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Seat No. :

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8343
January-2009 Organization Structure & Dynamics (OSD)
(New Course) Time: 3 Hours] (2 : 30 P.M. to 5 : 30 P.M.) 1. [Max. Marks: 100
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Answer the following questions (any (our) : (1) (2) (3) Explain characteristics of the information. Discuss elements of culture. Differentiate between entrepreneurship & intrapr~netirship.

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(4) . Explaingoal attainmentapproach. . (5) Describe matrix structure. (6) Explain three methods of inventory management..
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(A) Discuss control process in detail. (B) What is aD ? Explain three widely used aD techniques. OR . (A) BCG matrix. (B) What are the effects of multinational enterprises on host and home countries?

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Answer any two: (1) (2) (3)

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Discuss issues related to the multiculturalism. What are the two basic types of operational plans? Describe when each would be used. How doeynf"'anagement science school differ from the behavioral school of /management?

(4} Explain direct action and indirect action environment elements in detail. 4.

(A) Define 'size' in organizational context. Discuss its relationship with complexity, centralization andJormalization. 10 (B) Contrast Japanese Organization Systems with theory A & Z. 1 5 P.T.O.

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, (C) Differentiate between wark~unit level and arganizatianal level analysis af technalagy. Which has proven to.,be mare valuable in explaining arganizatian structure? Why? 5 OR (A) Define strategy. Classify arganizatians based an research by Miles & Snaw. Give dimensians af the strategy. 10 (B) Explain what relatians there are if any, between centralizatian and camplexity & centralizatian and farmalizatian. 10

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Read the case carefully and give the answers: A New Balaji Image In the fall of 1993, Chairman Mr. K~lUshal Mittal af Balaji faced a hast af difficult decis,ianscancerning the future af the campany shauld he slaw dawn the diversificatian af the campany ? Was his a~proach taa sca.ttered? A year earlier, in 1992, Balaji was merely a videa-renlal giant 'steps taken in the past manths, hawever, had set Balaji an ca~rse taward becaming a full fledged entertainment campany. But the steps taken were nat withaut a few stumbles, a criticism abaut Mr. Mittal's decisians was multiplying. As 1993 drew to.a clase, Mr. Mittal had reasan to.cansider rethinking what he wanted far the campany. -""""
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".", ~alajr-began-fu "1985witfi- 6ne~i1>1e, ~ithin thr-; ye~s, th~re were 415 stares' around the cauntry. ,AsOctaber 1993 there were mare than 3200 stares in 10 cauntries around the warld. In a ward, Balaji has enjayed tremendaussuccess. Accarding to. former Chief Marketing Officer at Balaji in 1990, the key to. the campany's success lies in its "McMarketingH Principles: fast service, canvenient lacatians, family arientatian and kid appeal. Balaji has capitalized an its image as "India's Family Videa StDfe". But by 1993 Balaji w~s seeking a new image - that af a multimedia campany. The videa chain with Rs. 1.2 millian in sales cansidered itself stuck in a market promising . 'little ar no. growth in the near future. Althaugh mare than 66 percent af Indian hausehalds awn atleast ane VCR, the advent af interactive technalagies including 200 channel. TV & Videa - an demand calls into. questian the future af videa rentals. So.. Mr. Mittal taak numeraus measures to.diversify Balaji. In the meantime, hawever the videa rental business is thriving. Herein lies ane af tlie reasans appanents criticize Mr. Mittal's diversificatian strategy; nat all peaple believe that the videa-rental business is daamed. Even Mr. Mittal predicts that it will remain healthy far next decade. During the first half af 1993 revenues in existing Balaji lacatians climbed 6.1% & analysts expect 1993 revenues to.saar 75%.

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But Mr. Mittal is not waiting for the market to evaporate before acting. He started transforming Balaji's business in 1992, heralded by the sponsorship of one concert tour. In 1993 company sponsored one tour. "We wanted to signal to eveIJ:'one who had anything to do with 6alaji that we are' a big-time entertainment company", asserted current Chief Marketing Officer Mr. Jatin Shukla. In the meantime, Mr. Mittal has already taken deliberate steps to turn Balaji into "a global entertainment copany with different forms of distribution". Mr. Mittal has acquired two music retailers and done joint ventures with_yirgi_nretail group to .open "mega stores" in India, China and Australia.Then in Feb, 1993 Mr. Mittal turned his attention. to Television & Film, buying Repuhlic pictures. rhen by acquiring Discovery ..-Zone Balaji becam~ Operator and Franchiser of Children's Play Centres. It has right to open 50 new Discovery Centers.
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Recently company revealed plans for Balaji Entertainment Village. In addition to this there are plans to create "Game Zones" within video stores. Questions: (1) (2) (3) Which of Mr. Mittal's decision alternatives appear particularly feasIble & 10 particularly unfeasible, given what you know about these markets? 5 Where does it ~nakesense for Mr. Mittal to satisfy? What else is making decisions that it is crucial for Mr. Mittal to factor into his analysis?

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