NMIMS : Operations Management

 

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NMIMS Global Access

School for Continuing Education (NGA-SCE)

 

Course: Operations Management

 

Internal Assignment Applicable for September 2020 Examination

 

Assignment Marks: 30

Instructions:

·       All Questions carry equal marks.

·       All Questions are compulsory

·       All answers to be explained in not more than 1000 words for question 1 and 2 and for question 3 in not more than 500 words for each subsection. Use relevant examples, illustrations as far aspossible.

·       All answers to be written individually. Discussion and group work is not advisable.

·       Students are free to refer to any books/reference material/website/internet for attempting theirassignments, but are not allowed to copy the matter as it is from the source of reference.

·       Students should write the assignment in their own words. Copying of assignments from otherstudents is not allowed.

·       Students should follow the following parameter for answering the assignment questions.

 

For Theoretical Answer			For Numerical Answer
Assessment Parameter	Weightage		Assessment Parameter	Weightage
Introduction	20%		Understanding and usage of the formula	20%
Concepts and Application related to the question	60%		Procedure / Steps	50%
Conclusion	20%		Correct Answer & Interpretation	30%

 

 

 

 

 

 

 

 

 

NMIMS Global Access

School for Continuing Education (NGA-SCE)

 

Course: Decision Science

Internal Assignment Applicable for September 2020 Examination

 

 

 

 

 

 

 

 

 

 

Decision Science

 

 

 

 

Table of Contents

Question 1. 5

Internal Assignment Applicable for September 2020 Examination. 8

Understanding and usage of the formula and calculation. 9

Question 2. 11

Understanding and usage of the formula and calculation. 11

Question 3. 14

Understanding the concept and application and the calculation. 14

References. 15

Books. 15

 

 

Question 1

The data set given in Table 1 is having variables namely, house price of unit area (Y), house age (X1), distance to nearest MRT station (X2), number of convenience stores (X3), latitude (X4), and longitude (X5). 

Table 1: Data Set

Table Below

Internal Assignment Applicable for September 2020 Examination

 

S.No.	X1	X2	X3	X4	X5	Y
1	6.4	90.45606	9	24.97433	121.5431	62.2
2	17.5	964.7496	4	24.98872	121.53411	38.2
3	12.7	170.1289	1	24.97371	121.52984	32.9
4	1.1	193.5845	6	24.96571	121.54089	54.4
5	0	208.3905	6	24.95618	121.53844	45.7
6	32.7	392.4459	6	24.96398	121.5425	30.5
7	0	292.9978	6	24.97744	121.54458	71
8	17.2	189.5181	8	24.97707	121.54308	47.1
9	12.2	1360.139	1	24.95204	121.54842	26.6
10	31.4	592.5006	2	24.9726	121.53561	34.1
11	4	2147.376	3	24.96299	121.51284	28.4
12	8.1	104.8101	5	24.96674	121.54067	51.6
13	33.3	196.6172	7	24.97701	121.54224	39.4
14	9.9	2102.427	3	24.96044	121.51462	23.1
15	14.8	393.2606	6	24.96172	121.53812	7.6
16	30.6	143.8383	8	24.98155	121.54142	53.3
17	20.6	737.9161	2	24.98092	121.54739	46.4
18	30.9	6396.283	1	24.94375	121.47883	12.2
19	13.6	4197.349	0	24.93885	121.50383	13
20	25.3	1583.722	3	24.96622	121.51709	30.6
21	16.6	289.3248	5	24.98203	121.54348	59.6
22	13.3	492.2313	5	24.96515	121.53737	31.3
23	13.6	492.2313	5	24.96515	121.53737	48
24	31.5	414.9476	4	24.98199	121.54464	32.5
25	0	185.4296	0	24.9711	121.5317	45.5
26	9.9	279.1726	7	24.97528	121.54541	57.4
27	1.1	193.5845	6	24.96571	121.54089	48.6
28	38.6	804.6897	4	24.97838	121.53477	62.9
29	3.8	383.8624	5	24.98085	121.54391	55
30	41.3	124.9912	6	24.96674	121.54039	60.7
31	38.5	216.8329	7	24.98086	121.54162	41
32	29.6	535.527	8	24.98092	121.53653	37.5
33	4	2147.376	3	24.96299	121.51284	30.7
34	26.6	482.7581	5	24.97433	121.53863	37.5
35	18	373.3937	8	24.9866	121.54082	39.5
36	33.4	186.9686	6	24.96604	121.54211	42.2
37	18.9	1009.235	0	24.96357	121.54951	20.8

