Test Papers / Previous Question Papers of Indira Gandhi National Open University MS2 Management of Human Resources December 2005

MANAGEMENT PROGRAMME
Term-End Examination

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

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

SECTION A

(Set I)

(Pre-Revised)

1. Identify the sailent features of personnel functions in the organisational context keeping in mind strategy, structure and systems. (20)

2. Define career planning. Explain implementaion of the process of career planning with the help of examples. (20)

3. Discuss the salient features of job analysis. Explain what steps the HR manager is required to take for carrying out the function of job description. (20)

4. Identify the factors leading to indiscipline. Explain the judicial process of dealing with indiscipline. (20)

5. Write short notes on any three of the following : (20)
(a) Principles of learning
(b) Behaviourally Anchored Rating Scales
(c) Selection criteria.
(d) Morale
(e) Consultative machinery

SECTION A

(Set II)

(Revised)

1. Define and discuss the objectives of Human Resource Management. Discuss the changing role of human resources in view of changing social scenario. Explain with suitable examples. (20)

2. Discuss the concept of outsourcing and its consequences from HR point of view. (20)

3. What is workers' participation in management ? Discuss the factors responsible for its success. (20)

4. Explain the process of coaching. What are the conditions necessary for effective coaching ? (20)

5. Write short notes on any three of the following : (20)
(a) Team development
(b) Executive compensation
(c) Separation
(d) Human resource research
(e) Talent management

SECTION B

Please read the following two cases and answer the questions given at the end of each.

(A) Case Study

MANAGEMENT DEVELOPMENT

Any efforts and inputs to improve current or future management performance by imparting knowledge, changing attitudes and enhancing skill is called management development. It is an inhouse activity and includes co-acting, given professional inputs to increase knowledge and attempts to change attitudes and enhance managerial skills. The aim of such programmes is to improve the performance of the organisation itself. The Management Development process consists of (1) Assessing the organisational needs (2) Appraising Manager's Performance (3) Developing Manager's performance by sustained efforts.

"DELTA PRODUCTS''

Delta Products is a company manufacturing under one shed number of products requiring for Housing and Building Construction Industry. The products include hardware like door knobs, hinges, locks, tower bolts, sanitary fittings and floor tiles. All requirements of housing and building construction industry are manufactured in different departments at its Bhopal plant. The company wishes to produce and market top grade products. Mr. Chakravarty, the Director of Operations has been on foreign tour for over three months to see the manufacturing facilities at different plants world over Mr Chakavarty's goal is to give to the industry, world class quality product at competitive rates and prices. His ambition is to make DELTA the class one producer in this activity in lndia. Mr Chakravarty is a highly qualified technocrat with excellent background of engineeing, general and marketing management. He had however limited exposure to Human Resource Management. You are hired as Manager of Human Resources. The supporting team of highly qualified engineers. purchase managers and marketing managers are young and almost all of them are in the age group of 25 to 28 and very enthusiastic. They are excellent as individuals but lack the team spirit and work very hard to excel in their respective specialised knowledge. Many problems have come up for lack of communication, coordination, quality management and delivery schedules. The plant maintenance is below average. The inventories are high and the industrial relations poor as none of the managers had any exposure to this subject.

You are required to make a comprehensive Management Development Programme for Managers and Assistant Managers.

Questions :

(a) How would you plan a programme for the young managers ?

(b) How will you test the existing level of their skills, attitudes and team spirit ?

(c) What methods of developmental training would you like to use and why ?

(B) Case Study

APPRAISING PERFORMANCE

All progressive companies have some formal or informal appraising systems tof appraising the performance of their employees.

Performance Appraisal is defined as any procedure that involves assessing employees' performance against set standards and, providing feedback to the employees assessed.

The aim is to motivate employees (a) to improve their performance (b) encourage for better performance above par

The reasons for performance appraisal are (1) For salary decisions, rewards, promotion. (2) To review employee's work related behaviour with a view to correcting any deficiencies. Appraisal should be central to career planning process.

"AMBER PHARMACEUTICALS''

ln a pharma company manufacturing and marketing drugs and medicines, the research staff has developed a number of new products and formulations which are effective. But at the same time it has to meet severe competition from stalwarts with foreign collaboration. Mr. Shah, the Vice President Marketing has a very successful Pharma Marketing background. He has been with the company for the past 4 years. Mr Shah had made ambitious plans for capturing sizeable share of market in. the Gujarat State. The company being medium sized, Mr. Shah had kept his marketing department and the marketing team lean and trim. The field sales staff was given aggressive targets and were virtually pushed to reach the respective targets. The field staff worked to their best abilities to complete their respective targets. Mr Shah had himself been working hard almost 11- 12 hours a day. There was no formal apraisal and reward system in the company. During last 5 years more than 60 Medical Representatives and the Area Supervisors had left the company due to unsatisfactory increments and promotions. Those who left the company were star worked. But Mr Shah did not care for this high turnover. He was over confident that he would be able to hire freshers and also select candidates who were not happy with their remuneration in their respective company. Mr. Shah had never communicated to the field sales staff about their performance or reasons for not recognising their outstanding performance in a few cases. There was on the whole a great dissatisfaction and good performers were leaving the company.

Questions :

(a) What do you perceive is the basic problem in 'AMBER' ?

(b) What are the steps you will take serially to correct the situation ?

(c) In the event of your suggesting a Performance Appraisal System
(i) How will you decide a suitable system of appraisal ?
(ii) Will your system include merit, rewards and promotions ?