Applications are invited for Admission to the following Programmes for the academic session: 2012 – 2014

Course Detail:
MBA – International Business (IB)
MBA – International Banking and Finance
MBA – Global Logistics and Supply Chain Management

Applications are invited for Admission to the following Programmes for the academic session: 2012 – 2014

Course Detail:
MBA – International Business (IB)
MBA – international Banking and Finance
MBA – Global Logistics and Supply Chain Management

About College: The Symbiosis Institute of International Business (formerly Symbiosis Institute of Foreign Trade [SIFT]), an autonomous institute of the Symbiosis group of educational institutions, came into existence in 1992. SIIB is the first autonomous institute in India to be accredited by the prestigious NAAC (National Assessment and Accreditation Council) set up by UGC.

Programme Name:

MBA - International Business (MBA- IB)
MBA - Agri Business (MBA- AB)
MBA - Energy & Environment (MBA– E&E)

Eligibility Criteria:

MBA - International Business (MBA- IB) : Specializations - Marketing, Finance, Supply Chain Management and HR
Number of Seats: 120
Reservation: Within Sanctioned intake: S.C.:15 %, S.T.:7.5 %, Physically Handicapped: 3%
Candidate must hold a Bachelors Degree of any statutory University with minimum 50% (for SC / ST Categories: 45%) aggregate marks at Graduate level.Students who are in the final year of their bachelor’s degree education may also apply. Admission of such candidate will be provisional and will be cancelled in the event of non fulfillment of the stated criteria. Students are not eligible till all the graduation backlogs are cleared.Graduates passing Degree examination by part time / correspondence course are not eligible.

MBA - Agri Business (MBA- AB)
Number of Seats: 60
Reservation: Within Sanctioned intake: S.C.:15 %,  S.T.:7.5 %, Physically Handicapped: 3% . Candidates applying from categories other than open category are required to submit the supporting documents at the time GD / PI ( if short listed)

Candidate must hold a Bachelor’s Degree of any statutory University in Agri Sciences or Agri related discipline with minimum 50% (for SC / ST Categories: 45%) aggregate marks at Graduate level. Non Agri graduates from any statutory University with minimum 50% (for SC / ST Categories: 45%) marks at Graduate level, with interest in Agri Business. Students who are in the final year of their bachelor’s degree education may also apply. Admission of such candidate will be provisional and will be cancelled in the event of non fulfillment of the stated criteria. Students are not eligible till all graduation backlogs are cleared.

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

With the introduction of a three-year Part Time MBA (International Business) during 2000-01, IIFT added a new dimension to its role in the field of professional education by making available to working executives the Institute’s well established MBA (IB) programme in the evening. This programme is a replica of the day programme, both in terms of entry procedures and course contents. The programme runs over nine trimesters spread over three years. The classes will be held on weekends. (Saturdays – 3.00 pm to 7.30 pm, Sunday – 9.00 am to 6.00 pm.)

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.

INDIAN INSTITUTE OF FOREIGN TRADE

ADMISSION 2011 : : SCORE CARD

Note: Enter your Roll. No. and Date of Birth for Result.

Eligibility The eligibility for admission to various programs is as under :

• MBA (Full Time/Part Time), MBA (International Business) and MBA (Marketing Management) - Graduation/Post-Graduation with minimum 50% marks in aggregate.

Documents/Certificates required at the time of Admission :

• Copy of graduation/post-graduation marksheets
• Copy of MPMET – Year 2010 marksheet
• Transfer Certificate (in original)
• Migration Certificate (in original)
• Eligibility Certificate (in original)
• Affidavit (for change in name/surname)

Note : 1. Eligibility Certificate will be directly issued to the candidate by DAVV, Indore. However, it is not required if the candidate has     completed his/her graduation from any University of the state of Madhya Pradesh. 2. Migration Certificate will not be required if the candidate has graduated from DAVV, Indore.

Indian Institute of Foreign Trade | Admission 2010 to PG Diploma in International Business

IIFT Bhawan
B-21, Qutab Institutional Area
New Delhi

Post Graduate Diploma in International Business for Young Managers (PGDIB)

The Post Graduate Diploma in International Business for Young Managers is a programme specially designed to build a strong foundation in International Business Management and to provide options for specialization in focused functional areas. This program has been customized for the young managers with only a few years of work experience, especially those who would not like to leave their job and city.

Eligibility: Graduation or equivalent degree from any recognized university or institution with minimum 50% marks and 1 to 5 years of experience.

Duration & Timing: The total duration of the programme is 18 months spread over 3 trimesters. The programme delivery will be through a mix of sessions conducted on campus at IIFT and in HughesNet Global Education Interactive Onsite Learning Classrooms, located in multiple cities across India.

On campus modules would be scheduled in the beginning of each trimester*

• 1st campus module of 6 days
• 2nd and 3rd module for 4 days

Fore School of Management | Admission 2010 for PGDIBM

Fore School of Management (FSM)
B-18, Qutab Institutional Area, New Delhi
Phone-No: 011-51242424-33
Email : admissions[at]fsm.ac.in;
Website: www.fsm.ac.in

ADMISSIONS 2010-2012
Post Graduate Diploma in Management (PGDM)
PGDM in International Business Management

Eligibility:
The candidate must hold a bachelor's degree with minimum 50% marks or equivalent recognized by AICTE/UGC. Final year students can also apply subject to furnishing the proof of graduation by October 01, 2010. For more details please refer the advertisement of CAT 2009 and FORE website.

BHU - Faculty of Management Studies | Admission 2010 for MBA and MIBA Programmes

Banaras Hindu University
Faculty of Management Studies
Varanasi – 221005, UP (India)
Telefax.: (91 542) 2307430/31/ 2369332
Email: admissions[at]fmsbhu.ac.in ;
Website: www.bhu.ac.in ; www.fmsbhu.ac.in

Admission Notification 2010-2011
FMSBHU–MBA/MIBA Admission Application form & Information Bulletin session 2010-11 downloadable at www.fmsbhu.ac.in or www.bhu.ac.in
Applications are invited for admission to
TWO YEAR POST GRADUATE PROGRAMME IN BUSINESS ADMINISTRATION

ICFAI University | MBA International Business Environment Paper (April 2008)

Section A : Basic Concepts (30 Marks)

• This section consists of questions with serial number 1 – 30.
• Answer all questions.
• Each question carries one mark.
• Maximum time for answering Section A is 30 Minutes.

1. Which of the following were the objectives of GATT?
I. To allow full use of resources.
II. To expand world trade.
III. To ensure full employment.
IV. To remove non-trade barriers.
(a) Both (I) and (II) above
(b) Both (I) and (III) above
(c) (I), (II) and (III) above
(d) (I), (II) and (IV) above
(e) (II), (III) and (IV) above.

2. According to Michael Porter which of the following factors determines a nation‘s ability to compete globally?
I. Factor Conditions.
II. Demand Conditions.
III. Related and Supporting Industries.
IV. Firm Structure, Strategy and Rivalry.
(a) Both (I) and (II) above
(b) Both (I) and (III) above
(c) Both (I) and (IV) above
(d) Both (II) and (III) above
(e) All (I), (II), (III) and (IV) above.

3. The value of all the goods and services produced in an economy excluding net income earned from abroad is termed as
(a) Gross Domestic Product
(b) Net National Product
(c) Gross National Product
(d) Per capita Gross Domestic Product
(e) Per capita Gross National Product.

4. What is the ultimate objective of antidumping policies?
(a) To protect consumers from predatory pricing
(b) To protect host governments from the loss of legitimate tax revenue
(c) To protect national pride
(d) To protect foreign producers from —unfair“ local competition
(e) To protect domestic producers from —unfair“ foreign competition.

5. Which of the following are not direct taxes?
I. Wealth tax.
II. Income tax.
III. Sales tax.
IV. Excise duty.
(a) Both (I) and (II) above
(b) Both (I) and (III) above
(c) Both (II) and (III) above
(d) Both (II) and (IV) above
1

(e) Both (III) and (IV) above.

6. Which of the following is the level of economic integration, characterized by absence of trade barriers among member countries, with a common external trade policy that allows mobility of factors of production among member countries?
(a) Political union
(b) Customs union
(c) Economic union
(d) Free trade area
(e) Common market.

7. ”Social class categories are ranked vertically, ranging from higher status to lower status.‘ Then the social class is said to be
(a) Restrictive
(b) Homogeneous
(c) Dynamic
(d) Hierarchical
(e) Multidimensional.

8. Which of the following is not a Regional Trade Agreements?
(a) NAFTA
(b) ECO
(c) WTO
(d) CAN
(e) LAIA.

Delhi School of Economics | Admission 2010 for MIB, MHROD

University of Delhi, Department of Commerce, Delhi School of Economics invites applications for admission to the following professional programmes, commencing in July, 2010.

- Master of International Business (MIB)
- Master of Human Resource and Organisational Development (MHROD)

Eligibility: Bachelor’s degree in any discipline from the University of Delhi or any other recognised university, with atleast 50% aggregate (relaxable by 55 for SC/ ST/ CW/ PH candidates).Candidates appearing in the final year examination may also apply.

Entrance test: The Common Entrance Test will be held on Sunday, February 7, 2010 at Delhi, Ahmedabad, Bangalore, Kolkata, Chandigarh, Chennai, Bhubaneswar, Hyderabad, Lucknow, Mumbai and Guwahati.

MBA Sample Paper - International Business (Paper 5)

MS-97 International Business

Attempt any three questions from Section A. Section B is compulsory and carries 40 marks.

Section A

1. What is meant by "globalisation of business" What implications it has for problems if any, created by glabalisation of business?

2. Explain the theory of "Comparative cost advantage" How do firms in two different countries benefit from international trade in terms of this theory? Explain with examples.

3. What kind of strategy issues might arise in international between multinational parent company and subsidiaries? What development path's a subsidiary could adopt vis-à-vis if parent company?

4. What are the issues that need to be considered decision. What are the risks investment decision. What are the risks associated with these decisions and how can a company minimize these?

5. MNCs are supposed to build considerable market power. How does it influence that host country? Elaborate your answer with examples.

Section B

WESTINGHOUSE
In 1969, Westinghouse's top management noted with concern that its chief rival, General Electric, gained 25 percent of its sales abroad compared to only & percent by Westinghouse. Top management was determined to compete more vigorously against GE in foreign markets. At that time, Westinghouse had a separate operation, Westinghouse Electric International Company, which was located in New York, away from corporate headquarters in Pittsburgh Between 1969 and 1971, overseas volume increased to 15 percent of sales; and the chairman, Donald C. Burnham, said, "I've set a goal that 30 percent of our business will be outside the U.S. I hope to get there and then set a bigger goal." The spurt in foreign sales was largely the result of the aggressive pursuit of overseas acquisitions. This marked a substantial change in foreign operating practice, an as much as Westinghouse had depended almost entirely on exports and licensing agreements for its foreign sales since World War I, when its three European subsidiaries were confiscated.

From 1969 to 1971, the International Company operated alongside four other Westinghouse divisions. These were operated as companies that were each in charge of a group of diverse products. A major complaint of the International Company was that the four other companies tended to view foreign operations as marely an appendage to which they were unwilling to give sufficient technical or even product assistance. Since the International Company had to depend on the product groups for anything that it was going to export, there were problems of gaining continued assured supplies. The product companies were quite willing to divert output abroad when they had surplus production but were reluctant when there were shortages. This was largely because the International Company rather than the Product Company got credit for the sales and profits. Likewise, the products groups were reluctant to lend their best personnel to the International Company to assist in exportation of highly technical orders or to lend support to production from foreign licensing and subsidiaries.

MBA Sample Paper - International Business (Paper 4)

MS-97 International Business

Attempt any three questions from Section A. Section B is compulsory and carries 40 marks.

Section A

1. Compare Heckscher-Ohlin and Leantief trade models. Examine the two models in the light of contemporary global trade situation.

2. Discuss the determinants of international investment decisions. What different strategies could a firm follow in this respect?

3. What key questions in relation to control arise in international the control process?

4. Are there any basic differences between Japanese and American work cultures, particularly in relation to human resource management practices? Explain what can India learn from such cultures and practices?

5. What factors influence the decision regarding location of production facilities? What complexities and trade-offs might be involved?

Section B

6. Please read the following case study carefully and answer the questions given at the end:

MBA Sample Paper - International Business (Paper 3)

MS-97 International Business

Attempt any three questions from Section A. Section B is compulsory and carries 40 marks.

Section A

1. (a) What are the dimensions of international business?
(b) Discuss the factors that have led to the gloabalisation of business.

2. Explain any two of the following:
(a) Factors on which ownership strategy depends in the context of international business.
(b) Barriers to overcoming organisational biases in the context of managing a multi-focal strategy.
(c) What are the different mechanisms adopted for coordinating subsidiaries by different MNEs? What is the need for flexibility?

3. (a) Explain the different approaches to control in multi-national enterprises.
(b) It has been said that MNCs often introduce new efficiency oriented management practices. What can developing host country learn from the MNCs in this respect?

4. (a) What factors influence hybrid/mixed strategies involving partial rationalisation of production and marketing facilities and partial local manufacturing?
(b) Briefly explain the stages in cross-cultural negotiation process.

5. Explain the following:

(a) MNEs and New International Economic Order
(b) Dynamics of regional trade groupings
(c) WTO and the promotion and regulation of world trade

Section B

6. Please read the following case study carefully and answer the questions given at the end.

Sunlight Chemicals
Starting at the vast expanse of the Arabian Sea from his comer office at Bombay's Nariman Point, Ramcharan Shukla the 53-year old executive vice-chairman and managing Director of the 500-crore Sunlight Chemicals. (Sunlight felt both adventurous and apprehensive. He knew he had to quicken the global strides Sunlight had made in the last four years if the company was to benefit from its early gains in the world markets. However, he was also shaken by a doubt: would his strategy of prising open international markets by leveraging the talents of a breed of managers with transnational competencies succeed?

Globalisation had been an integral part of Sunlight's business plans ever since Shukla took over as managing director in 1990 with the aim of making it the country's first international chemicals major Since then Sunlight --- the country's third-largest chemicals maker --- had developed export markets in as many as 40 markets, with international revenues contributing 40 per cent of its Rs. 500 crore turnover in 1994-95. The company also set up manufacturing bases in eight countries --- most recently in China's Shenzhen free trade zone --- manned by a mix of local and Indian employees.

MBA Sample Paper - International Business (Paper 2)

MS-97 International Business

Attempt any three questions from Section A. Section B is compulsory and carries 40 marks.

Section A

1. (a) What are basic differences between domestic and international business?
(b) While some see globalization as the avenue to the development of poor nations, others see it intensifying misery and inequalities. Critically examine the above statement in today's context.

2. Explain the following:

(a) Localisation of global strategy
(b) Technology contracting (licensing) as an alternative to FDI or ownership strategy.
(c) Major factors contributing to the success of international strategic alliances.

3. Explain the role of " Power Distance" in understanding Hofsted's work on cross-cultural prospective. How does this help in managing international environment?

MBA Sample Paper - International Business (Paper 1)

MS-97 International Business

Attempt any three questions from Section A. Section B is compulsory and carries 40 marks.

Section A

1. (a) Discuss the various factors that influence foreign investment decisions.
(b) State the various distinguishing features of Transaction Cost Approach of FDI.

2. There are three major rations used as performance indicators for international business. Explain these rations bringing out their meaning and significance.

3. The decision of how much power should be delegated to a manager of a subsidiary is crucial, and depends on several factors. Examine these factors with their importance in Multinational Corporation,

4. (a) What are the main characteristics of a global firm?
(b) Discuss the major barriers in overcoming organizational biases.
(c) Identify three types of attitudes in the choice of organizational structure.
(d) Discuss any one innovative production technique used in international firms to face intense competition.

5. Explain the following:

Indian Institue of Foreign Trade | Admission 2010-12 for MBA (IB)

Indian Institute of Foreign Trade

Admission to MBA (IB) (2010-2012)

Eligibility : Recognized Bachelor’s degree of minimum 3 years’ duration in any discipline.

Candidates appearing for a qualifying examination can also apply subject to submission of proof of requisite qualification by October 7, 2010.

Application procedure :
Candidates can submit application online by visiting IIFT‘s website at and clicking the "ADMISSIONS 2010' icon available on the homepage wherein detailed guidelines are available.

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: