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Ms-22 dec 2011

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MS-22    Dec, 2011

MS-22 : HUMAN RESOURCE  DEVELOPMENT

1. What are the important guidelines for  implementing Organisational Development ?  Discuss the process of Internal self Renewal  Facilitator in an organisation.

2. Define Compensation System. Discuss in brief the  characteristics which should be rewarded, and  explain why ? Cite examples.

3. How do you see the roles of chief knowledge  managers and chief learning managers different  from that of traditional Head (HRD) at national  and international levels ? Discuss critically with  suitable example.

4. Define and describe globalisation and global  corporations. What makes globalisation work ?  Explain with example ?

5. Write short notes on  any three  of the following :

(a) Value anchored HRD Processes

(b) Need for Campetency mapping

(c) Reorganisation of work

(d) HRD in voluntary organisations.

6.  Read the following case carefully and answer  the questions given at the end.

The eleven workers whose annual  increments were stopped made a representation  to the management of XYZ Limited that the  action taken was not justified and that they  wanted to know what was their fault. The  management which acted upon the  recommendation of the department head  concerned, Mr. Rog, felt guilty because such an  action was taken for the first time in the history  of the company.  XYZ Limited was a large paper  manufacturing company in South India. The  major departments of the factory were:

1. Chemical processing : The raw material was  mixed with certain chemicals for making  pulp.

2. Pulp department : Pulp was mixed with  other ingredients according to specifications  for each order of paper.

3. Paper machine department : This was the  heart of the factory where processed pulp  was fed into the paper machines. Act first,  a wet weak paper was formed which was  subsequently dried and rolled.

4. Finishing department  :  The paper rolls were  then moved to the processing department  where the required coating was given.

5. Grading,  winding and packing  departments.

6. Quality control department.  Twenty eight workers worked in the  paper machine department in four  groups-each group attending one machine.  The nature of the work on each machine  was such that all the seven workers had to

work in cooperation. Because no individual  tasks could be specified, the group was

made responsible for the work turned out  by them. All the workers working in the  paper machine department had been with  the company for over ten years.  The company did not have any  incentive wage system for any class of its  employees. They were all given straight  salaries with normal annual increments.  The annual increments were sanctioned

each year in a routine way. It was the policy  of the company that the increments should

not be stopped unless the department head concerned recommended such an action.

Mr. Rog was placed in charge of the  paper machine department a year ago.  Though Mr. Rog was a newcomer in the concerned recommended such an action.  Mr. Rog was placed in charge of the  paper machine department a year ago.  Though Mr. Rog was a newcomer in the  organisation, he proved himself to be a very  competent man. The management noted  that he was very aggressive and enthusiastic  and that he know his job well. At the end  of the year when increments were due to  be sanctioned, he recommended to the  management that the increments due to  eleven men in his department should be  stopped, for, in his opinion they were lazy  and inefficient. The eleven men concerned  belonged to all the four groups operating in  the department.

The management, though puzzled  about the action recommended by Mr. Rog,  acted upon it and stopped the increments  due to the eleven men concerned. The  management were aware that such an  action was the first of its kind in the history  of the company. Most of the employees were  with the company for a fairly long period  and there was never an instance of strained  relations between the management and the  employees.

Soon after the action was taken, the  eleven employees concerned made a  representation to the management  requesting them to let them know what was  wrong with their work as to warrant  stopping of their increments.  The management were in a fix because they did  not have specific reasons to give except

Mr. Rog's report in which he simply  mentioned that the eleven men concerned  were "lazy and inefficient."  The management were naturally  concerned about the representation and  therefore, they tried to ascertain from  Mr. Rog the detailed circumstances under  which he recommended the stoppage of  increments. When Mr. Rog could not  pin-point the reasons, the management  suspected that Mr. Rog's recommendation  was based on his "impressions" rather than  on facts. They, therefore, advised Mr. Rog  to maintain a register from then on nothing  the details of day to day incidents of  "lazy and inefficient" workers and obtain  the signatures of the workers concerned.

Mr. Rog was to make the final appraisal of  each worker in his department on the basis  of this register and recommend each case  giving specific reasons why increments  should be stopped.  Mr. Rog started maintaining a register  as suggested by the management; but he  found it difficult to report satisfactorily any  case of laziness of inefficiency for want of  specific reasons.

     The management were convinced that  their action of stopping increments of eleven  men on the strength of Mr. Rog's report was  not a proper one. They realised that no  similar action in future would be taken  based on inadequate information. But, they  were wondering whether the suggestion  made to Mr. Rog was the proper course of  action to prevent occurrence of similar  situations.

Questions :

(a) Identify and discuss the core issue in  the case.

(b) Was management of the company  justified in implementing the  recommendations of Mr. Rog, in the  absence of proper report ?

(e)  How would you view the action of  Mr. Rog, if you were the M.D. of the  company ?

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