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Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Marketing Management CASE STUDY (20 Marks) YouTube.com was a video sharing Web site where users could upload, share and watch videos for free. In less than 2 years of its existence, YouTube ranked amongst the Web's top 50 sites and had 16 million daily viewers. By August 2006, it had the highest market share in the free video sharing Web site category. YouTube had introduced two new advertising avenues named 'Brand Channels' and 'Participatory Video Ads' to en cash its huge audience base and soaring popularity. But at the same time, YouTube's success story seemed to be eclipsed by allegations of copyright violations for the non permissible content posted on its Web site. YouTube also faced a challenge to maintain its rapid paced growth and competition from other emerging me too kind of startups. In October 2006, Google announced the acquisition of YouTube for $1.65 billion in stock for transaction. Would YouTube be able to derive benefit from its association with the global reach and technology leadership of Google or get further entangled in lawsuits after being acquired by a cash rich technology giant? Answer the following question. Q1. Explain the business model and functioning of YouTube. Q2. Examine the critical success factors for YouTube as a company. Q3. Debate the marketing strategies of YouTube. Q4. Give an overview of the case. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Project Management CASE STUDY (20 Marks) You work for Larson & Larson Company, which manufacturers high-end optical scopes for hunting rifles. Larson & Larson Company has been the market leader for the past 20 years and has decided to diversify by applying its technology to develop a top quality binocular. Answer the following question. Q1. What kind of project management structure would you recommend they use for this project? Q2. What are the relative advantages explain in detail? Q3. What information would you like to have to make this recommendation? Q4. Why explain briefly? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Principles and Practice of Management Case (20 Marks) You supervise a group of 15 people of various specialties who were drawn from other groups in the company and brought together six months ago to work on a project. The work requires constant interaction between the various specialists in the group. They were cooperating well until two weeks ago when, on March 1, you brought up the subject of scheduling their summer vacations. You told them to decide among themselves when each one should take his vacation, since they knew which people could be absent at the same time without disrupting the work. You gave them sheets listing the amount of vacation each was entitled to because of length of service. The periods are one week, two weeks, three weeks, and four weeks. You reminded them that company policy forbids split vacations, off-season vacations, and vacation scheduling that disrupts production. Although seniority governs vacation scheduling for hourly workers in the shop, it has never been established as a policy in salaried groups such as yours. The company has always stated that the requirements of would govern the scheduling. Since you turned over the vacation scheduling to your group, the opportunists are buzzing around making deals that will fix themselves up with the choice schedules. People are aligning first with one faction and then with another, whichever will give them best deal. A few are refusing to deal on the grounds that their seniority or status should entitle them to first choice. All this political maneuvering is taking up time and interfering with the cooperation that is essential to the progress of the work. Answer the following question. Q1. What should you do now in these circumstances? Q2. How should a supervisor go about setting up policies in a newly formed group? Q3. What cautions should a supervisor observe in bringing subordinates into decision making? Q4. How much time should be allowed between bringing up a problem like this and forcing it to a solution? Explain. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Networking Management Case Studies CASE STUDY (20 Marks) You own a speciality company, self made company (SMC) which sells hats and jackets. You obtained an object IDENTIFIER 5000 under enterprises node from IANA. You have two branch locations. Each has an inventory system that can be accessed by the IP address, which have the following OBJECT DISCRIPTORS. Branch 1 = 100 100 100 15 Branch 2 = 100 100 100 16 Each branchhas two types of products whose inventory are – Hats & jackets Hats are all of the same size and the inventory is a scaler value, hat quantity Jackets come in different sizes and the inventory is maintained in a table, jacket table, whose columnar objects are : Jacket size (Index) Jacket quantity Answer the following question. Q1. Now create a MIB Module for your company. The objective is to find the inventory of any specific product while sitting in your office. Q2. Draw a MIB subtree. Q3. Write a MIB Module Q4. Explain the advantages of the MIB module Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Project Management Case Studies CASE STUDY (20 Marks) You manage a hotel resort located on the South Beach on the Island of Kovai in Hawaii. You are shifting the focus of your resort from a traditional fan-in-the-sun destination to eco-tourism. Eco tourism focuses on environmental awareness and education. a) Convert the pool heating system from electric to solar system. b) Build a 4 mile nature biking trail. c) Renovate the horse bran. d) Replace the golf shop that accidently burned down after being struck by lightening. e) Launch a new promotional campaign with Hawaii airlines. f) Convert 12 adjacent acres into a wildlife preserve. g) Update all the bathrooms in condos that are 10 years old or older. h) Change hotel brouchers to reflect eco-tourism image. i) Test & revise disaster response plan. j) Introduce wireless internet services in café and lounge areas. Answer the following question. Q1. How would you classify the above projects in terms of compliance, strategic and operational? Q2. How easy was it to classify these projects? Q3. What made same above projects more difficult than others? Q4. What do you think you now know that would be useful for managing projects at the hotel? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Project Management Case Studies CASE STUDY (20 Marks) You have been assigned to a project risk team of 5 members. Because this is a first time your organization has formally set up a risk team for a project, it is hoped that your team will develop a process that can be used on all future projects. Your first team meeting is next Monday morning. Each team member has been asked to prepare for the meeting by developing, in as much detail as possible, an outline that describes how you believe the team should proceed in handling project risks. Each team member will hand out their proposed outline at the beginning of the meeting. Your outline should include but not be limited to the Team objectives, process for handling risk events, Team activities, Team outputs. Answer the following question. Q1. Project risks can be eliminated if the project is carefully planned, Explain? Q2. What is the difference between avoiding a risk and accepting a risk? Q3. How you face the Schedule risk? Q4. Explain the term RBS? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Networking Management CASE STUDY (20 Marks) You have been assigned the responsibility of adding a new vendor’s components with its own network management system to an existing network managed by a network management system : Answer the following question. Q1. Identify the three sets of functions that you need to do to fulfill your task. Q2. How would you differentiate between these set of functions on the basis of their features Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Principles and Practice of Management Case Studies Case (20 Marks) You are the head of a large department and several supervisors report to you. Recently you were confronted with a knotty problem. It seems that one of the supervisors had gotten into a loud and disagreeable argument with an employee. You called the supervisor to your office to hear his story. The supervisor admitted losing his temper and shouting at the employee, but he believed it was justified. He had been observing the employee over the year the man had been with the company. During this period the employee had been frequently late, and his absentee rate was above average. In addition, the supervisor went on to say that the employee was a socializer on the job, frequently leaving his work to talk to other employees and to use the telephone for personal calls. The supervisor then said that the proverbial last straw caused his outburst. The employee had come in late, and after about an hour of work he made a telephone call which the supervisor had timed as lasting 14 minutes. The supervisor then started his tirade. The employee denied being on the telephone that long, the supervisor called him a liar, and they continued the vituperative exchange which ended when you called the supervisor to your office. After listening to the supervisor, you asked him if he had disciplined the employee before, since apparently he had a poor record. You also asked if the employee had been placed on probation or had been warned. The supervisor looked at you sheepishly and seemed reluctant to answer. You pressed him, for an answer, and he finally blurted out that he was afraid to discipline the employee because he was black. He stated that the impression he had from you and higher management was that black employees should be given special treatment so that they would feel welcome and not discriminated against. He felt the company wanted to impress the public with its forward-looking employment practices and didn’t want any trouble with the black community. As a result, he was lax in discipline and had kept a hands-off approach with all black employees until his outburst. He said he couldn’t stand it anymore, and the 14-mintue telephone call caused him to lose his temper. Answer the following question. Q1. Why would a supervisor find it difficult to communicate with a black employee? Q2. Could the company have done anything to offset the misunderstanding the supervisor apparently had about the treatment of black employees? Q3. To what extent did the supervisor’s lack of communication encourage the employee to think his behavior was satisfactory? Explain. Q4. What would you now tell the supervisor? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Principles and Practice of Management Case (20Marks) YES BANK (Yes Bank), one of the new generation private sector banks, was set up in India after reforms were introduced in the banking sector in the 1990s. Yes Bank entered the market in late 2004 when the banking space in India was already overcrowded with a number of public sector banks, private sector banks, and cooperative banks. Foreign multinational banks, which were Growth constrained, were also waiting eagerly for the sector to open up further in 2009 to make a major foray into this emerging market. However, despite being a late entrant, Yes Bank drew the attention of its competitors and analysts by the speed at which it grew and by increasing its operations throughout the country. Answer the following question. Q1. Give an overview of the case. Q2. Explain how Yes bank differentiated from its competitors and used it to turn its late entry into an advantage. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Quantitative Methods Finoplastika Industries Ltd, Nigeria (20 Marks) Time series analysis has two important aims: 1) recognizing the quality of the phenomenon shown by the series of studies, and 2) Both the aims need the plan of the viewed time series data is recognized and somewhat officially explained: A time series is said to be a 'collection of observations made in sequence with time'. For example: recording level of daily rainfall, periodical total domestic product of US, and monthly strength of the. workers in Marine Corps for a specific rank and MOS. The evaluation of time series gives instruments for picking a symbolic model and delivering forecasts. There are two sorts of times series data: • Continuous: in this the data consists of study at every moment, for example, seismic movement recorded on a seismogram. • Discrete: the data contains recordings taken at different periods ,like, statistics of each month crime. Until the data is absolutely haphazard, studies in time series are usually related to each and the following studies could be partly ascertain by the last values. For instance, the reasons pertaining to the meteorology which have an effect on the temperature for any given day tend to have some affect on the next day's climate. Hence, the observations of the past temperature are helpful for predicting temperatures for the following days. • A time series can be deterministic if there are no haphazard or feasible features but goes in a set and foreseeable manner. The data gathered during the classical physics experiment like showing Newton's Law of Motion, is one example of a deterministic time series. The stochastic type of series is more appropriate to the econometric function. Stochastic variables contain undefined or arbitrary viewpoint. Though the worth of each study cannot be precisely foreseen, calculating the various observations could follow the expected method. These methods can be explained through the statistical models. According to these models, studies differ erratically on the underlying mean value which is the role of time. Time series data can be put in the following categories: one or more performance factors; trend, seasonality, cyclical function and random sound. Various kinds of time series predicting models give forecasts through extrapolating the previous performance of the values of a specified \'l!riable of interest. Consecutive study in econometric times series are generally not free and forecast can be made on the basis of last observations. Although precise predictions can be made with deterministic time series, predictions of stochastic time series are restricted to 'conditional statements regarding the future on the basis of particular hypothesis.' Armstrong (2001) says, "The basic Assumption is that the variable ui!! continue in the future as it has behaved in the past. " Particularly, the time series predictions are suitable for stochastic type of data in which the fundamental root cause of variation like, trend, cyclical performance, seasonality, and uneven variations, do not change radically m time. Therefore, modeling is considered to be more suitable temporarily instead of permanent predictions. Answer the following question. Q1.Write briefly on time-series analysis. (Hint: recognizing the quality of the phenomenon shown by the series of studies, and, both the aims need the plan of the viewed time series data is recognized and somewhat officially explained) Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Environment CASE STUDY (20 Marks) With the number of patent applications increasing exponentially the USPTO (US Patents and Trademarks Office) found it increasingly difficult to cope with the workload. This resulted in a situation where many patents were awarded to vague ideas without scrupulous review. Also there were many instances where the approved patents stifled further innovation, than encourage it and patents were used more like a weapon against competition. Many were apprehensive about the suitability of the patent system of the industrial age to the information age and suggested revamping not just the patent system, but also the entire system of intellectual property law. Answer the following question. Q1. Discuss the conditions that led to the troubles for USPTO, the relevance of business method patents and the viability of the Patent Law in protecting innovators in the information age Q2. Analyze the potential benefits that the reforms could bring to the US economy, which drives a considerable part of worldwide industrial growth. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Principles and Practice of Management CASE STUDY (20 Marks) With the aim of preparing Leo Apotheker, a board member and Deputy Chief Executive, as the next CEO, Henning Kagermann, SAP's executive board's Chairman and Chief Executive Officer (CEO), requested the supervisory board to appoint Leo as co CEO. In the past, the same pattern of leadership transition was adopted by SAP for grooming successors at SAP. Leo would work with Henning as co CEO at SAP for a year before taking over as sole CEO of the company. Henning's contract with SAP expires in May 2009. Moreover, SAP had invested heavily to create trendsetting innovations in the areas of service oriented architecture (SOA), new solutions and business models for the midmarket, but it faced challenges from its nearest competitors like Oracle, which is moving fast ahead in SOA. For executing its strategy, SAP was looking forward to Leo, who was different from the previous bosses of SAP as he was neither a member of the founder's generation nor a geek. Leo had a strong sales background. The case facilitates discussion on the leadership transition at SAP and Leo's ability to rise to the occasion. Answer the following question. Q1. Discuss the leadership transition at SAP and succession planning. Q2. Explain the cultural changes in the organization & opportunities for business growth. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Operation Management CASE STUDY (20 Marks) Winning firms nurture human capital, cherish customers and build mutually beneficial relationships with suppliers. They have the abiliy to do better and better by making the right moves at right time. Companies such as Walmart, southwest airlines, FedEx, Glaxo, intel have proved this beyond doubt again and again by delivering outstanding value to customers at a reasonable price. Sony and APPle have endlessly identified new and surprising fields to enter—from the Walkman and Playstation to the iPod(iPad also) and the iMac. Jeff Bezos at Amazon saw in 1994 that the internet could become a powerful platform vehicle for e-commerce and that selling books online would work particularly well. Further down the line, Amazon concentrated consistently on changes that would make it easier to buy books, from reviews and suggestions on other purchases to I-click ordering. Almost every change was introduced keeping the unique requirements of the customers in mind. Dell hs shown PC buyers that they do naot have to sacrifice quality or state of the art technology to buy personal computers easily and inexpensively. In the mid-1980s, while Compaq focused attention on making its PCs cheaper and faster than IBMs college student Michael Dell saw a chance to outdo both companies by concentrating not on the product but on the delivery system. he realized that he could outsell others by eliminating middlemen. Answer the following question. Q1. Give an overview of the case.. Q2. What are the benefits of eliminating middlemen? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Principles and Practice of Management CASE STUDY (20 Marks) You are the head of a large department and several supervisors report to you. Recently you were confronted with a knotty problem. It seems that one of the supervisors had gotten into a loud and disagreeable argument with an employee. You called the supervisor to your office to hear his story. The supervisor admitted losing his temper and shouting at the employee, but he believed it was justified. He had been observing the employee over the year the man had been with the company. During this period the employee had been frequently late, and his absentee rate was above average. In addition, the supervisor went on to say that the employee was a socializer on the job, frequently leaving his work to talk to other employees and to use the telephone for personal calls. The supervisor then said that the proverbial last straw caused his outburst. The employee had come in late, and after about an hour of work he made a telephone call which the supervisor had timed as lasting 14 minutes. The supervisor then started his tirade. The employee denied being on the telephone that long, the supervisor called him a liar, and they continued the vituperative exchange which ended when you called the supervisor to your office. After listening to the supervisor, you asked him if he had disciplined the employee before, since apparently he had a poor record. You also asked if the employee had been placed on probation or had been warned. The supervisor looked at you sheepishly and seemed reluctant to answer. You pressed him, for an answer, and he finally blurted out that he was afraid to discipline the employee because he was black. He stated that the impression he had from you and higher management was that black employees should be given special treatment so that they would feel welcome and not discriminated against. He felt the company wanted to impress the public with its forward looking employment practices and didn’t want any trouble with the black community. As a result, he was lax in discipline and had kept a hands off approach with all black employees until his outburst. He said he couldn’t stand it anymore, and the 14mintue telephone call caused him to lose his temper. Answer the following question. Q1. Why would a supervisor find it difficult to communicate with a black employee? Q2. Could the company have done anything to offset the misunderstanding the supervisor apparently had about the treatment of black employees? Q3. To what extent did the supervisor’s lack of communication encourage the employee to think his behavior was satisfactory? Explain. Q4. What would you now tell the supervisor? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Most people want to be ethical — and consider themselves to be. But incidents ranging from stolen library books to rogue trading illustrate that many people do not act as ethically as they want to, or as they think they do. “With all the evidence to support rational, good choices in the workplace or the marketplace, why don’t we all behave that way?” said Ann Skeet, director of leadership ethics at the Markkula Center for Applied Ethics at Santa Clara University. Skeet gave an introduction to a May 11 forum called, “The Behavioral Movement: What Business Professionals Should Know About Human Nature,” sponsored by the Business Ethics Partnership of the Markkula Center. Two speakers addressed what we know about why people behave unethically – and how the conditions that contribute to this behavior may be particularly acute in high-pressure environments like Silicon Valley. “The culture of Silicon Valley is different than in most other places,” said Hersh Shefrin, the Mario L. Belotti Professor of Finance at Santa Clara University’s Leavey School of Business and a pioneer in the field of behavioral finance. “This is a risk-taking culture and a culture where goals are set very high.” This can make Silicon Valley workers especially vulnerable to the pressures that can lead to unethical decisions. For example, the increasing use of global teams, which can