Symbiosis Centre for Distance Learning (SCDL)

Admission - 2011

SCDL’s Post Graduate Diploma Programs, Diploma Programs, Certificate Programs and Single Courses ensure quality education through a self-paced, yet guided learning system. SCDL endeavours to fulfill educational and professional ambitions making them the logical choice for every aspirant seeking knowledge.

Programs and Courses:

Faculty of Management:

Two-Year Programs:

• Post Graduate Diploma in Business Administration (Splz: Marketing / Finance / HR / Operations / CRM)
• Post Graduate Diploma in International Business
• Post Graduate Diploma in Banking & Finance

One-Year Programs:

• Post Graduate Diploma in Human Resource Management
• Post Graduate Diploma in Insurance Management (Splz: General / Life)
• Post Graduate Diploma in Retail Management
• Post Graduate Diploma in Customer Relationship Management
• Post Graduate Diploma in Supply Chain Management
• Post Graduate Diploma in Export & Import Management

Six-Month Certificate Program:

• Certificate Program in Entrepreneurship and New Venture Creation

International School of Business & Media (ISB&M), Pune

International School of Business & Media (ISB&M), Nande, Pune is a rapidly growing institute for management studies. In an era when teaching methods across business schools are getting commoditized, ISB&M has put in place a unique learning model which combines classroom inputs with action-learning. And the performance of the alumni indicates that the model has been effective.

Faculty at ISB&M enjoys independence to experiment with course delivery mechanisms as well as deciding on course content. Ensuring the right balance between traditional-learning methods and action-learning is a challenge which they face daily and thrive on it. The institute is in the process of nurturing different centers of excellence – which provide the faculty a wide canvas to expand their expertise, develop skill-sets in more than one functional / sectoral area, undertake applied research, etc.

Management Resume Samples | Operations Management

Management Resume Samples
Operations Management

Mr. ABC,
00, North 1 Street,
Burlington City, California, 000000,
(000)-111 1111

Objective: Looking for an opportunity to work in the field of operations management to utilize my skills and experience in a growth-oriented environment

Summary:

• Widespread information of all practical areas of business operations.
• Strong initiative in decision-making and assumption of responsibilities.
• Good communication and interpersonal skill.
• Successful time management

MBA (OM) Sample Paper - Production and Operation Mgmt (Paper 5)

MS-53 Production & Operation Management

There are two Sections A and B. Attempt any three questions from section A. Each question carries 25 marks. Section B is compulsory and carries 25 marks.

Section A

1. Explain the complementary role of productivity and wastivity in effective of resources in an organisation.

2. Sales data for 9 periods. Forecast the data for the next period i.e. for the 10th period. Assume µ = 0.4 and F1= 600 (initial value).

MBA (OM) Sample Paper - Production and Operation Mgmt (Paper 4)

MS-53 Production & Operation Management

There are two Sections A and B. Attempt any three questions from section A. Each question carries 25 marks. Section B is compulsory and carries 25 marks.

Section A

1. What is Wilson cot size formula? Derive the optimal order quantity (Q3) and mansion the assumptions thereof.

2. Explain why quality should be better by following the TQM concept than in a system that depends on final inspection.

3. Capacity will be modified in response to demand. Demand will be modified in response to capacity. Which of these two statements is correct? Why?

MBA (OM) Sample Paper - Production and Operation Mgmt (Paper 3)

MS-53 Production & Operation Management

There are two Sections A and B. Attempt any three questions from section A. Each question carries 25 marks. Section B is compulsory and carries 25 marks.

Section A

1. Organizations may be viewed as systems. The system view is important to operations managers since (a) the production/operation system is a part of the firm or organisation and

(b) within the production/operations function there are subsystems. Explain.

2. The forecast values and the actual values for the different quarters are given below. Calculate the RSFE (Running Sum of Forecast Error), Forecast Error, Cumulative Error and Mean Absolute Deviation (MAD). Calculate also the Tracking Signal (TS)

MBA (OM) Sample Paper - Production and Operation Mgmt (Paper 2)

MS-53 Production & Operation Management

There are two Sections A and B. Attempt any three questions from section A. Each question carries 25 marks. Section B is compulsory and carries 25 marks.

Section A

1. Whirlpool Company has experienced the following demand for ice during the past six months:

MBA (OM) Sample Paper - Production and Operation Mgmt (Paper 1)

MS-53 Production & Operation Management

There are two Sections A and B. Attempt any three questions from section A. Each question carries 25 marks. Section B is compulsory and carries 25 marks.

