Management 2021 Paper II 50 marks Discuss

Q8

(a) (i) What are the similarities and dissimilarities between domestic operations management and international operations management ? (5 marks) (ii) Explain the various strategic issues involved in international operations management. (10 marks) (iii) Describe the various issues involved in global organizational design. (5 marks) (b) (i) Why are mergers and acquisitions (M&As) gaining popularity among Indian corporates ? (5 marks) (ii) Is it possible to take over a target company in a hostile manner ? Justify your answer. (5 marks) (iii) Despite comprehensive strategic planning, many M&As do not yield the desired results. Discuss the possible reasons for the same, citing suitable examples. (5 marks) (c) (i) "The past decades have witnessed a number of scandals and shareholder disputes, all of which indicate lacunae, if not lapses, in governance." In the light of this statement, discuss the role of Indian corporate governance framework in responding to these challenges. (8 marks) (ii) "While the Public Distribution System (PDS) forms a cornerstone of government food and nutrition policy, India continues to be home to a large population of hungry and malnourished people." Critically analyze this statement by focussing on the functioning and efficiency of the PDS in achieving food and nutritional security in India. (7 marks)

हिंदी में प्रश्न पढ़ें

(a) (i) देशीय प्रचालन प्रबंध एवं अंतर्राष्ट्रीय प्रचालन प्रबंध में क्या समानताएँ एवं असमानताएँ हैं ? (5 अंक) (ii) अंतर्राष्ट्रीय प्रचालन प्रबंध में सम्मिलित विभिन्न रणनीतिक मुद्दों को समझाइए । (10 अंक) (iii) वैश्विक संगठनात्मक प्रारूप (डिजाइन) में सम्मिलित विभिन्न मुद्दों का वर्णन कीजिए । (5 अंक) (b) (i) भारतीय निगमों (कॉर्पोरेट) के बीच क्यों विलय और अधिग्रहण (एम एंड ए) लोकप्रियता प्राप्त कर रहे हैं ? (5 अंक) (ii) क्या किसी लक्षित कंपनी पर प्रतिकूल तरीके से कब्जा करना संभव है ? अपने उत्तर का औचित्य सिद्ध कीजिए । (5 अंक) (iii) व्यापक रणनीतिक नियोजन के बावजूद, कई एम एंड ए इच्छित परिणाम नहीं दे पाते हैं । उपयुक्त उदाहरणों को उद्धृत करते हुए संभावित कारणों की विवेचना कीजिए । (5 अंक) (c) (i) "विगत दशक अनेक घोटालों एवं शेयरधारक विवादों के साक्षी रहे हैं, जिनमें से सभी, शासन में यदि चूक नहीं, तो कमियों को दर्शाते हैं ।" इस कथन के आलोक में, इन चुनौतियों के उत्तर हेतु भारतीय निगमित शासन ढांचे की भूमिका की विवेचना कीजिए । (8 अंक) (ii) "जबकि सार्वजनिक वितरण प्रणाली (पी.डी.एस.) सरकारी खाद्य एवं पोषण नीति की आधारशिला है, फिर भी भारत भुखे एवं कुपोषित लोगों की एक बड़ी जनसंख्या का घर है ।" भारत में खाद्य एवं पोषण सुरक्षा प्राप्त करने में पी.डी.एस. की कार्य-प्रणाली एवं दक्षता पर ध्यान केंद्रित करते हुए इस कथन का आलोचनात्मक विश्लेषण कीजिए । (7 अंक)

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Directive word: Discuss

This question asks you to discuss. The directive word signals the depth of analysis expected, the structure of your answer, and the weight of evidence you must bring.

See our UPSC directive words guide for a full breakdown of how to respond to each command word.

How this answer will be evaluated

Approach

The directive 'discuss' requires a balanced, analytical treatment across all sub-parts. Allocate approximately 40% of time/words to part (a) [20 marks], 30% to part (b) [15 marks], and 30% to part (c) [15 marks]. Structure: brief introduction on globalization and governance challenges; body addressing each sub-part sequentially with clear sub-headings; conclusion synthesizing lessons for Indian corporate competitiveness and food security.

