This action might not be possible to undo. Are you sure you want to continue?
(3) Support your answer with examples. (4) Answer both sections in the same answer book. Section 1 (1) Explain the following concepts in brief: (a) Industrial relations The term ‘Industrial Relations’ comprises of two terms: ‘Industry’ and ‘Relations’. “Industry” refers to “any productive activity in which an individual (or a group of individuals) is (are) engaged”. By “relations” we mean “the relationships that exist within the industry between the employer and his workmen.” The term industrial relations explains the relationship between employees and management which stem directly or indirectly from union-employer relationship. The term industrial relations has a broad as well as a narrow outlook. Originally, industrial relations was broadly defined to include the relationships and interactions between employers and employees. From this perspective, industrial relations covers all aspects of the employment relationship, including human resource management, employee relations, and union-management (or labor) relations. Now its meaning has become more specific and restricted. Accordingly, industrial relations pertains to the study and practice of collective bargaining, trade unionism, and labormanagement relations, while human resource management is a separate, largely distinct field that deals with nonunion employment relationships and the personnel practices and policies of employers. (b) External forces influencing Human Resource Management (c) Fringe benefits For this question, refer Nov. 2006 paper [short notes] (d) 360 degree performance appraisal system For this question, refer Nov. 2001 paper [concepts] (e) Personnel planning A personnel planning is the process of forecasting an organisation’s future demand for and the supply of the right type of people in the right number. It involves estimating the size and composition of the future workforce. It involves acquiring the required manpower from different internal and external sources. It develops the manpower through education, training and development programmes in order to provide the right type of employees. It helps to maintain stable manpower thro ugh attractive wages, welfare and other facilities and scientific selection policies. Personnel planning is a continuos process because the demand for and the supply of human resources undergo frequent changes. It is directly influenced by manpower environment which influences the demand for and supply of manpower. A personnel planning has both qualitative and quantitative aspects. The organization needs talented employees in the right numbers. (2) Case study
Recognizing his improved qualification. Unable to bear the humiliation. Jaggu excelled himself in the new role and became the blue – eyed boy of the management. 20 lakh for himself. For him ends justify means With a diploma in engineering. On the new year day of 1993 Jaggu was reverted back to his old position – sales Suresh was promoted and was asked to head production. He stole copper worth 5 lakh and was suspended. Jaggu put in his papers. Functioning as Senior Manager – Marketing Jaggu eyed on things beyond his jurisdiction. Prahalad quit the company. QUESTIOS: If Questions are not given use the following steps: . jaggu became a Ph. After being promoted as Engineer – Sales. Roles got revered. Suresh an equal in status was now subordinated to Jaggu. Jaggu started his own consultancy claiming himself as an authority in quality management. From 1977 to 1993. Ganesh.Rise and fall Jagannath (JAGGU TO HIS FRIEND) is an over ambitious young man. Suresh became boss to Jaggu. Most of the complaints were concocted. a Bangalore. in addition to production. He ignored Prahalad and established direct link with Ravi. Back home. It happened in Jaggu’s life too. There were complaint against him. The complaints included delay in executive orders. He divided workers and use them as pawns. He had inducted his brother – in –law. the EVP (Executive – Vice President). as an engineer. Things had to end to some point. Jaggu did not forget his academic pursuits. He prevailed upon Ravi and got sale and quality under his control. Whether thee would be another hump in the cure is a big question. power. He was made Manager – Sales in 1986 and senior Manager – Marketing in 1988. Unable to swallow the insult. Jaggu joined n 1977. Jaggu was promoted as General Manager. Promotion came to him in quick successions. Ganesh was by nature corrupt. He poached on his previous company and picked up two best brains in quality. He started complaining against Suresh the section head and Prahalad the Unit Chief (both production) with Ravi. Jaggu was promoted as Engineer – Sales in 1984. Jaggu became the section head n Suresh was shifted to sales. Jaggu tried to defend Ganesh but failed in his effort corruption charges were also levelled against Jaggu who was reported to have made nearly Rs. After completion MBA. Jaggu’s career graph had a steep rise ans a sudden fall. He became a megalomaniac. he joined MBA (Part-Time) programme. Success had gone to Jaggu’s head. He got himself enrolled as a student in an evening college and obtained his degree in engineering in 1982. D. Ravi was convinced and requested Jaggu to head the Production Section so that things could be Straightedned up there. scholar and obtained his doctoral degree in 1989. He had everything going in the favour-position. poor quality and customer rejections. money and qualification.based company as a Technical Assistant. Jaggu started spreading his wings.
Ans. Defending Ganesh for stealing Making money for himself out of company by unethical means. more commitment to goals. Ravi – Executive Vice President. The pros and cons of direct participation from different perspectives: . as people mutually discuss work problems. and better acceptance of a change. the act of participation in itself establishes better communication. The workers’ self-esteem. The results often are reduced conflict and stress. and the benefits derived from a management approach and organizational design that emphasizes and supports lateral networks. enhanced flexibility. Ans. Positioning the right person for right job. (c) Bring out the ethical issues involved in Jaggu’s behaviour. They identify themselves with the work and this leads to an improved performance. job satisfaction. and respect for worker knowledge and motivation. • Jaggu was promoted recognizing his improved Qualification. Summary of the case (Problems & Outlook of case) SWOT Analysis State the problems in the case (Major & Minor Problems) Selecting the Best Solution & Why? Alternative solutions to the case (5 to 7 solutions) (a) Bring out the principles of promotion that were employed in promoting Jaggu. Suspend Jaggu. Employees may also reduce turnover and absences when they begin to feel that working conditions are satisfactory and that they are becoming more successful in their jobs. participative management emphasizes the pertinence of this approach to knowledge-based organizations. Finally. Humiliating sub-ordinates Appointing his brother-in-law as an engineer though he was corrupt by nature. Given all the above. • Jaggu excelled himself with every opportunity given to him • Promotion preceded by job analysis and performance appraisal (b) What would you do if you were Ravi? Ans. and cooperative with the management will also improve. At the same time co-ordinate the right job.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.