Test Papers / Previous Question Papers of IGNOU MS2 Managing Men (Pre-Revised) / Management of Human Resources (Revised) December 2006

MANAGEMENT PROGRAMME
Term-End Examination

MS2 (S) : Pre-Revised: MANAGING MEN
Revised : MANAGEMENT OF HUMAN RESOURCES

Time: 3 hours
Maximum Marks: 100
(Weightage 70%)

Note: There are two Sections A and B. Section A has two sets. Set I is meant for students who have registered prior to January, 2005 i.e. upto June, 2004. Set II is meant for students who have registered from January, 2005 and onwards. Attempt any four questions from Section A. All questions carry 15 marks each. Section B is compulsory for all and carries 40 marks.

December 2006

SECTION A

(Set I)

(Pre-Revised)

1. Describe career planning and its process. Discuss the essential pre-requisites for making career planning a success.

2. Define performance appraisal and differentiate it from potential appraisal. Explain the problem of validity and reliability in perforance appraisal system.

3. Explain the concept of compliance. Examine different types of power and their organizational consequences and cite suitable examples.

4. Keeping in view the changing social context, discuss the various tents of HRM. Cite suitable illustrations

5. Write short notes on any three of the following:

(i) Induction

(ii) Job evaluation

(iii) Employers association

(iv) Fringe benefits

(v) Process of bargaining

SECTION A

(Set II)

(Revised)

1. Discuss the importance and scope of HRM. Identify the different perspectives on HRM, citing suitable examples.

2. Give reasons why it is desirable to carry out human resource planning in organisations. Discuss the problems associated with it.

3. Distinguish between performance and potential appraisal. Explain briefly the notion of assessment centre.

4. Define training. Describe the methods of training esluauon. Cite examples.

5. Write short notes on any three of the following

(i) Industrial democracy

(ii) Performance coaching

(ill) Human resource audit

(iv) Job mobility

(v) Interview

SECTION B

6. Please read the case and answer the questions given at the end.

Kalyani Electronics Corporation Ltd., recently diversified Its activities and started producing computers. It employed personnel at the lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidate to the position, but did find that Mr. Prakash is more qualified for the position than other candidates. The Corporation has created a new post below the cadre of General Manager i.e., Joint General Manager and decided Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for General Managers position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates for General Manager’s position was annoyed with the management’s practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted to switch over to Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment as a chance to prove his : performance. The Corporation has the system of appraisal of the superiors performance by the subordinates. The performance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of the subordinates. Mr. Prakash is a stranger to the system as well as its Modus Operandi. Mr. Sastnj and Mr. Anand were competing with each other in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their Interest, promotion etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the ‘chair’. They created several groups among employees like pro-Anand’s group, pro-Sastry’s group, Anti-Prakash and Sastry Group, Anti-Ariand and Prakash group.

Mr. Prakash has been watching the proceedings calmly and keeping the management In touch with all these developments. However, Mr, Prakash has been quite work-conscious and top management found his performance under such a political atmosphere to be satisfactory. Prakash’s pleasing manners and way of maintaining human relations with different lewis of employees did, however, prevent an anti-Prakash wave in the company. But in view of the politicalisation, there is no strong pro-Prakash’s group either.

Management administered the performance appraisal technique and the subordinates appraised the performance of all these three managers. In the end, surprisingly, the workers assigned the following overall scores - Prakash : 560 points, Sastry: 420 points, and Anand : 260 points.

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Note: The above courses are picked automatically by the website for indicative purpose only. However, students are requested to check with the University for the similarity of the course or for any other information in regard to the course.

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