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Master of Business Administration- MBA Semester 3
MB00 50 - Research Methodology - 4 Credits
Assignment Set - 1
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Q1.Explain the steps involved in a research process.
Answer : Scientific research involves a systematic process that focuses on being objective and gathering
a multitude of information for analysis so that the researcher can come to a conclusion. This process is
used in all research and evaluation projects, regardless of the research method (scientific method of
inquiry, evaluation research, or action research).
Step 1: Identify the Problem
Step 2: Review the Literature
Step 3: Clarify the Problem
Step 4: Clearly Define Terms and Concepts
Step 5: Define the Population
Step 6: Develop the Instrumentation Plan
Step 7: Collect Data
Step 8: Analyze the Data
Q2.What are descriptive research designs? Explain the different kinds of descriptive research designs.
Answer : Types of Descriptive Research
Descriptive research is commonly used in social sciences to study characteristics or phenomenons. Also
known as statistical research, researchers look into the frequency, average or other qualitative methods
to understand a subject being studied. It involves case studies, observation, survey and archival
research.
Observational Method
With the observational method (sometimes referred to as field observation) animal and human behavior is closely observed. There are two main categories of the observational method — naturalistic observation and laboratory observation.
The biggest advantage of the naturalistic method of research is that researchers view participants in their natural environments. This leads to greater ecological validity than laboratory observation, proponents say.
Case Study Method
Case study research involves an in-depth study of an individual or group of indviduals. Case studies often lead to testable hypotheses and allow us to study rare phenomena. Case studies should not be used to determine cause and effect, and they have limited use for making accurate predictions.
Survey Method
In survey method research, participants answer questions administered through interviews or questionnaires. After participants answer the questions, researchers describe the responses given. In order for the survey to be both reliable and valid it is important that the questions are constructed properly. Questions should be written so they are clear and easy to comprehend.
Q3.Explain the concepts of reliability, validity and sensitivity.
Answer : It is important to ensure that the instruments (for example, tests, questionnaires, etc.) used in
program evaluation are as reliable, valid and sensitive as possible
The reliability of an assessment tool is the extent to which it consistently and accurately measures
learning.
When the results of an assessment are reliable, we can be confident that repeated or equivalent
assessments will provide consistent results. This puts us in a better position to make generalised
statements about a student’s level of achievement, which is especially important when we are using the
results of an assessment to make decisions about teaching and learning, or when we are reporting back
to students and their parents or caregivers. No results, however, can be completely reliable. There is
always some random variation that may affect the assessment, so educators should always be prepared
to question results.
Factors which can affect reliability:
The length of the assessment – a longer assessment generally produces more reliable results.
The suitability of the questions or tasks for the students being assessed.
The
It is fairly obvious that a valid assessment should have a good coverage of the criteria (concepts, skills
and knowledge) relevant to the purpose of the examination. The important notion.
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Q5.The procedure of testing hypothesis requires a researcher to adopt several steps. Describe in brief all
such steps.
Answer : How to Conduct Hypothesis Tests
All hypothesis tests are conducted the same way. The researcher states a hypothesis to be tested, formulates an analysis plan, analyzes sample data according to the plan, and accepts or rejects the null hypothesis,
The null hypothesis (denoted By H u ) is a statement about the population statistic, such as . The alternate hypothesis (denoted H 1) is a claim to be tested.
There are three ways to set up a the null and alternate hypothesis.
1. Equal hypothesis verses not equal hypothesis (two-tailed test)
: = some value
: ≠some value 2. Equal hypothesis verses less than hypothesis (left-tailed test)
: = some value
: some value 3. Equal hypothesis verses greater than hypothesis (right-tailed test)
: = some value
: some value
Q6.a. What are the different kinds of research reports available to the researcher?
Master of Business Administration- MBA Semester 3
MB 0051: “Legal Aspects of Business “
Assignment SET 1
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Q1. What are the sources of Indian law? Discuss any one important source of law and justify why it is
important.
Answer : Many renowned jurists have attempted to give a precise definition of Law. Law, in the broadest
and most complete sense means a set
Sources of Indian Law: The main sources of modern Indian Law, as administered by Indian courts, may be divided into two broad categories: (i) Primary sources and, (ii) Secondary sources.(i) Primary sources of Indian Law:The primary sources of Indian Law are: (a) customs, (b) judicial precedents (c) stare deices(c) statutesand (d) personal law.a)Customary Law:Customs have played an important role in making the law and therefore are also known as customary law. ‘Customary Law’, in the words of Keeton, may be defined as “those rules of human action, established by usage and regarded as legally binding by those to whom the rules are applicable, which are adopted by the courts and applied as sources of law because they are generally followed by the political society as a whole or by some part of it”. In simple words, “it is the uniformity of conduct of all persons under like circumstances”. It is a generally observed course of conduct by people on a particular matter. When a particular course of conduct is followed again and again, Judicial precedents are an important source of law:Judicial precedents are another important source of law. It is based on the principle that a rule of law which has been settled by a series of decisions generally should be binding on the court and should be followed in similar cases. These rules of law are known as judicial precedents. However, only such decisions which lay down some new rules or principles are treated as judicial precedents. Thus, were there is a settled rule of law, it is the duty of the judges to follow the same; they cannot substitute their opinions for the established rule of law.
Q2. What is a contract? Which test would you apply to ascertain whether an agreement is a contract?
