Download GTU (Gujarat Technological University) MBA (Master of Business Administration) 2018 Winter 1st Sem 1519304 Cross Continent Business Philosophy Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (International Business) ? SEMESTER 1 ? EXAMINATION ? WINTER 2018
Subject Code:1519304 Date: 28/12/2018
Subject Name: Cross Continent Business Philosophy
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Marks
Q.1 Explain the terms
a) Directing
b) Sleeping/ dormant partner
c) HUF
d) Conflict of Interests
e) Scalar Chain
f) Reporting
g) Partnership Deed
14
Q.2 (a) Briefly explain STEPS model. 07
Q.2 (b) ?The basic theme of Taylor was that managers should study work
scientifically in order to identify ?One Best Way? to get job done? ? Explain
the statement in line with positive aspects of Scientific Management.
07
OR
Q.2 (b) Do you agree that India is a Matrix Society? Explain the managing in the
Matrix Society.
07
Q.3 (a) Explain any two major Trade and Business-related institutions of Asia. 07
Q.3 (b) Briefly discuss the institutional framework of European Union 07
OR
Q.3 (a) What was Hawthrone Experiment? Discuss key areas of Human Relations
theory in brief.
07
Q.3 (b) The contingency approach enables manager to evolve practical answers to
the problems ? Discuss the statement considering situational theory of
management.
07
Q.4 (a) Discuss the learnings from Japanese and Chinese business management
systems.
07
Q-4 (b) Write a short note on BRICS. 07
Q.4 (a) Briefly discuss any two-major trade and business-related institutions of
Africa region.
07
Q.4 (b) Discuss the effects of Australian business on Global Business. 07
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (International Business) ? SEMESTER 1 ? EXAMINATION ? WINTER 2018
Subject Code:1519304 Date: 28/12/2018
Subject Name: Cross Continent Business Philosophy
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Marks
Q.1 Explain the terms
a) Directing
b) Sleeping/ dormant partner
c) HUF
d) Conflict of Interests
e) Scalar Chain
f) Reporting
g) Partnership Deed
14
Q.2 (a) Briefly explain STEPS model. 07
Q.2 (b) ?The basic theme of Taylor was that managers should study work
scientifically in order to identify ?One Best Way? to get job done? ? Explain
the statement in line with positive aspects of Scientific Management.
07
OR
Q.2 (b) Do you agree that India is a Matrix Society? Explain the managing in the
Matrix Society.
07
Q.3 (a) Explain any two major Trade and Business-related institutions of Asia. 07
Q.3 (b) Briefly discuss the institutional framework of European Union 07
OR
Q.3 (a) What was Hawthrone Experiment? Discuss key areas of Human Relations
theory in brief.
07
Q.3 (b) The contingency approach enables manager to evolve practical answers to
the problems ? Discuss the statement considering situational theory of
management.
07
Q.4 (a) Discuss the learnings from Japanese and Chinese business management
systems.
07
Q-4 (b) Write a short note on BRICS. 07
Q.4 (a) Briefly discuss any two-major trade and business-related institutions of
Africa region.
07
Q.4 (b) Discuss the effects of Australian business on Global Business. 07
Page 2 of 3
Q.5 Asian and American Business Culture
Between Asian and American business culture, we can identify a number of
differences and the primary being the distance between the owner and the
employee. People act on what they believe. The way they think and make
initiatives are partially or fully depend on their innate culture. This premise can
also be applicable to the business environment as well. Organizations at present
accept and value diverse workforce because they believe that diversity brings
productive outcomes. This diversity has led in a larger extent to differentiate and
to bring different settings in countries. Theoretically, the cultural differences are
attributed to different models and theories. However, there are apparent
differences between Asian and the American business culture. The values that
might be really valued in Asia might not be pleasing to American business
people. There are clear differences among distribution of power, collectivism of
the two contexts, what they value, the uncertainties they face and how they think
accordingly, people?s long-term orientations in the two contexts and the
happiness of people among Asia and the America.
What is the Asian Business Culture?
Importantly, the distance between owner and the employees of organizations are
relatively high in Asian countries. The distance between the owners and the
employees is defined upon the distribution of power within the organization.
Therefore, business companies in Asia do not value this concept and, as a result,
the distance between managers and employees become high comparatively. This
distance leads organizations to create employee dependency. And as a result in
the long term employee dissatisfaction is occurred. Theoretically, this nature
refers to power distance (Hofstede 1980).
Next, the collectivism among people in Asian countries is relatively high. People
in Asia value a collective society. Business decisions are made collaboratively.
This collectiveness leads to high organizational productivity. This nature refers to
collectivism (Hofstede 1980). In third, comparatively, competitiveness, success,
and achievement of the society is less in Asian countries. However, this context
holds the characteristics of masculine (Hofstede 1980). It is accepted that Asian
countries are masculine in nature in the perspective of visual display of power
and success. Also, these countries value traditions and spirituals. Next cultural
factor that depicts the Asian business culture is uncertainty avoidance (Hofstede
1980). This explains the extent to which the society is threatened by inherent
ambiguities and threats. It is said that Asia holds the characteristics of low
uncertainty avoidance which means a low preference on the dimension. The next
dimension discusses the linkages a society would make with people?s present,
past, and the future. A society that holds low in this dimension, values timely
honored traditions while the others assume pragmatic approaches. Asia holds a
preference for uncertainty avoidance and thus pragmatic approaches are
anticipated. Finally, the dimension of indulgence refers to happiness of the
society in general (Hofstede 1980). The opposite of this dimension refers to
restraint. Asian culture is restraint in general. As a result, restraining cultures
control desires in relation to gratification.
So, in overall, Asian business cultures do not accept the distribution of power and
thus negative results are expected in organizational productivity. The good sign
of culture is that the societal members accept the collective culture and thus
14
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA (International Business) ? SEMESTER 1 ? EXAMINATION ? WINTER 2018
Subject Code:1519304 Date: 28/12/2018
Subject Name: Cross Continent Business Philosophy
Time: 10:30 AM To 01:30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Marks
Q.1 Explain the terms
a) Directing
b) Sleeping/ dormant partner
c) HUF
d) Conflict of Interests
e) Scalar Chain
f) Reporting
g) Partnership Deed
14
Q.2 (a) Briefly explain STEPS model. 07
Q.2 (b) ?The basic theme of Taylor was that managers should study work
scientifically in order to identify ?One Best Way? to get job done? ? Explain
the statement in line with positive aspects of Scientific Management.
07
OR
Q.2 (b) Do you agree that India is a Matrix Society? Explain the managing in the
Matrix Society.
07
Q.3 (a) Explain any two major Trade and Business-related institutions of Asia. 07
Q.3 (b) Briefly discuss the institutional framework of European Union 07
OR
Q.3 (a) What was Hawthrone Experiment? Discuss key areas of Human Relations
theory in brief.
07
Q.3 (b) The contingency approach enables manager to evolve practical answers to
the problems ? Discuss the statement considering situational theory of
management.
07
Q.4 (a) Discuss the learnings from Japanese and Chinese business management
systems.
07
Q-4 (b) Write a short note on BRICS. 07
Q.4 (a) Briefly discuss any two-major trade and business-related institutions of
Africa region.
07
Q.4 (b) Discuss the effects of Australian business on Global Business. 07
Page 2 of 3
Q.5 Asian and American Business Culture
Between Asian and American business culture, we can identify a number of
differences and the primary being the distance between the owner and the
employee. People act on what they believe. The way they think and make
initiatives are partially or fully depend on their innate culture. This premise can
also be applicable to the business environment as well. Organizations at present
accept and value diverse workforce because they believe that diversity brings
productive outcomes. This diversity has led in a larger extent to differentiate and
to bring different settings in countries. Theoretically, the cultural differences are
attributed to different models and theories. However, there are apparent
differences between Asian and the American business culture. The values that
might be really valued in Asia might not be pleasing to American business
people. There are clear differences among distribution of power, collectivism of
the two contexts, what they value, the uncertainties they face and how they think
accordingly, people?s long-term orientations in the two contexts and the
happiness of people among Asia and the America.
What is the Asian Business Culture?
Importantly, the distance between owner and the employees of organizations are
relatively high in Asian countries. The distance between the owners and the
employees is defined upon the distribution of power within the organization.
Therefore, business companies in Asia do not value this concept and, as a result,
the distance between managers and employees become high comparatively. This
distance leads organizations to create employee dependency. And as a result in
the long term employee dissatisfaction is occurred. Theoretically, this nature
refers to power distance (Hofstede 1980).
Next, the collectivism among people in Asian countries is relatively high. People
in Asia value a collective society. Business decisions are made collaboratively.
This collectiveness leads to high organizational productivity. This nature refers to
collectivism (Hofstede 1980). In third, comparatively, competitiveness, success,
and achievement of the society is less in Asian countries. However, this context
holds the characteristics of masculine (Hofstede 1980). It is accepted that Asian
countries are masculine in nature in the perspective of visual display of power
and success. Also, these countries value traditions and spirituals. Next cultural
factor that depicts the Asian business culture is uncertainty avoidance (Hofstede
1980). This explains the extent to which the society is threatened by inherent
ambiguities and threats. It is said that Asia holds the characteristics of low
uncertainty avoidance which means a low preference on the dimension. The next
dimension discusses the linkages a society would make with people?s present,
past, and the future. A society that holds low in this dimension, values timely
honored traditions while the others assume pragmatic approaches. Asia holds a
preference for uncertainty avoidance and thus pragmatic approaches are
anticipated. Finally, the dimension of indulgence refers to happiness of the
society in general (Hofstede 1980). The opposite of this dimension refers to
restraint. Asian culture is restraint in general. As a result, restraining cultures
control desires in relation to gratification.
So, in overall, Asian business cultures do not accept the distribution of power and
thus negative results are expected in organizational productivity. The good sign
of culture is that the societal members accept the collective culture and thus
14
Page 3 of 3
collectivism brings positive outcomes in organizations. The masculinity of Asian
countries bring characteristics of power and success, and this is a good sign. Low
uncertainty avoidance brings Asia to stability in business dealings and culture as
they face fewer ambiguities in a business. Finally, the restraining culture in Asia
cause people to control their gratifications and thus dissatisfaction on business
dealings are expected.
What is the American Business Culture?
In the United States, the distance between the owners and their employees are
really low. And thus, positive outcomes are expected since the delegation of
authority is practiced in organizations. Independence among organizational
members is expected in this nature. On the other hand, the US holds
characteristics of individualism, which is the society accepted ?I? culture. As a
result, informal combination patterns, team management, information sharing is
expected in conjunction with less power distant and individualism. Masculinity is
observed in a country like US, and thus power and success are anticipated in the
country. Also, the country prefers low on uncertainty avoidance. This effects on
businesses to impose projections as ambiguities are comparatively low in the US.
A low preference for long-term orientation states that the timely honored
traditions are expected. In the business perspective, analysis of information to
measure its accuracy prior to decision-making, performance evaluation on short
term basis are expected. Finally, strong preference on indulgent depicts that the
society?s people work hard in their businesses and thus positive results are
expected.
Reference:
Based on the article published by Hofstede, G., 1980. Culture?s Consequences: International
Differences in Work-Related Values, Beverly Hills CA: Sage Publications.
(a) Identify cultural differences in Asia and America with respect to business
environment.
(b) What do you mean by collectivism and individualism with respect to business
culture of Asia and America.
OR
(a) What is the status of distribution of power in Asian Business Culture? How does
it affect the business?
(b) Which business culture value traditions and spirituals? Does it matter for
business development? Support your answer with proper argument.
*************
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This post was last modified on 19 February 2020