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MS-02 Course Code Course Title Assignment Code Coverage : : :

SOLVED

ASSIGNMENT

2013

MS-02 Management of Human Resources MS-02/TMA/SEM-I/2013 : All Blocks

Each employee in an organization performs various roles. Role perception of a manager and an employee make a complex web as they interact. Elaborate this statement in the light of socialisation factors in organizational socialization process. Outline the importance of initial Job socialization on the employee and the organization. Explain with the help of your personal experience and organizational experience with respect to the above concepts. Explain the situation and describe the organization, you are referring to. Consider Potential Appraisal, Assessment Centres, and Career and Succession Planning in an organizational context. Describe the dynamics of these concepts, their interactional outcomes, and impact on overall functioning and management of the organization. Put down your experience with respect to the dynamics of these factors in totality as seen by you in an organizational situation or the situations which you are familiar with. Briefly describe the situation and the organization, you are referring to.

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Ans:

Q 1: Borderless world, Diversity Management, and Knowledge power, are some of the overarching factors being encountered by the Human Resource Mangers of 21st century business world. How do they affect the dynamics of Human Resource Management in todays organizations? Explain with examples from the organization you are familiar with or have been working for. Briefly describe the organization, you are referring to.

The 21st century would see the following inter-related phenomena emerging, posing challenges to the corporate world and culminating in Olympian competition: ! Borderless world ! Diversity ! Knowledge Power

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How do you see the role, presence, necessity, and impact of Mentoring and Performance Coaching in organizational situations in Indian context in general? Critically describe the experience the organizations have with respect to these concepts, their applicability, effectiveness and prospect. You may like to compare few organizations you have known or familiar with or even you can come out with your own experience in organizational context. Describe the context, and the organization you are referring to.

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Note: Attempt all the questions and submit this assignment on or before 31st March, 2013 to the coordinator of your study center. Late Fee will be applicable for late submissions till 30th April, 2013 Borderless world, Diversity Management, and Knowledge power, are some of the overarching factors being encountered by the Human Resource Mangers of 21st century business world. How do they affect the dynamics of Human Resource Management in todays organizations? Explain with examples from the organization you are familiar with or have been working for. Briefly describe the organization, you are referring to.

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The cross-cultural, cross-border mingling has resulted in the creation of a new class of peopleglobal citizens with global attitudes, tastes and networks. Since it unleashes multiple variables, the borderless world precludes immense complexitycomplexity in the environment, in inter-organizational relationships, in modes of conducting business and in socio-cultural diversity. One of the important duties of the modern HR manager is to get things done through people. He has to bring employees into contact with the organization in such a way that the objectives of both groups are achieved. He must be interested in the people, the work and the achievement of assigned objectives. To be effective, he must balance his concerns for people and work. In other words, he must know how to utilize human as well as non-human resources while translating goals into action. It is in managing human assets that the managers capabilities are tested fully, because of the following reasons: ! Human resources are heterogeneous. They consist of many different individuals, each of whom has a unique personality, a combination of different emotional responses to different stimuli and different values, attitudes, motives and modes of thought. ! Human beings behave in widely different and complicated ways. Their reactions to promises, praise or criticism, for example, can be quite different. It is very difficult to predict their behaviour especially in an organization where they work in-groups. Their behaviour is neither consistent nor readily predictable.

! A human being himself determines what he contributes. If he is motivated, he will work for an organization more efficiently and effectively. So, it must be recognized by the manager that individuals, not organizations, create excellence. Recognizing the importance of the human element in the production process, PF Drucker had remarked that man, of all the resources available to man, can grow and develop. The problem of establishing the right climate to maximize employee motivation and commitment is still with us.