Answer : A contract is an agreement having a lawful object entered into voluntarily by two or more
parties, each of whom intends to create one or more legal obligations between or among them. The
elements of a contract are "offer" and "acceptance" by "competent persons" having legal capacity who
exchange "
A contract is a legally binding agreement reached between two parties, the terms of which the courts
have the authority and obligation to enforce. An agreement is a less formal creation of an obligation
between the two parties.
An agreement usually lacks one or more of the essential elements that are required to be present in
order to form a valid contract that will be considered legally enforceable by a court of law.
Contracts outline the terms of the relationship that should be formed between the two parties to the
contract. An agreement also outlines the terms of the relationship between the two. However, the
difference is that the contract’s outline is far more rigid than that of a contract.
The essential difference between an agreement and a contract is that typically an agreement will only
modify a contract that is already in place but does not place an obligation on either one of the parties to
provide consideration to the other party, which a contract requires. A contract can involve the exchange
of promises between the parties to the contract, while an agreement may simply involve one party
accepting the offer from another party.
Q3. Write short notes on:
a. Agent and agency
Answer : Expressed simply, an agent is one who acts. The power granted or effected through that action
is the quality of agency. The OED gives for "agency:" "The faculty of an agent or of acting; active working
or operation; action, activity;" and for "agent:" "Acting, exerting power, as opposed to patient" (OED
online,
b. Baylor and bailed
Answer :Definition of 'Baylor'
An individual who temporarily relinquishes possession but not ownership of a good or other property
under a bailment. The bailer entrusts the possession of the good or property to another individual,
known as the bailed. A bailment is usually a contractual agreement between the bailer and the bailed
that specifies the terms and purpose of the change in possession.
Q4. What is the meaning of dissolution of firm? Is it different from dissolution of partnership?
case of dissolution of the partnership the firm may continue under a new agreement whereas in the
case of dissolution of partnership firmthe business of the firm comes to an end.
Q5. What do you mean by negotiable instruments? Explain the difference between bill of exchange and
promissory note.
Answer : A negotiable instrument is a document guaranteeing the payment of a specific amount of
money, either on
----------------------------------------------------
goods or fraud.
Difference between bill of exchange and promissory note
(1) Parties.
There are three parties to a bill of exchange, namely, the drawer, the drawee and the payee; while in a
promissory note there are only two parties – maker and payee.
(2) Nature of payment.
In a bill of exchange, there is an unconditional order to pay, while in a promissory note there is an
unconditional promise to pay.
(3) Acceptance.
A bill of exchange requires an acceptance of the drawee before it is presented for payment, while a
promissory note does not require any acceptance since it is signed by the persons who is liable to
pay.
( (6) Maker’s position.
The drawer of a bill of exchange stands in immediate relationship with the acceptor and not the
payee. While in the case of a promissory note, the maker stands in immediate relationship with the
payee.
(7) Nature of acceptance.
A promissory note can never be conditional, while a bill of exchange can be accepted conditionally.
(8) Copies.
A bill of exchange can be drawn in sets, but a promissory note cannot be drawn in sets.
(9) Payable to bearer.
A promissory note cannot be made payable to a bearer, while a bill of exchange can be so drawn
provided it is not payable to bearer on demand.
(10) Payable to maker.
In a promissory note, the maker cannot pay to himself. While in the case of a bill of exchange, the
drawer and the payee may be one person.
(11) Protest.
Foreign bills must be protested for dishonor when such protest is required by the law of the place
where they are drawn. But no such protest is required in the case of a promissory note.
Q6. Discuss the provisions of Right to information act, 2005 and information technology act, 2000.
Answer : The Information Technology Act 2000 (also known as ITA-2000, or the IT Act) is an Act of the
Indian Parliament (No 21 of 2000) notified on October 17, 2000. This act is being opposed by Save Your
Voice campaign and other civil society organizations in India
The Right to Information Act 2005 (RTI) is an Act of the Parliament of India "to provide for setting out
the practical regime of right to information for citizens." The Act applies to all States and Union
Territories of India except the State of Jammu and Kashmir. Jammu and Kashmir has its own act called
----------------------------------------------------------
to pro-actively publish certain categories of information so that the citizens need minimum recourse to
request for information formally. This law was passed by Parliament on 15 June 2005 and came fully into
force on 12 October 2005.[1] Information disclosure in India was hitherto restricted by the Official
Secrets Act 1923 and various other special laws, which the new RTI Act now relaxes
Post Graduate Diploma in Human
Resource Management
Semester 1 Assignment
MU0010 - Manpower Planning and Resourcing
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Q1. (a) What is manpower planning?
Ans. Manpower planning means planning means deciding the number and type of the human resources
required for each job, unit and the total company for a particular future date in order to carry out
organizational activities. Manpower planning may be viewed as foreseeing the human resources
requirement of an organization and the future supply of human resources .
Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows:
1. Analysing the current manpower inventory 2. Making future manpower forecasts 3. Developing employment programmes 4. Design training programmes
Steps in Manpower Planning
Analysing the current manpower inventory- Before a manager makes forecast of future manpower, the current manpower status has to be analysed. For this the following things have to be noted-
1. Type of organization
2. Number of departments
3. Number and quantity of such departments
4. Employees in these work units
(b) Explain the factors affecting manpower planning.
