Subject Code: IMT-62

Subject Name : Strategic

HRD
INSTRUCTION

a. b. c. d. A. B.

Write answers in your own words as far as possible and refrain from copying from the text books/handouts. Answers of Ist Set (Part-A), IInd Set (Part-B), IIIrd Set (Part C) and Set-IV (Case Study) must be sent together. Mail the answer sheets alongwith the copy of assignments for evaluation & return. Only hand written assignments shall be accepted. First Set of Assignments: Second Set of Assignments: 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. 5 Questions, each question carries 1 marks. Confine your answers to 150 to 200 Words. Two Case Studies : 5 Marks. Each case study carries 2.5 marks.

C. Third Set of Assignments: D. Forth Set of Assignments:

ASSIGNMENTS
FIRST SET OF ASSIGNMENTS Assignment-I = 5 Marks

PART A
1. 2. 3. 4. 5. Takingexamples,explaintheproblemsthatcanbeencounteredwhilestrategizing. Elaborate upon some of the problems associated with international performance and compensationmanagement.Takeexamplestosupportyouranswer. Withexamples,describethevarioustypesofPower. Withexamples,describetheconceptoftheStuffoforganizationalculture. Elaborateuponthevariousmethodsofperformanceappraisal.
Assignment-II = 5 Marks

SECOND SET OF ASSIGNMENTS

PART B
1. Froma strategizing perspective,how important isbeing aware of theinternalcapabilities ofthe organization?Inlightofthis,explainETOPandSAP. 2. Elaborate upon thefactors that differentiate Domestic fromInternationalHRM. Withexamples, describetheapproachestointernationalrecruitment 3. Whatisorganizationstructure?Explaintheconceptsof: a. Departmentation b. AuthorityandPower
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c. DelegationofAuthority d. CentralizationandDecentralization 4. Describe the various types of organizational culture and detail the various stages of culture shock. 5. WhatisOrganizationalDevelopment?ExplainsomeODinterventiontechniques.
THIRD SET OF ASSIGNMENTS Assignment-II = 5 Marks

PART C
1. 2. 3. 4. Withexamples,explainthepurposesoftheStrategicManagementProcess. Takingexamples,elaborateonthevariousInfluencetactics. Differentiatebetweentransformationalandtransactionalleaders. Explain how HR management works as a strategic business contributor. Give examples to supportyouranswer. 5. What is organizational design? Taking examples, elaborate upon the determinants of organizationaldesign.
Assignment-IV = 2.5 Each Case Study

FOURTH SET OF ASSIGNMENTS

CASE STUDY - I
ParvatiAggarwalsNGOMotivatingherVolunteers Mrs. Parvati Aggarwal is an affluent housewife residing at Saket in New Delhi. She is concerned about the health of poor children who live with their families in various J. J. colonies (Jhugi, Jhompri colonies). She has decided to form a voluntary group of about 25 housewives and single women who are not career oriented to visit these poor neighbourhoods and help parents understand the need for taking care ofthehealthoftheirchildren. Twentyhousewivesintheneighbourhoodshave volunteeredto join the group. It was decided that the group will meet every Monday morning at 9:00 AM for about I hour, to discuss the developments in the preceding week and any new directions for the coming week. After themeeting,refreshmentswouldbeserved. It was also decided that Mrs. Aggarwal would be elected as the leader of thegroup. Mrs. Aggarwal also encourages these volunteers to solicit funds from donors to put up scholarships in schools for these poorchildren.Membersarealsoencouragedtoseekandconvincedoctorswhowouldbewillingtotreat these children in case they are sick, free of any charge. The group is very dedicated and enthusiastic about this project. Most of the members being religious feel that they are doing a religious and moral dutytohelptheunderprivileged. Meetings are scheduled to be held at 9:00 AM sharp every Monday. After the first few weeks, it was noticedthatmany ofthevolunteers werenot coming on time.Theyhave beenfiltering inevery5or 10 minutes until almost 10:00 AM. Mrs. Aggarwal has felt that she has to delay the start of the meetings