The most significant resource of any organization is often said to be its people. Such claims appear in organizations annual reports and mission statements. Of course, an organization is nothing but a group of people whose activities have been planned and coordinated to meet organizational objectives. An organization that exists to produce goods and services has a good chance to survive and prosper if it consists of the Right People. This is true for all organizations. In a similar fashion, people need organizations. The vast majority of people must work to support themselves and their families. But people work for many reasons other than economic security. For example, many also work to keep busy and feel useful, to create and achieve something. They want to gain recognition and achieve status or to test and stretch their capabilities. To meet these multifarious needs, people and organizations join forces. Unfortunately, this union seldom approaches perfection. Organizations encounter several obstacles in meeting their goals

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! Modern employees are better educated, possess greater skills, have more sophisticated technology available for their use and enjoy higher standards of living than previous generations.

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Visit www.myignou.in to download more solved assignments and in a similar way all employees report some problems in their attempts to be productive and efficient in their jobs and to feel satisfied in their work lives. The challenge of human resource management is to minimize these obstacles and problems. The central challenge facing society is the continued improvement of our organizations, both private and public. Another important purpose of human resource management is to improve the contribution made by people to organizations, (Davis) through effective and efficient use of resources. Efficient means that it must use the minimum amount of resources needed to produce results. Effective means producing right things through right ways. The resultant productivity (ratio of output to input) gains obtained through HR efforts enable managers to reduce costs, save scarce resources, enhance profits and offer better pay, benefits and working conditions to employees. ! Pervasive force: HRM is pervasive in nature. It is present in all enterprises. It permeates all levels of management in an organization. ! Action oriented: HRM focuses attention an action, rather than on record keeping, written procedures or rules. The problems of employees at work are solved through rational policies. ! Individually oriented: It tries to help employees develop their potential fully. It encourages them to give out their best to the organization. It motivates employees through systematic process of recruitment, selection, training and development coupled with fair wage policies. ! People oriented: HRM is all about people at work, both as individuals and groups. It tries to put people on assigned jobs in order to produce good results. The resultant gains are used to reward people and motivate them toward further improvements in productivity. ! Development oriented: HRM intends to develop the full potential of employees. The reward structure is tuned to the needs of employees. Training is offered to sharpen and improve their skills. Employees are rotated on various jobs so that they gain experience and exposure. Every attempt is made to use their talents fully in the service of organizational goals. ! Integrating mechanism: HRM tries to build and maintain cordial relations between people working at various levels in the organization. In short, it tries to integrate human assets in the best possible manner in the service of an organization. ! Comprehensive function: HRM is, to some extent, concerned with any organizational decision which has an impact on the, workforce or the potential workforce (Bernardin). The term workforce signifies people working at various levels, including workers, supervisors, middle and top managers. It is concerned with managing people at work. It covers all types of personnel. Personnel work may take different shapes and forms at each level in the organizational hierarchy but the basic objective of achieving organizational effectiveness through effective and efficient utilization of human resources, remains the same. It is basically a method of developing potentialities of employees so that they get maximum satisfaction out of their work and give their best efforts to the organization (Pigors and Myers).

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Visit www.myignou.in to download more solved assignments ! Auxiliary service: HR departments exist to assist and advise the line or operating managers to do their personnel work more effectively. HR manager is a specialist advisor. It is a staff function. ! Inter-disciplinary function: HRM is a multi-disciplinary activity, utilizing knowledge and inputs drawn from psychology, sociology, anthropology, economics, etc. To unravel the mystery surrounding the human brain, managers, need to understand the appreciate the contributions of all such soft disciplines. ! Continuous function: According to Terry, HRM is not a one short deal. It cannot be practiced only one hour each day or one day a week. It requires a constant alertness and awareness of human relations and their importance in every day operations.