1. Operations personnel usually have a large volume and variety of resources at their command --- they should endeavour to make effective and efficient use of these resources to achieve the largest outputs. Comment. What are the approaches for enhancing the utilisation of resources?

2. What are the various methods of judge-mental forecasting? Comment on possible errors that are associated with judgmental forecasting.. What are the suggestions given by Armstrong for carrying out judgmental forecasting?

3. In a time study of an operation, the following observations are noted down with respective time in minutes. The performance is rated at 90% with allowances for personal needs, fatigue and other unavoidable delays as 15%. Determine the standard time for the operation.

MBA (Operations Management) Sample Paper - Project Management (Paper 5)

MS-52 Project Management

There are two Sections A and B. Attempt any three questions from Section A. All questions in Section A carry 20 marks each. Section B is compulsory and carries 40 marks.

Section A

1. What are the phases associated with a project life cycle? Highlight key points of each phase that distinguishes one from another.

2. Discuss the most aspects, which need to be considered at the pre-feasibility study of a project. What factors and issues need to be considered in financial and economic evaluation?

3. There exists a trade -off between activity duration and the associated cost. Discuss the time/cost trade off in project management. When should one resort to crashing? Discuss.

4. Regular reporting helps monitoring the progress of the project. List out three importance types of reports that need to be generated under each of the following:

MBA (Operations Management) Sample Paper - Project Management (Paper 4)

MS-52 Project Management

There are two Sections A and B. Attempt any three questions from Section A. All questions in Section A carry 20 marks each. Section B is compulsory and carries 40 marks.

Section A

1. Bring out the importance of pre-feasibility, feasibility studies and technical analysis is ensuring success in the operation phase of the project.

2. What do you mean by Social Cost Benefit Analysis (SCBA)? How does SCBA differ from monetary cost and benefits analysis (financial analysis) of a project?

3. A project comprising of eight tasks (A to H) has the following characteristics:

MBA (Operations Management) Sample Paper - Project Management (Paper 3)

MS-52 Project Management

There are two Sections A and B. Attempt any three questions from Section A. All questions in Section A carry 20 marks each. Section B is compulsory and carries 40 marks.

Section A

1. What are the important phases of a project life cycle? Discuss each phase briefly with key issues involved in it.

2. Detailed Project Report (DPF) forms the foundation on which the entire superstructure of the project is built --- if it is weak, the project cannot with stand the turbulent times ahead. Bring out the dos and don'ts of a good DPR.

3. Bring out the difference between CPM (Critical Path Method) and PERT (Program Evaluation and Review Techniques and their suitability of use. Explain critical path for the above with suitable examples).

MBA (Operations Management) Sample Paper - Project Management (Paper 2)

MS-52 Project Management

There are two Sections A and B. Attempt any three questions from Section A. All questions in Section A carry 20 marks each. Section B is compulsory and carries 40 marks.

Section A

1. A project is different from routine and regular activities. Draw a list of characteristics and distinguish the projects from other activities.

MBA (Operations Management) Sample Paper - Project Management (Paper 1)

MS-52 Project Management

There are two Sections A and B. Attempt any three questions from Section A. All questions in Section A carry 20 marks each. Section B is compulsory and carries 40 marks.

Section A
1. What are the technical aspects of a typical project as distinct from commercial, financial, economic and managerial feasibility? Discuss three important issues that managers must consider while conducting technical analysis.

2. Technology and processes play crucial role in certain projects. What are the key issues in regards to choice of technology, equiplment and processes at the stage of formulation of DPR?

3. How interdependencies between events and activities are shown through the construction of project networks? Define events and activities in the context of a network analysis. With the help of an example, explain the critical path and slack in the network.

4. What are the objectives of project management information systems? What are the types of data sets used in integrated project management information system Discuss briefly how these date sets are used for decision making.

5. Write short notes on the following three :

(I) CPM Vs. pert technique

(II) Total slack

(III) Advantages of matrix organisation

(IV) Commission of projects

(V) Financing of project

Section B

6. (a) What is resource leveling in relation to PERT/CPM? 10+30 (b) List of activities for erecting a canteen in the factory is given below with other relevant details. Job A must precede all others while job E must follow all others. Apart from this, jobs can run concurrently also:

Operations Management | C10 Project Management

Description : A presentation on project management which comes under Operations Mnagement.

Quality Assurance Management

1. Functions of QA personnel:

Operations Management Controls

Eight functions that are the responsibility of operations management:

1. Computer operations
Controls over computer operations govern the activities that support the day-to-day execution of either test or production systems

3 types of controls must exist: