Bca 1st Sem Practical Case Studies Questions

Bca 1st sem practical case studies(POM)
Q. 1. Sanchit, after completing his entrepreneurship course from Sweden returned to India
and started a coffee shop ‘Aroma Coffee Can’ in a famous mall in New Delhi. The speciality
of the coffee ship was the special aroma of coffee and a wide variety of flavours to choose
from. Somehow, the business was neither profitable nor popular. Sanchit was keen to find out
the reason. He appointed Sandhya, an MBA from a reputed college, as a Manager to find out
the causes for the same.
Sandhya took feedback from the clients and found out that though they loved the special
unique aroma of coffee but were not happy with the long waiting time being taken to process
the order. She analysed and found out that there were many unnecessary obstructions in
between which could be eliminated. She fixed a standard time for processing the order.
She also realised that there were some flavours whose demand was not enough. So, she also
decided to stop the sale of such flavours. As a result with in a short period Sandhya was able
to attract the customers.
Question:
Identify and explain any two techniques of scientific management used by Sandhya to solve
the problem.
Q. 2. Nutan Tiffin Box service was started in Mumbai by the Mumbai Dabbawalas. The
Dabbawalas who are the soul of entire Mumbai aim to provide prompt and efficient services
by providing tasty homemade tiffin to all office goers at the right time and place. The service
is uninterrupted even on the days of bad weather, political unrest and social disturbances.
Recently, they have started online booking system through their website ‘mydabbawala.com’.
Owing to their tremendous popularity amongst the happy and satisfied customers and
members, the Dabbawalas were invited as guest lecturer by top business schools. The
Dabbawalas operate in a group of 25-30 people alongwith a group leader. Each group teams
up with other groups in order to deliver the tiffins on time. They are not transferred on
frequent basis as they have to remember the addresses of their customers. They follow certain
rules while doing trade—no alcohol during working hours; no leaves without permission;
wearing white caps and carrying ID cards during business hours.
Recently, on the suggestion of a few self-motivated fellow men, the dabbawalas thought out
and executed a plan of providing food left in tiffins by customers to slum children. They have
instructed their customers to place red sticker if food is left in the tiffin, to be fed to poor
children later.
Question:
1. State any one principle of management given by Fayol and one characteristic of
management mentioned in the above case.
2. Give any two values which the Dabbawalas want to communicated to society.
Q. 3. ‘Aapka Vidyalaya’ believes in the holistic development of students and encourages
team building through a mix of curricular, co-curricular and sports activities. On its
Founder’s Day, a stage performance had to be put up. A committee of ten prefects was
constituted to plan different aspects of the function. They all decided to use recycled paper
for decoration. There was a spirit of unity and harmony and all the members supported each
other. With mutual trust and a sense of belonging, the programme was systematically planned
and executed. Kartik, one of the prefects, realised that the group had unknowingly applied
one of the principles of management while planning and executing the programme. He was
so inspired by the success of this function that he asked his father to apply the same principle
in his business. His father replied that he was already using this principle.
Question:
1. Identify the principle of management applied for the success of the programme.
2. State any two features of management highlighted in the above paragraph.
3. Identify any two values which ‘Aapka Vidyalaya’ communicated to society.
Q. 4. Nikita and Salman completed their MBA and started working in a multinational
company at the same level. Both of them worked hard and were happy with their employer.
Salman had the habit of back-biting and wrong reporting about his colleagues to impress his
boss. All the employees in the organisation knew about it. At the time of performance
appraisal, the performance of Nikita was judged to be better than Salman. Even then their
boss, Mohammed Sharif, decided to promote Salman stating that being a female, Nikita
would not be able to handle the complications of a higher post.
Question:
1. Identify and explain the principle of management which was not followed by this,
multinational company.
2. Identify the values which are being ignored quoting the lines from the above
paragraph.
Q. 5. Swaraj is running an office furniture showroom. Most of his clients are businessmen
and they prefer to buy goods on credit. Keeping this in mind, he has given the power to the
sales manager, Mr. Bhardwaj, to offer a credit period of only 20 days, while negotiating a
deal with a buyer. On a specific day, Mr. Bhardwaj finds that if he can offer a credit period of
30 days as an exception to a prospective buyer, he is likely to finalise a highly profitable deal
for the business. So Mr. Bhardwaj requests Swaraj to grant him additional authority for
offering a credit period of 30 days in the interest of the business. But Swaraj refuses to extend
his authority and as a result, the deal is not finalized.
Question:
In context of the above case:
1. Can Mr. Bhardwaj be held responsible for loss of the deal? Why or why not ? Give a
suitable reason in support of your answer.
2. Also, explain the related principle.
Q. 6. Radhika opens a jewellry showroom in Jaipur after completing a course in jewellry

designing. She has employed eleven persons 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 Radhika as the final
authority. In the earlier days of starting of the business, five 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.
Question:
In context of the above case:
1. Identify and explain the various principles of management that are being applied by
Radhika by quoting lines from the paragraph.
2. Identify and explain the principle of management which is being violated by Radhika
by quoting lines from the paragraph.
3. State any one effect of the violation of the principle of management by Radhika as
identified in part(b) of the question.

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Bca 1st sem practical case studies(POM)

Q. 6. Radhika opens a jewellry showroom in Jaipur after completing a course in jewellry

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