Organisational Example: METRO Cash & Carry METRO Cash & Carry pioneered the self-service business-to-business wholesale concept. Their dynamic business model adapts seamlessly to the most demanding markets. Headquartered in Dusseldorf, Germany, METRO Cash & Carry is the largest sales division of the 67.3 Billion METRO Group, one of the worlds leading international trading and retail companies. METROs success story began over 4 decades ago in 1964, with the opening of its first wholesale distribution centre in Germany. Today, the company is a leading player in almost every market it operates in, with around 700 wholesale centres across 30 countries. METRO Cash & Carry opened its first wholesale centre in the country in 2003 at Bangalore. With this, METRO introduced the concept of Cash & Carry in India. Since then METRO has opened one more centre in Bangalore, two in Hyderabad, two in Mumbai and one each in Kolkata, Ludhiana, Delhi, Jaipur, Vijayawada, Amritsar, Zirakpur, Jalandhar & Indore . These centres offer the benefit of quality products at the best wholesale prices.

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P/HRM (both terms used interchangeably) is a dynamic discipline as it mostly deals with ever-changing work settings, characterized by people having varied cultural, social and religious backgrounds, diverse goals, multifarious expectations and attitudes. The personnel scene itself has been changing quite dramatically over the years. Government regulations, competitive pressures, unionization of employees, do exert a strong influence on the way the personnel function is carried out in various organizations. Further, the nature of the work goals, make-up of the workgroup, in the long run. Over the years, employees have become more sophisticated in their demands for high quality work environments, adequate pay and benefits, proper training and career growth opportunities. All these factors compel human resource professionals to look for ways to improve their interactions with employees, other managers and outside groups in order to maximize worker productivity and satisfaction. However, as pointed out by Rudrabasavaraj, personnel administration in India, as it is interpreted, discussed and practiced is largely static, legalistic and ritualistic. There seems to be a lot of confused thinking and a plain lack of awareness of what P / HRM is.

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TheD ynamicso fP ersonnel/Human Resource Management (P/HRM)

Visit www.myignou.in to download more solved assignments India is a key market in the companys global expansion strategy. With modern trade on the threshold of exponential growth in India, METRO is poised to extend its presence in existing markets by further deepening its network of customers and suppliers. The company will also expand its footprint into newer markets within the country bringing these markets the benefit of its unique wholesale concept. TheM ETROC oncept: Wholesale exclusively for business customers Customers are registered and need a customer card to enter the premises The point of sale is a large warehouse The customer picks merchandise, pays and transports the goods or uses our transportation services A high percentage of the goods are from local suppliers Because of Dynamic Business model, METRO Cash and Carry has created a new class of people, global citizens with global attitude, tastes and networks. Every leading organization should look at developing employees in a dynamic manner as well as developing the business in dynamic fashion. Greater level of innovations, involvement of HR people in day to day life of employee is becoming the norm of the day for companies which are looking for greater commitment towards customers and becoming leading and dynamic in global market. Q 2: Each employee in an organization performs various roles. Role perception of a manager and an employee make a complex web as they interact. Elaborate this statement in the light of socialisation factors in organizational socialization process. Outline the importance of initial Job socialization on the employee and the organization. Explain with the help of your personal experience and organizational experience with respect to the above concepts. Explain the situation and describe the organization, you are referring to. Ans:

Introductiono f Socialisation:

Socialisation refers to the process by which persons acquire the knowledge, skills, and disposition that make them more or less able members of their society. We have all undergone this process many times. Certainly, significant socialisation occurs during infancy and early childhood. We are born into this world with potential for a very wide range of behaviour, but we learn from our parents and other close associates to behave within a narrower range that is customary and acceptable. People face re-socialisation on entering the first grade, joining and athletic team or the scouts, matriculating into college, and learning their first job. With all of these early socialisation experience it might be thought that the adult should easily adapt to new social situations. DifferentR oles ofE mployee int he light of Socialisation Factors int he Organization The idea of role comes form sociology and it is the pattern of actions expected of a person in his activities involving others. It arises as a result of the position one occupied in the social structure as he/she interacts with other people. In order to be able to coordinate his work

