚU‡æ ·ð¤ ·ý¤× ×ð´ ©ÎæÚUè·¤ÚU‡æ ·ð¤ ÕæÎ ÖæÚUÌ ·ð¤ çßÎðàæè ÃØæÂæÚU çÚUçÌØæð´ ×ð´ ¥æÙð ßæÜð ÂçÚUßÌüÙæð´ ·¤è çßßð¿Ùæ
·¤èçÁ°Ð

22. Explain the Export Documentation Procedure.

çÙØæüÌ ÇUæ€Øê×ð‹ÅðUàæÙ çßçÏ ·¤æ ߇æüÙ ·¤èçÁ°Ð

23. Examine the importance of Marine Cargo Insurance.

×ðÚUèÙ ·¤æ»æðü Õè×æ ·ð¤ ×ãˆß ·¤æ ÂÚUèÿæ‡æ ·¤èçÁ°Ð

24. Discuss the relationship amongst the interest rates, exchange rates, inflation and
purchasing power by using parity theorems.
â×æÙÌæ çâhæ´Ì ·¤æ ÂýØæð» ·¤ÚUÌð ãé° ŽØæÁ ÎÚUæð´, çßçÙ×Ø ÎÚUæð´, SȤèçÌ ÌÍæ ·ý¤Ø ¥çÏ·¤æÚU ·ð¤ Õè¿ â´Õ´Ïæð´ ·¤è
çßßð¿Ùæ ·¤èçÁ°Ð

25. Discuss the relevance of Trade Blocks in the context of Globalization.

ßñàßè·¤ÚU‡æ ·ð¤ â´ÎÖü ×ð´ ÃØæÂæÚU ŽÜæò·¤ ·¤è âæÍü·¤Ìæ ·¤è çßßð¿Ùæ ·¤èçÁ°Ð

D—1708 18
D—1708 19 P.T.O.
D—1708 20
D—1708 21 P.T.O.
D—1708 22
D—1708 23 P.T.O.
D—1708 24
D—1708 25 P.T.O.
D—1708 26
D—1708 27 P.T.O.
D—1708 28
D—1708 29 P.T.O.
 SECTION - IV
¹‡Ç—IV

Note : This section consists of one essay type question of forty (40) marks to be answered
in about one thousand (1000) words on any of the following
topics.
(40x1=40 marks)

ÙæðÅ Ñ §â ¹´Ç ×ð´ °·¤ ¿æÜèâ (40) ¥´·¤æð´ ·¤æ çÙՋÏæˆ×·¤ ÂýàÙ ãñ çÁâ·¤æ ©žæÚ çِÙçÜç¹Ì çßáØæð´ ×ð´ âð
·ð¤ßÜ °·¤ ÂÚ, ֻܻ °·¤ ãÁæÚ (1000) àæŽÎæð´ ×ð´ ¥ÂðçÿæÌ ãñÐ
(40x1=40 ¥´·¤)

26. “In the emerging global business scenario, collective bargaining is the best method to
decide about matters related to terms of employment relationship as well as the
relationship between the bargaining parties themselves”. Comment on this statement
and discuss types of “flexibilities” that are being negotiated at the workplaces.

ÒÒ©ÖÚUÌð ãé° ßñçàß·¤ ÃØæßâæçØ·¤ ÂçÚUÎëàØ ×ð´ ÚUæðÁ»æÚU â´Õ´Ïæð´ ÌÍæ âæñÎðÕæÁè ·¤ÚUÙð ßæÜð Âÿææð´ ·ð¤ Õè¿ ¥æÂâè
â´Õ´Ïæð´ âð ÁéǸð ãé° ×æ×Üæð´ ÂÚU çهæüØ ÜðÙð ·ð¤ çÜ° âæ×êçã·¤ âæñÎðÕæÁè âßüŸæðcÆU ÂhçÌ ãñÓÓ §â ·¤ÍÙ ÂÚU ¥ÂÙè
çÅUŒÂ‡æè ÎèçÁ° ÌÍæ ·¤æØüSÍÜæð´ ÂÚU âæñÎðÕæÁè ç·¤Øð ÁæÙð ßæÜð ÒÜ¿èÜðÂÙÓ ·¤è çßßð¿Ùæ ·¤èçÁ°Ð

OR/¥Íßæ

Explain the characteristics of each stage of product life cycle. Examine different
marketing strategies to be adopted in each stage of PLC with illustrations.

