NMIMS MBA 2nd SEM Solved Assignments DEC 2025
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Business Analytics
Dec 2025 Examination
Q1. A retail chain is preparing to launch a new analytics dashboard to monitor sales performance. While compiling the sales dataset, the analyst notices that several entries in the ‘delivery amount’ column are missing due to data entry errors and system glitches. The dataset will be used to generate visualisations for management decision-making. The analyst must select and apply the most suitable imputation method to fill in the missing values, ensuring that the resulting analysis accurately reflects business performance and is not skewed by the chosen technique. Given the scenario, how should the business analyst apply appropriate imputation methods to handle missing delivery amounts in the sales dataset, and what considerations should guide the choice between mean, median, and mode imputation for this retail context? (10 Marks)
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Q2(A). After applying statistical inference, Mehta E-Commerce identified several factors—such as product quality, delivery speed, and customer support—that significantly impact customer satisfaction. The company must now decide how to allocate resources to address these areas, considering limited budgets and competing business objectives. Assess the strategic implications of resource allocation decisions made by Mehta E-Commerce after identifying statistically significant factors affecting customer satisfaction. How should management weigh the statistical significance of these factors against business priorities, operational constraints, and potential unintended consequences when justifying investments in improvement initiatives? (5 Marks)
Q2(B). A retail company has implemented a simple linear regression model to forecast monthly sales based on advertising spend. The analytics team reports a high R- squared value, leading management to believe the model is highly reliable. However, some team members question whether R-squared alone provides a complete picture of model performance, especially given the complexity of market dynamics and the risk of overfitting. Assess the effectiveness of using the coefficient of determination (R- squared) as the primary metric for evaluating the fit of a simple linear regression model in a business context. What are the potential pitfalls of over-relying on R- squared, and how would you recommend balancing it with other diagnostic tools to ensure robust model assessment? (5 Marks)
Cost & Management Accounting
Dec 2025 Examination
Q1. A factory produces a single product. The following information relates to the month of March:
– Standard labour time per unit = 2.0 hours.
– Standard labour rate = Rs.100 per hour.
– Actual production = 1,000 units.
– Actual hours worked (including idle time) = 2,200 hours.
– Idle time during the period = 100 hours (paid but unproductive).
– Actual average labour rate paid = Rs.95 per hour.
Overheads:
– Budgeted fixed factory overheads = Rs.1,00,000 per month.
– Budgeted variable factory overheads = Rs.20 per productive hour.
– The overhead absorption basis is labour hours; standard hours for absorption = hours required for actual output (i.e., 2.0 hr × 1,000 units).
– Actual fixed overheads incurred = Rs.1,10,000.
– Actual variable overheads incurred = Rs.46,000.
Required:
(a) Calculate the standard labour cost for the output, actual labour cost, labour rate variance, labour efficiency variance.
(b) Compute the overhead absorption rate per hour, overheads absorbed, and state whether overheads are over- or under-absorbed and by how much.
(c) Suggest two control measures (brief) — one for labour cost control and one for overhead control. (1 mark) (10 Marks)
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Q2(A). A manufacturing company is reviewing its inventory valuation methods. The finance team notes that FIFO and LIFO, each impact reported profits, tax liabilities, and inventory values differently, especially during periods of volatile material prices. The operations team is concerned about the complexity of calculations and the alignment with actual material flows. The management team must decide which method best supports both financial reporting and operational needs. Evaluate the implications of choosing between FIFO, LIFO for inventory valuation in a manufacturing company experiencing frequent price fluctuations. How should management decide which method to adopt, and what improvements would you suggest to ensure both financial accuracy and operational efficiency? (5 Marks)
Q2(B). A textile mill’s spinning department reported an abnormal gain this quarter, with actual production surpassing the normal output due to enhanced worker efficiency and minor process improvements. While this has led to lower per-unit costs and higher reported profits, the finance director is concerned about whether this gain is sustainable and how it should influence future budgeting, cost estimation, and operational planning. Assess the managerial response to an abnormal gain in a textile mill’s spinning process, where actual output exceeded expected levels due to improved worker efficiency. How should management adjust future cost estimates and operational strategies in light of this abnormal gain, and what are the potential risks of misinterpreting such gains in process costing? (5 Marks)
Human Resource Management
Dec 2025 Examination
Q1. Dr. Reddy’s Laboratories is creating a new global compliance manager position to oversee regulatory requirements across multiple countries. The HR team must conduct a job analysis to define the role’s responsibilities, required competencies, and performance standards. Given the complexity and international scope, relying on a single data collection method may not capture all relevant aspects. The HR team must select and combine appropriate job analysis methods, such as interviews, questionnaires, and observation, to ensure the job description and specification are robust and support effective recruitment and performance management. How should the HR team at Dr. Reddy’s Laboratories apply multiple job analysis data collection methods to ensure comprehensive and accurate job information for a new global role, considering the limitations of each method? (10 Marks)
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Q2(A). A multinational corporation is recruiting for several global leadership positions. The HR team is debating whether to use structured interviews, which ensure consistency and comparability, or unstructured interviews, which allow for deeper exploration of candidates’ personalities and cultural fit. The company values both fairness and the ability to identify leaders who can thrive in diverse, cross-cultural environments. Assess the effectiveness of using structured versus unstructured interviews in the selection process for a multinational corporation seeking to fill global leadership roles. (5 Marks)
Q2(B). A large multinational is considering a major investment in AI-powered learning platforms and data analytics to personalize employee training and track development outcomes. While some leaders see this as a way to future-proof the workforce and increase agility, others worry about employee resistance, data privacy, and the loss of human touch in development. The HRD team must evaluate the overall impact of technology-driven interventions and propose strategies to ensure effective implementation. Critique the effectiveness of using technology-driven HRD interventions, such as AI-powered learning platforms and data analytics, in enhancing employee competencies and organizational agility. (5 Marks)
Legal Aspect of Business
Dec 2025 Examination
Q1. Ravi and Priya want to start a company to sell organic food products. Their consultant tells them they must prepare and register a Memorandum of Association (MOA) with the Registrar of Companies.