Internal Assignment Applicable for September 2020 Examination

38	11.4	390.5684	5	24.97937	121.54245	46.8
39	13.6	319.0708	6	24.96495	121.54277	47.4
40	10	942.4664	0	24.97843	121.52406	43.5
41	12.9	492.2313	5	24.96515	121.53737	42.5
42	16.2	289.3248	5	24.98203	121.54348	51.4
43	5.1	1559.827	3	24.97213	121.51627	28.9
44	19.8	640.6071	5	24.97017	121.54647	37.5
45	13.6	492.2313	5	24.96515	121.53737	40.1
46	11.9	1360.139	1	24.95204	121.54842	28.4
47	2.1	451.2438	5	24.97563	121.54694	45.5
48	0	185.4296	0	24.9711	121.5317	52.2
49	3.2	489.8821	8	24.97017	121.54494	43.2
50	16.4	3780.59	0	24.93293	121.51203	45.1
51	34.9	179.4538	8	24.97349	121.54245	39.7
52	35.8	170.7311	7	24.96719	121.54269	48.5
53	4.9	387.7721	9	24.98118	121.53788	44.7
54	12	1360.139	1	24.95204	121.54842	28.9
55	6.5	376.1709	6	24.95418	121.53713	40.9
56	16.9	4066.587	0	24.94297	121.50342	20.7
57	13.8	4082.015	0	24.94155	121.50381	15.6
58	30.7	1264.73	0	24.94883	121.52954	18.3
59	16.1	815.9314	4	24.97886	121.53464	35.6
60	11.6	390.5684	5	24.97937	121.54245	39.4
61	15.5	815.9314	4	24.97886	121.53464	37.4
62	3.5	49.66105	8	24.95836	121.53756	57.8
63	19.2	616.4004	3	24.97723	121.53767	39.6
64	16	4066.587	0	24.94297	121.50342	11.6
65	8.5	104.8101	5	24.96674	121.54067	55.5
66	0	185.4296	0	24.9711	121.5317	55.2
67	13.7	1236.564	1	24.97694	121.55391	30.6
68	0	292.9978	6	24.97744	121.54458	73.6
69	28.2	330.0854	8	24.97408	121.54011	43.4
70	27.6	515.1122	5	24.96299	121.5432	37.4
71	8.4	1962.628	1	24.95468	121.55481	23.5
72	24	4527.687	0	24.94741	121.49628	14.4
73	3.6	383.8624	5	24.98085	121.54391	58.8
74	6.6	90.45606	9	24.97433	121.5431	58.1
75	41.3	401.8807	4	24.98326	121.5446	35.1
76	4.3	432.0385	7	24.9805	121.53778	45.2
77	30.2	472.1745	3	24.97005	121.53758	36.5

Internal Assignment Applicable for September 2020 Examination

78	13.9	4573.779	0	24.94867	121.49507	19.2
79	33	181.0766	9	24.97697	121.54262	42
80	13.1	1144.436	4	24.99176	121.53456	36.7
81	14	438.8513	1	24.97493	121.5273	42.6
82	26.9	4449.27	0	24.94898	121.49621	15.5
83	11.6	201.8939	8	24.98489	121.54121	55.9
84	13.5	2147.376	3	24.96299	121.51284	23.6
85	17	4082.015	0	24.94155	121.50381	18.8
86	14.1	2615.465	0	24.95495	121.56174	21.8
87	31.4	1447.286	3	24.97285	121.5173	21.5
88	20.9	2185.128	3	24.96322	121.51237	25.7
89	8.9	3078.176	0	24.95464	121.56627	22
90	34.8	190.0392	8	24.97707	121.54312	44.3
91	16.3	4066.587	0	24.94297	121.50342	20.5
92	35.3	616.5735	8	24.97945	121.53642	42.3
93	13.2	750.0704	2	24.97371	121.54951	37.8
94	43.8	57.58945	7	24.9675	121.54069	42.7
95	9.7	421.479	5	24.98246	121.54477	49.3
96	15.2	3771.895	0	24.93363	121.51158	29.3
97	15.2	461.1016	5	24.95425	121.5399	34.6
98	22.8	707.9067	2	24.981	121.54713	36.6
99	34.4	126.7286	8	24.96881	121.54089	48.2
100	34	157.6052	7	24.96628	121.54196	39.1

 

Understanding and usage of the formula and calculation

On the basis of data given in Table 1,

a.     Compute the descriptive statistics using the box plot and comment upon the 5 point summary.

Solution:

 

b.     Construct the histogram for each of X_i’s as well as Y and comment upon the skewness.

Solution:

 

c.     Compute the standard deviation for X1, X2 and X3.

Solution:

 

Question 2. Understanding and usage of the formula and calculation

On the basis of data given in Table 1,

a.Draw the scatter plot of Y with each X_i (i = 1, 2, 3, 4, 5)

Solution:

b.     Find the correlation of Y with each X_i. Also check the significance of correlation coefficient at 5% level of significance for each.

Solution:

 

 

c.     Using multiple regression, find the linear regression equation predicting Y on basis of X_i’s (i = 1, 2, 3, 4, 5) and comment upon R squared and adjusted R square value.

Solution: R square is 58.7 percent

Adjusted R square is 56.5 percent which is adjusted on the five independent variables in the model.

 

d.     If regression is showing any insignificant variable/s (subpart c), drop the variable/s from the regression equation and run the regression again. Now compare the R squared and adjusted R square with the previous model and comment on the same.

 

Solution:  After, you drop X4, X5. The R square is 57.78% and Adjusted R-square is 56.46%.

The R-square reduces as the explanatory variables are dropped.

Question 3. Understanding the concept and application and the calculation

Team leader Mr. X claims that the average output of his team is 900 pages per day. To check his claim 50 employees are selected at random and the average output is found at 854 pages with the standard deviation of 42 pages. 

a.     Construct the null hypothesis and alternative hypothesis for the given problem. 

Solution:

    H0 = Mean = 900 pages/day

    Ha =

 

b.     Is the claim of Mr. X true at 5% level of significance? Construct 95% confidence interval for the sample mean.

Solution:

t stat (calculated) = 

Standard error =

 

References

Crisostomi, E., Ghaddar, B., Häusler, F., Naoum-Sawaya, J., Russo, G. and Shorten, R. eds., 2020. Analytics for the sharing economy: Mathematics, Engineering and Business perspectives. Springer Nature.

Santos-Trigo, M., 2020. Problem-solving in mathematics education. Encyclopedia of mathematics education, pp.686-693.

Books

·       Business Mathematics NMIMS

 

 

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NMIMS : Business Law

 

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NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Business Law

Internal Assignment Applicable for September 2020 Examination

Assignment Marks: 30

Instructions:

·       All Questions carry equal marks.

·       All Questions are compulsory

·       All answers to be explained in not more than 1000 words for question 1 and 2 and for question 3 in not more than 500 words for each subsection. Use relevant examples, illustrations as far aspossible.

·       All answers to be written individually. Discussion and group work is not advisable.

·       Students are free to refer to any books/reference material/website/internet for attempting theirassignments, but are not allowed to copy the matter as it is from the source of reference.

·       Students should write the assignment in their own words. Copying of assignments from otherstudents is not allowed.

·       Students should follow the following parameter for answering the assignment questions.

·        

For Theoretical Answer			For Numerical Answer
Assessment Parameter	Weightage		Assessment Parameter	Weightage
Introduction	20%		Understanding and usage of the formula	20%
Concepts and Application related to the question	60%		Procedure / Steps	50%
Conclusion	20%		Correct Answer & Interpretation	30%

 

 

 

 

Ques.1. Explain the constitution of CCI under the Competition Act, 2002 and the procedure of handling complaints and inquiries.

