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Wind turbine maker Leone Energy posted a net loss of Rs. 250 crore for the fourth quarter ended March 31, 2010 as against a net profit of Rs.350 crore in the same quarter a year-ago. In the financial year 2009-10, the company clocked a gross income of Rs. 6,517 crore, as against Rs. 9,778 crore in the previous year. Leone Energy clocked a loss of Rs. 1100 crore in 2009-10, as against a net profit of Rs. 320 crore in 2008-09. The sales revenues stood at Rs. 22,400 crore for the year, approximately 21 per cent less as against Rs. 28,350 crore last year. For the financial year ending March 31, 2010, Leone Energy’s sales volume (in terms of capacity of projects executed) was 4,560 MW from 2,935 MW a year ago. The CEO of Leone Energy in his message to shareholders suggested that the poor performance of the company was the result of adverse economic conditions during the year ended March 31,2010 You are a shareholder owning 5% of the shares of Leone Energy, have seen the stock price decline by more than 50% during the year 2009-10, and are quite upset with the way the management has been handling the business. You have decided to confront the management at the next shareholders’ meeting and have chosen the following 5 points to argue against the CEO’s version of the story. In light of the above paragraph, select the most appropriate order of these 5 statements that you, as a disappointed shareholder, should adopt as a stinging and robust preface in your case against the management in front of the management and other shareholders.
i. The management is not doing its best to maintain the profitability of the
ii. The company has actually increased its sales volume during the year under
iii. The adverse economic conditions have led to a worldwide increase in the
adoption of alternative energy sources, reflecting in all time highest profits for wind turbine makers in both developed and developing countries.
iv. The management has been lax with its employees as the management enjoys a large set of benefits from the company that they would have to forgo if they
became strict with employees.
v. The company is trying to increase sales by charging lower, unprofitable prices.
Ranjan Tuglak, the youngest cabinet minister of the newly elected coalition, glanced through the notes prepared by his secretary regarding the recent controversies on racket, the most popular game of the country. While International Racket Association (IRC) has agreed to implement Drug Testing Code (DTC) promoted by World Athletic and Gamer Federation, Racket Club which controls the entire racket related activities (unlike any other sports and games of the country) had some reservations regarding the initiative. Majority of the citizens waited for the international competitions eagerly and were fanatical about their country's participation in them. As a result of the popularity of the game.70% of the total revenue associated with the game originates from the country. Hence Racket Club has high bargaining power with IRC and can change any decision that is not aligned with its interests. Three most popular and senior players, including the captain, are against the application of DTC citing security reasons. A decision against the interests of these players may result in law and order problems throughout the country. Other players support the decision of their senior colleagues and if Racket Club refuses to agree, players may support Counter Racket Club, a new national level initiative. Counter Racket Club may threaten the monopoly of Racket Club, if it succeeds to attract some popular racket players. Ranjan's father had been forced to resign from politics due to alleged corruption charges. Ranjan had completed his entire education from abroad before returning to join politics. He is a great soccer player and has major reservations against racket. According to him, racket has negative influence on the country's youth and diverts their attention from productive work. He also considers drug testing as an essential feature for any sports and games across the world. As the new cabinet minister for Youth and Sports he needs to take some important decisions on this controversial issue.
According to DTC, each athlete/sportsperson need to submit a schedule for three months (in advance) that specifies an hour each day when they can be randomly tested for drugs. DTC also assured the confidentiality of the submitted schedule by (i) limiting the access of player-supplied information to two senior officers, (ii) these officers will have the internet based access only to the schedule of those sports persons who are randomly selected for testing (and not of everyone) and (iii) introducing similar security features for DTC database as in case of financial institutions. Top three popular players realize that no reason other than security can help them to get a favourable decision from Ranjan. Hence during discussions they should focus on all options except:
Any one who can share prediction based decision making set and any video discussing the approach to solve these sets? Thank you
Benquest is a business process outsourcing company. The requirement of the job entails interaction with overseas clients. As correspondence with many overseas clients is carried out during the nights, it is mandatory for employees to work in shifts. The company contracts cabs to pick up and drop its employees. But after a recent incident of assault of a BPO employee by a cab driver, in the capital, a majority of the female employees who form the bulk of the workforce are threatening to resign.