require phone calls early in the morning and late at night as well as regular hours in the office, may contribute to fatigue – a risk factor for poor decision-making. Still, Shefrin said, “we’re not as unique as we think we are – just more so.” Workers in Silicon Valley are subject to the same psychological issues as workers anywhere else. For example, all workers have blind spots, said Ann E. Tenbrunsel, professor in the College of Business Administration at the University of Notre Dame and the Rex and Alice A. Martin Research Director of the Institute for Ethical Business Worldwide. She addressed the psychology of ethical decision making, or “why people behave unethically despite the best intentions.” There have been significant efforts to improve ethics: at the regulatory level; at the organizational level, with millions spent on training; and at the educational level, with ethics being infused into the curriculum at many universities, Tenbrunsel said. Still, the headlines announcing bad behavior keep coming. “We haven’t taken the psychology of the decision maker into account,” Tenbrunsel said. She listed four ethical blind spots that contribute to poor decision making — ethical illusions, ethical fading, dangerous reward systems and motivated blindness — and elaborated on the first two. Ethical illusions are based on “illusions of our own ethicality,” Tenbrunsel said. She cited studies showing that library books on ethics – presumably checked out by people who think about ethics – are stolen more often than non-ethics books. And when people are asked to rate how honest they are, a majority of people rate themselves above average, which is statistically not possible. “We really seem to engage in hyperinflation about things related to morality and ethicality,” Tenbrunsel said. “If everyone thinks their companies are ethical, we don’t do a good job of really trying to find the problems.” It helps to think of three stages of the decision-making process, Tenbrunsel said: prediction, action and recollection. Before making a decision, people generally predict that they will act in accordance with their values. When it comes to taking action, that is not always what happens. But after the fact, “we remember that we did better than we did,” Tenbrunsel said. Why don’t people behave as they predict they will? One reason, said Tenbrunsel, is that prediction involves high-level ideals, whereas the action phase is more about the details and what is feasible at that particular moment. Forces such as hunger, fatigue and fear come into play, for example, and may overwhelm idealistic plans. “The body and mind’s goal is to mitigate it,” Tenbrunsel said. Ethical fading, the second blind spot Tenbrunsel discussed, happens when a person making a decision doesn’t view the decision as one that involves ethics. People use financial criteria to make financial decisions and legal criteria to make legal decisions, for example. So if a decision can be categorized as something other than an ethical one, it makes it easy to not consider ethics. Language plays a role in this area, as well: For example, a decision about “runoff” may be viewed differently than one about “pollution.” Shefrin continued the conversation by examining rogue trading, an example of how “finance and psychology and ethics all interconnect.” Because trading involves taking risks, it is useful to understand the psychology behind risk-taking. For example, most people will choose a sure gain over a smaller chance to win a larger amount. But they will choose the risk of a large loss over a sure loss. “Three of the most important emotions associated with what happens when you face a risk are fear, hope and aspiration,” Shefrin said. “People who are excessively fearful tend not to take risks that are worth taking in an actuarial sense, and people who are excessively hopeful tend to shoot for the stars when it’s not appropriate. In a situation like the rogue trading cases, traders find themselves in a situation where the pressures to succeed are so great that they take imprudent risks.” In addition to the psychology of the individuals involved, the strength of corporate processes and the way corporate culture encourages or discourages risk-taking play a role. “Strong corporate cultures that include an ethical dimension can help deal with the vulnerabilities,” Shefrin said. “The tone always starts at the top.” Answer the following question. Q1. Why imprudent risks are to be taken for great success. Explain Q2. Debate the three stages of the decision-making process. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Why don't corporate boards include more women and minorities? At a recent meeting of the Business and Organizational Ethics Partnership at Santa Clara University's Markkula Center for Applied Ethics, panelists took on this question in a panel called "Board Diversity." The moderator was Katharine Martin, a partner and board director at Wilson Sonsini Goodrich & Rosati. The panelists were Barry Williams, board director for PG&E and president and former managing director of Williams Pacific Ventures; and Abby Adlerman, founder and CEO of Boardspan. Williams, who is African American, discussed his service on the boards of a dozen public companies during his career. He is now reaching "the age or time limit" for corporate boards, he said, and he wants to make sure younger minorities have the same opportunities he had. Williams conducted a "one-person study" of Bay Area companies and found that only 24 percent had an African-American director. The number is lower among tech companies. He added statistics for other minorities and women and showed the results to other directors and CEOs. He also compiled a list of black directors currently serving on boards, plus a list of black CEOs and chief financial officers, two common positions from which