 

Answer: Introduction

CCI is an acronym of the Competition Commission of India has been established underneath the section seven (7) of the competition act, 2020 as modified in later 2007. However, CCI (Competition Commission of India) has entail of a president and not more than six and not less than two members. Below section 18 of the competition act and operations of the commission, inter-alia are to circumvent procedures that hold a hostile impact on competition, generate and endure competition, prevent the interest of clients, and make positive liberty of exchange carried on

 

 

 

Ques.2. What is Corporate Governance and explain any two (2) changes introduced in the Companies Act, 2013 that has helped in better Corporate Governance in India

 

Answer : Introduction

Corporate Governance states to the way an organization is administrated. It is the strategy by which partnerships are dealt with and coordinated. It alludes to bringing the occupation according to the investor's courtesy. Accurately, it is controlled by the Board of Directors and the concerned panels for the company's investor's government assistance. It is entire about adjusting distinct and mutual destinations as phenomenal as account and sole basic reason. Corporate Governance is the correspondence between various patrons like a top managerial staff, financial specialists, and the company's administration calculating the organization's capacities and the way

 

 

Ques.3. Mr.Inamdar, an environmental right activist has found that a private developer in Mumbai has cut large nos. of trees for creating a development project in Mumbai. He wants to find more information on the development activities carried out by the developer. As a citizen of India, he went ahead and filed an application under Right to Information Act, 2005 with the private developer. However, he was denied the information.

 

Answer: Introduction

 

Right to Information Act 2005 sets out the hands-on rule of power to data for people to protected access to data from a communal expert held by the collective authority. It is held underneath its switch to promote clearness, and accountability in the government's functioning, consisting of such exploitation and building our democracy effort for the persons in actual feel. In this article, we will discuss Mr.Inamdar, and ecological rights activist who identifies most of the private develops are cutting numerous trees in Mumbai. Let's will see how he works against the private developers in Mumbai.

 

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Human Resource Management - SBS MBA

 

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Human Resource Management

SBS MBA

 

STUDENT ID

 

UNIT TITLE

UNIT CODE

 

 

Name (in Full) __________________________________________________________

 

 

 

 

 

 

 

 

 

 

 

Total Marks: _______ / 40

 

CASE STUDY: MANAGING PEOPLE FOR ORGANIZATIONAL EFFECTIVES

You are an engineering graduate with an MBA and 10 years of management experience, and have just been appointed as CEO of a manufacturing company. The company has existed since the 1950s, but tariff reductions since the 1970s have placed it under increasing pressure. In recent years the company has been on the brink of closing down and your task is to turn it back into a viable enterprise. You were reluctant to take on the obviously difficult job and had a number of other options, but the board convinced you by offering a very attractive salary package and undertaking to support your decision fully, provided that you delivered results within a year.

The senior management team consists of five people, all of whom were appointed by the previous CEO when he took up his job seven years ago. The former CEO’s background was in accounting and his approach to dealing with the company’s difficulties could best be described as ‘cost minimization’ – he sought to rescue falling profits by reducing costs wherever possible. He was, moreover, what he described as an ‘old fashioned manager’ which in practice meant being a strict disciplinarian and asserting his right to make decisions without consulting staff. The approach to encouraging staff performance has been the threat of dismissal. The senior management team were in agreement with him on this strategy and this remains their preferred option.

As a result of this approach, the company’s plant and machinery has not been upgraded for some years. The production process is an assembly line and workers are rarely rotated among different jobs. Further, most staff are employed on individual contracts and paid poorly by industry standards. The only assessment of performance is based on production output (which is low by industry standards), and no staff are formally appraised. In spite of a lack of manufacturing jobs in the area, voluntary turnover – employees resigning – is high and this is compounded by the fact that staff are routinely dismissed for minor errors or breaches of procedure. This is justified by the other managers on the basis that ‘there are plenty more where he came from!’ due to high unemployment in the area. The company has already faced a number of formal complaints about unfair dismissal, some of which have ended up in court.

Answer the following questions.

a)     In your role as CEO, outline how you would change the people management practices in the company.

Answer:  People management strategies can make all the difference between bad, mediocre, good and great employee experience. New upgrades in the functioning of HR systems and processes have altered the nature, extent and scope of people management. That said, at the pivotal idea and aim remains to manage people better in ways that work

 

b)    How would your proposed changes improve organizational performance?