Which of the following would be a most practical measure to be adopted by Benquest to counter this problem?
a) Ensure that every cab carries a group of employees with a security guard. Correct Answer
b) Stop recruiting female employees.
c) Train female employees in martial arts thus enabling them to defend themselves.
d) Offer attractive incentives to female employees.
e) Reserve nights shifts for men and allow female employees to work in day or evening shifts ensuring that they leave at a relatively safe hour.
Suman, an MBA graduate from a top B-school, recently joined Indian Public School Society (IPSS), the umbrella organization which administers Indian Public Schools, one of the most reputed and well-known chain of schools in India. Suman previously worked with Noida Magnet School (NMS) in Noida, after his MBA, as he liked the education sector and wanted to make a positive impact on it. The concept of Magnet Schools, an American one, is new to India and one of the distinguishing features of a magnet school is that it has a special curricular focus - commonly offered themes include STEM (Science, Technology, Engineering and Math), the arts, vocational themes etc. Magnet schools are schools of choice and students enroll because of their interest in the themes offered by the school. Magnet schools also have customized and alternate modes of instruction, and involve hands-on learning that is inquiry and performance-based. After working with NMS for 2 years, when Suman was offered a position at IPSS as a curriculum designer and assistant to the Vice President, franchisee operations, he was elated and looked forward to joining IPSS as he thought he could put his ideas and learning at NMS to good use. Of the 433 private IPS schools in India and abroad, IPSS directly manages 7 of them while the remaining schools run on a franchisee model, with IPSS retaining a firm control on the way things are run at each of the schools. Three months after joining IPSS, Suman was highly disenchanted with IPSS and was on the verge of a breakdown. A lot of his ideas and plans, which he believed were game changers, were either out rightly rejected or not given their due share of recognition and almost never really implemented. He believed that IPSS, being a behemoth, was a lot less agile than his previous employer because important decisions were either delayed or overlooked upon due to layers of bureaucracy that had crept into the organization over the years of virtual monopoly it commanded. He would constantly remind himself that “complacency breeds incompetency” but everyone in the organization seemed to think otherwise. Over the years, IPS schools have created a niche for themselves and are deeply entrenched in the minds of parents and students; however, the fact that they’re not embracing technology as an enabler for imparting knowledge and that their curriculum didn’t change to reflect the changing times, worried Suman. Q43. The top bosses tell Suman that his suggestions and sweeping changes cannot be implemented overnight and that he should stay longer with IPSS to understand how it worked, so that he can help the company better. How should Suman react after hearing this? a) Seek an opportunity elsewhere as staying longer with IPSS might potentially douse his enthusiasm and ideas. b) Give the idea a fair chance and continue working for a while longer to understand how a giant organization worked, before taking any drastic steps the next time. c) Ask his boss to commit to a definite deadline before which he gets a chance to implement some of his ideas. d) Continue working, but ask to be shifted to another department, as his relations with his boss are likely bruised. e)Ask for an independent charge and more autonomy, and the chance to take decisions, subject to ratification by the top team.
