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Ms-25 dec 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-25 Dec-2011
MS-25 : MANAGING CHANGE IN ORGANISATIONS
1. Explain the rationale for using interventions in bringing change in an organisation. Describe any two types of interventions and their merits and demerits.
2. Discuss the impact of Cross-Cultural experiences on culture of the organisation. Explain how closing cultural gaps could be minimised in multicultural content.
3. What is Turnaround Management ? Describe various steps to be followed in turn around management and explain how turnaround management can take place in an organisational set up.
4. Discuss how a leader can initiate change process and can play the role of change agent as well cite relevant examples.
5. Write short notes on any three of -the following :
(a) Managing Transition
(b) Evaluation of organisational change
(c) Purpose of Merger and acquisition
(d) Process consultation
(e) WeisBord's Six Box Model
6. Read the following case carefully and answer the questions given at the end :
1991 ushered in a new era for Sea side, the mail order retailing agent. The billion rupees company was growing faster than ever before and was no longer the small, homegrown catalogue store. Located in South Kolkata, its five thousand employees reflected the local culture, as did its management practices and the philosophy of its founder and Chairman, Shantanu Das: "Take care of your people, take care of your customers, and the rest will take care of itself." In 1991, Mr. Das decided that the company needed to apply modern management principles to keep up with its growth in size and complexity.
The first step was to recruit a new executive vice-president from competitor Mountain View, Subodh Marwah, to lead the changes. Mr. Marwah quickly made numerous changes to modernise the management systems and processes, including team based management, numerous training programmes for trainees at all levels, a new multirater evaluation system in which managers were rated by peers and subordinates as well as their supervisors, and the use of numerous consultants to provide advice.
The company revised its old mission to provide excellent products and services and to turn every customer into a friend. In addition, the company created one new international venture and one new business each year, resulting in solid businesses in UK, Japan and Germany. Mr. Marwah was elevated to chief executive officer in 1993 and, continuing the modernisation, hired seven new vice-presidents, including Ankit Verma as new vice-president of human resource to oversee all of the changes in the employee arena. The first two years, the changes seemed to be working as the company added 100 million rupees in revenue and posted record profits. All was not as rosy as the profit picture seemed to show, however, In spite of the many programmes aimed at employee welfare, training, and team building, many employees complained of the constant pressure of having to meet production and sales quotas. The new employee
performance evaluation system resulted in numerical ratings, which seemed to depersonalize relationships. No matter how many pieces she monogrammed per day, one employee felt that her work was never appreciated. Other employees complained of too many meetings necessitated by the reorganisation and the cross functional teams. One team of catalogue artists, buyers, and copywriters needed numerous meetings each
week to coordinate their activities. A quality assurance manager complained that his work week had increased from forty hours to fifty-five hours and that the meetings were taking time away from doing his real job. Many employees complained that they did not need to go to training programmes to learn how to take care of customers and communicate when they had been doing that all along. The doubts grew until late 1994, when the board, led by Mr.Das decided that the new management was moving the company too far too fast and straying too far from the basic philosophies that made the company successful. On December 2, 1994, Mr. Das and the Vice-Chairman Nikhil Rao
asked for Mr. Marwah's resignation and fired Mr.Verma, citing the need to return to basics, and lack of confidence in the new direction of the company. Mr.Das then chose thirty four years old Vikash. Sen as chief executive offiCer to guide the return to basics. Mr. Sen, an eleven-year veteran of Sea Side (his entire working career), immediately started the about-face by dismantling most of the teams, reorganising the others, and returning to the basics of the top quality classic clothes and excellent customer service. Three other executives left the company shortly after Mr. Sen's appointment.
Shortly after his takeover, however, paper prices doubled, postal rates increased, and clothing demands dropped sharply. Third-quarter profits dropped by 60 per cent. As the year ended, overall profits were down to rupees 30.6 million on barely Rs. 1 billion in sales and Mr. Sen had to cancel one mailing to save money. Rather than cutting quality and laying off people, Mr. Sen spent even more on increasing quality and employee benefits, such as adoption assistance and mental health referrals. His philosophy was that
customers still demand quality products and that employees who feel squeezed by the company will not provide good customer service. Early results were positive, with first-quarter profits three times those of the year before. Critics of Mr. Sen's return to basics argue that the modernisation attempts were necessary to position the company for global competition and faster reaction to competition in several of its catalogue lines. Its return to growth occurred primarily in acquisition and new speciality catalogue lines and not in the main catalogue for which it was so famous. Mr. Sen has put further acquisition and global expansion on hold as he concentrates on the core businesses. Employees say that they have fewer meetings and more time to do their work.
QUESTIONS
(a) How would you characterise the two sets of changes made at Sea Side ? Which set of change is really modernisation ?
(b) How did the change processes differ from each other ?
(c) How do you think employees will view future attempts to change Sea Side ?
Ms-24 june 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-24 june 2007
MS-24 : EMPLOYMENT RELATIONS
1. Briefly discuss the levels and forms of WPM in India. Discuss the implementation of WPM in industry.
2. Describe registration and recognition of Trade Unions. Briefly discuss the methods of verification of union membership and state the advantages and disadvantages of these methods.
3. Discuss the various approaches to industrial relations and their.relevance.
4. Describe the concept and process of collective bargaining. Describe the emerging trends of collective bargaining, with few examples.
5. Write short notes on any threeof the following :
(a) Conflict vs. Cooperation
(b) Misconduct
(c) Lay-off
(d) Red Hot Stove Rule
(e) Structure of employers' organisations in India
6. Read the following case carefully and answer the questions given at the end.
ADJUSTMENT PROBLEM
Twenty female employees of a large company were grouped together daily in an area measuring forty feet by forty feet to perform semi-skilled assembly work. Though the layout was far from ideal, it was accepted as "livable" at least as temporary quarters until construction of the new manufacturing facility was compl eted, and these women enjoyed their work. Their pleasure came rnostly from the fact that they could talk fleely about any subject that came to mind and still be able to do their jobs. They worked elbow to elbow and rarely failed to assemble their daily quota. When the new manufacturing facility finally opened, the women were assigned to an 'area several times larger than their former quarters. The new plant was equipped with superior lighting, water fountains, windows and piped-in music. On the surface, these work conditions appeared ideal, no employee sat less than six feet away from any other. Management, however, became perplexed over the performance of this group of women after a few weeks in the new facility. Absenteeism increased, production lagged, complaints and grievances were numerous, and two of the women quit their jobs.
In a closed door confer ence with the Production Supervisor, the Plant Engineer and the Manufacturing Manager, the Personnel Director voiced his opinion about the unforeseen problems in the assembly department. In his opinion the women missed the personal contact with each other, missed the continuous conversation and other
accustomed forms of social interaction and basically were resisting the change to the new location. The Personnel Director recommended that the Plant Engineer should do
something about redesigning the layout to bring the women closer together even if it meant spending several thousand rupees to do it.
Questions :
(a) Analyse the problem in this case.
(b) If you were the Personnel Director how would you have dealt with the grievance of the workers ?
(c) If the employees were men, would the same situation have arisen ? Why or why not ?
Ms-24 june 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-24 june 2008
MS-24 : EMPLOYMENT RELATIONS
l. Outline the objectives of industrial relations. Briefly explain Dunlop's approach to industrial relations.
2. Briefly discuss the structure of Indian trade unions .
3. Briefly explain the evolution of managerial unions in India. Describe the factors influencing the formation of managerial unions in India.
4. Briefly explain the major perspectives that are dominating the industrial relations scenario since 1991
5- write short notes on any three of the following :
(a) Functions of employers' organisations
(b) Degrees and forms of participative management
(c) Collective Bargaining
(d) Importance of Integrity and Trust in employment relations
(e) Grievance redressal mechanisms
6. Read the following case and answer the questions given at the end.
In one state, the Chief Minister was invited to the annual conference of a union where union elections were also scheduled. The Chief Minister inaugurated the conference and observed as follows : "i propose that you elect Mr. XYZ as your president and the president in turn elect his team. " Before the members could understand the significance of what the Chief Minister had said there was a big round of applause from the audience presumably orchestrated by supporters of the Chief Minister's nominee for president ship of the union. Before anyone could say anything, quite a few queued up and began to garland Mr. XYZ. Mr. XYZ then rose and announced the names of his nomin ees. The elections concluded. Those who were elected were happy about the smooth and cordial manner in which the elections had been held. Referring to two cases in the recent past in neighbouring factories, they said, irr one the rival unions spent a lot of money in elections. From where had the money come. Would the ones who had spent so much money not want to recover it in one form or another ? Another elected person was talking about how management manipulated the elections to have a 'company'
union. Some of the people who had aspired to contest rvere dismayed but could not do much because of the atmosphere in which the whole thing had happened.
Questions
(a) Comment on the case and the divergent viewpoints/perceptions of those who won the elections without contesting and those who wanted to contest but could not.
(b) Discuss the problem of trade union democracy.
(c) What suggestions do you have to make trade unions truly for the members, of the members, and by the members ?
(d) What role, if any, should management have in the manner in which unions are administered ? Is there a justification for managements to intervene in the
internal matters of unions on the grounds that the internal dynamics of unions affect the functioning of the company wherein the unions operate.
Ms-24 june 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.com
MS-24 june 2009 solutions from ignou university
MS-24 : EMPLOYMENT RELATIONS
Ms-24 june 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-24 june 2010
MS-24 : EMPLOYMENT RELATIONS
1. What is industrial relations ? Briefly discuss the Dunlop's approach to industrial relations.
2. Discuss the factors influencing the formation of managerial unions in India.
3. Outline the process and conditions for success of trends in collective bargaining.
4. State the issues involved in the participative forums in India.
5. Write short notes on any three of the following :
a) The "Red-Hot Stove" Rule.
b) Impact of ILO on industrial relations in India.
c) Powers and duties of conciliation officers.
d) Role of trade unions.
(e) Advantages of formal mechanism of grievance redressal.
6. Read the case carefully and answer the questions given at the end :
The Aristocrat Baggage Company's Suggestion Committee is meeting. The members
of the committee are listening to a report by the Secretary on the discussion that had taken place in the Company's Joint Consultative Committee meeting to which he was invited. One of the workers' representatives of the Joint Consultative Committee had brought up the case of the operator, Raman Gandhi, who three years before had put in a suggestion regarding the dispatch procedure which was turned down by the Suggestion Committee. Two years later a new Dispatch Manager was appointed. Apparently, a year after his appointment he introduced what virtually amounted to the idea suggested by Mr. Gandhi. Mr. Gandhi was furious when he heard about this and complained to the union leaders. He stated that his idea was stolen and that he will never give any new ideas under the suggestion scheme. "It is ramp" he announced. Some of his colleagues agreed with him. At the Joint Consultative Committee meeting, the Secretary had a somewhat tough
time during the heated discussion. Subsequently, as he discussed the matter with the new Dispatch Manager, the latter stated that "in any case the situation is different now. Gandhi's idea could not have been workable at that time". The Suggestion Committee discussed the matter, but failed to take any decision in this case.
Questions :
a) What is the problem in this case ?
b) Should it be mandatory for the Suggestion Committee to give reasons if it turns down any suggestion by a worker ?
c) How would you deal with the present situation ? What step would you take to avoid the recurrence of such a problem in future ?
d) How would you encourage the workers to participate in the suggestion scheme of the company ?
Ms-24 june 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-24 june 2011
MS-24 : EMPLOYMENT RELATIONS
1. Discuss the current development in industrial relations in India. Describe the influence of theories and models on industrial relations practices.
2. Identify the factors responsible for the formation of white - collar managerial unions. Briefly trace the evolution of managerial unions in India.
3. Define collective bargaining. Examine the unique features of collective bargaining in Indian context with illustration.
4. Identify the factors responsible for the failure of participative schemes in India. Discuss the strategies for making participative forums effective.
5. Define discipline. Explain the process of disciplinary action and its advantages and disadvantages.
6. Read the case given below and answer the questions given at the end,
XYZ Corporation is a State Government enterprise in which a strike occurred in the recent past at the middle management level, causing a loss of Rs. 100 crores.
This Corporation is an engineering industry and has three categories of employees :
(1) deputationists from the Central and State Governments,
(2) its own recruited officers, staff and men; and
(3 ) officers and staff who had opted from the Government to the Corporation' s service.
The middle management whose strength is about 1500, includes people who have reached the highest executive rank, but are not members of the Board of Directors. The Board of Directors and Secretaries of the Corporation are on deputation from the Central and State Governments. Some of them are experienced veterans of proven integrity and managerial skills.
The workforce and staff consists of supervisors and men, who have separate unions. The unions had many factions and were agitating quite frequently. the top management was generally employing the middle management to quell strikes by the workers and staff. In most cases, the demands of the workers were accepted.
The workers and supervisory staff had thus been able to improve their service conditions through agitational means. Before the strike, the middle management had been complaining about job - stagnation, absence of service rules, untimely action in FB cases, and unequal treatment meted out to it by the top management. It wanted a revision of the
pay-scales and introduction of time bound pay-scales. By this time, the deputationists at the middle management level were asked to opt for service in the industry or lose their jobs. There were serious apprehensions in the minds of the middle management people about getting perks and retirement benefits at the same rate as their parent departments. They held several meetings and people at all levels of the hierarchy stood together. The top management issued a circular saying that the misgivings were unfounded, and that the industry was quite capable of giving perks and retirement benefits at the same rate as their parent departments. This circular was issued in the same manner as other circulars.
Three months prior to the strike by the middle management, a union of workers went on
strike. The middle management was directed to have the strike called off but it acted half-heartedly. The top management was getting the feedback on the situation from the Corporation's channels and other independent services. The middle management, however, passed on very little information. The MIS was of routine nature, and it only described how functioning had been affected, and the strength that reported for duty.
The middle management was itself to some extent, responsible for the strike and it stood by the workers.
After this strike was called off, there were a number of demonstrations by the middle management people. A union had already been formed and it was recognized by the Board of Directors. The following demands were put up :
(1) DA to be granted to people getting pay above Rs. 900 basic,
(2) Time bound pay-scales to be allowed,
(3) DA to be equal to that given to the deputationists,
(4) For those not getting residential accommodation, rent above 10'%t, should be
subsidized,
(5) Withdrawal of pre- audit checking on purchases,
(6) The middle management people should have promotion avenues up to the Board level, and
(7) Timely disposal of disciplinary cases.
The middle management complained that there was stagnation, and that promotion avenues were blocked. - Ihey said, for instance, "that an engineer entering the Corporation would cross the first step only after fifteen years and the second after twenty. There were five steps to the highest executive rank (not in the Board of Directors). hence there was no chance for an entrant to reach the highest level in his lifetime or to get pay advance equivalent to that at the higher echelons." About two months prior to the strike the Chairman went on leave for a month and a deputationist in the Board was appointed to officiate in his place. During this month the agitation mounted.
The Board of Directors appointed a Pay Commission, but it was boycotted by the middle
management. The information system of the Board conveyed information about discontent but it did not foresee the strike which later paralyzed the Corporation. The Board of Directors got in touch with the Army authorities, and were assured that personnel would be provided to man the works, so that functioning was not disrupted. An impasse started developing at about this time between the middle management and the Board OF DIRECTORS
Questions :
(a) What is the main problem in the present case ?
(b) Analyze the basic causes which led to the problem.
(c) How would you deal with such a situation ?
Ms-24 dec 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-24 dec-2007
MS-24 : EMPLOYMENT RELATIONS
l. What is industrial relations ? Discuss the Marxist and the Gandhian approach to industrial relations.
2- Outline the origin and growth of employers' organizations in India. State the first NCL's observations on the employers' organisations.
3. Discuss the rationale for workers' participation in management with illustration. What are the issues involved in participative forums ?
4.Define and describe 'Grievance' Briefly discuss approaches to Grievance Resolution.
5. Write short notes on any three of the following :
(a) Strategies in negotiation
(b) Productivity bargaining
(c) Red Hot Stove Rule
(d) Power and Authority
(e) Generic characteristics of large non-union firms
6. Read the following case and answer the questions given at the end.
The Andhra Pradesh State Road Transport Corporation has been providing passenger transportation facilities since 1956. It has been extending its operation from one region to another. by nationalising the private passenger transport companies in a phased manner. Presently it is operating its services in 80% of the routes in the State. It nationalised two routes in East Godavari District in the State in October, 1988. Normally it absorbs all the employees working in passenger transport companies be{ore nationalisation and fixes their wages at par with the scales of similar categories of jobs.
The pay scales in the corporation are determined on\ the basis of mutual agreement between the management and the recolnised trade union. The scales are revised once in three years. The recent agreement .came into force with effect from September, 1988. There are two classes in the drivers' category, i.e., Class I (drivers working on long distance buses) and Class II (drivers working on short distance routes). The pay scale of Class II drivers is enhanced from Rs. 600 - 1200 to Rs. 900 - 1600 (with effect from September, 1988) in' consequence to the latest agreement. The agreement further says that the pay scales of the drivers drawing the scale of Rs. 600 - 1200 will be fixed in the scale of Rs. 900 - 1600.
The corporation absorbed 10 drivers who were with the private passenger transport companies upon the recent nationalisation of two routes. The personnel department fixed the scale of these 10 drivers in the scale of Rs. 600 - 7200 and it rejected their plea of fixing their pay in the scale of Rs. 900 - 1600 saying that only thedrivers drawing the scale of Rs. 600 - 7200 are now eligible to draw the new scale of Rs. 900 - 1600. The corporation has set up both the grievance machinery and the collective bargaining machinery to resolve employee problems. Then these drivers tub-ittnd this issue to the foreman who is their immediate superior. The foreman told them to raise this issue in collective bargaining with the help of trade union leaders as it is a policy issue. These drivers approached the trade 'union leaders and persuaded them to solve the issue. The trade union leaders included this item in the draft agenda to the collective bargaining committee to be held in January, 1989. But the collective bargaining committee deleted this item from the draft agenda saying that this issue can be settled through grievance machinery as only 10 drivers out of 3,000 drivers of the corporation are concerned with this issue.
Questions :
(a) What are the core-issues in the case ?
(bl Who is correct - the personnel department or the foreman or the collective bargaining committee ?
(c) How would you redress this grievance if you were the C.E.O. of the organisation ?
Ms-24 dec 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-24 dec-2008
MS-24 : EMPLOYMENT RELATIONS
1. Present a brief account of industrial relations (IR) in India. Discuss the current developments in IR.
2. Explain how internal affairs of the union are managed. Outline the factors responsible for persistence of outside leadership in the unions in India.
3. Explain the concept of collective bargaining (CB) and discuss the emerging issues of CB in India.
4. Describe different approaches to. Grievance resolutions. Discuss the recommendation of National Commission on labour for effective grievance procedure.
5. Write short notes on anY three of the following :
(a) Arbitration.
(b) Activities of managerial associations.
(c) Red hot stove rule.
(d) Craft union.
(e) Misconduct
6. Read the case carefully and answer the questions given at the end.
V. J. Textiles is a leading industry having a workforce of more than 1200 employees, engaged in the manufacture of cotton yarn of different counts. The company has a well-established distribution network in different parts of the country. It has modernised all its plants, with a view to imProve the productivity and maintain quality. To maintain good human relations in the plants and the organisation as a whole, it has extended all possible facilities to the employees. Compared to other mills, the employees of V. J. Industries are enjoying higher wages and other benefits. The company has a Chief Executive, followed by Executives in-charge of different functional areas. The Industrial Relations Department is headed by the Industrial Relations Manager. The employees are represented by five trade unions - A,B, C,D and E (unions are alphabetically presented based on membership) - out of which the top three unions are recognised by the management for purposes of negotiations. All the unions have maintained good relations with the management individually and collectively.
For the past ten years, the company has been distributing bonus to the workers at rates more than the statutory minimum prescribed under the Bonus Act. Last year, for declaration of rate of bonus, the management had a series of discussions with all recognized unions and finally announced a bonus, which was in turn agreed upon by all the recognized unions. The very next day when the management prepared the settlement and presented it before the union representatives, while Unions A and C signed the same, the leader of Union B refused to do so and walked out, stating that the rate of bonus declared was not sufficient. The next day, Union B issued a strike notice to the management asking for higher bonus. The
management tried its level best to avoid the unpleasent situation, but in vain. As a result, the members of Union B went on strike. They were joined by the members of Union D. During the strike, the management could probe the reason for the deviant behaviour of Union B leader; it was found that leader of Union A" soon after the first meeting, had stated in the presence of a group of workers, " It is because of me that the management has agreed to declare this much amount of bonus to the employees; Union B has miserably failed in its talks with the management for want of initiative and involvement". This observation somehow reached the leader of Union B as a result of which he felt insulted, Soon after identifying the reason for
Union B's strike call, the Industrial Relations Manager brought about a compromise
between the leaders of Unions A and B. Immediately after this meeting the strikers
(members of Unions B and D) resumed work and the settlement was signed for the same rate of bonus as was originally agreed upon.
Questions:
(a) Was the leader of Union A justified in making remarks which made the leader of Union B feel offended ?
(b) What should be management's long -term strategy for avoiding recurrence of inter-union differences on such issues ?
(c) If you were the Industrial Relations Manager what would you have done had the Union B resorted to strike for a reason other than that mentioned in the case ?
Ms-24 dec 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-24 dec-2009
MS-24 : EMPLOYMENT RELATIONS
1. Explain the new perspectives of 1990s and 20 implications of post-modernism for employment relations citing suitable examples.
2. What are the skills and traits required for negotiating team and briefly discuss about process of long term settlement ?
3. Briefly discuss the factors responsible for the failure of participative schemes in India. Discuss the strategies for making participative forums effective.
4. Describe the issue of leadership in trade unions. Outline the new role of trade unions.
5. Write short notes on any three of the following :
a) Principles of industrial adjudication
b) Indiscipline : nature and causes
c) Impact of ILO on industrial relations
d) Gandhian approach to industrial relations
(e) Chamberlain's model of bargaining
6. There is one case study given in this section. Attend the same.
Mr. Nandkishore is a workman employed in the despatch department of a cement factory.
The factory is located in one of the towns of a politically sensitive state. It employs about 1,500 employees besides the managerial staff. The annual turnover of the company is around Rs. 150 crores and its capacity utilization is 75 per cent. The factory has three unions besides a Security Staff Association and a Management Association. For eight years, only one union has been recognized, on the basis of its "claim" that it has the largest following of workmen. Continued recognition of a single union led to strained
relations between the two unrecognized unions and the Management, and also among the unions themselves.