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untilallthevolunteersarrive.Thelastfewweeks,themeetingshavenotstarteduntil10:00AM.Manya times,nooneshowsupat9:00AM. Mrs.Aggarwalfailstounderstandthereasonsbehindthistardiness.Shefeelsitisimportanttostartthe meetings so that they can finish in time. On the other hand, she feels that her hands are tied because after all the people are volunteers and she cannot reprimand them or make them get to the meetings on time. She is willing to change the time for the start of the meetings to 10:00 AM but feels that Indians, in general, are not time bound and if the meetings were changed to start at 10:00 AM, the volunteerswillprobablynotallcomeuntil11:00AM. Questions: 1. Whatcouldbethereasonsbehindsuchtardiness?(1) 2. WhatcanParvatiAggarwaldotoencourageeveryonetocometotheweeklymeetingsontime? (1) 3. Howcanoneavoidsuchsituationsintheofficecontext?(0.5)

CASE STUDY-II
IssueswithWorkersEmpowermentPoliciesUnionRepsinManagement It was past 4 pm and Purushottam Kshirsagar was still at his shopfloor office. The small but elegant office was a perk he was entitled to afterhe had beennominated to the board of Horizon Industries (P) Ltd., as workmandirector six months ago. His shift generally ended at 3 pm and he would be home by lateevening.Butthatday,hestillhadlonghoursaheadofhim. Kshirsagar had been with Horizon for over twenty years. Starting off as a substitute millhand in the paint shop at one of the company's manufacturing facilities, he had been made permanent on the job five years later. He had no formal education. He felt this was a handicap, but he made up for it with a willingnessto learn and acertainenthusiasm on the job. He was soonmarkedby the worksmanager as someonetowatchoutfor.Simultaneously,Kshirsagaralsocametotheattentionofthepresidentofthe HorizonEmployees'Unionwhodraftedhimintounionactivities. Even while he got promoted twice during the period to become the head colour mixer last year, Kshirsagar had gradually moved up the union hierarchy and had been thrice elected secretary of the union. Labourmanagement relations at Horizon were not always cordial. This was largely because the company had not been recording a consistently good performance. There were frequent cuts in productioneveryyear because of goslowsandstrikes byworkmenmost of them relatedtowage hikes andbonuspayments.

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With a view to ensuring a better understanding on the part of labour, the problems of company management, the Horizon board, led by chairman and managing director Avinash Chaturvedi, began to toywiththeIdeaoftakingonaworkmanontheboard.Whatstartedoffasahesitantmovesnowballed, after a series of brainstorming sessions with executives and meetings with the union leaders, into a situationinwhichKshirsagarfoundhimselfcatapultedtotheHorizonboardasworkmandirector.Itwas an untested ground for the company. But the novelty of it all excited both the management and the labour force. The board membersall functional heads went out of their way to make Kshirsagar comfortable and the latter also responded quite well. He got used to the ambience of the boardroom and the sense of power it conveyed. Significantly, he was soon at home with the perspectives of top managementandbegantoseeeachissuefrombothsides. It was smooth going until the union presented a week before the monthly board meeting, its charter of demands, one of which was a 30 per cent acrosstheboard hike in wages. The matter was taken up at the board meeting as part of a special agenda. "Look at what your people are asking for", said Chaturvedi, addressing Kshirsagar with a sarcasm that no one in the board missed. 'You know the precarious finances of the company. How could you be a party to a demand that simply can't be met? Youbetterexplaintothemhowridiculousthedemandsare'.hesaid. "I don't think they can all be dismissed as ridiculous", said Kshirsagar. And the board can surely consider the alternatives. We owe at least that much to the union". But Chaturvedi adjourned the meetinginahuff,mentioning,onceagaintoKshirsagarthatheshould'advisetheunionproperly'. When Kshirsagar told the executive committee members of the union that the board was simply not preparedtoevenconsiderthedemands,heimmediatelysensedthehostilityintheroom.'Youareasell out", one of them said. 'Who do you really representus or them?" asked another. "Here comes the crunch',thoughtKshirsagar.Andhoweverhardhetriedtoexplain,hefelthewastalkingtoawall. A victim of divided loyalties, he himself was unable to understand whose side he was on. Perhaps the best course would be to resign from the board. Perhaps he should resign both from the board and the union. Or may be resign from Horizon itself and seek a job elsewhere. But, he felt, silting in his office a littlelater,"noneofitcouldsolvetheproblem. Answerthesequestions: 1. Whataretheproblemsidentifiedinthiscase?(1) 2. What are the challenges one can face in managing employee empowerment and workers participationinmanagementpolicies?(1) 3. WhatcanKshirsagardotoresolvethissituation?(0.5)

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