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15057 Roll No.

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No. of Pages
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Total No. of Questions : 15

MBA (2012 & Onward) (Sem.–4)
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INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Subject Code : MBA-967
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ID : [A2542]
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Time : 3 Hrs. Max. Marks : 60

m
15057 INSTRUCTION
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1. SECTION-A contains SIX questions carrying FIVE marks each and students has
to attempt any FOUR questions.

o
.r c
2. SECTIONS-B consists of FOUR Subsections : Units-I, II, III & IV. Each
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Subsection contains T WO questions each 15057 15057
carrying EIGHT 15057
marks each and 15057

student has to attempt any ONE question from each Subsection.

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3.
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marks.
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pe
SECTION-C is COMPULSORY and consist of ONE Case Study carrying EIGHT
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p a SECTION-A
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1. Explain15057 15057
the term Convergence 15057
of Cultures. 15057 15057 15057 15057

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2.
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b
Discuss the core elements of culture in brief.
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a p
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rp
3. What are the characteristics of a successful global communicator?

b
4. How do culture influence negotiation styles in international settings?
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5. Differentiate between Domestic and international Human Resource Management.

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possess? 15057 15057 15057

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SECTION-B

UNIT-I
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7. Explain the Geert Hofstede’s Model of Culture across nations.

8. Define Culture. Why is it important for an international manager to learn about culture?
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UNIT-II
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9. Why do firms enter international markets? How do different kinds of environmental and
demographic factors affect these firms?
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10. Discuss some of the universal communication principles that should be adopted by an
international manager.
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UNIT-III

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11. Discuss the respective advantages and disadvantages of Ethnocentric and Polycentric
approaches of international staffing.
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12. What are the special15057 15057
problems faced 15057
by global managers when15057
they have to15057
evaluate 15057

global team performance?

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p a UNIT-IV
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13. Bring out the role of international Human Resource manager in ensuring ethical

b p
behaviour amongst employees and other managers.

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a
in China
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b
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SECTION-C
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15. Case Study :

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Richard was a 30 year old American sent by his Chicago based company to set up a
buying office in India. The new office’s main mission was to source large qualities of
consumer goods in India : Cotton piece goods, garments, accessories and shoes, as well
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as industrial products15057 15057
such as tent fabrics 15057
and cast iron 15057
components. 15057 15057

India’s Ministry of Foreign Trade (MFT) had invited Richard’s company to open this
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office because15057
they knew it would
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exports, bring15057
in badly-needed foreign
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exchange and provide manufacturing know-how to Indian factories.

Richard's was, in fact, the first international sourcing office to be located anywhere in
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South Asia. The MFT15057 15057
wanted it to succeed so that 15057
other Western 15057 15057
and Japanese companies 15057

could be persuaded to establish similar procurement offices.

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The expatriate manager decided to set up the office in the capital, New Delhi, because he
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knew he would have15057 15057
to meet frequently 15057
with senior 15057
government officials. 15057
Since the 15057

Indian Government closely regulated all trade and industry, Richard often found it
necessary to help his suppliers obtain import licenses for the semi-manufacturers and
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Richard found these government meetings frustrating. Even though he always phoned to
make firm appointments, the bureaucrats usually kept him waiting for half an hour or
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more. Not 15057 be continuously
his meetings would 15057 15057 by phone15057
interrupted calls and 15057

unannounced visitors, as well as by clerks bringing in stacks of letters and documents to

be signed. Because of all the waiting and the constant interruptions, it regularly took him
half a day or more to15057
accomplish something that could have been done back home in 20

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minutes.

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Three months into this assignment Richard began to think about requesting a transfer to a
more congenial part 15057

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of the world-"somewhere where
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could not 15057

understand why the Indian officials were being so rude. Why did they keep him waiting?

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e
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Why didn't the bureaucrats hold their incoming calls and sign those papers after the

o
meeting so as to avoid the constant interruptions? After all, the Government of India had

p
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actually invited his company to open this buying office. So didn't he have the right to
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a .r c
expect reasonably courteous treatment from the officials in the various ministries and
agencies he had to deal with?
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Question :
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e
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by various
b 15057
researchers. 15057

a p
Describe the Indian system specified in the case in terms of cultural dimensions as given
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b
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