Mr. Nandkishore is an office bearer of one of the unrecognized unions. The industrial
relations situation in the factory has been fluctuating from periods of harmony to periods
of disturbances. On December 10, 1988, Mr. Nandkishore fell down from the ladder, while working during the second shift. This accident resulted in serious injury to his right arm. He was admitted in a Government hospital for treatment. An accident report was sent to the Commissioner under Workmen's Compensation Act, to determine the amount of compensation, if any, to be paid to Mr. Nandkishore for the loss of any earning capacity. Meanwhile, the union in which he is an office bearer requested the Management to pay a sum of Rs. 5,000 as advance to the injured workman for covering medical expenses. It also stated that the above amount may be deducted from the compensation which Mr. Nandkishore may get, according to the Commissioner's decision. The Management paid Rs. 3,000 as advance, after obtaining a written undertaking from the union that this amount will be deducted from the compensation payable. The union also agreed to this condition. It also arranged for the release of Rs.2,000 from the Labour Welfare Fund. The Medical Officer treating the workman submitted a report in February, 1989. The Medical Report did not mention any kind of disablement (Full/Partial, Temporary/Permanent) to the workman. The Commissioner, after processing the case and studying the report, ruled that the workman, Mr. Nandkishore shall be paid only half-monthly wages for these two months against his request for compensation as there was no
permanent or partial disablement. On receipt of this report from the Commissioner , the Management asked the workman to repay Rs. 3,000 given as an advance and requested the union to do the needful in this regard. The union, however, contended that since the accident occurred during and in the course of employment, the Management must treat it as ex-gratia payment and that it should not demand its repayment as the money was used for treatment. The Management, however, pointed out that at the time of taking advance, both the union and workman had agreed that this amount will be recovered from the compensation payable and since no compensation is payable, the workman should pay back the advance. The Management, further pointed out that it cannot waive the recovery of the above advance as it is bound by the rules. The union however insisted that Management should not proceed on the recovery of advance from the workman. The Management also heard rumours that the said union may stage a “show down” over this issue.
Questions :
a) What is the problem in the case ?
b) Analyse the causes which led to the problem.
c) How should one deal with such a situation ?
d) Discuss the Act under which this case can be dealt.
Ms-24 dec 2010
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.com
MS-24 dec-2010 solved paper
MS-24 : EMPLOYMENT RELATIONS
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Ms-24 dec 2011
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 Dec, 2011
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the concept and process of HRP. Describe the manning standards and utilisation of Human Resource Planning.
2. Discuss different kinds of roles. Describe the factors contributing to role changes in an orgn with suitable examples.
3. Explain the aims and objectives of career planning. Discuss the career planning process and also highlight the benefits of having career planning in an organisation.
4. Discuss the concept of HRIS. Describe an IT supported HRIS and its advantages with suitable examples.
5. Write short notes on any three of the following :
(a) Human Resource Inventory
(b) Job Specification
(c) Potential Apprisel
(d) Sources of man power supply
(e) The cost approach in HRA.
6. Read the following case and answer the questions given at the end.
K.M.T. Ltd. is a government undertaking situated near Cochin. It manufactures textile
machinery and other machine tools, and has about 4,000 employees. The company till 1984 had a good business record. It started showing declining results because of competition from four new private sector industries. This setback was further aggravated because of competition from H.M.T. and P.M.T. in the area of manufacture of machine tools. Adding to this was K.M.T. Ltd.'s failure to diversify into other areas though it had enough capacity, particularly with regard to variety in machine tools and textile machinery. It was also noticed that the costs of textile machinery and other machine tools produced by K.M.T. Ltd. were higher than those produced by other companies. The company was managed by the Managing Director, Mr. Menon, under the guidance of the Board of Directors. The General Manager, Mr. Joseph, was incharge of production. The company's management thought of adding two new departments, namely Industrial Engineering and Cost Accounting. A few old hands were selected from within the organisation and were sent for training to NPC, Madras, and ICWA. Following this, the section heads of these two departments - Industrial Engineer Srikumaran, and Cost Accountant, Nambiar -began their departmental activities. They were promoted as Senior Industrial Engineer and Senior Cost Accountant and subsequently to the Chief's post. It was, however, noticed that these two departments could neither effectively check nor control manufacturing costs with the available talent.
The MD in order to check the cost factor thought of recruiting well-qualified and experienced individuals for the senior-level posts of industrial engineer and cost accountant. An advertisement for the two posts was given and to attract qualified personnel, the salary offered was in the higher grade of 'G4' (Spl). The Officers Association (OA) approached the MD and requested him not to recruit outsiders for these posts, but instead, arrange for suitable training for existing experienced officers of these departments and promote them afterwards. They also objected to the recruitment of outsiders in a higher grade of 'G4' (Spl) instead of the usual 'G4' grade. Under pressure from the OA, the personnel department sent the interview letters indicating
the correction in recruitment grade to 'G4'. A large number of outside candidates wrote back saying that they would be interested, provided they were considered in 'G4' (Spl) grade as already advertised. Under the advice of the MD, telegrams were sent asking candidates to appear for the interview and which also stated that the 'G4' (Spl) grade would be considered.
Seven candidates, including two departmental officers, appeared for the Industrial Engineer's post and eight candidates, including three departmental candidates, appeared for the Cost Accountant's post. In each case, well-qualified and experienced outsiders (Mr Gopalan as Senior Industrial Engineer and Mr. Nayar as Senior Cost Accountant) were selected in ` G4' (Spl) grade as per the original plan of the MD. The General Manager, the Chief Industrial Engineer and the Chief Cost Accountant were not included in the board for selection of candidates and thus, felt neglected.