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Visit www.myignou.in to download more solved assignments with others in an organization, one needs some way to anticipate their behaviour as one interacts with them. Role performs this functions in the social system. A person functions in roles both on the job and away from it, as shown in given figure. One person performs the occupational role of worker, the family role of father, the social role of club president, and many others. In his various roles he is both buyer and seller, boss and subordinate, a father and son, and an advisor and seeker of advice. Each role calls for different types of behaviour. Within the work environment alone, a worker has more than one role. He may be a worker in group A, a subordinate of foreman in B, and machinist, a member of a union, and a representative on the safety committee. Undoubtedly role is the most complexly organized response pattern of which a human being is capable. Activities of manager and workers a like are guided by their role perceptions, that is, how they think they are supposed to act in a given situation. Since mangers perform many different roles, they must be highly adaptive in order to change from one role to another quickly. The factory foremans role particularly requires that he be adaptive in working with the extremes of subordinate and superior, staff and line, technical and non-technical, and education and uneducated.

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that of a hard boiled pusher, but his employees expect the opposite. When role expectations of a job are materially different or opposite, the incumbent in the job tends to be in role conflict because he cannot meet one expectation without rejecting the other. A president in one company faced role conflict, for example, when

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Visit www.myignou.in to download more solved assignments he learned that both the controller and the personnel director expected him to allocate the new organizational planning function to their departments. Regarding the existence of role conflict research suggests that a manager bases his decision primarily on legitimacy (which expectations he thinks is more right and reasonably) and sanction (how he thinks he will be affected if he follows one expectation in preference to the other). In case role expectations are substantially unknown because of poor communication or are inadequately defined, role ambiguity exists, and it is more difficult to predict how a person in that role will act. From a managers point of view, a fuller understanding of roles should help him know what others expect of him and how he should act. Knowing this he should be more adaptable to each unique role relationship. His decision making should improve because he will understand why other people are acting the way they are. He will also recognize the variety of roles each employee plays and will try to provide motivations and satisfactions for those several job roles. Importanceo f Initial Job Socialisation

Why is this so? There is a low of primacy which holds that the earlier an experience, the more important its effect because it influences how later experiences will be interpreted. The newcomer entering the organization is uniquely subject to new influences. When he enters the organization he is uncertain about the role that he will play and his concept of himself is thrown into question. Finding himself in a stressful and unfrozen situation, he is motivated to reduce this stress by becoming incorporated into the interior of the company. Being thus motivated to be accepted by this new social system and to make sense of the ambiguity surrounding him, he is more receptive to cues from his environment than he will ever be again, and what he learns at the beginning will becomes the core of his organizational identity (Berlew & hall, 1966). This is the very period when recruits can best test their own self-concepts and expectations of organizational life. It is during this time when the most important components of the psychological contract will be negotiated, thus determining the new recruits organizational commitment. The researches have shown that very early in his organizational career an individual will develop enduring attitudes and aspirations which will have development opment of performance standards and job attitudes. From the moment he enters the organization, a new manager is given cues about the quality of performance that this expected and rewarded A few studies have confirmed

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There is very strong evidence that this approach is inappropriate for the individual and the organization. The first year is one of the most significant periods in the work career of the individual. The development of values, attitudes, and behavior patterns during this period strongly influences future career development.

Some people believe that the period of early organizational socialisation is not particularly important. The newcomer is there to get acquired with the organization, to learn about the task requirements, and to size up the situation without too much involvement. The organization should look the newcomer over and really not expect much. The newcomer should play it cool and not make too many commitments to the organization.

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Visit www.myignou.in to download more solved assignments that managers given challenging initial jobs with high expectations jobs. They were socialized to have higher aspirations and performance standards. The moral seems to be that success breeds success; numerous other studies seem to confirm the findings (Buchanan, 1974). Newcomers should thus be given challenging but obtainable goals rather than snap assignments. They should be involved in the

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Q 3: Consider Potential Appraisal, Assessment Centres, and Career and Succession Planning in an organizational context. Describe the dynamics of these concepts, their interactional outcomes, and impact on overall functioning and management of the organization. Put down your experience with respect to the dynamics of these factors in totality as seen by you in an organizational situation or the situations which you are familiar with. Briefly describe the situation and the organization, you are referring to. Ans:

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Visit www.myignou.in to download more solved assignments Dynamic Nature of Potential Appraisal, Assessment Centres, and Career and Succession Planning ina n organizational context: Many companies, which carry out performance appraisal, also keep records on the potential of their employees for future promotion opportunities. The task of identifying potential for promotion cannot be easy for the appraising manager, since competence of a member of staff to perform well in the current job is not an automatic indicator of potential for promotion. Very often the first class salesman is promoted to become a mediocre sales manager, the excellent chief engineer is promoted to become a very poor engineering director, and the star football player struggles to be a football manager. Potential can be defined as a latent but unrealised ability. There are many people who have the desire and potential to advance through the job they are in, wanting the opportunity to operate at a higher level of competence in the same type of work. The potential is the one that the appraiser should be able to identity and develop because of the knowledge of the job. This requires an in-depth study of the positions which may become vacant, looking carefully at the specific skills that the new position may demand and also taking into consideration the more subjective areas like qualities required. These may be areas where the employee has not had a real opportunity to demonstrate the potential ability and there may be areas with which you, as the appraisers are not familiar. There are few indicators of potential (Box 1) which may be considered. Indicators of Potential

! Power of analysis: The capacity to break down, reformulate or transform a complicated situation into manageable terms. ! Breadth of vision: The ability to examine a problem in the context of a much broader framework of reference; being able to detect, within a specific situation, relationships with those aspects which could be affecting the situation. ! Persuasiveness: The ability to sell ideas to other people and gain a continuing commitment, particularly when the individual is using personal influence rather than management authority.

Assessment Centres Employees are not contended by just having a job. They want growth and individual development in the organization. An assessment centre is a multiple assessment of several individuals performed simultaneously by a group of trained evaluators using a variety of group and individual exercises.

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! Imagination: The ability to let the mind range over a wide variety of possible causes of action, going beyond conventional approaches to situations and not being confined to This is the way it is always being done!

! A sense of reality: This is the extent to which a person thinks and acts objectively, resisting purely emotional pressures but pursuing realistic projects with enthusiasm.

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Visit www.myignou.in to download more solved assignments Assessment centers are a more elaborate set of performance simulation tests, specifically designed to evaluate a candidates managerial potential. Line executives, supervisors, and/or trained psychologists evaluate candidates as they go through one to several days of exercises that simulate real problems that they would confront on the job. Based on a list of descriptive dimensions that the actual job incumbent has to meet, activities might include interviews, in-basket problem-solving exercises, leaderless group discussions, and business decision games. For instance, a candidate might be required to play the role of a manager who must decide how to respond to ten memos in his/her in-basket within a two-hour period. Assessment centers have consistently demonstrated results that predict later job performance in managerial positions. This method is now regarded as one of the most accurate and valid assessment procedures and is widely used for selection and development. The following are the essential elements for a process to be considered an assessment center: a) Job Analysis

A job analysis of relevant behaviors must be conducted to determine the dimensions, competencies, attributes, and job performance indices important to job success in order to identify what should be evaluated by the assessment center. The type and extent of the job analysis depend on the purpose of assessment, the complexity of the job, the adequacy and appropriateness of prior information about the job, and the similarity of the new job to jobs that have been studied previously. If past job analyses and research are used to select dimensions and exercises for a new job, evidence of the comparability or generalizability of the jobs must be provided. If job does not currently exist, analyses can be done of actual or projected tasks or roles that will comprise the new job, position, job level, or job family. Target dimensions can also be identified from an analysis of the vision, values, strategies, or key objectives of the organization. Competency-modeling procedures may be used to determine the dimensions/competencies to be assessed by the assessment center, if such procedures are conducted with the same rigor as traditional job analysis methods. Rigor in this regard is defined as the involvement of subject matter experts who are knowledgeable about job requirements, the collection and quantitative evaluation of essential job elements, and the production of evidence of reliable results. Any job analysis or competency modeling must result in clearly specified categories of behavior that can be observed in assessment procedures. A competency, as used in various contemporary sources, refers to an organizational strength, an organizational goal, a valued objective, a construct, or a grouping of related behaviors or attributes. A competency may be considered a behavioral dimension for the purposes of assessment in an assessment center if

it can be defined precisely expressed in terms of behaviors observable on the job or in a job family and in simulation exercises. a competency also must be shown to be related to success in the target job or position or job family.

