Ms-22 Question bank (11)
Ms-22 Question bank
Ms-22 june 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2009
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Define HRD and discuss value-anchored processes of HRD. Explain how do these processes help an organization in achieving excellence. Explain with relevant examples.
2. What is Action Research ? How does it differ from OD ? Discuss the important factors to be considered in the development of internal self-renewal facilitators, with suitable examples.
3. Define and describe the objectives and disadvantages of Multisource Feedback and Assessment Feedback System (MAFS). Discuss what are the indicators of an organization's readiness to participate in MAFS ?
4. Discuss the means of managing technological changes in work organization. Briefly describe the factors which facilitate developing the change mind-set. Explain with suitable examples.
5. Write short notes on any three of the following:
(a) Need for competency mapping
(b) Diversity management
(c) Horizontal re-skilling
(d) Mentoring
(e) Role of Trade Unions in HRD
6. Read the csse and answer the questions giaen at the end.
ABC Food Limited, a multinational corporation dealing in consumer food products,
started its operations in India from 1965. Initially, the growth of the company has
been very slow, because of the limited market size in India for ready food items. However, during the last three years there has been a boom in the fast food market and many new companies have ventured into the same product line. ABC Food Limited, being an old company operating in India, has distinct advantages vis-a-vis its competitors who are of recent standing. The products of the company have enjoyed very good reputation in the market from the day of its inception. Over a period of time, the company has added many new products which have been successfully accepted by the market. In view of the recent competition offered to its existing product line, the company has launched a number of new products in the last three years. Based on the Market Research Survey conducted by the company regarding acceptance of their new products, the feedback has been excellent. There is ample scope for the company to penetrate into the existing rnarkets as well as expand the size of the existi.g market by introducing its products into areas in which the company does not have any marketing set-up till date.
The organisational set-up of the company in India consists of Marketing Director at the corporate level and four Zonal Managers Marketing, each in charge of East, West, North, South zone independently. The order of promotion in Marketing Department is Management Trainee – Marketing Officer - Branch Manager - Regronal Manager -Zonal Manager - Director Marketing. Mr. Khan joined the company in 1982 as a Management Trainee, Marketing and after completion of two years of rigorous Management Training in all the four zonal offices, he was placed in Bombay Zonal Office as Marketing Officer. Mr. Khan did his MBA in 1982 after graduating in Commerce. He was selected on the basis of Campus Interview by the company. Mr. Khan has been recognized as an outstanding officer based on his previous Performance Appraisal Reports throughout his career with the company by
different bosses with whom he had worked during the relevant time.
The company's performance appraisal system has been recently updated and modified with the cooperation and consultation of an outside consultant in the area of Human Resource Development. The thrust of the new performance appraisal system is on mutual consultation and fixation of target on the basis of joint discussion between the appraisee and the appraiser. Another distinct feature of the new system is that it has two-tier system of assessment, one by the immediate boss under whom the appraisee is working and second by the boss of the reporting officer.
The immediate boss of Mr.Khan is Mr. Singh, who is in the grade of Branch Manager but placed at Zonal Office, Bombay. During the last three years, Mr.Khan and Mr. Singh have been given the assignment of conducting Market Research in various parts of the country with the help of an advertising company. In this connection both have to travel extensively to different parts of the country, being away from their families and permanent place of work at times for even more than 15 days in a month. Mr. Dutt, the Zonal Manager, Marketing in charge of Bombay division since 1985, was transferred on promotion as Zonal Manager form Northern Zane where he was working as Regional Manger. He has been observing the working of Mr. Khan as reviewing officer, being the immediate boss of Mr. Singh. During this period, Mr. Dutt had developed a fancy for Mr.Khan being smart, energetic and
dynamic in his approach to work. He has been talking good about him to Mr. Singh from time to time. However, during some of the trips to outstation which were jointly undertaken by Mr. Khan and Mr. Singh, Mr.Singh observed that Mr. Khan has started taking his work lightly as he tends to spend more time with clients in informal get-togethers instead of serious business discussions. Moreover, he has developed tendency of overcharging his expenses on such tours to the company. So far, all such expenses were authorized by Mr. Singh for payment to Mr. Khan. Keeping in mind Mr.Khan's excellent performance, Mr.Singh has been avoiding bringing it to Mr. Khan's notice. Mr. Singh has to fill up the Appraisal Report of Mr.Khan for the calendar year 1988. For the last three years, ever since Mr. Khan started working wit-h Mr.Singh, he has been getting excellent reports from Mr.Singh. In view of the above developments, Mr.Singh has not given an excellent report to Mr. Khan for the Appraisal Year 1988. He has also made certain adverse remarks about his integrity and honesty.
Mr. Khan is due for promotion and the Appraisal Report for 1988 is very important for him because as per the promotion policy of the company, promotions are decided on the basis of the last three years' appraisal reports.
Questions :
(a) Identify and discuss the core issue in the case.
(b) Was Mr. Singh justified in giving adverse remarks regarding Mr. Khan's integrity and honesty?
(c) How would you view the action of Mr.Singh, if you were the M.D. of the company?
(d) If you were the M.D. of the company, how do you solve the issue?
