A maximum marks 50
Attempt any two questions. Each questing carries 25 marks
A – 1. How far the present traffic costing been effective in determining realistically the financial viability of introduction of new trains/augmentation of service?
A – 2. “Traffic costing like statistics is often used not for enlightenment in taking correct decision but for supporting decisions one wants to take”. How far is this statement well founded or unfounded. Discuss with specific cases if any illustrating your stand.
A – 3. How often the principle of marginal costing used in capturing / retaining the customer while protecting and furthering the financial interest of railways? Illustrate
A – 4. How far the principle of zero based assessment of inputs and innovation in management accounting principles utilised to further the objective of change over to unigauge system? Discuss.
SECTION B
Important: This section contains two parts A and B. Either part A or part B should be attempted by candidates depending on their choice of optional Each part contains a maximum of 100 marks
Part A (TRAFFIC ACCOUNTS AND STATISTICS; ESTABLISHMENT)
Answer any three questions. All questions carry equal marks
BA – 1. How far the present method of compilation and presentation of statistical data helped in effective management decision and control on railway?
BA – 2. Division as profit center knows its expenditure and not its earnings. How far divisionalisation of traffic accounts help in ensuring effective informed participation nad mobilisation in bettering the financial performance of the division?
BA – 3. Has the computerisation of reservation system helped in improving the earnings, effecting analysis of passenger profile to maximise the earnings/utilisation of seats, plug loopholes? Discuss the effectiveness of passenger reservation system (PRS) and advance railway ticketing system(ARTS) introduced in current booking.
BA – 4. Write Short Notes On
a. Firms Credit Notes (FCNs)
b. Special Casual Leave
c. National Holiday
d. Wage Period
e. Productivity Linked Bonus (PLB)
BA – 5. Discuss the present method of accountal and recovery of advances and dues like festival advances, diet charges, electricity charges from the staff. Discuss whether the system for recovery is effective and suggest any improvement felt necessary
BA – 6. What are the steps you would suggest to control the expenditure on establishment – which has almost doubled over the last few years – for improving the competitiveness of the railways and its viability?
PART B (GENERAL EXPENDITURE ACCOUNTS AND WORKSHOP AND STORES ACCOUNTS)
Answer any THREE questions. All questions carry equal marks
BB – 1. Is risk purchase effective in our system? If not why not and what is the procedural/policy correctives you would suggest?
BB -2. With the cost of finance the inventory carriage is increasingly becoming costly. How can railways reduce inventory without compromising on effectiveness of its service and also ensure economy?
BB - 3. Discuss the effectiveness of prevailing system of incentive payment in railway workshop. How is it an instrument for improving productivity with quality commensurate with investment for modernisation of the workshop?
BB – 4. How far the system of purchase through open tenders ensured quality with economy and reliability? Should railway change over to a system of identifying reliable suppliers with long term commitment in the interest of ensuring quality and reliability?
BB – 5. is the present procedure/method of planning , procuring and inducting machines as replacement or for modernisation cost effective? What are the improvements you suggest to ensure the investments slim, strictly need based and improvement is productivity commensurate with investment is ensured?
BB – 6. There is growing feeling that “we should better privatise, better buy than make”. Why is this so? What role can stores and workshop accounts play to rationalise and ensure “makes”, more attractive than “buys” and reverse the trend?
No comments:
Post a Comment