Q1) a) Concepts of HRP. b) Role of HR manager. c) Counselling. d) Need for counselling. e) Need for HRP. f) Service Industry.

Transcription

1 (DBUS37) Assignment-1 Human Resource Planning and Development Q1) a) Concepts of HRP. b) Role of HR manager. c) Counselling. d) Need for counselling. e) Need for HRP. f) Service Industry. Q2) Explain the process of HRP. Q3) Write a note on HRD practices in India. Q4) Explain the motivational aspects of HRD.

2 (DBUS37) Assignment-2 Human Resource Planning and Development Q1) Bring out the HRD practices for health and family welfare. Q2) Explain the methods of forecasting HRD. Q3) Explain the emerging trends and perspectives in HRD. Q8) Case study: Motorola, the Illinois based global electronic and wireless communications company, integrates their career planning model with succession planning, resulting in a large number of women and other minority group in their middle and top hierarchies. Number of female vice presidents in Motorola is perhaps the highest as compared to any other organisation in the world. Valuing such diversity, the company also gains benefits and many women and minorities have unparallel talents, which the company can leverage, retaining them for a long period. With 40 female Vice Presidents including some women of colour, the company already received applauds for valuing gender diversity. Motorola s special focus on valuing gender and other diversities was their rationale choice for the changing demographics of global pool of knowledge workers. Motorola s succession planning process, known as Organisation and Management Development Review (OMDR) emphasises on the need for more representation of women and minorities, like a representative number of their total availability in the talent pool. The entire process is done first by identifying the high potential managers and then, developing a career development plan exclusive for these people, whose progress is periodically tracked. If they fail in progressing,

3 their superiors are asked to explain. With a replacement chart, the company ensures that all those identified as potential managers, are systematically developed and groomed for the position. The key elements of Motorola s programme are: career planning, offering of career courses; informal mentoring, making the potential successors understand the business rationale; making the successors understand the leadership role; making them feel accountable; and giving them the key messages in terms of targets and goals. Therefore, for Motorola, succession plans are integrated with career development to ensure that those who have been identified are truly developed and placed in the future identified positions. Also, at the corporate level, the company integrates their strategic plans with the individual level career development and the overall diversity objectives of the company. Question Analyse Motorola s case and compare it with any identified Indian organisation s strategy for career planning and development, particularly for women employees. E E E

4 (DBUS38) Assignment-1 Managing Change in Organisations Q1) a) Change process. b) Change Agent. c) Problems of Change. d) Culture and change. e) Concept of diagnosis. f) Planned change. Q2) Explain measures to manage resistance to change. Q3) Explain the diagnostic methods of resistance to change. Q4) Explain work redesign model.

5 (DBUS38) Assignment-2 Managing Change in Organisations Q5) Discuss why change may fail in an organisation. Q6) What are the interventions in organisational change? Q7) How to make cultural changes in an organisation? Explain. Q8) Case study: XYZ Ltd, is planning to move into a paperless offfice environment. Now all these years the employees have been used to files, triplicate copies, large ledgers and the like. This sudden change is not welcome among the employees at large. They had voiced their reservations, time and again, against this new change. The CEO has approached you to help and resolve this issue. Questions: a) What is you opinion on new change? Whether you agree or disagree? b) Suggest suitable strategy to overcome the current problem. E E E

6 (DBUS39) Assignment-1 Organisational Dynamics Q1) a) Advantages of group dynamics. b) Concept of role dynamics. c) Features of power dynamics. d) Concept of Ethics. e) Strategy. f) Employee empowerment. Q2) Explain the phases of group development. Q3) Write a note on decentralisation and delegation. Q4) Write a note on management of diversity.

7 (DBUS39) Assignment-2 Organisational Dynamics Q1) What are the social responsibilities of organisation? Q2) What do you mean by transnational leadership? Explain briefly. Q3) What factors are responsible for strategic alliances? Q4) Case study: Mr. Ashwini Kumar was elected as the Chairman of a General Insurance Company, which was considered to be the largest General Insurance Company in the country. During the next few years, however, while its business increased, it did not grow as fast as its major competitors and the listing of the company dropped from first to third. After discussions and deliberations, the Board of Directors concluded that the lack of leadership in the sales of both fire and marine policies was the major cause of company s slow progress. It was also generally concluded that regional and district managers working under the sales directors were not very competent. Mr. Ashwini called the two directors responsible for fire and marine policies and asked them to ensure strong leadership at the regional or district levels. As the directors left the meeting with the chairman they were very disturbed that how to make people leaders or how to be sure whether a person is or not a leader? Questions: a) If you were one of the sales directors, what would you have done to answer there questions? b) How can you develop competent and strong leaders?