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Q1) Explain in detail , the managerial function HRD?

ANS-The Human Resource Manager is a part of the organizational management. So he must perform the basic managerial functions of
planning, organizing, directing and controlling in relation to his department. Human Resource Development (HRD) is a framework for helping
employees, develop their personal and organizational skills, knowledge and abilities. Human Resource Development includes such
opportunities as employee training, employee carrier development, coaching, succession planning, key employee identification, tuition
assistance and organizational development.
ROLE OF HUMAN RESOURCE DEVELOPMENT•
Human Resource Development reinforce the executive Skills by marketing people aware about the skills required for job performance and by
outlining performance standards.
 It uploads career planning and ensure all around growth of employees.
 It makes utilization of manpower by employing right man to right job at right time.
 It is two ways process and establishes congenital growth of employees.
 It is action oriented. Employee’s contributions are rewarded handsomely.
 It facilitates human resource planning and control by maintaining update data about the manpower for present and future use.
 It fights resistance to changes and employees become accommodating and willing to accept the change.
 It brings about an atmosphere of mutual trust and confidence leading to overall better performance.
 It maintains transparency in administration.
 It encourages people to show innovation while solving problems and also take calculated risks
THE MANAGERIAL FUNCTION HRD:
 Develop a HR philosophy for the entire organization and get the top management committed to it openly and consistently.
 Keep inspiring the line managers to have a consistent desire to learn and develop.
 Constantly plan and design new methods and systems of developing and strengthening the HRD climate.
 Be aware of the business/social/other goals of the organizations and direct all their HRD effort to achieve these goals.
 Monitor effectively the implementation of various HRD subsystems.
 Work with unions and associations and inspire them.
 Conduct human process research, organizational health surveys and renewal exercise regularly.
 Influence human resource policies by providing necessary inputs to the human resource development/top management

Q2) How does boss subordinate relationship affect hrd.

ANS- Poor relationships with co-workers and management can cause many people to dread going to work each day. A recent study shows this
dread is probably happening more than most people may realize.Managers and employees alike have a multitude of options available that can
help them work together harmoniously to improve their mood and performance. It all starts with a willingness on the part of senior executives
and business owners to address the problems and resolve to improve interactions between supervisors and subordinates.

Cooperation is Key

All employees should understand that work performance is not about competition. It’s about coming together to serve a common purpose—
pleasing your clients or customers. It is not a race. Managers may delegate specific responsibilities to certain employees, but each
responsibility is linked with the next in a ceaseless effort to provide top quality products and services.
Good communication is a must in the workforce. Providing opportunities for your managers to interact more with other employees will help build
stronger cooperation and understanding among them while allowing managers to assist employees in improving their individual skills. Building
good communication skills between workers can be done through many activities, including the following:
 Workshops
 Seminars
 Training programs
 Office luncheons
 Other activities
Inspire Your Employees
Find ways to bring your teams together. Although individual employees have their own unique responsibilities, team members need to
recognize they’re in this together. Inform each department of their monthly goals and offer incentives and rewards for reach them. The can
include but are not limited to:
 Casual or “Dress-Down” day
 Corporate-branded swag (t-shirts, ball caps, accessories, etc.)
 Fitness perks (e.g., gym memberships)
 Gift cards
 Bonuses
 Free lunches
Take Advantage of Feedback

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Feedback is highly beneficial to the inner workings of a company. Lack of acknowledgment can increase the likelihood of an employee feeling
like less of an asset to the company, which can lead to a decrease in work performance. How can this issue be resolved?
Instead of making decisions independently of your employees, seek out their input. Speak with your employees about department strengths
and weaknesses to gauge how your managers are executing their own responsibilities. This helps make your employees feel more appreciated
and will ultimately improve productivity.
Another advantage of speaking with your employees is the ability to gain a fresh mindset on a particular topic. When you are facing issues
within the business, don’t be too proud to seek assistance from your staff.
Asking for input from employees not only helps you visualize your situations rationally from alternate perspectives, it provides you with more
viable options to choose from when determining what path to take. As a result of your consideration and actions, your employees will also feel
more invested in the company.