Mr. Gopalan and Mr. Nayar joined the organisation and were asked to report to their respective chiefs. The chiefs allotted some minor assignments to them, retaining major ones with either themselves or with some of their close associates (who had been recently promoted mainly on the basis of seniority). The present profile of work assignments were covering only a limited area of industrial engineering and costing. Many other areas were not tried out and taken up; the latest techniques were also not being used. When an opportunity for promotion of both Mr. Gopalan and Mr. Nayar
arose (as Chief of Industrial. Engineering was retiring and the Chief Cost Accountant had resigned), the departmental promotion committee, consisting of the MD, GM, Chief
Personnel Manager and the Chief Industrial Engineer, selected and promoted two ` G4' grade officers to 'G5' grade on the basis of their duration of service in the organisation. The cases of Mr. Gopalan and Mr. Nayar (of 'G4' (Spl) grade) were rejected as they had only a year's experience with the organisation. Both these new officers were dejected at not being considered for promotion. They had joined the Officers Association, but after this incident the two were also neglected by the OA. Mr. Gopalan and Mr. Nayar decided to quit the organisation as early as possible since they were not prepared to work under their juniors.
The business of the company declined further. Then, there came a sudden change. The
MD, Mr. Menon, was replaced by Mr. Ramakrishanan. After reviewing the comapany's
position, the new MD called Mr. Gopalan and Mr. Nayar as well as their new chiefs. He gave them new assignments and asked them (Mr. Gopalan and Mr. Nayar) to report back
urgently through their chiefs. After 10 days, Mr. Gopalan met the MD and handed over his resignation instead of the assignment report. The MD enquired about the reason for the resignation. Mr. Gopalan explained as to how he had been sidelined for promotion to
the Chief Industrial Engineer's post, and how he had been treated in the department with respect to assignments. Moreover, he stated that he was not willing to work under his junior. He also said that he had been offered a divisional head's post in a big (multi-unit) private industry and would like to join them at the earliest. He further added that he was interested in utilising his potential and talent to the fullest. The MD asked him to think over his resignation, and particularly since he was joining a private sector industry after serving in the public sector. He promised to make use of his talent at K.M.T. Ltd. Itself and to look into his case and promote him as Joint Chief Industrial Engineer. After a lapse of another week, Mr. Nayar also approached the new MD with his resignation letter.
Questions :
(a) Is the recruitment policy of the organisation faulty ? Why ?
(b) Why are Gopalan and Nayar demotivated ?
(c) Do you think that Gopalan and Nayar should have been selected enabling their
effective utilisation ?
(d) If you were asked to advise Menon and Ramakrishnan about dealing with the problems of Gopalan and Nayar, what advice would you give ?
Ms-23 june 2007
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 june-2007
MS-23 : HUMAN RESOURCE PLANNING
1. Describe the transformational process as a result of social, economic, organisational, and technological changes at the work place. Discuss the contemporary trends in demand and supply of labour, with suitable examples
2. Discuss the significance of dislocation and the problems associated with it. What are the solutions to deal with dislocated employees ? Discuss with examples.
3. Discuss various objectives of Performance Appraisal. Briefly describe various methods of Performance Appraisal.
4. Discuss the rationale and objectives of orientation. What are the essential contents of orientation, and how is it evaluated ? Explain with suitable examples.
5. Write short notes an any three of the following :
(i) Cost Approach to Human Resource Accounting
(ii) Demand Forecasting
(iii) Competency Mapping
(iv) Executive Search
(v) Career Planning
Ms-23 june 2008
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 june-2008
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the role of Human Resource Inventory in Supply Management and briefly describe the factors affecting internal employees.
2. Define and describe the approaches to competency mapping.
3. Describe any two selection tests and their advantages and disadvantages. Briefly discuss the comprehensive employee retention programmes.