board members are drawn. "Most people I talked to were surprised at the extent of the underrepresentation," Williams said. "They couldn't understand why they weren't getting these names from the search firms." Since he completed this study, he has worked with others to broaden the effort to include other regions. "My overall impression is that a lot of people are doing a lot of work on this issue, but I'm not seeing as much success as I'd like," Williams said. He said leadership by CEOs is needed — "CEOs listen to fellow CEOs more than to someone like me" — as well as pressure from institutional investors. He also stressed the importance of all groups working together on board diversity, so that there isn't just one "diversity slot" on a board. "Somehow we're all fighting against each other for that one spot," Williams said. Adlerman said boards need to see the need for diversity: "One of the things I've learned is that you can't have a solution if you don't have a problem," she said. "I don't think we've really put our finger on the pulse of the problem." She cited common statistics used to build awareness: the huge influence women have in the economy as employees and consumers compared to their small presence on corporate boards. "We have lots of advocates and awareness, but no viable solutions," Adlerman said. "These are not really the board's problems." The real problem, Adlerman said, boils down to risk. "It is risky to bring another board member on unless you can get exceedingly comfortable with their ability to contribute and work style. Sitting directors want to minimize the chance of disharmony," Adlerman said. "We know it's not a supply problem: There are plenty of talented people," Adlerman said. "I don't think it's a demand problem – I believe intellectually plenty of white men sitting on boards would like to have more diverse boards." The problem, Adlerman said, is how to help boards manage the risk of bringing in someone they don't know. "I think that if we can really get to understand the risks that are perceived, we're going to make some really good progress." During the discussion, the panelists revisited the arguments for having a diverse board. "A significant amount of work now says that diverse groups make better decisions," Williams said. "Today's young people want to work in highly ethical, highly principled companies, and diversity is a big aspect of that." "We are bringing a broader perspective to the boardroom—that's the benefit of diversity," Adlerman said. Martin asked a follow-up question about the supply issue: whether there really are enough women and minority candidates for boards with the specific experience boards are seeking in different industries. Tech companies, for example, may seek board members with engineering backgrounds. Williams said company management was the more appropriate place to be looking for specific technology expertise. "To me the worst boards are when you have 10 people who think alike and have the same experiences," Williams said. Answer the following question. Q1. Give your views on the case. Q2. Why diversity in board room is required? Discuss. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Ethics CASE STUDY (20 Marks) Why don't corporate boards include more women and minorities? At a recent meeting of the Business and Organizational Ethics Partnership at Santa Clara University's Markkula Center for Applied Ethics, panelists took on this question in a panel called "Board Diversity." The moderator was Katharine Martin, a partner and board director at Wilson Sonsini Goodrich & Rosati. The panelists were Barry Williams, board director for PG&E and president and former managing director of Williams Pacific Ventures; and Abby Adlerman, founder and CEO of Boardspan. Williams, who is African American, discussed his service on the boards of a dozen public companies during his career. He is now reaching "the age or time limit" for corporate boards, he said, and he wants to make sure younger minorities have the same opportunities he had. Williams conducted a "one-person study" of Bay Area companies and found that only 24 percent had an African-American director. The number is lower among tech companies. He added statistics for other minorities and women and showed the results to other directors and CEOs. He also compiled a list of black directors currently serving on boards, plus a list of black CEOs and chief financial officers, two common positions from which board members are drawn. "Most people I talked to were surprised at the extent of the underrepresentation," Williams said. "They couldn't understand why they weren't getting these names from the search firms." Since he completed this study, he has worked with others to broaden the effort to include other regions. "My overall impression is that a lot of people are doing a lot of work on this issue, but I'm not seeing as much success as I'd like," Williams said. He said leadership by CEOs is needed — "CEOs listen to fellow CEOs more than to someone like me" — as well as pressure from institutional investors. He also stressed the importance of all groups working together on board diversity, so that there isn't just one "diversity slot" on a board. "Somehow we're all fighting against each other for that one spot," Williams said. Adlerman said boards need to see the need for diversity: "One of the things I've learned is that you can't have a solution if you don't have a problem," she said. "I don't think we've really put our finger on the pulse of the problem." She cited common statistics used to build awareness: the huge influence women have in the economy as employees and consumers compared to their small presence on corporate boards. "We have lots of advocates and awareness, but no viable solutions," Adlerman said. "These are not really the board's problems." The real problem, Adlerman