Get NMIMS 4TH SEM PGDHRM SOLVED ASSIGNMENTS MBA APRIL 2019
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Employee Development
& Talent Management
1.
As the L&D manager, you are expected to evaluate the effectiveness of the
Negotiation skills and managerial effectiveness training provided to employees.
Suggest the steps in developing a training evaluation process. How would you
use the Kirkpatrick model to evaluate the effectiveness of training?
2.
An online digital marketing firm is hiring extensively for the position of
Business Developers and Website developers. Suggest some talent assessment
tools for the positions. Describe any 2 modern performance management methods
can they consider for better Performance management? (10 Marks)
3.
Most of the organizations indicate their interest in developing a good
succession plan. However, Succession plan requires a systematic approach.
a)
Suggest the steps involved in effective succession planning program. (5
Marks)
b)
How is succession planning beneficial for organizations? (5 Marks)
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HR Audit
1. XYZ
Enterprises is a MNC which is taking over a small family owned enterprise
called Usha foods. You have been appointed to do HR audit with the objective of
reducing potential legal risks to XYZ post the merger. What type of HR audit
will you do and what are the steps you will follow to do the same? (10
Marks)
2.
XYZ Limited is a software company with offices across India. They have well
defined HR policies and a competent HR team. Every year they conduct an
Employee Satisfaction Survey to assess the level of employee engagement. Last 2
years has seen the satisfaction scores go down. The biggest drop was in
Performance Management section of the survey. Your firm has been appointed to
Audit the PMS and suggest appropriate steps.
What
aspects of PMS will you focus on while conducting the audit?
(10
Marks)
3.
Jahazi Company is a company that is into operating boats for leisure cruises in
Kerala. The owner of this company, Mr. Nair, now wants to move into
International waters by setting up a base in Singapore, to provide these
services in South East Asia. He plans to have his existing operations head move
to Singapore and hire a few local employees to make up the team.
Mr.
Nair has appointed your consulting firm to help him with his business plan.
Your firm has suggested doing a HR audit as part of the process.
a. As
the HR Auditor in charge of the audit, explain the benefits of doing this audit
to Mr. Nair (5 Marks)
b. What
aspects of HR should the audit focus on?
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International HR
Practices
1. You are a HR Manager of
SYSTEMS Pvt Ltd, an IT services company based in Mumbai. 20 employees of your
company are going to UK for a 3 year project and you have to plan for
pre-departure training program. What would be the components of your
pre-departure training program?
2. LITI GROUP is a leading
Financial Institution based in USA and it has presence in more than 100
countries in the world. LITI GROUP is considering the overhaul of its existing
performance appraisal system to establish a full-fledged performance management
system across all the country units. What could be the possible challenges that
LITI GROUP may face in India? (10 Marks)
3. In a recent Board
Meeting, Mr. Naresh, MD, said the following, “If employees need to be trained
to perform efficiently in a cross cultural environment and work appropriately,
they require a systematic training process.” You are asked to come up with this
process you being the HR Manager of the company. This company is a leading
Leather manufacturing organization in India. In this background, answer the
following:
a. Which steps will you
recommend for this process? (5 Marks)
b. What will the possible
difficulties that you may face during this cross cultural training program? (5
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Strategic
HRM
1. How to design an effective
Management Development Program for the senior managers of a manufacturing firm?
And explain in depth, how you would prefer developing your midlevel employees
as a Vice President -HR of a ten thousand employees manufacturing firm. (10
2. In December 2018, after
the $3.8 billion Unilever-Glaxo SmithKline deal was announced, the two sides
are said to be forming teams to decide on the “integration or Separation “of
GSK consumer Health care’s 3,800 employees. The merger of GSK Consumer into
Hindustan Unilever will give the Indian unit of Unilever rights to Horlicks,
Boost and Maltova malted beverages. Keeping the nature of deal please explain
the cultural issues in merger and acquisitions along with the effects on
performance of both GSK Consumer Healthcare and Hindustan Unilever. (10
Marks)
3. Case study: Assault
case
For Bata, labor had always
posed major problems. Strikes seemed to be a perennial problem. Much before the
assault case, Bata's chronically restive factory at Batanagar had always
plagued by labor strife. In 1992, the factory was closed for four and a half
months. In 1995, Bata entered into a 3-year bipartite agreement with the
workers, represented by the then 10,000 strong BMU, which also had the West
Bengal government as a signatory.