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Behavioural Classification Assessment centre requires that Behaviors displayed by participants must be classified into meaningful and relevant categories such as dimensions, attributes, characteristics, aptitudes, qualities, skills, abilities, competencies, and knowledge. Assessment Techniques The techniques used in the assessment center must be designed to provide information for evaluating the dimensions previously determined by the job analysis. Assessment center developers should establish a link from behaviors to competencies to exercises/ assessment techniques. This linkage should be documented in a competency-by exercise/ assessment technique matrix. Multiple Assessments

Simulations The assessment techniques must include a sufficient number of job related simulations to allow opportunities to observe the candidates behavior related to each competency/ dimension being assessed. At least oneand usually severaljob related simulations must be included in each assessment center. A simulation is an exercise or technique designed to elicit behaviors related to dimensions of performance on the job requiring the participants to respond behaviorally to situational stimuli. Examples of simulations include, but are not limited to, group exercises, in-basket exercises, interaction (interview) simulations, presentations, and fact-finding exercises. Stimuli may also be presented through video based or virtual simulations delivered via computer, video, the Internet, or an intranet. Assessment center designers also should be careful to design exercises that reliably elicit a large number of competency-related behaviors. In turn, this should provide assessors with sufficient opportunities to observe competency-related behavior. Assessors Multiple assessors must be used to observe and evaluate each assessee. When selecting a group of assessors, consider characteristics such as diversity of age, sex, organizational level, and functional work area. Computer technology may be used to assess in those situations in which it can be shown that a computer program evaluates behaviors at least as well as a human assessor. The ratio of assessees to assessors is a function of several

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Multiple assessment techniques must be used. These can include tests, interviews, questionnaires, sociometric devices, and simulations. The assessment techniques are developed or chosen to elicit a variety of behaviors and information relevant to the selected competencies/ dimensions. Self-assessment and 360 degree assessment data may be gathered as assessment information. The assessment techniques will be pretested to ensure that the techniques provide reliable, objective and relevant behavioral information. Pre-testing might entail trial administration with participants similar to assessment center candidates, thorough review by subject matter experts as to the accuracy and representativeness of behavioral sampling and/or evidence from the use of these techniques for similar jobs in similar organizations.

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Visit www.myignou.in to download more solved assignments variables, including the type of exercises used, the dimensions to be evaluated, the roles of the assessors, the type of integration carried out, the amount of assessor training, the experience of the assessors, and the purpose of the assessment center. A typical ratio of assessees to assessors is two to one. A participants current supervisor should not be involved in the assessment of a direct subordinate when the resulting data will be used for selection or promotional purposes. Assessor Training Assessors must receive thorough training and demonstrate performance that meets requirements prior to participating in an assessment center. The training should focus on processing of information, drawing conclusions, interview techniques and understanding behaviour. Recording Behaviour

A systematic procedure must be used by assessors to record specific behavioral observations accurately at the time of observation. This procedure might include techniques such as handwritten notes, behavioral observation scales, or behavioral checklists. Audio and video recordings of behavior may be made and analyzed at a later date. Reports

Data Integration

The integration of behaviors must be based on a pooling of information from assessors or through a statistical integration process validated in accordance with professionally accepted standards. During the integration discussion of each dimension, assessors should report information derived from the assessment techniques but should not report information irrelevant to the purpose of the assessment process. The integration of information may be accomplished by consensus or by some other method of arriving at a joint decision. Methods of combining assessors evaluations of information must be supported by the reliability of the assessors discussions. Computer technology may also be used to support the data integration process provided the conditions of this section are met. Career Planning Career is viewed as a sequence of position occupied by a person during the course of his lifetime. Career may also be viewed as amalgam of changes in value, attitude and motivation that occur, as a person grows older. The implicit assumption is that an individual can make a different in his destiny over time and can adjust in ways that would help him to enhance and optimize the potential for his own career development. Career planning