 

Answer: Organizational performance comes with job satisfaction. Levels of job satisfaction can be affected by many factors including rewards, recognition, quality of supervision, social relationships with workgroups and extent to which the individual is successful in the performance of their duties. According to Herzberg’s two-factor theory, there are hygiene factors that need to be in place to prevent employees being dissatisfied. The factors being, sufficient remuneration, fair and consistent company policies, fair and consistent

 

 

 

c)     What do you see as the major barriers to change and how would you overcome them?

Answer: The management always wants to implement change because they have the belief that the change in question will bring significant impact to the organization as a whole.

Perhaps the main objective for introducing organizational change and its implementation is that the change will improve and maintain the production environment of the organization on a daily basis.

While change is necessary, usually for the good of the organization and its staff, it will always be subject to some form of resistance. Change is usually traumatic, completely unknown and saying goodbye to the former organizational process can be somewhat difficult for embrace by the employees in the organization.

 

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Human Resource Management - SBS MBA -Sep 2020

 

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Answer any 5 of the following questions: Each question carries 12 marks.

Ques.1. One of your employees slipped on the office floor and broke her arm. Identify the steps you would take to investigate this workplace accident. (Topic 2)

Answer: Even when business owners take appropriate workplace safety precautions and measures to avoid injuries, including posting signage and facilitating proper training, accidents do happen.

Every company that employs staff is responsible for their health and safety whilst they are working. Whether this in the workplace or out on site, your employer should take the necessary steps to ensure that you are working in a safe environment. Health and safety laws are there to be followed to avoid accidents or injuries. If an employer does not have proper procedures in place, they can be prosecuted.

Ques.2. Thinking about your current job, what sources of power do you have at your disposal? (Topic 3)

 

Ques.3. How many negotiation situations have you encountered in the last week? Select two and analyze why you chose to negotiate, rather than resorting to some other approach. (Topic 4)

Answer: In the course of a week, we are all involved in numerous situations that need to be dealt with through negotiation; this occurs at work, at home, and at recreation. A conflict or negotiation situation is one in which there is a conflict of interests or what one wants isn't necessarily what the other wants and where both sides prefer to search for solutions, rather than giving in or breaking-off contact.

Few of us enjoy dealing with with conflicts-

Ques.4.Analyze your own job and draw up a job description. How would you use this job description? How does it differ from your formal job specification? (Topic 6)

Answer: A job description defines a person's role and accountability. Without a job description it is usually very difficult for a person to properly commit to, or be held accountable for, a role. This is especially so in large organisations.

 

As an employee, you may have the opportunity to take responsibility for your job description. This is great, as it allows you to clarify expectations with your employer and your boss.

 

Smaller organisations commonly require staff and managers to cover a wider or more mixed range of responsibilities than in larger organisations. For example, the 'office manager' role can comprise financial, HR, stock-control, scheduling

 

Ques. 5. Examine a situation where someone you know was dismissed from their job-e.g. a colleague or friend? What were the grounds for dismissal? What procedures were followed? Evaluate the fairness and transparency of the process. (Topic 7)

Answer: Grounds for dismissal

The recent example I can put here is of my own colleague who had been dismissed from his role due to bullying and harassment.

 

Procedures followed for her dismissal:

Disciplinary procedure were followed and company didn’t jump to immediate dismissal.

They followed disciplinary procedure, as set out in disciplinary policy, provided warnings and opportunities to improve conduct.

 

Ques.6. Think of some work that you delegated or were delegated to you. How well was the work defined? What level of assistance was provided? Was its significance explained?   (Topic 8)

 

Ques.7. Consider two or three recent changes in your own workplace. What caused them? How did they occur-were they planned or evolutionary? What was the reaction of the people affected? How could they have been better managed? (Topic 9)

 

Ques.8. Analyze your own workforce. What different cultural backgrounds are represented? Are you aware of the cultural norms which apply? Do you interact differently with those employees from different culture from your own? Why/why not? (Topic 10)

Answer: The diversity in today's workplace means we must be more sensitive to those other cultures, as much as people from other cultures must be sensitive to yours. However, it also means that the culture of the workplace has changed. We'll examine what that means to you and your organization in this article.

When in the workplace, we are blending the cultures of every individual and group to form the culture of the organization – and even the teams within the organization. How the individuals and their individual cultures blend and come together will determine the culture of the workplace. The culture of the workplace will affect your success, as well as everyone else in your organization.

 

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