Answer : A number of factors can affect the manpower needs of your business.
Organizational Structure
The nature of your organizational structure will help determine your manpower needs. For example, if
you organize by departments, you may decide that you need one person to man each department. If
you organize by function, such as sales, shipping or accounting, you will have to assess each function to
determine the number of workers needed to staff it.
Location
Your business location will play a key role in your manpower situation. If you're located in an
area where unemployment is low, you may have difficulty finding enough qualified applicants to fill your
open positions. If your open jobs require a high degree of specialized skills, you may need to expand
your recruiting efforts outside of your geographic region by implementing methods like online
recruiting.
Expansion
Your business may be small now, but you might have plans for future expansion. If so, you need to
assess your future needs and determine what types of new positions you will need to create. Also
consider whether current workers possess management potential and how you will groom them for that
development.
Outsourcing
Consider which functions need to be performed in-house and which you can outsource. For example, if
your business is project-oriented, such as an Internet marketing service, it may be more cost-effective to
outsource copy writing jobs as opposed to hiring a full-time copywriter. If you are not in a position
where you can afford to offer fringe benefits, you may need to outsource, since it may be difficult to
attract regular full-time workers.
Business Conditions
Economic factors and general business conditions will help determine your manpower needs as well. If
your business is struggling or experiencing a downturn, taking on additional staff may not be an option.
A new competitor in town may also attempt to lure your employees by offering them higher wages and
better benefits, resulting in the need to hire replacements.
Employee Retention
Your ability to keep employees will affect the size and condition of your workforce. According to
Retention Naukrihub, key components to employee retention include areas such as training and
development opportunities, as well as the overall level of communication within your organization.
Q2. What are the inputs provided by HR for manpower planning?
Ans. Human resource planning is becoming one of the most important functions within an organization.
Align competencies and incentives of human resources to business objectives. Ensure employees focus
efforts on the most important activities, by providing a clear line of sight from daily activities to the
organization's strategy.
(A) Deciding objectives of manpower Planning -The ultimate objective of manpower planning is one of
matching or fitting employee abilities to enterprise requirements with an emphasis on future instead of
present arrangements. The objectives may be laid down for a short term i.e. for one year for example
the short term objective may be to hire 50 persons from backward classes for purposes of training. The
long- term objective may to start a new industry or to expand the market or to produce a new product
or to develop its own sales force.
which is followed by most organisations is to fill up higher vacancies by internal sources i.e. promotion
etc and lower level positions by recruitment from external sources. The personnel manager should have
a thorough knowledge of the labour market. Which source in the labour market will be tapped, depends
upon the policy of a firm, position of labour unions and Government regulations.
Q3. What are the problems in manpower planning?
Ans. Following are the main obstacles that organizations face in the process of manpower planning:
1. Under Utilization of Manpower: The objective is to provide right personnel for the right work and
optimum utilization of the existing human resources. HRP exists as a part of the planning
process of business. This is the activity of the management which is aimed at co-ordinating
requirements for and the availability of different types of employers. The major activities of HRP
include: forecasting (future requirements), inventorying (present strength), anticipating
(comparison of present and future requirements) and planning (necessary programme to meet
future requirements).
Q4. (a) What is resourcing strategy?
Ans. (a) Resourcing is what organizations do to ensure they have the people they need. Resourcing
strategy is concerned with identifying
Write out a generic role description for each of the vacancies you regularly need to fill: Not only
will this save you time
by providing training to fill the business need.
Devise an internal training & development team: employees who feel valued and believe their
organisation has a
that comes naturally. Often the cost of engaging with a specialist recruitment provider may
seem high compared to trying to find a new hire yourself - but weigh up the pros against the
cons of peripheral costs such as loss of time wasted which could be directed into more
profitable activities, and the cost of hiring and training the wrong candidate who ultimately
leaves your business.
Actively monitor where your business does its hiring from: If you engage with a number of
different recruitment agencies or sourcing channels, be sure to keep a record of the most
successful areas you find talent from. You can then use this information to refine and improve
your future HR sourcing plans
Conduct exit interviews: One of the most valuable sources of information is often overlooked
Developing the organization’s employee value proposition and its employer brand.
Resourcing plans – preparing plans for finding people from within the organization and/or for learning and development programmes to help people learn new skills. If needs cannot be satisfied from within the organization, it involves preparing longer-term plans for ensuring that recruitment and selection processes will satisfy them.
Retention strategy – preparing plans for retaining the people the organization needs. Flexibility strategy – planning for increased flexibility in the use of human resources to enable
the organization to make the best use of people and adapt swiftly to changing circumstances. Talent management strategy – ensuring that the organization has the
talented people it requires to provide for management succession and meet present and future business needs
Q5. (a) Explain the benefits of an induction program ?
Answer : An induction programme is an important process for bringing staff into an
organisation. It provides an introduction to the working environment and the set-up of the
because of his/her not knowing things at the operations. So in that case, new employee may leave the
organization at the beginning and then the organization may need to follow all the process of recruiting
and new employee to the organization. Also this method will create a large number of errors making by
new employee and then it may creates big losses to the organization. Those are the disadvantages of
informal induction program. The
commitment, turnover intentions and task engagement. But what are those factors or “drivers” that are
most closely related to and therefore most influential in determining levels of employee engagement at
Onetest.
Spring 2013
Post Graduate Diploma in Human Resource Management
Semester 1
MU0011 - Management and Organisational Development
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Q1. (a) What is Organisational development (OD)?
Answer : Organisation Development is a growing field of Human Resource Management. It has its
foundations in a number of behavioural and social sciences. OD practitioners are unashamedly
humanistic in their approach to change management and delivering sustainable organizational
performance.
In the context of this factsheet, we define organization development (OD) as ‘planned and systematic
approach to enabling sustained organisation performance through the involvement of its people’.
Behind this definition lies a depth of research and practice, but also confusion.
Organization development is an ongoing, systematic process of implementing effective organizational
change. OD is known as both a field of science focused on understanding and managing organizational
change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on
sociology, psychology, and theories of motivation, learning, and personality. Although behavioral science
has provided the basic foundation for the study and practice of OD, new and emerging fields of study
have made their presence felt. Experts in systems thinking and organizational learning, structure of
intuition in decision making, and coaching (to name a few) whose perspective is not steeped in just the
behavioral sciences, but a much more multi-disciplinary and inter-disciplinary approach, have emerged as
OD catalysts or tools.
(b) What are the characteristics of OD?
Answer : Organisational Development (OD) can be described as the systematic process to change the
culture, system and behaviour of organization. It is process that helps in solving organizational problems
and achieving organizational objectives. Organisational Development works as important mechanism
that helps in impressing the organization and its employee through planned and established system.
Characteristics of organizational Development are as follows : (i) It is an educational strategy which attempts to bring about a planned change. (ii) It relates to real organisational problems instead of hypothetical classroom cases. (iii) It uses sensitivity training methods and emphasises the importance of experimentally based training. (iv) Its change agents are almost external consultants outside of the organisation. (v) External change agents and internal organisation executives establish a collaborative relationship involving mutual trust and influence, and jointly determined goals. (vi) External change agents are humanists seeking to establish a social and altrustic philosophy within an organisation. (vii) The goals that the change agent seeks to accomplish through O.D. tend to reflect "Theory Y," he aims for better conflict resolution, increased understanding, and more considerable leadership. (viii) The organisational changes sought are usually the result of some "exigency or outside problem"
Q2. What is the role of OD professional in organisations?
Answer : The role of OD professional in organizations :
1. This policy aims to set out a framework for effective organisational development. Outcomes will
include:
Enhanced ability to meet University strategic goals;
Development of leadership
Entry and Contracting
Diagnosis
Designing & Implementing Interventions
Evaluating & Institutionalising
Evaluating and rewards
Trend to use combined teams The concept of Marginal Roles
Q3. Describe the levels of diagnosis in organisations.
Answer : In the field of Organizational Development there are many activities and disciplines. One of
those is the area of organizational diagnosis and the use of structured organizational diagnostic tools.
Organisational diagnosis
Organisation is a framework that works when operated by people. The purpose or mission of an
organisation provides the direction in which it moves. An organisation has several parts each having its
own independent minds and they may not always function in a fully unified way. An organisation can
put itself through periodic check ups or diagnostic exercises to assess its growth, dynamism, strength,
weaknesses etc.
Most of the calculated management decisions are based on some sort of diagnosis. Every manager
irrespective of his level, is in a continuous cycle of diagnosis-decision-action –evaluation, so long as his
decisions and actions are not impulsive.
Organisational diagnosis is an exercise attempted to make an analysis of the organisation, its structure,
subsystems and processes in order to identify the strengths and weaknesses of its structural
components and processes and use it as a base for developing plans to improve and/or maximise the
dynamism and effectiveness of the organisation
There are many ways of analyzing and diagnosing organisations and their phenomena. The following are
the most frequently used methods :
1. Questionnaires
2. Interviews
3. Observation
4. Analysis of records, circulars, appraisal reports and other organizational literture.
5. Analysis of hard data of organisations and various units
6. Task forces and task groups
7. Problem identification/problem solving workshops
8. Seminars, symposia and training programme
9. Recording and examining critical incidents, events.
Q4. Write short notes on Team Development Interventions.
Answer : On a complex, multi-year ERP implementation, one or more of the ERP project teams could
experience problems with working relationships, lack of alignment, poor communication among
members, or poor levels of trust among team members with competing agendas. In some instances,
these team problems can continue to the point of threatening key project milestones and thus risk the
success of the ERP project.
Team building is a philosophy of job design in which employees are viewed as members of
interdependent teams instead of as individual workers. Team building (which according to English
Professor Emeritus Alexandra Gerstley of Dickinson University is correctly spelled with two words) refers
to a wide range of activities, presented to businesses, schools, sports teams, religious or nonprofit
organizations designed for improving team performance. Team building is pursued via a variety of
practices, and can range from simple bonding exercises to complex simulations and multi-day team
building retreats designed to develop a team (including group assessment and group-dynamic games),
usually falling somewhere in between. It generally sits within the theory and practice of organizational
development, but can also be applied to sports teams, school groups, and other contexts. Team building
is not to be confused with "team recreation" that consists of activities for teams that are strictly
recreational. Team building can also be seen in day-to-day operations of an organization and team
dynamic can be improved through successful leadership.
Q5. Explain the impact and benefits of Technology in Organisations.
Answer : The impact of information technology on the office has been a topic of interest for many years.
Vinegar Bush first wrote about it in 1945 when he argued that machines could function as an extension
to human memory and he proposed a machine that he called a Meme.
These early
Q6. Write a brief note on Emerging Trends in OD.
Answer : In the view of my company Schouten Training, the trainings we provide are part of a larger
picture. The overall question we want to answer is: how to create high performing organizations? This is
what we call: ‘Results with People’. Our bottom line improvements are based on a mix of training,
(executive-) coaching, and consulting. Together, we call this ‘Organizational Development’:
implementing hands-on,
Interactive Virtual Environments – Modeling a fully-functioning digital replica allows employees to
experience real environments and situations without risk. Throughout the 3D eLearning course, learners
complete interactive
Spring 2013 Post Graduate Diploma in Human Resource Management
Semester 1 MU0012 - Employee Relations Management - 4 Credits
Assignment
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Q1. Explain the meaning and importance of employee relations management.
Answer : The team leader or the manager plays an important role in promoting healthy relation at
workplace:
It is essential that the supervisor assigns challenging tasks to his team member as per his specialization
and interest.
There are several issues on which an individual cannot take decisions alone. He needs the guidance and advice of others as well. Sometimes we might miss out on important points, but our fellow workers may come out with a brilliant idea which would help us to achieve our targets at a much faster rate. Before implementing any plan, the pros and cons must be evaluated on an open forum where every employee has the right to express his opinions freely. On your own, you will never come to know where you are going wrong, you need people who can act as critic and correct you wherever you are wrong. If you do not enjoy a good relation with others no one will ever come to help you.
Work becomes easy if it is shared among all. A healthy relation with your fellow workers would ease the work load on you and in turn increases your productivity. One cannot do everything on his own. Responsibilities must be divided among team members to accomplish the assigned tasks within the stipulated time frame. If you have a good rapport with your colleagues, he will always be eager to assist you in your assignments making your work easier.
The organization becomes a happy place to work if the employees work together as a family. An individual tends to lose focus and concentration if his mind is always clouded with unnecessary tensions and stress. It has been observed that if people talk and discuss things with each other, tensions automatically evaporate and one feels better. Learn to trust others, you will feel relaxed. One doesn’t feel like going to office if he is not in talking terms with the person sitting next to him. An individual spends around 8-9 hours in a day at
his workplace and practically it is not possible that one works non stop without a break. You should have people with whom you can share your lunch, discuss movies or go out for a stroll once in a while. If you fight with everyone, no one will speak to you and you will be left all alone. It is important to respect others to expect the same from them.
An individual feels motivated in the company of others whom he can trust and fall back on whenever needed. One feels secure and confident and thus delivers his best. It is okay if you share your secrets with your colleagues but you should know where to draw the line. A sense of trust is important.
Healthy employee relations also discourage conflicts and fights among individuals. People tend to adjust more and stop finding faults in each other. Individuals don’t waste their time in meaningless conflicts and disputes, rather concentrate on their work and strive hard to perform better. They start treating each other as friends and try their level best to compromise and make everyone happy.
A healthy employee relation reduces the problem of absenteeism at the work place. Individuals are more serious towards their work and feel like coming to office daily. They do not take frequent leaves and start enjoying their work. Employees stop complaining against each other and give their best
It is wise to share a warm relation with your fellow workers, because you never know when you need them. You may need them any time. They would come to your help only when you are nice to them. You might need leaves for some personal reasons; you must have a trusted colleague who can handle the work on your behalf. Moreover healthy employee relations also spread positivity around.
Q2. Describe the different levels of strategy in an organization.
Answer : Corporate Level Strategy
Corporate level strategy occupies the highest level of strategic decision-making and covers actions
dealing with the objective of the firm, acquisition and allocation of resources and coordination of
strategies of various SBUs for optimal performance. Top management of the organization makes such
decisions.
1. When a company performs different business/ has portfolio of products, the company will organize
itself in the form of strategic business units (SBU’s).
2. In order to segregate different units each performing a common set of activities, many companies
are organized on the basis of operating divisions/decisions. These are known as strategic business
units.
CORPORATE LEVEL
FUNCTIONAL LEVEL STRTEGIES [CORPORATE]
FUNCTIONAL LEVEL STRATEGIES
3) Strategies are looked at Corporate level SBU level
4) There exists a difference at functional levels like marketing, finance, productions etc. Functional level
strategies exist at both corporate and SBU level. It has to be aligned and integrated.
5) CORPORATE LEVEL STRATEGY: It’s a broad level strategy and all its plan of actions is at corporate level
i.e. what the company as a whole. It covers the various strategies performed by different SBU’s.
Strategies needs should be in align with the company objective.
6) Resources should be allocated to each SBU and broad level functional strategies. To ensure things
there would need to have co-ordination of different business of the SBU’s.
7) For most companies strategies plans are made at 3 levels.
a) FUNCTIONAL STRATEGY b) SOCIETAL STRATEGY c) OPERATIONAL STRATEGY
FUNCTIONAL STRATEGY:
As the SBU level deals with a relatively. Smaller area that provides objectives for a specific function in
that SBU environment are marketing, finance, production, operation etc.
Q3. (a) What are the types of conflicts?
Answer : Irrespective of whether you like them or not, conflicts have become a part of daily life which
cannot be avoided. They are naturally occurring ingredients that add a spice of flavour to our life,
sometimes making it enjoyable, while at other times causing terrible destructions.