Resolve Conflict Rationally

Conflict in the workplace is inevitable, but that does not mean it shouldn’t be a top priority. Issues among employees can easily disrupt the
workings of your company, so it is crucial to address them rationally and in a timely manner.
When addressing conflict, don’t be quick to judge. Jumping to conclusions before hearing multiple sides of the story can be detrimental to the
health of your business, should the wrong person be reprimanded. It’s crucial to approach each situation with an open mind.
Miscommunication often plays a large role in problems that arise in the workplace. Be sure to inquire what was said by each party and whether
any effort was made to clear up potential misunderstandings before you were informed of the situation at hand. Companies lose employees all
too often over simple matters of miscommunication.

Q3) What are the objectivs and purposes of management development programme? Do you think such objectives are diffirent for diffirent level of
employee?
ANS-
As a middle manager in higher education, you face a distinctive set of leadership challenges. You are responsible for leading your
administrative unit, crafting strategy, motivating staff, and allocating financial resources, but are also expected to enact the vision of senior
leadership and mobilize support for broader institutional goals. To be successful, you must be adept at managing both “up” and “down” the
institutional hierarchy.

Through real-world case studies, small group discussions, and interactive presentations, MDP teaches you to think beyond your own
administrative area and lead in ways that support larger institutional objectives. You will gain a deeper understanding of how different units
function and will be able to incorporate broader strategic considerations into your management decisions. MDP provides the tools and insight to
The objective of management development is. in general, to improve the quality of managers/executives performance now and in future. Some
main objectives of the management development ore as under:

1. To develop managers/executives for better performance on their present job or assignment

2. To provide a steady source of competent persons at different levels so as to meet the future requirements of the organisation.
3. To enable the managers to understand the problems of the business organisation in so far as they arise out of its policies and
system of control.
4. To create conditions and a climate which contribute to the growth process.
5. To replace elderly executives, who have risen from low ranks, by highly competent and academically qualified professionals.
6. To increase morale of the managers.
7. To acquire knowledge about the problems of human relations.
8. To create the second line of defence in the organization so as to meet the emergencies.
9. To broaden the outlook of the various levels of management especially top management regarding their role, position and
responsibilities.
10. To help the top management to understand the economic, technical and institutional forces in order to solve business problems.
11. To increase the versatility of the managers
12. To stimulate creativity in the thoughts of the managers.
13. To create a sense of inter-departmental coordination among managers.
14. To indicate how to apply to practical problems the knowledge of the physical and social aspects of business problems and
management.

Q)4)Discuss, in detail, the various techniques of management development?

ANS-
Management development techniques are several and diverse depending on the context and purpose.

These include: conferences, lectures, seminars, group discussions, case studies, films and slides, outside reading, role playing, workshop,
study panels, etc. Some other techniques include : job rotation, coaching and counselling, professional lectures, membership in professional

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and technical associations, committee assignments, management courses in reputed institutes and universities, in-basket techniques, business
games and T-group training, etc.

Each technique has a unique purpose of its own. Ad Edwin Flippo contents, “techniques such as in-basket methods, business games, and
case studies purport to develop decision-making skills, while role-playing sensitivity, training and structural insight are likely to develop
interpersonal skills of the executives. Further, while special projects, counselling, etc.

Meet the specific needs of executives, on the job-experience, coaching and understudy provide job knowledge, and multiple management and
position rotation enhance an executive’s organisational knowledge.

These methods can be discussed under the following heads:

I. On-the-job techniques: These methods comprise of
(a) The coaching method,
(b) Understudy method,
(c) Job rotation,
(d) Special projects,
(e) Committee assignments, and
(f) Selective
ii. Off-the job methods These methods include:
(a) Case studies,
(b) Role playing,
(c) In-basket methods,
(d) Business games,
(e) Sensitivity training,
(f) Simulation,
(g) Incident method,
(h) Conferences,
(i) Lectures

Q5) What is management development? Out line characterstic of management of development?

ANS- Management Development is a systematic process of training and growth by which managerial personnel gain and apply skill,
knowledge, altitude and insights to manage the work in their organisation effectively and efficiently. In other words. 

