Ms-22 Question bank (11)
Ms-22 Question bank
Ms-22 dec 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 Dec, 2007
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Define and describe three Ss of organizational Development- Briefly discuss the process of formulating the Organisational Development Plan.
2. What is Compensation System ? What considerations are taken into account in designing a reward system ? Explain with example.
3. Define and describe Diversity and Power. Briefly discuis the cultural, structural and behavioural influences on Diversity and Power, with examples.
4. Enumerate and briefly describe the evaluation criteria against which 'HRD' is assessed for attaining the status of a 'Profession'. Explain with example.
5. Write short notes on any three of the following :
(a) Knowledge Management
(b) Developing Business Ethics
(c) Horizontal re-skilling
(d) Role of Trade Unions in HRD
(e) Basic processes of Coaching
6- Read the following case carefuily and answer the questions given at the end.
Microelectronics, a carifornia-based electronics defense contractor, has enjoyed a smooth growth curve over the past five years,' primarily because of favourable defense funding during the Reagan administration's build-up of u.s. military defenses. Microerectronics has had numerous contracts to design and develop guidance and radar systems for military weaponry. Although the favorable funding cycle has enabled. Microelectronics to grow at a steady rate, the company is finding it increasingly difficult to keep its really good engineers. Based on extensive turnover analyses conducted by Ned Jackson, the human resources planning manager, Microelectronics' problem seems to be its inability to keep engineers beyond the "critical,' five year point. Apparently, the probability of turnover drops dramatically after five years of service. Ned's conclusion is that Microelectronics has been essentially serving as an industry college. Their staffing strategy has always been to hire the best and brightest engineers from the best engineering schools in the United States.
Ned believes that these engineers often get lost in the shuffle at the time they join the firm. For example, most (if not all) of the new hires must work on non-classified projects until cleared by security to join a designated major project. Security clearance usually takes anywhere from six to ten months. In the meantime the major project has started, and these young engineers frequently miss out on its design phase, considered the most creative and challenging segment of the program. Because of the nature of project work, new engineers often have difficulty learning the organizational culture such as who to ask when you have a problem, what the general dos and don'ts are, and why the organization does things in a certain way.
After heading a task force of human resource professionals within Microelectronics, Ned has been designated to present to top management a proposal designed to reduce turnover among young engineering recruits. The essence of his plan is to create a mentor program, except that in this plan the mentors will not be the seasoned graybeards of Microelectronics, but rather those engineers in the critical three-to-five-year service window, the period of highest turnover. These engineers will be paired with new engineering recruits before the recruits actually report to Microelectronics for work.
According to the task force, the programme is twofold ' (1) it benefits the newcomer by easing the transition into the company, and (2\ it helps the three-to-five-year service engineers by enabling them to serve an important role for the company. By performing the mentor role, these .engineers will .become more committed and hence less likely to leave. As Ned prepared his fifteen-minute presentation for top management, he wondered if he had adequately anticipated the possible objections to the program in order to make an intelligent defense of it. Only time would tell.
Questions
(a) Identify the salient issues from HR point of view for this case.
(b) If you were to study this turnover problem, how would you conduct a needs analysis or evolve a counselling programme ?
(c) What are the causes of dissatisfaction and turn over in Microelectronics ?
(d) Do you find the mentoring programme suitable to reduce turnover ? Justify your answer.
Ms-22 dec 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 Dec, 2008
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are 3 Ss of Organisational Development ? Discuss the Competency Based Organisational Development System, with suitable examples.
2. What are the important guidelines fot implementing Organisational Development ? Discuss the process of Internal Self-Renewal Facilitator in the Organisation.
3. Which factors are importantin designing a Reward System ? Discuss the dimensions of "What to Reward" and "How to Rewatd", with examples.
4. Define globalisation, and global corporations. Discuss various Organisation Structures in the context of global operations of organisations, with examples.
5. Write short notes on any three of the following :
(a) Cognitive Age
(b) HRD in Voluntary Organisation
(c) Chief Knowledge and Chief Learning Managers
(d) Diversity and Membership
(e) Coaching Process
6. Please read the case and answer the questions glven at the end.
"AMBER PHARMACEUTICALS' In a pharma company manufacturing and marketing drugs and medicines, the research staff has developed a number of new products and formulations which are effective. But at the same time it has to meet severe competition from stalwarts with foreign collaboration. Mr. Shah, the Vice President Marketing, has a very successful Pharma Marketing background. He has been with the company for the past 4 years. Mr. Shah had made ambitious plans for capturing a sizeable share of the market in Gujarat. The company being medium sized, Mr. Shah had kept his marketing department and the marketing team lean and trim. The field sales staff was given aggressive targets and were virtually pushed to reach the respective targets. The field staff worked to their best abilities to complete their respective targets. Mr. Shah had himself been working almost 11-12 hours a day. There was no formal appraisal and reward system in the company. During last 5 years more than 60 Medical Representatives and Area Supervisors had left the company due to unsatisfactory increments and promotions. Those who left the company were star workers. But lvfr. Shah did not care for this high turnover. He was over confident that he would be able to hire freshers and also select candidates who were not happy with their remuneration in their respective companies. Mr. Shah had never communicated to the field sales staff about their performance or reasons for not recognising their outstanding performance in a few cases. There was on the whole great dissatisfaction and good perforrners were leaving the company.
Questions:
(t) What do you perceive is the basic problem in 'AMBER'?
(b) What are the steps you will take serially to correct the situation ?
c) In the event of your suggesting a Performance Appraisal System :
(i) How will you decide a suitable system, of appraisal ?
(ii) Will your system include merit, rewards and promotions ?
Ms-22 dec 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-22 Dec, 2009
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. "With global economy and the world becoming a global village, the business enterprises have became extremely cautious of the need for hiring competent human resources and developing core competencies required for the organisation." Discuss the underlying concepts and processes in the light of the above remark with examples.
2. Why should organisations reward their employees ? Discuss how are the reward systems designed in an organisation and explain the ways in which employees are rewarded in an organisational set up.
3. Define HRD Audit. How can HRD Audit be used as an OD intervention in an organisation ? Briefly describe the significance of HRD score-card of a firm.
4. Explain the concept of Knowledge Management. Briefly discuss various approaches to knowledge management, with suitable examples.
5. Write short notes on any three of the following :
a) Re-organisation of work
b) Systems Theory and Human Performance
c) Vertical re-skilling
d) Career transition and choices
(e) Mentoning
6. Please read the case and answer the questions given at the end.
Kalyani Electronics Corporation Ltd. recently diversified its activities and started
producing computers. It employed personnel at lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidate to the position, but did find that Mr. Prakash is more qualified for the position than other candidates.
Now the Corporation has created a new post below the cadre of General Manager i.e. Joint General Manager and asked Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for the General Manager's position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates for General Manager's position was annoyed with the management's practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted to switch over to the Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment as a chance to prove his performance. The Corporation has the system of appraisal of the superior's performance by the subordinates. The perfomance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of subordinates. Mr. Prakash is a stranger to the system as well as its Modus Operandi. Mr. Sastry and Mr. Anand were competing with each other
in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their interest, promotions etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the 'chair'. They created several groups among employees like pro-Anand group, pro-Sastry group, anti-Prakash and Sastry Group, anti-Anand and Prakash group. Mr. Prakash has been watching the proceedings calmly and keeping the management in touch with all these developments. However, Mr. Prakash has been quite work-conscious and top management found his performance under such a political atmosphere to be satisfactory. Prakash's pleasing manners and way of maintaining human relations with different levels of employees did, however, prevent an anti-Prakash wave in the company. But in view of the politicisation, there is no strong pro-Prakash's group either. The management administered the performance appraisal technique and the subordinates appraised the performance of all the three managers. In the end, surprisingly, the workers assigned the following overall scores. Prakash : 560 points, Sastry : 420 points; and Anand : 260 points.
Questions :
a)How do you evaluate the workers' appraisal in this case ?
b)Do you suggest any techniques to avert politics creeping into the process of performance appraisal by subordinates ?
(c) What measures would you like to suggest in dispensing with such an appraisal system ?