Conflict: A conflict is a struggle between opposing forces. There are two main kinds of conflict in stories:
external and internal.
External conflict: A struggle between a character and an outside force is an external conflict. Characters
may face several types of outside forces. The outside force may be another character. It may be the
character and the community. The outside force may also be forces of nature. For example, a story might
be the main character struggling against the arctic cold. And it is divided into different divisions:
A-Emotional Conflict: If the struggle is about the emotions of two different characters and it is again
divided into some subdivisions:
----Man against man
----Man against society
----etc.
B-Moral Conflict: if the struggle is about the matter of wrong and right on an issue between two characters
which again will be divided into some subdivisions:
----Man against man
----Man against society
----etc.
C-Physical Conflict: If the struggle is between one character and one another force in the physical
manner and its subdivisions are as follows:
----Man against man
----Man against nature
Internal conflict: A struggle that takes place in a character's mind is called internal conflict. For example, a
character may have to decide between right and wrong or between two solutions to a problem.
Sometimes, a character must deal with his or her own mixed feelings or emotions. And again it is divided
into different divisions:
A-Emotional Conflict
B-Moral Conflict
C-Mental Conflict: The definitions of the two first ones are the same as what defined before but just take
place in the mind of the character. But mental conflict is somehow the same moral conflict but just is
about the mental issues.
(b) What methods are used to resolve conflicts in organizations?
Answer : Conflicts can be managed in a number of ways. Various factors need to be considered to
decide the right method that would prove useful in a particular situation. Some of the ways and means
to manage conflict are briefed below.
1. Avoidance conflict style
Characterized by inaction and passivity, avoidance conflict style is typically used when an
individual has reduced concern for their own outcomes as well as the outcomes of others. During
conflict, these avoiders adopt a “wait and see” attitude, often allowing conflict to phase out on its
own without any personal involvement (Bayazit & Mannix, 2003). Unfortunately, by neglecting to
address high-conflict situations, avoiders risk allowing problems to fester out of control.
2. Yielding conflict style
In contrast, yielding or “accommodating” conflict styles are characterized by a high concern for others
while having a low concern for one’s own self. This passive pro-social approach emerges when
individuals derive personal satisfaction from meeting the needs of others and have a general concern for
maintaining stable, positive social relationships. When faced with conflict, individuals with a yielding
conflict style tend to give into others’ demands out of respect for the social relationship
3. Competitive conflict style
Competitive or “fighting” conflict style maximizes individual assertiveness (i.e., concern for self) and
minimizes empathy (i.e., concern for others). Groups consisting of competitive members generally enjoy
seeking domination over others, and typically see conflict as a “win or lose” predicament. Fighters tend
to force others to accept their personal views by employing competitive, power tactics (e.g., argue; insult;
accuse; violence) that foster feelings of intimidation (Morrill, 1995).
4. Cooperation conflict style
Characterized by an active concern for both pro-social and pro-self behavior, cooperation conflict style is
typically used when an individual has elevated interests in their own outcomes as well as in the
outcomes of others. During conflict, cooperators collaborate with others in an effort to find an amicable
solution that satisfies all parties involved in the conflict. Individuals with this type of conflict style tend to
be highly assertive and highly empathetic at the same time. By seeing conflict as a creative opportunity,
collaborators willingly invest time and resources into finding a “win-win” solution. According to the
literature on conflict resolution, a cooperative conflict resolution style is recommended above all others
(Sternberg & Dobson, 1987; Jarboe & Witteman, 1996)
5. Conciliation conflict style
Conciliation or “compromising” conflict style is typical of individuals who possess an intermediate-level of
concern for both personal and others’ outcomes. Compromisers value fairness and, in doing so,
anticipate mutual give-and-take interactions. By accepting some demands put forth by others,
compromisers believe this agreeableness will encourage others to meet half-way, thus promoting conflict
resolution (van de Vliert & Euwema, 1994). This conflict style can be considered an extension of both
“yielding” and “cooperative” strategies.
Q4. Explain the importance of Human Resource Information Systems.
Answer : The importance of Human Resource :
Human Capital Value
Having an in-house human resources function is important. An in-house human resources staff or a
human resources expert on staff can increase the understanding of how important human capital is to
the company's bottom line. For small businesses, in particular, human capital is critical because so many
smaller firms have employees who perform cross-functional duties. With a smaller workforce, if just one
person leaves, it leaves the company with a huge gap to fill and a potential threat to the company's
profitability.
Budget Control
Human resources curbs excessive spending through developing methods for trimming workforce
management costs, which includes negotiating better rates for benefits such as health care coverage. In
addition, human resources ensures competitive and realistic wage-setting based on studying the labor
market, employment trends and salary analysis based on job functions. As some small businesses have
budget constraints, this human resources function is especially helpful.
Conflict Resolution
Workplace conflict is inevitable, given the diversity of personalities, work styles, backgrounds and levels
of experience among employees. A human resources manager or a staff person specially trained to
handle employee relations matters can identify and resolve conflict between two employees or a
manager and employee and restore positive working relationships.
Training and Development
Human resources conducts needs assessments for the organization's current workforce to determine
the type of skills training and employee development necessary for improving skills and qualifications.
Companies in the beginning or growth phases can benefit from identifying training needs for existing
staff. It's much less expensive than the cost to hire additional staff or more qualified candidates. In
addition, it's a strategy that also can reduce turnover and improve employee retention.