©ˆÂæÎ ÁèßÙ ¿·ý¤ ·ð¤ çßçÖóæ ¥ßSÍæ¥æð´ ·¤æ ߇æüÙ ·¤èçÁ°Ð çßçÖóæ ©ˆÂæÎ ÁèßÙ ¿·ý¤ ¥ßSÍæ¥æð´ ×ð´ ¥ÂÙæØè
ÁæÙð ßæÜè çßçÖóæ ç߇æÙ ÚU‡æÙèçÌØæð´ ·¤æ ©ÎæãÚU‡æ âçãÌ ÂÚUèÿæ‡æ ·¤èçÁ°Ð

OR/¥Íßæ

Proper working capital management is the backbone for success of the organisation.
Discuss various aspects of working capital management from angle of profitability and
liquidity.

ÃØßSÍæÌ´˜æ ·¤è âȤÜÌæ ×ð´ ©ç¿Ì ·¤æØüàæèÜ Âê´Áè ÃØßSÍæ °·¤ àæèÚUÏæÚU‡æ ãñÐ ÜæÖæˆ×·¤Ìæ ¥æñÚU ÌÚUÜÌæ ·ð¤
â´ÎÖü âð ·¤æØüàæèÜ Âê´Áè ÃØßSÍæ ·ð¤ çßçßÏØæâæð´ ·¤è ¿¿æü ·¤Úð´UÐ

OR/¥Íßæ

What are the unresolved contentions issues/areas before WTO ? Explain the rationale
behind the India’s stand in the WTO with respect to agriculture.

ÇUŽÜê.ÅUè.¥æð. ·ð¤ âæ×Ùð Ù ãÜ ç·¤Øð »Øð çßßæÎæSÂÎ ×égð ÿæð˜æ €Øæ ãñ´? ÖæÚUÌ ÇUŽÜê ÅUè ¥æð ×ð´ ·ë¤çá ·ð¤ â´Õ´Ï ×ð´
Üè »Øè çSÍçÌ ·ð¤ ÂèÀðU €Øæ Ì·ü¤¥æÏæÚU ãñÐ

OR/¥Íßæ

D—1708 30
 Distinguish between complete enumeration and sample survey. What are the advantages
of sampling over complete enumeration. Describe in brief different sampling methods.

âÂê‡æü »‡æÙæ ÌÍæ ÂýçÌÎàæü âßðüÿæ‡æ ·¤è Õè¿ ¥´ÌÚU ÕÌæ§ØðÐ ÂýçÌÎàæüÙ ·¤æ âÂê‡æü »‡æÙæ ·ð¤ ×é·¤æÕÜð €Øæ ÜæÖ
ãñ´Ð çßçÖóæ ÂýçÌÎàæüÙ çßçÏØæð´ ·¤æ â´ÿæð ×ð´ ߇æüÙ ·¤èçÁ°Ð

D—1708 31 P.T.O.
D—1708 32
D—1708 33 P.T.O.
D—1708 34
D—1708 35 P.T.O.
D—1708 36
D—1708 37 P.T.O.
D—1708 38
D—1708 39 P.T.O.
 FOR OFFICE USE ONLY
Marks Obtained

Obtained

Obtained

Obtained

Obtained
Question

Question

Question

Question
Number

Number

Number

Number
Marks

Marks

Marks

Marks
1 26 51 76
2 27 52 77
3 28 53 78
4 29 54 79
5 30 55 80
6 31 56 81
7 32 57 82
8 33 58 83
9 34 59 84
10 35 60 85
11 36 61 86
12 37 62 87
13 38 63 88
14 39 64 89
15 40 65 90
16 41 66 91
17 42 67 92
18 43 68 93
19 44 69 94
20 45 70 95
21 46 71 96
22 47 72 97
23 48 73 98
24 49 74 99
25 50 75 100

Total Marks Obtained (in words) .....................................

(in figures) ....................................

Signature & Name of the Coordinator ...............................

(Evaluation) Date .............................

D—1708 40