The company Tata Global Beverages has its headquarters at Kolkata but has major production plants or tea gardens in Assam. The company is known for its excellent welfare practices and its employees have participated in a number of rural CSR activities. At all their major tea gardens in Assam, the regular workers had membership of Namoni Asam Cha Mazdoor Sangh (NACMS), a trade union affiliated to Centre of Indian Trade Unions. Both the company and NACMS addressed various worker related issues on proactive basis. As a result, no industrial dispute had been reported from the organization in the recent past. In a project aimed at promoting the idea of shareholder workers and helping to create more than 30,000 permanent jobs, Amalgamated Plantations Pvt. Ltd (APPL) was set up in 2009 to acquire and manage tea plantations in Assam previously owned by Tata Global Beverages. APPL continued maintaining good relations with NACMS. With an objective to become more globally competitive, APPL decided to also deploy large number of contract labourers in the tea gardens. Contract workers neither get the same benefits as regular employees nor do they have any job security. Engaging workers through contractors reduces the overall labour cost by 50%. Slowly more than 40% of the total workers at the tea gardens in Assam were contract workers. The trade union NACMS refused to grant membership to contract labourers and was wary that regular workers would dwindle in number in the production facilities. In June 2014, workers at one major Assam plant suddenly went on strike. Striking workers demanded recognition of a new union, which was formed after the workers were dissatisfied with the existing union which they felt was not doing much to enhance the working conditions of the employees. The new union leaders stated in their complaint that “there is a vast gap between the needs and aspirations of the workers and the leadership of NACMS whose only vision is to maintain good industrial relations and take care of the profit margins of the capitalist classes.” Based on these allegations APPL started investigating the day-to-day activities of the NACMS leaders. Some contractors who had nothing to do with NACMS felt that such investigations may expose their dealings in the process and possibly reduce their profit margins. They, therefore, instigated the contract labourers to demand for better wages. Meanwhile the workers at the Assam plant applied for the registration of the new union and even elected a new governing body. This has split the workforce at the Assam plant and more importantly, may mean the end of any meaningful labour activism at the company in the forseeable future. The workers went on an indefinite strike. On one day during the strike, angry labourers even set fire to several vehicles parked inside the premises. APPL reported to the media and police that the company supervisors were violently assaulted by workers during the strike and sacked 45 employees involved in it who were asked to leave the company premises immediately. Consequently the government declared the strike by the workers illegal and referred the matter to Labour court. Meanwhile production has come to a complete standstill and company share prices are dwindling rapidly. Q38. In the wake of the recent happenings, what step(s) is/are expected from APPL management? Choose the best sequence of actions. I. Reinstate all the sacked employees to ensure peaceful negotiation process which will expose exploitation and take strong action against trouble makers. II. Stop the current investigations against NACMS as they were not factual and based on rumours. III. Get in touch with all the workers directly and express the need to resume production immediately due to competition and losses. IV. Take strong action against the workers who violently assaulted the supervisors. V. Increase the wages of contract workers. VI. Organize meetings between both the unions and the company management to amicably resolve the issue.
Anyone wants to share IMS/Times mocks tests... please ping me...
A few years ago, Mr. Optimistic and Mr. Practical started a herbal tea business. Their annual earnings for the current fiscal year is just Rs 15 million. They are now exploring various options to improve revenue. Mr. Smart, an advertising executive from Bright Advertising Agency (BAA), is trying to convince Mr. Optimistic and Mr. Practical that the best way to enhance sales is to opt for mass media advertising. This move could potentially enhance their earnings to Rs. 45 million within a year. But the two partners would have to make a one-time investment of Rs 10 million in various media outlets nationwide. If the advertising foray is not successful, the firm stands to go bankrupt. Mr. Optimistic and Mr. Practical are discussing about possible risks of advertising. Mr. Optimistic and Mr. Practical didn't invest in advertising, but competitors who did reaped huge financial benefits. Repentant, they are now estimating the additional amount they would have earned (i.e foregone earnings) had they invested in advertising. However, the two owners differed on the expected lifespan of one-time advertising. Mr. Optimistic expected the lifespan of a major advertising campaign to be 3 years, whereas Mr. Practical expected it to be only 1 year. After the effects of the advertising campaign are over, the earnings from the company would drop back to Rs 15 million (until another advertising campaign is initiated). Which of the following would be the approximate difference between two expected forgone earnings after 3 years of the advertising investment, if yearly earnings are deposited in a bank @8%, compounded annually? Note: Forgone earnings= (Earnings from the business with advertising) - ( Earnings from the business without advertising)
XAT 2015 DM
Innovative Institute of Business (IIB) has decided to be the first green campus in India. IIB Administration has advised all campus residents to reduce carbon footprints. IIB faculty members did a brainstorming and came up with the following suggestions:
I. Replacing electricity source for street lights with solar panels.
II. Replacing the existing buildings with environment friendly buildings.
III. Organizing a seminar on ‘Towards a Sustainable Future’ involving all students, staff, and experts from around the country.
IV. Introducing a compulsory course on sustainability to increase awareness among students.
V. Conducting an initial energy audit to explore where IIB can reduce carbon footprints.
Which of the following options would be the most preferred sequence of actions to reduce carbon footprints on campus?