Employee Satisfaction
Human resources specialists usually are charged with the responsibility of determining the level of
employee satisfaction -- often an ambiguous measurement at best. With carefully designed employee
surveys, focus groups and an exit interview strategy, human resources determines what underlies
employee dissatisfaction and addresses those issues to motivate employees.
Cost Savings
The cost to hire new or replacement workers, including training and ramp-up time, can be exorbitant for
employers, especially small businesses. With a well-constructed recruitment and selection process, the
human resources function can minimize expenses regarding advertising job postings, training new
employees and enrolling new employees in benefits plans.
Performance Improvement
Human resources develops performance management systems. Without a human resources staff person
to construct a plan that measures performance, employees can wind in jobs that aren't suitable for their
skills and expertise. Additionally, employees whose performance falls below the employer's
expectations can continue on the payroll, thereby creating wasted money on low-performing
employees.
Sustaining Business
Through succession planning that human resources develops, the company identifies employees with
the promise and requisite capabilities to eventually transition into leadership roles with the company.
This is an important function as it can guarantee the organization's stability and future success.
Corporate Image
Businesses want to be known as the "employer of choice." Employers of choice are the companies that
receive recognition for the way they treat employees; they are the companies for whom people want to
work. Becoming an employer of choice means human resources balances recruiting the most qualified
applicants, selecting the most suitable candidates and retaining the most talented employees.
Steadfast Principles
Human resources ensures the workforce embraces the company's philosophy and business principles.
From the perspective of a small business, creating a cohesive work environment is imperative. The first
opportunity human resources has to accomplish this is through wise hiring decisions that identify
desirable professional traits, as well as orientation and on-boarding programs.
Q5. (a) What is meant by grievance?
Answer : The term grievance refers to a written statement made according to the grievance procedure
included in the collective agreement. It deals with any dispute concerning the interpretation, the
application, the administration or the alleged violation of any clause of the collective agreement.
Grievance procedures are a means of dispute resolution that can be used to address complaints by
employees against management or to settle disputes between a company and its suppliers, customers,
or competitors. The best-known application of grievance procedures is as a formal process outlined in
labor union contracts. But grievance procedures do not necessarily have to be so formal and elaborate. In small businesses,
the procedures may consist of a few lines in an employee manual or the designation of a
single ombudsman to deal with problems as they develop. Peer review of employee concerns is
another popular way to address grievances. On the other hand, some larger companies may create an
entire department dedicated to fielding complaints from employees or customers.
The purpose of the grievance procedure
(b) Explain the steps in grievance redressed system.
Answer : Employee's Grievance redressed system
In order to streamline the grievance handling system in the company, management is pleased to
introduce following "Grievance Procedure" with immediate effect.
GRIEVANCE PROCEDURE
Step 1: In the event of any complaint or grievances, the Employee will take the matter up with his
supervisor with or without the Shop Steward.
Step 2: If the matter remains unresolved, the Shop Steward and/or the Chief Shop Steward will take up
the matter with the Departmental Head and/or his designated representative. In the absence of the Chief
Shop Steward, any member of the Union Executives may accompany the employee.
Step 3: If the matter still remains unresolved, the Local Union Secretary or they shall take the matter with
the personnel Manager who will arrange and chair a meeting between the Local Union and
Sectional/Departmental Manager involved.
Step 4: If the matter still remains unresolved, the Local Union shall report to the Regional Industrial
Relations Officer who will in turn file a written grievance with the Personnel of the Company.
Step 5: If after step 5 the matter still remains unresolved, the matter will then be referred to the Ministry of
Employment and Manpower Development in accordance with the Industrial Relation Act 299 of 1965.
An Employee who has been warned or suspended by the Employer and who feels that disciplinary action
so taken is not proper under the circumstances may file a grievance under this same procedure.
Q6. Explain the meaning and objectives of trade union.
Answer : Trade unions are formed to protect and promote the interests of their members. Their primary
function is to protect the interests of workers against discrimination and unfair labour practices. Trade
unions are formed to achieve the following objectives:
Trade union is a unity of members who works for the employee's welfare basically. They can be permanent or a temporary contributory party in the organization. They are there to provide economic security to its members. The nature of the trade union is continuously changing. The origin and the growth is being influenced by the many beliefs. They can take part in the business of the organization and can do collective bargaining or negotiation for the employees. Collective bargaining is done between the union members and the employers of the business mainly. Principles of trade union:
The unions task on the basis of important principles. These principles are: The trade union believes when all the employees and the employers come in a unite form, and then it
shows the strength of the union. They always believe in getting equal pay for the equal work. They always work for the security of the employees regarding any issues related to job. They provide social and economic security to the members of the union.
Union objectives
Conservation & intensification of union as an organization. Getting more for the members and save work for the welfare of its members. They act as a watch dog on the activity of the management of the organization. The Efforts of trade ------------------------------
Spring 2013 Post Graduate Diploma in Human Resource Management
Semester 1 MU0013 - HR Audit - 4 Credits
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Q1.Describe the components of human resource development audit.
Ans. A Human Resources Audit is a comprehensive method (or means) to review current human
resources policies, procedures, documentation and systems to identify needs for improvement and
enhancement of the HR function as well as to ensure compliance with ever-changing rules and
regulations.
