Dravya is the owner and manager of a textile industry, which is her family business. Last year, she attended the seminar on the topic globalisation. She found the topic relevant and will help her in expanding business by conducting operations worldwide.
What will be the positive impact of opting globalisation?

Dravya is the owner and manager of a textile industry, which is her family business. Last year, she attended the seminar on the topic globalisation. She found the topic relevant and will help her in expanding business by conducting operations worldwide. Why does she consider the topic to be relevant?

Shonali Sharma, after completing her MBA , began to help her father , Mr. Shiv Sharma , in his business . The business had a limited capital investment . Shonali wanted to use the modern business techiques in every area of business , namely , purchase , sales , production , finance etc . In fact , she wanted to implement the methods , which she had learnt in her MBA course , in her father's business . As soon as she started adopting the latest techniques , the workers began to protest and resist the changes . So she became disappointed and left her father's business . She started working in an MNC. Mr. Shiv Sharma was unable to assume the responsibilty of all managerial tasks such as purchasing , selling , financing , etc . Good workers started leaving the organisation . The goodwill of the business in the market went on declining .In no time , the liabilities of the business became many times more than the assets . On account of the pressure exerted on him by teh creditors , Mr. Shiv Sharma had to repay the debts of the business by disposing off his personal properties . (a) Identify the form of business organisation discussed in the above para . (b) Quoting the relevant lines from the para explain any three limitations of the form of business organisation identified in (a) .

The Challenge of Being a Global Manager Rajat Lal is the director of a firm that develops software solutions for the travel industry on a global level. He represents a US software services firm that outsources project work to its delivery partners in Gurgaon, the software hub of North India. It develops software for companies in the technology, transportation and leisure sectors, across the world. Rajat is the interface between his global clients and his domestic technical team. That makes his job more challenging than that of a manager who functions in a totally domestic environment. This is what Rajat has to say about the challenges of his job: In the capacity of the country manager' - the global manager has to deal with establishing his company's legal and business presence in the form of a local office or business partner, contacting and negotiating with clients, with legal bodies including lawyers and immigration authorities since the services involve having technical staff from India to be based in USA/Europe, as also with local companies offering recruitment services. Another key role he plays is establishing a sense of comfort in potential clients by stressing on the positive effects ofcross cultural and multi-cultural opportunities that outsourcing and global delivery entail, while addressing any concerns out of these. In the capacity of the functional manager- the global manager has to ensure he is able to source the right technical skills, build a strong resource base of these skills, and be able to deliver on software projects with these skill-sets working in a globalised work environment - in terms of multiple time-zones, understanding of client's priorities based on the business cycles that the client's business operates in understanding and adapting to the processes and methodologies the client isfamiliar with. Finally this function also includes customer expectation management, where the functional manager has to coordinate activities in India and in USA/Europe according to the customer's priorities, communicate what is possible and what is not possible, and accordingly also manage the expectations and satisfaction levels of his own employees In the capacity of the 'business leader - the global manager has to be alive to changing business Situations and customer priorities - he has to keep track of the trends in outsourcing - and have the ability to envision upcoming opportunities as well as potential risks. For example, having a firm grip on the changing legislations on outsourcing is criticalfor a business manager to understand if his current clients are going to continue giving him business. The global manager also needs to be extremely responsive in what customers may perceive as gaps between the operating environment in India vis-à-vis their own countries. He has to position the advantages that outsourcing to India offers - in terms of lowered costs and access to a wide talent-base, while expertly addressing concerns on weak areas like infrastructure in India. What do all these mean for a global manager today? To summarise, a global manager today is one who possesses what can be termed as 'hard' types of skills as well as 'softer types of skills. Managers who understand analysis, strategy, engineering, and technology are still going to be needed, but extremely critical to global success are people who understand how teams work, how organisations work, how people are motivated. A manager who really understands different cultures should be able to work in a West European, non-English speaking country, then move to a developing country like Malaysia or Kenya, and then be transferred to an office based in New York, USA and be almost immediately productive in all three places It can thus be understood that the role of a global manager has evolved in much the same way that the global industry and economy have evolved. It has changed from being a single dimensional role ina defined business context, to being a multi-faceted role that calls for a diverse combination of technical skills, soft management and people skills, and the ability to imbibe and learn different cultural experiences. Which features of mangement is referred in the paragraph ? Explain

Shalini, after acquiring a degree in Hotel Mangement and Business Administation took over her family food processing company of manufacturing pickles,jams and squashes. The business was established by her great grandmother and was doing reasonably well. However the fixed operating costs of the business were high and the cash flow position was weak. She wanted to undertake modernisation of the existing business to indroduce the latest manufacturing processes and diversify into the market of chocolates and candites. she was very enthusiatic and approached a finance consultant, and expansion programme. He also informed her that the stock market was going thorugh a bullish phase. (a) Keeping the above considerations in mind, name the source of finace Shalini should not choose for financing the modernisation and expansion of her food processing business. Give one reason in support of your answer. (b) Explain any too other facotrs, apart from those staed in the above situation, which Shalini should keep in mind while taking this decision.

Shikha is a sole proprietor .Over the past decade , her business has grown from operating a neighbourhood corner shop selling accessories such as artificial jewellery , bags , hair clips and nail polish to a retail chain with three branches , she is wondering whether she should form a company to better manage the business . She also has plans to open branches country wide . (a) Explain two benefits of remaining a sole proprietor . (b) Explain two benefits of converting to a joint stock company . (c) What role will her decision to go nationwide play in her choice of form of the organisation ?

Sapna opens a garments showroom in Jaipur after completing a course in textile designing. She has employed person in her showroom. For greater productivity she divides the work into small tasks and each employee is trained to perform his/her specialised job. The sales persons are allowed to close a deal with a buyer by giving a maximum of 10% discount, whereas the decision to give any further discount rests with Sapna as the final authority. In the earlier days of starting of the business, four of her employees were asked to put in extra hours of work. In return, she had promised to give them a special incentive within a year. Therefore, after six months when the business was doing well, she awarded a cash bonus to each of these employees to honour her commitment. However, when it comes to settling the conflicts among her employees, she tends to be more biased towards her female employees. In context of the above case: Identify and explain the principle of management which is being violated by Sapna by quoting lines from the paragraph.

Sapna opens a garments showroom in Jaipur after completing a course in textile designing. She has employed person in her showroom. For greater productivity she divides the work into small tasks and each employee is trained to perform his/her specialised job. The sales persons are allowed to close a deal with a buyer by giving a maximum of 10% discount, whereas the decision to give any further discount rests with Sapna as the final authority. In the earlier days of starting of the business, four of her employees were asked to put in extra hours of work. In return, she had promised to give them a special incentive within a year. Therefore, after six months when the business was doing well, she awarded a cash bonus to each of these employees to honour her commitment. However, when it comes to settling the conflicts among her employees, she tends to be more biased towards her female employees. In context of the above case: Identify and explain one principle of management that is being applied by Sapna by quoting lines from the paragraph.