4. Define and describe the concept of lT-supported HRIS and ways to improve its effectiveness.
5. Write short notes on any three of the following :
(a) Career planning
(b) Job analysis
(c) Human Resource Audit
(d) Importance of orientation
(e) Dislocation of employees
5. Read the case given below and answer the questions given at the end.
When Adite Technologies Ltd. (ATL) moved one of their divisions to Bangalore, the branch manager in Mumbai decided to transfer those employees who did not wish to go to Bangalore to other local divisions. Ten of the thirty chose to stay and be transferred to another division. Madhuri was one of those. She was assigned to the computer moving-head division. When Madhuri reported to the new job, Narendar
Kumar, her new supervisor, told her he did not know whether or not he would have a permanent position for her. For three days Madhuri sat and watched other employees at their work. On Friday, Narendar announced that their division had received another big contract and he would brief Madhuri on her new assignment on Monday. Madhuri arrived at 9.00 a.m. Monday morning and waited anxiously to learn about her new job. Narendar did not arrive until 10.30. He was being briefed on the new contract, he said, and would not be able to meet Madhuri before lunch. At 1.30 p.m. Narendar returned to show Madhuri the operation, "we are reworking model 10-D and it only requires changing two spot welds. With this jig, you can turn one out in about three to five minutes. " Narendar added, "By the way, you will be the quality control supervisor on this job. Just double check these six spots on the blueprint. " He did not write on the blue prints or mark the areas in any way. Madhuri was given no idea how important the checks might be. "Please-watch me," said Narendar to Madhuri, taking up the welding torch. "Any one can do it easily. He repeated the operation five or six tin-res. Madhuri tried it and experienced no difficulty. Neither of them checked their reworked pieces with the blue print to see if they would pass the quality control check and as a result, Madhuri never checked any pieces after that demonstration. Narendar did not see Madhuri again until Friday. During the week several things happened. More than half the mctors did not work correctly by the time they reached the final assembly. It couid not be determined whether the faulty motors were the result of Madhuri's work or the result of a lack of quality checks. A box of 20 parts had been approved by Madhuri since her initials were on the inspection card, but she had not made the necessary alterations. That was when Narendar found time to talk to Madhuri again.
Questfons :
(a) What incidents showed that Narendar was not performing a good job as a trainer ?
(b) How do you think Madhuri feels about Narendar and about her new job ?
(c) If you were Narendar, what would you have done to improve Madhuri's performance ?
(d) Would a mentor have helped the situation ? How ? whv ?
Ms-23 june 2009
Written by sales@mbaonlinepapers.com sales@mbaonlinepapers.comMS-23 june-2009
MS-23 : HUMAN RESOURCE PLANNING
1. Explain the concept of Human Resource Planning. Describe the various factors contributing to demand forecasting.
2. What is job evaluation? Explain any two methods of job evaluation with examples.
3. Discuss aims and objectives of career planning. Describe the career planning process and its benefits.
4. What is Human Resource Accounting (HRA) ? Describe the historical development of Human Resource Accounting.
5. Write short notes on any three of the following :
(a) Orientation
(b) Selection tests
(c) Retention
(d) Role of HR professionals
(e) Scope of HR audit
6. Please read the case given below and answer the questions given at the end :
'Inside Rails' is an organrzation with 15,000 employees scattered all over India in their seven branches. To provide for fufure manpower needs of the enterprise, in terms of sales, number, age, i.e., to provide the right number of employees with
the right talents and skills at the right time to perform right activities to achieve the set objectives and to fulfill the corporate purpose, manpower needs used to be calculated initially at the corporate office itself. For the post of Chief Draftsman in the graded pay structure of Rs. 2000-3200 plus perks, taking into consideration the needs of the entire organisation with its various branches the manpower needs were to be assessed. While assessing the manpower needs, the following informations are generally collected.
(a) Details of previous selections
(b) The availability of manpower on hand
(c) Actual sanctions
(d) Present holdings
(e) Vacancies
(f) Anticipated vacancies for the next one year
-(i) due to normal wastage,
(ii) due to diversificatiory and
(iii) due to unforeseen circumstances.
g) Surplus, if. any, anticipated from other divisions of the organization and
h) Any other special considerations.
An addition of 20 per cent over the net vacancies arrived at is generally made, to arrive at the total requirement. While working out the requirements for this category which is at the highest supervisory level and is the feeder category f or managerial promotions, the anticipated vacancies on account of expected promotions are also taken. 20 per cent of the total vacancies arrived at are filled up by open market recruitment with graduate engineers while 80 per cent is by promotion of diploma holders. Those who are recruited directly from open market are given training for one year and then only posted to the working posts.
Though they are called trainees, they are counted against working posts since their absorption is certain. The corporate office processed a requirement profile for the years 1990 and 199'1" with the following informations collected from various sources. The following particulars were available:
(u) Number available on hand for promotion - 13
(b) Number of posts on hand - 22
(c) Number on rolls - 20
(d) Anticipated requirements to be filled onaccount of retirement, wastages, etc. -6
(e) Total requirement- 7
Action was initiated and the process was carried through, till the time of fixing a date for selection and interviews. It was, however, seen one day prior to the date of interview, by the Chief of Personnel when someone who had come to interview paid a courtesy call on the Chief and when he called for the papers since he did not
know about the selection, that the actual requirement would get considerably reduced. It was also seen that if the process was carried through and if seven persons were selected this would create problems and discontentment amongst the staff since at least the last few out of the seven would not fit in. The Chief of Personnel was perplexed.
Questions :
a) How and why has this situation arisen ?
b) Was there anything wrong in the system ?
c) Do you suggest any improvement ?
d) How could you solve the situation ? By canceling the entire procedure so far completed and start afresh the manpower planning to see the needs or make adjustments now, or by going through the process and face the situation of excess when it arises ?