Ravi thinks the MOA is just a registration formality. Priya says it is important because it decides what the company can and cannot do.
A year later, they plan to start a travel agency under the same company. Can they do this without changing their MOA? Explain the purpose of registering an MOA and advise them. (10 Marks)
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Q2(A). Ravi agrees to supply 1,000 chairs to Meera for Rs.5,00,000. After delivering 600 chairs, Ravi asks for payment for those. Meera refuses, saying the contract was for the full 1,000 chairs and she will only pay after all are delivered.
Later, Meera sells 500 of the chairs already delivered.
Can Ravi claim payment for the 600 chairs? Explain using the concept of partial performance under the Indian Contract Act, referring to when such partial performance can be accepted or rejected. (5 Marks)
Q2(B). Ramesh, a shopkeeper, is unconscious after a road accident. His neighbour Suresh takes him to a private hospital, which immediately provides emergency treatment worth Rs.50,000. After recovering, Ramesh refuses to pay, saying there was no agreement between him and the hospital. The hospital asks Suresh to pay, but Suresh says he only helped and should be reimbursed.
Advise the hospital and Suresh using the concept of quasi-contract under the Indian Contract Act. (5 Marks)
Operations Management
Dec 2025 Examination
Q1. A fast-growing meal kit delivery startup is experiencing operational bottlenecks as it tries to offer more customization options to customers, such as dietary preferences and portion sizes. While customers appreciate the flexibility, the increased complexity is leading to higher costs, longer lead times, and more frequent errors in order fulfillment. The operations manager is considering using PCN analysis to map out the process and identify opportunities to streamline operations without sacrificing the personalized experience that differentiates the brand. How should the operations manager apply Process-Chain-Network (PCN) analysis to redesign the service delivery process, balancing the need for customization with operational efficiency and cost control? (10 Marks)
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Q2(A). A switchgear manufacturer must plan production for the next year. The company can either maintain a constant workforce and production rate (level strategy), incurring inventory holding and backorder costs, or adjust capacity each period (chase strategy), incurring overtime, undertime, hiring, and layoff costs. The workforce is skilled, and frequent changes may affect morale and productivity. The company seeks to minimize total costs while ensuring operational stability. Evaluate the implications of choosing a level strategy versus a chase strategy for a manufacturer of electrical switchgears, given the cost structures and operational realities described. Justify which strategy you would recommend, considering factors such as inventory costs, workforce stability, and the feasibility of frequent hiring or layoffs. (5 Marks)
Q2(B). An established Indian manufacturing company is experiencing pressure from customers demanding greater variety, customization, and faster delivery of products. At the same time, the firm must control costs and maintain operational efficiency to remain competitive against global players. The management is considering whether to invest in flexible manufacturing systems, redesign its supply chain, or limit product variety. Evaluate the implications of increasing customer expectations and product/service proliferation on the operations management practices of an Indian manufacturing firm. Critically discuss how the firm should balance customization, cost control, and operational complexity, and justify which strategies would best position the firm for sustained competitiveness in a liberalized economy. (5 Marks)
Strategic Management
Dec 2025 Examination
Q1. Queens Magic Land, a leading theme park operator, diversified into the quick service restaurant (QSR) sector by leveraging its success with healthy food options in its parks. Despite initial customer interest, the chain quickly faced losses due to high competition, operational costs, and fading novelty. The QSR market is saturated with established brands like McDonald’s, KFC, and local players, making it difficult for the new entrant to sustain its premium, health-focused positioning. The management is now evaluating how to reposition the QSR business using Porter’s cost leadership, differentiation, or focus strategies to carve out a sustainable niche and improve profitability. Given the scenario, how can Queens Magic Land apply Porter’s generic strategies to reposition its quick service restaurant (QSR) business and regain competitive advantage in a crowded market with both international and domestic players? (10 Marks)
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Q2(A). Let us assume that Marico Limited, which is a leading player in the beauty and wellness industry, has implemented a range of sustainability initiatives, including energy efficiency, renewable energy adoption, and waste reduction. These efforts have required significant operational adjustments and ongoing commitment. However, the company faces challenges in managing the trade-offs between environmental sustainability and other business priorities, such as cost control and supply chain efficiency. The management team is evaluating whether their current environmental scanning practices adequately capture both the risks and opportunities presented by ecological and societal trends. Critically assess Marico Limited’s approach to sustainability and efficient manufacturing in the context of environmental scanning. Briefly explain how well Marico balance the strategic opportunities and risks associated with ecological and societal trends. (5 Marks)
Q2(B). A large conglomerate with multiple business units across various industries relies heavily on the BCG Growth-Share Matrix to allocate resources and make investment decisions. While the matrix provides a clear visual representation of business unit performance, some managers argue that it oversimplifies complex realities and may lead to suboptimal decisions, especially in fast-changing markets. Critically assess the decision of a diversified conglomerate to use the BCG Growth-Share Matrix as its primary tool for portfolio analysis. Briefly explain the limitations of this approach in today’s dynamic business environment, and how the company might improve its strategic decision-making process. You may use relevant examples to support your analysis. (5 Marks)