said, boils down to risk. "It is risky to bring another board member on unless you can get exceedingly comfortable with their ability to contribute and work style. Sitting directors want to minimize the chance of disharmony," Adlerman said. "We know it's not a supply problem: There are plenty of talented people," Adlerman said. "I don't think it's a demand problem – I believe intellectually plenty of white men sitting on boards would like to have more diverse boards." The problem, Adlerman said, is how to help boards manage the risk of bringing in someone they don't know. "I think that if we can really get to understand the risks that are perceived, we're going to make some really good progress." During the discussion, the panelists revisited the arguments for having a diverse board. "A significant amount of work now says that diverse groups make better decisions," Williams said. "Today's young people want to work in highly ethical, highly principled companies, and diversity is a big aspect of that." "We are bringing a broader perspective to the boardroom—that's the benefit of diversity," Adlerman said. Martin asked a follow-up question about the supply issue: whether there really are enough women and minority candidates for boards with the specific experience boards are seeking in different industries. Tech companies, for example, may seek board members with engineering backgrounds. Williams said company management was the more appropriate place to be looking for specific technology expertise. "To me the worst boards are when you have 10 people who think alike and have the same experiences," Williams said. Answer the following question. Q1. Give your views on the case. Q2. Why diversity in board room is required? Discuss. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 International Business Case Studies CASE STUDY (20Marks) Background checks are an issue faced by many companies, as sensitive information is now more public than ever. Office Drop is no exception, as the company scans paper into digital files, including patient records and minister sermons, most of which require trustworthy employees who can handle documents discreetly. Many companies offer quick, superficial checks, but for Office Drop owner Prasad Thammineni, more information was required. He found a company that would allow research to delve into a number of different sources and perform a more comprehensive search. Other business owners offered somewhat critical opinions of Thammineni's choice, pointing out that instead of Googling to find a background check company, he should have asked his business network who they were using. They also recommended that he took advantage of free resources, including online searches and checking out social media sites to learn more about job candidates. Answer the following question. Q1. Why background checks of job candidates are necessary? Q2. Why the Office Drop owner Prasad was very particular about background checks of employees? Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224

Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224 Business Communication Case Studies CASE STUDY (20 Marks) Whether you’re reaching out to customers or confirming details with a trusted staff member, communication is the lifeblood of any business. You already send emails and make phone calls, but you might be surprised at what other kinds of tools are available to help make that communication easy and effective. Project management is hard enough when you’re not dealing with multiple offices and remote works. Collaboration software keeps everybody on the same page by establishing a one stop destination for assignments, status reports, shared resources and progress tracking. Some popular examples of collaboration software include “Cloud” may be this decade’s technology buzzword, but that doesn’t mean it’s not extremely valuable. Cloud storage saves and stores your files at a remote location so that they’re always available. If the computer crashes, you won’t lose progress. If people are working remotely, on location, or away from the office, they can access the files whenever they need to. Traditional business phone systems are expensive and complex. Some choose to use cell phones instead, but the use of your personal phone can make you seem less professional. A virtual phone system combines the professional feel and robust functions of an old school phone tree with the flexibility and simplicity of cell phones. There are a number of virtual phone systems out there, including Grasshopper. Internet connectivity makes it possible to contact exponentially wider networks of leads, customers, gurus and workers than ever before… and those contacts don’t just have an address and a phone number. They have email addresses, chat handles, Facebook accounts, Twitter feeds and LinkedIn profiles. Contact management software helps you keep it all straight, reminds you when you’re “due” to reach out to key contacts and streamlines the process of keeping in touch. Depending on your precise needs, and are different, but effective, contact management options. Yes, you can do everything you need with a regular cell phone, or even without one. Businesses did it for centuries. But the calendaring, text messaging and note taking apps that come standard with every phone will streamline how your office communicates. It’s why so many businesses buy smart phones or tablets for their employees. Obviously, these are just some of the communication tools that can boost your business and streamline your efforts. Answer the following question. Q1. What is collaboration? Give examples of collaboration software. Q2. Give an overview of the case. Assignment Solutions, Case study Answer sheets Project Report and Thesis contact aravind.banakar@gmail.com www.mbacasestudyanswers.com ARAVIND – 09901366442 – 09902787224