Human Resource Audit is the critical analysis of the existing human resource within the orgasnisation.
To be able to do that, the audit will have to be served with the data that is quantitative, qualitative,
as well as comprehensive. In others words, the success of this stage of human resource planning solely
rests upon the manner in which personnel records and other information are maintained. It is from the
base of the current situation that the human resource audit is to take in order that the future must be
planned. Hence the information needs of such a critical exercise must be met.
ESSENTIAL STEPA IN HRA (Human Resource Audit)
Though the process would vary from organisation to organisation, generally it involves the following
steps:
1) Briefing and orientation : This is a preparatory meeting of key staff members to
i) discuss particular issues considered to be significant,
ii) chart out audit procedures, and
iii) develop plans and programmed of audit.
2) Scanning material information : This involves scrutiny of all available information pertaining to the
personnel, personnel handbooks and manuals, guides, appraisal forms, material on recruitment,
computer capabilities if a computer and all such other information considered material.
3) Surveying employees : surveying employees involves interview with key managers, functional
executives, top functionaries in the organisation, and even employees’ representatives, if necessary.
The purpose is to pinpoint issues of concern, present strengths, anticipated needs and managerial
philosophies on human resources.
4) Conducting interviews : What questions to ask? The direction which audit must follow is based on
issues developed through the scanning of information gathered for the purpose. However, the audit
efforts will get impetus if clarity is obtained as to the key factors of human resource management
selected for audit and the related questions that need to be examined.
The following model depicts the various key factors on which information needs during human resource
audit need to be focused. It is developed form the interview guide used in an electronics company. It
covers a wide range of topics of profound interest relation to human resource management practices in
the organisation.
The question to be asked on these topics needs to be framed very carefully. These questions may be
developed by the interviewer/audit team on the following aspects as indicated against each topic.
Q2.Explain the need for HR audit ?
Ans. The purpose of an HR Audit is to recognize strengths and identify any needs for improvement in the
human resources function. A properly executed Audit will reveal problem areas and provide
Recommendations and suggestions for the remedy of these problems. Some of the reasons to conduct
such a review include:
1. To increase the size of the organization and personnel in several organisations.
2. To change the philosophy of management towards HR
3. To increase the strength and influence of trade unions
4. To change HR management philosophy and thereby personnel policies and practices throughout the
world,
5. To increase the dependence of the organization on the HR system and its effective functioning.
Q3.Describe employee orientation programs
Ans. Employee orientation is the process of introducing employees to their new jobs and work
environments. Orientation provides an opportunity for new employees to become acclimated to their
new company, department, colleagues and work expectations. Effective orientations provide many
benefits for employers and employees, and can ensure a smooth transition into the new workplace for
all involved.
Developing Employee Orientation Programs
An employee orientation program should take into consideration the culture and
values of the department.
Employee orientation should be an on-going learning process, ideally starting on
the employee’s first day, to help employees understand their job and performance
expectations, division and department goals and priorities, and corporate goals
and government priorities.
Employee orientation programs should be offered using multiple learning methods,
to best meet the needs of employees. This can include coaching, peer support,
information sessions and on-line learning.
Departments may wish to create check-lists or a guide for managers, as well as
check-lists or a guide for employees to explain the employee orientation process.
Q4. Explain the importance of audit of training.
Ans. Auditing is an essential part of any quality assurance system, and needs to be carried out diligently
and professionally to provide useful information and feedback in relation to how the quality system is
operating. the audit found that a management framework to support training activities is in
place. CSC employees are
that CSC is in compliance with legislation and policy with regard to the NTS examined in this
audit.
Objectives of this audit, are:
To provide assurance that a management framework is in place for training activities and that it is implemented and monitored; and,
To provide assurance that CSC is complying with relevant legislation, policy directives and guidance pertaining to CSC's National Training Standards.
Q5. (a) What is HR scorecard?
Ans. The goal of an HR scorecard is to help businesses determine the value of their human resources
departments. The challenge
a component in a company's business success.
HR scorecard measures the HR function's effectiveness and efficiency in producing employee
behaviors needed to achieve the company's strategic goals. In order to achieve that you would need
to:
- Know what the company's strategy is
- Understand the causal links between HR activities, employee behaviors, organizational outcomes,
and the organization's performance
- And have metrics to measure all the activities and results involved.
Organizational Outcomes
Step 4: Identify the Required Workforce Competencies and Behaviors
Step 5: Identify the Strategically Relevant HR System Policies and Activities
Step 6: Design the HR Scorecard Measurement System
Step 7: Periodically Evaluate the Measurement System
Q6. What are the different aspects of workplace policies and practices that need to be considered by
employers?
Ans. Types of workplace policies
Code of conduct
Rrecruitment policy
Internet and email policy
Mobile phone policy
Non-smoking
Using social media.
Benefits of having workplace policies
Well-written workplace policies:
are consistent with the values of the organisation
comply with employment and other associated legislation
demonstrate that the organisation is being operated in an efficient and businesslike manner
ensure uniformity and consistency in decision-making and operational procedures
add strength to the position of staff when possible legal actions arise
save time when a new problem can be handled quickly and effectively through an existing policy
foster stability and continuity
maintain the direction of the organisation even during periods of change
provide the framework for business planning
assist in assessing performance and establishing accountability
clarify functions and responsibilities.