Ms-22 june 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2010
MS-22 : HUMAN RESOURCE DEVELOPMENT
1.Define HRD. Briefly discuss the changing boundaries of HRD and HRD trends in Asian Countries.
2.What is the concept of career ? Briefly describe the individual and organisational strategies for career development. Explain with suitable example.
3. What are the objectives of compensation cum reward system ? How is assessment done for rewarding employees, discuss with example.
4. What is Self-Renewal System ? Describe the important aspects of development of Internal Self Renewal Facilitators, with suitable examples.
5. Write short notes on any three of the following :
a) Competency Mapping.
b) The Coaching Process.
c) HRD Audit.
d) Knowledge Management in Organisations
(e) Managing Technological changes in work organisation.
Ms-22 june 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 June, 2011
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are the 3 Ss of Organisational Development ? Discuss the Competency based Organisational Development System. Explain with suitable examples.
2. What are the objectives of compensation cum- reward system ? Briefly discuss various components of compensation system, citing suitable examples.
3. How does HRD Audit contribute towards development process of an organisation ? Explain the process of HRD Audit in an organisation.
4.What are the issues in managing technological change in work organisation ? Briefly discuss the role and relationship of HRD in managing technological change.
5. Write short notes on any three of the following :
(a) 360 Degree Appraisal
(b) Mentoring
(c) Role of Trade Unions in HRD
(d) Career Transition and choices
(e) Diversity Management
6. Read the case and answer the questions given at the end :
The HRD programme was decided to be initiated in IOC as a totally fresh and uncontaminated idea. To introduce HRD as a fresh idea was in itself an innovative idea, since the Corporation had well - established Human Resources Management policies and practices. Yet, the very idea was mooted as a concept, accepted as a principle, presented to the top management in the company represented by the Directors and got cleared for introduction as a necessary intervention, considering the growth and development plans of the organisation.
To start with, the road -show of the concept comprised a wide campaign to create extensive awareness that HRD, as an issue, was everybody's baby and that it needs to be properly nurtured and cared for. When the whole objective was explained to critical senior management groups, the concept received wide acceptance. After all, any new idea should be worth looking into ! The top and senior management groups in the Corporation, thus backed and accepted in principle, the process of undertaking a company -wide campaign for the new-look HRD programme. This, no doubt, implied that the established policies will continue to be operated, but are liable to be tested for validity and modified for deficiency, wherever called for. The awareness campaign was set in motion with great vigour and gusto. The initial campaign was concentrated on executives at all iceek. This pre - supposed two things : top management commitment as a vanguard action and executive involvement as a lead group activity. Within a short time, conferences, seminars, workshops and training programmes were designed, drawn -up and delivered throughout the organisation to cover virtually every executive.
What was missed in the process was the large bulk of non- executives. Though there was
a plan to cover the non execuuive involment in the second leg of the campaign, the the very fact intial efforts were going only in the direction of executives created its own rustles amid rambles.
The HRD action groups, who were spearheading and controlling the HRD activities, naturally had to take notice or the message which had come too soon from the non --executive categories of employees. It was, therefore, only natural to recognise that . without waiting for the second leg of the campaign, the need was to advance the campaign schedule and initiate the HRD awareness programme for non- executives.
as well. After : all. the milk has to be given gladly to the baby which started crying ! But the process of covering the large mass of non- executive employees was not an easy task. The number as well as the spread of numerous locations throughout the company made the task to achieve coverage of maximum number of non-executive employees to a one-day "HRD) awareness programme". The programme outline was centrally designed but the specific inputs were left to be decided by the divisional and unit functionaries.
The programme design provided for executives as faculty, who would cover small non - executive groups in lecture and discussion sessions on the whole concept of new FIND programme that the Corporation is contemplating. When the executives speak to the non -executives on any projected company programme, needing involvement of non executives, a pinch of salt is always present ! This was true for the initial awareness programmes organised for non -executives as well. When it became clear that the message was not really going down to the participants, naturally the question arose whether it was worthwhile going ahead with the rest of the programmes covering the large majority of non-executives.
The HRD group stepped in and rolled back their campaign at least temporarily to review whether everything is going to be okay or not. It was the general view that there is a "receptability block" operating in the communication channel between the executive faculty members and the non -executive participants. This has to be overcome if the programme is to give the maximum possible return.
It was one of the ideas to try out the next few programmes with faculty drawn from among the non -executives themselves, rather than the traditional executive faculty. Employees from non - executive category with excellent communication, comprehension and influencing skills were identified and provided with a briefing as to what exactly is the inherent purpose of the awareness programme.
It was a revelation to find a sea - change in the receptability of participants. Although, the programme input was the same, the difference lay in the fact that earlier the executive faculty used to speak to the non - executive participants, whereas now it was the non - executives themselves functioning as faculty, speaking to their own colleagues in a language perceived as their own. We often tend to forget this and end up reaping a harvest much below our expectation.
Therefore, it is worth considering : why settle for a lean harvest when you can afford to have the full harvest ! It is small ideas that often bring big results.
Questions :
(a) What is the problem as you see it ? Elaborate.
(b) List the lessons learnt. What is your recommendation in this situation ?
(c) What is the "receptability block" ? Explain.
(d) What were the changes witnessed ? How did they occur ?