On July 21st,1998, Weston
was severely assaulted by four workers at the company’s factory at Batanagar,
while he was attending a business meet. The incident occurred after a member of
BMU, Anup Dutta, met Weston to discuss the issue of the suspected employees.
Dutta reportedly get into a verbal duel with Weston, upon which the other
workers began to shout slogans. When Weston tried to leave the room the workers
turned violent and assaulted him. This was the second attack on an officer
after Weston took charge of the company, the first one being the assault on the
chief welfare officer in 1996.
In February 1999, a
lockout was declared in Bata’s Faridabad Unit. Middleton commented that the
closure of the unit would not have much impact on the company’s revenues as it
was catering to lower end products such as canvas and Hawai chappals. The lock
out lasted for eight months. In October 1999, the unit resumed production when
Bata signed a three-year wage agreement.
On March 8, 2000, a
lockout was declared at Bata's Peenya factory in Bangalore, following a strike
by its employee union. The new leadership of the union had refused to abide by
the wage agreement, which was to expire in August 2001. Following the failure
of its negotiations with the union, the management decided to go for a lock
out. Bata management was of the view that though it would have to bear the cost
of maintaining an idle plant (Rs. 3 million), the effect of the closures on
sales and production would be minimal as the footwear manufactured in the
factory could be shifted to the company's other factories and associate
manufacturers. The factory had 300 workers on its rolls and manufactured canvas
and PVC footwear.
In
July 2000, Bata lifted the lockout at the Peenya factory. However, some of the
workers opposed the company's move to get an undertaking from the factory
employees to resume work. The employees demanded revocation of suspension
against 20 of their fellow employees. They also demanded that conditions such
as maintaining normal production schedule, conforming to standing orders and
the settlement in force should not be insisted upon. In September 2000, Bata
was again headed for a labour dispute when the BMU asked the West Bengal
government to intervene in what it perceived to be a downsizing exercise being
undertaken by the management. BMU justified this move by alleging that the
management has increased outsourcing of products and also due to perceived declining
importance of the Batanagar unit. The union said that Bata has started
outsourcing the Power range of fully manufactured shoes from China, compared to
the earlier outsourcing of only assembly and come down by 58% from the weekly
capacity of 0.144 million pairs. These steps had resulted in lower income for
the workers forcing them to approach the government for saving their interests.
PS: Weston resigned on
January 30, 2001. This came as a severe setback to the Bata management.
Questions:
a. Maintaining good
industrial relations have always been a problem for Bata. Why? How do you think
Bata can maintain sound industrial relation practices? (5 Marks)
b. The role played by the
Bata Mazdoor Union (BMU) seems to have been more of a destructive one than
constructive one in the state of affairs at Bata. Comment.
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Business Ethics, Governance & Risk
1. As department manager, you are tasked with
hosting an informal celebration in the office. The food budget is Rs. 20,000.
Your next-door neighbour, Rhea Sharma, has just started her own catering
business and asks to supply the food for your company’s celebration. Since she
is just starting out, she'll do it at cost and provide extra items at no
charge. Is there a conflict of interest here? What points might you want / need
to consider while preparing to discuss her proposal with the department head?
(10 Marks)
2. You have studied Business Ethics as a
structured subject for the first time. Has it influenced your perception and
understanding of the process of doing business, how? List 3 ways in which you
see it helping you in your day-to-day business decision-making process,
irrespective of your function and designation.
(10 Marks)
3A. It has become quite common to
market/target products and services to children in certain advertising
campaigns, be it consumer durables or food or FMCG products.
Is it ethical to market to children? Justify
your answer giving valid reasons. (5 Marks)
3B. Pick a current popular advertisement from
a national TV channel and critically analyze
as to what negative social / ethical messages
it is conveying/re-enforcing and what can be changed in the advertisement to
convey a positive social/ethical value of the product /service being marketed.
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