Key points expected

  • For (a)(i): Compare domestic vs international operations on complexity, risk exposure, coordination mechanisms, and cultural dimensions; cite environmental and operational similarities
  • For (a)(ii): Analyze strategic issues—market selection, entry mode decisions (FDI/JV/licensing), global supply chain configuration, currency/political risk management, and standardization vs adaptation
  • For (a)(iii): Discuss global organizational design issues—centralization vs decentralization, coordination mechanisms, subsidiary roles (strategic leader/contributor), and matrix structures
  • For (b)(i)-(iii): Explain drivers of Indian M&As (market access, capabilities, scale); justify hostile takeovers via SEBI regulations and examples; analyze failure reasons—cultural clash, overpayment, integration failure with cases like Tata-Corus or Flipkart-Walmart
  • For (c)(i): Evaluate Indian corporate governance framework—Companies Act 2013, SEBI LODR, Kotak Committee—against scandals like Satyam, IL&FS, Yes Bank; assess effectiveness
  • For (c)(ii): Critically analyze PDS functioning—leakages, exclusion errors, Aadhaar integration, NFSA 2013; contrast with success of Tamil Nadu/Chhattisgarh models vs persistent malnutrition
  • Synthesis: Connect corporate governance failures to M&A underperformance; link operational efficiency in both private and public sectors to national competitiveness

Evaluation rubric

DimensionWeightMax marksExcellentAveragePoor
Concept correctness20%10Precisely defines international operations management distinctions, M&A typologies (horizontal/vertical/conglomerate), hostile takeover mechanisms under SEBI, and corporate governance pillars; accurately distinguishes PDS from TPDS and PMGKAYCovers basic definitions but conflates strategic alliances with M&As, or treats corporate governance as compliance-only without stakeholder dimensionsFundamental errors—confuses domestic and international operations, misidentifies friendly vs hostile takeovers, or describes PDS as purely market-based
Framework citation20%10Cites Bartlett & Ghoshal's transnational strategy, Porter's diamond for internationalization, Haspeslagh & Jemison's M&A integration approaches, and relevant SEBI/Companies Act provisions; references NITI Aayog or Economic Survey for PDS critiqueMentions generic frameworks without application—e.g., names SWOT or PEST without linking to international operations decisionsNo frameworks cited; relies entirely on descriptive narrative without theoretical anchoring for any sub-part
Case / Indian example20%10Deploys specific cases: Tata Motors-JLR for international operations; HDFC-HDFC Bank merger for friendly M&A; hostile takeover attempt of Mindtree by L&T; Satyam scandal for governance failure; PDS reform in Chhattisgarh or Odisha's biometric PDSGeneric references like 'many Indian companies' or outdated examples (pre-2010) without specifics on outcomes or lessonsNo Indian examples; uses only foreign cases (Disney-Pixar) or hypothetical illustrations; or misattributes case facts
Multi-perspective analysis20%10For (a): balances headquarters and subsidiary perspectives; for (b): examines acquirer, target, and regulatory viewpoints; for (c)(i): analyzes shareholder vs stakeholder governance models; for (c)(ii): contrasts Centre-State implementation gaps and beneficiary vs fiscal perspectivesSingle-perspective treatment—e.g., only MNC headquarters view, or only government view of PDS without beneficiary experienceDescriptive listing without analytical tension; no recognition of competing interests or trade-offs in any sub-part
Conclusion & recommendation20%10Synthesizes across parts: governance quality as determinant of internationalization success and M&A outcomes; recommends strengthening independent directors, improving PDS last-mile delivery through technology, and aligning corporate strategy with national food security goalsSummarizes each part separately without cross-cutting insight; generic recommendations like 'government should do more'No conclusion; or abrupt ending; or recommendations completely disconnected from analysis (e.g., suggesting FDI liberalization for PDS improvement)

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