"Management Development is an educational process utilizing a systematic and organized procedure by which managerial personnel learn
conceptual and technical knowledge for general purpose."
Characteristics of Management Development in HRM
1. Growth Oriented:
Management development is growth oriented. It focuses its activities to enhance the skills, knowledge and capabilities to meet for the higher
level responsibilities. After management development, employees get the opportunity of higher responsibility which assists for personal growth.
2. Future oriented:
Management development is future oriented. Main objective of management development is to develop the human competencies for the future
job responsibilities. On the basis of succession planning and market analysis, management development aims to uplift the skills, knowledge
and capabilities of managerial employees so that future demand can be fulfilled.
3. Focus to managerial employees:
Management development focuses only to the managerial level employees. It prepares the educational programs to enhance interpersonal
skills, decision skills, and technical skills to the managerial employees.
4. Educational process:
Beyond training, management development is an educational program which stands in learning progress. It focuses on overall personality
development for business communication, environmental and industry analysis, business planning, maintaining human and business relation,
etc. This is possible only through educational programs.
5. Proactive:
Management development is advance thinking. This aims to prepare human resources ready for any types of emergencies. It is not conducted
only after realizing the need.
6. Self-motivation:
Since management development is basis of personal growth. So, each manager wants to participate in such types of management
development programs. External motivation is not necessary for management development as in training.
7. Behavioral change:
Managerial development aims to enhance the knowledge and skills of managers. Such programs include different new techniques of doing job,
supervising and motivating employees, and interpersonal communication. Such programs change the attitude and behavior of managers.
8. Continuous process:

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Management development is not spontaneous learning process. It is long term planned learning process. It starts with analysis of
organizational objectives, future scopes, strategies and succession planning. As managers require involving in many managerial activities, they
need to acquire different skills which are not possible in single program. So, managerial development must be arranged as continuous learnin

Q6) How effective interpersonal skill is imporatant for bosses as well as subordinates?explain?
ANS-It’s a whole new world of work, and interpersonal skills are key. Organizational change, diversity and digital communications have
changed the face of the workplace. Today, more than ever, success depends upon the combined cooperation, commitment and action of
people—both face-to-face and across electronic and cyber channels. That's why interpersonal communication skills for managers are so critical
in today's evolving business environment. 
How You Will Benefit
 Solve problems by clarifying the real issues and roadblocks
 Minimize conflict and build group commitment
 Influence others and motivate them to profitable action through interpersonal skills
 Give criticism when necessary and praise to produce results
 Make trade-offs without being a pushover on big issues
 Implement plans without strong-arm tactics
 Develop credibility based on respect and trust
 Find alternatives to working with “difficult” people
 Generate enthusiasm for your ideas and proposals
 Give direction without creating “static”
 Save time, energy and talent by improving the entire “people” side of your job
What You Will Cover
Communication and the New Workplace
 Recognizing the expectations your manager, peers, employees and others have of your interpersonal skills performance
 Distinguishing between behaviors and intentions
Understanding Perception, Self-concept and Expressing Emotions
 How perceptions influence your interaction with others and their responses to you
 Analyzing how you and your coworkers approach work and relate to each other
 Understanding self-concept and reducing defensiveness
Nonverbal and Verbal Skills
 Applying a five-step process to the development and delivery of clear messages
 Understanding cross-cultural flexing
Using Listening and Feedback Skills to Build High-Performance Work Relationships
 Identifying personal listening liabilities and strategies for improvement
 Achieving productive and satisfying work relationships with peers, your manager and others
 Developing strategies for constructive performance feedback
 Directing and motivating others
 Practicing steps to effectively give directions
 Knowing what motivates others to achieve high levels of performance and effectiveness
Assertively and Productively Managing Conflict
 The differences between assertive, nonassertive and aggressive behaviors
 Negotiating your way out of conflict
Being a Team Player: The Synergistic Impact of All Your Interpersonal Skills
 Identifying which stage of team development your work group is in and responding appropriately
Who Should Attend
Managers, team leaders and supervisors who want to maximize their positive impact on others through effective interpersonal skills.
This interpersonal communication course gives you three days of solid learn-by-doing training to sharpen your skills with superiors, peers and
subordinates.

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