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Master of Business Administration- MBA Semester 3

MB00 50 - Research Methodology

Assignment Set - 1

If You Want to GET the FULL ASSIGMENT SET CALL :

09883104515 email:[email protected]

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UNIVERSITY

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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 isused 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

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, or other qualitative methods to understand a subject

being studied. It involves case studies, observation, survey and archival research.
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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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 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 inprogram evaluation are as reliable, valid and sensitive as possible

The reliabilityof 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 students 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.


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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.


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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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UNIVERSITY


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, maybe 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

ofKeeton, may be defined as those rules ofhuman 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 moreparties, 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.


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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 contracts 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.


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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 anunconditional 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) Makers 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.


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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 theParliament 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 theState of Jammu and Kashmir. Jammu and Kashmir has its own act called

----------------------------------------------------------
http://en.wikipedia.org/wiki/Parliament_of_Indiahttp://en.wikipedia.org/wiki/Parliament_of_Indiahttp://en.wikipedia.org/wiki/Parliament_of_Indiahttp://en.wikipedia.org/wiki/Jammu_and_Kashmirhttp://en.wikipedia.org/wiki/Jammu_and_Kashmirhttp://en.wikipedia.org/wiki/Jammu_and_Kashmirhttp://en.wikipedia.org/wiki/Jammu_and_Kashmirhttp://en.wikipedia.org/wiki/Parliament_of_India


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to pro-activelypublishcertain 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 theOfficial

Secrets Act 1923and 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


http://en.wikipedia.org/wiki/Publishinghttp://en.wikipedia.org/wiki/Publishinghttp://en.wikipedia.org/wiki/Publishinghttp://en.wikipedia.org/wiki/Right_to_Information_Act#cite_note-1http://en.wikipedia.org/wiki/Right_to_Information_Act#cite_note-1http://en.wikipedia.org/wiki/Right_to_Information_Act#cite_note-1http://en.wikipedia.org/wiki/Official_Secrets_Act_1923http://en.wikipedia.org/wiki/Official_Secrets_Act_1923http://en.wikipedia.org/wiki/Official_Secrets_Act_1923http://en.wikipedia.org/wiki/Official_Secrets_Act_1923mailto:[email protected]:[email protected]:[email protected]:[email protected]://en.wikipedia.org/wiki/Official_Secrets_Act_1923http://en.wikipedia.org/wiki/Official_Secrets_Act_1923http://en.wikipedia.org/wiki/Official_Secrets_Act_1923http://en.wikipedia.org/wiki/Right_to_Information_Act#cite_note-1http://en.wikipedia.org/wiki/Publishing


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UNIVERSITY


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 outorganizational 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 departments4. Employees in these work units


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(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 toassess 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.


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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


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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


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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 improveyour future HR sourcing plans

Conduct exit interviews: One of the most valuable sources of information is often overlooked

Developing the organizations 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 futurebusiness 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


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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




UNIVERSITY


Q1. (a) What is Organisational development (OD)?


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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 systematicapproach 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"


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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


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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 arethe 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 EmeritusAlexandra GerstleyofDickinson Universityis 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 teamperformance. Team building is pursued via a variety of

practices, and can range from simplebondingexercises to complex simulations and multi-day team

building retreats designed to develop a team (including group assessment andgroup-dynamic games),

usually falling somewhere in between. It generally sits within the theory and practice of organizational

development, but can also be applied tosports 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.
https://en.wikipedia.org/w/index.php?title=Alexandra_Gerstley&action=edit&redlink=1https://en.wikipedia.org/w/index.php?title=Alexandra_Gerstley&action=edit&redlink=1https://en.wikipedia.org/w/index.php?title=Alexandra_Gerstley&action=edit&redlink=1https://en.wikipedia.org/w/index.php?title=Dickinson_University&action=edit&redlink=1https://en.wikipedia.org/w/index.php?title=Dickinson_University&action=edit&redlink=1https://en.wikipedia.org/w/index.php?title=Dickinson_University&action=edit&redlink=1https://en.wikipedia.org/wiki/Performancehttps://en.wikipedia.org/wiki/Performancehttps://en.wikipedia.org/wiki/Performancehttps://en.wikipedia.org/wiki/Human_bondinghttps://en.wikipedia.org/wiki/Human_bondinghttps://en.wikipedia.org/wiki/Human_bondinghttps://en.wikipedia.org/wiki/Group-dynamic_gameshttps://en.wikipedia.org/wiki/Group-dynamic_gameshttps://en.wikipedia.org/wiki/Group-dynamic_gameshttps://en.wikipedia.org/wiki/Organizational_developmenthttps://en.wikipedia.org/wiki/Organizational_developmenthttps://en.wikipedia.org/wiki/Organizational_developmenthttps://en.wikipedia.org/wiki/Organizational_developmenthttps://en.wikipedia.org/wiki/Sports_teamhttps://en.wikipedia.org/wiki/Sports_teamhttps://en.wikipedia.org/wiki/Sports_teamhttps://en.wikipedia.org/wiki/Sports_teamhttps://en.wikipedia.org/wiki/Organizational_developmenthttps://en.wikipedia.org/wiki/Organizational_developmenthttps://en.wikipedia.org/wiki/Organizational_developmenthttps://en.wikipedia.org/wiki/Group-dynamic_gameshttps://en.wikipedia.org/wiki/Human_bondinghttps://en.wikipedia.org/wiki/Performancehttps://en.wikipedia.org/w/index.php?title=Dickinson_University&action=edit&redlink=1https://en.wikipedia.org/w/index.php?title=Alexandra_Gerstley&action=edit&redlink=1


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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


Semester 1

MU0012 - Employee Relations Management - 4 Credits

Assignment
http://www.thelhtgroup.com/our-work/elearning-case-study-4http://www.thelhtgroup.com/our-work/elearning-case-study-4http://www.thelhtgroup.com/our-work/elearning-case-study-4


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UNIVERSITY


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 yourwork 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 doesnt 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


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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 ifyou 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 dont 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 againsteach 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 (SBUs).

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 atCorporate level SBU level


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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: Its 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 SBUs.

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 SBUs.

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:


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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 ones 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
https://en.wikipedia.org/wiki/Conflict_avoidancehttps://en.wikipedia.org/wiki/Competitionhttps://en.wikipedia.org/wiki/Cooperationhttps://en.wikipedia.org/wiki/Cooperationhttps://en.wikipedia.org/wiki/Competitionhttps://en.wikipedia.org/wiki/Conflict_avoidance


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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 ResolutionWorkplace 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
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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 SavingsThe 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.


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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 ofgrievanceprocedures 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

singleombudsmanto 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 hissupervisor 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.
http://www.answers.com/topic/grievancehttp://www.answers.com/topic/grievancehttp://www.answers.com/topic/grievancehttp://www.answers.com/topic/ombudsmanhttp://www.answers.com/topic/ombudsmanhttp://www.answers.com/topic/ombudsmanhttp://www.answers.com/topic/ombudsmanhttp://www.answers.com/topic/grievance


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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 itshows 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 ------------------------------


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Spring 2013


Semester 1

MU0013 - HR Audit - 4 Credits




UNIVERSITY


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.


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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


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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 employees 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:


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To provide assurance that a management framework is in place for training activitiesand that it is implemented and monitored; and,

To provide assurance that CSC is complying with relevant legislation, policydirectives 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


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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.

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