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Assessors must prepare a report of the observations made during each exercise before the integration discussion. It is suggested that assessors must prepare the report immediately after the assessment is over otherwise they are likely to forget the details. Not only this, these reports must be independently made.

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Visit www.myignou.in to download more solved assignments is important because it would help the individual to explore, choose and strive to derive satisfaction with ones career object. The process by which individuals plan their lifes work is referred to as career planning. Through career planning, a person evaluates his or her own abilities and interests, considers alternative career opportunities, establishes career goals, and plans practical developmental activities. Career planning seeks to achieve the following objectives: It attracts and retains the right persons in the organisation

It ensures better use of human resources through more satisfied and productive employees It ensures more stable workforce by reducing labour turnover and absenteeism It utilizes the managerial talent available at all levels within the organisation It improves employee morale and motivation by matching skills to job requirements and by providing job opportunities for promotion It ensures that promising persons get experience that will equip them to reach responsibility for which they are capable It provides guidance and encouragement to employees to fulfill their potential It helps in achieving higher productivity and organizational development Succession Planning

Succession planning is an ongoing process that identifies necessary competencies, then works to assess, develop, and retain a talent pool of employees, in order to ensure a continuity of leadership for all critical positions. Succession planning is a specific strategy, which spells out the particular steps to be followed to achieve the mission, goals, and initiatives identified in workforce planning. It is a plan that managers can follow, implement, and customize to meet the needs of their organisation, division, and/or department. The continued existence of an organization over time require a succession of persons to fill key position .The purpose of succession planning is to identify and develop people to replace current incumbents in key position for a variety of reasons.

Some of these reasons are given below: ! Superannuation: Employees retiring because they reach a certain age. ! Resignation: Employees leaving their current job to join a new job ! Promotion: Employees moving upward in the hierarchy of the organization. ! Diversification: Employees being redeployed to new activities. ! Creation of New Position: Employees getting placed in new positions at the same level.

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It maps out careers of employees suitable to their ability, and their willingness to be trained and developed for higher positions

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Succession can be from within or from outside the organization. Succession by people from within gives a shared feeling among employee that they can grow as the organization grows. Therefore organization needs to encourage the growth and development with its employee. They should look inward to identify potential and make effort to groom people to higher and varied responsibilities. In some professionally run large organizations, managers and supervisor in every department are usually asked to identify three or four best candidate to replace them in their jobs should the need arise. However, the organization may find it necessary to search for talent from outside in certain circumstance. For example, when qualified and competent people are not available internally, when it is planning to launch a major expansion or diversification programmes requiring new ideas etc.. Complete dependence on internal source may cause stagnation for the organization. Similarly complete dependence on outside talent may cause stagnation in the career prospects of the individual within the organization which may in turn generate a sense of frustration. Succession planning provides managers and supervisors a step-by-step methodology to utilize after workforce planning initiatives have identified the critical required job needs in their organization. Succession planning is pro-active and future focused, and enables managers and supervisors to assess, evaluate, and develop a talent pool of individuals who are willing and able to fill positions when needed. It is a tool to meet the necessary staffing needs of an organization/department, taking not only quantity of available candidates into consideration, but also focusing on the quality of the candidates, through addressing competencies and skill gaps. OrganizationalE xample: MarutiU dyogL imited (Now MarutiS uzuki) Maruti Suzuki India Limited (MSIL, formerly Maruti Udyog Limited) is a subsidiary of Suzuki Motor Corporation of Japan. Maruti Suzuki is a leading manufacturer of passenger vehicles in India. Lovingly referred to as the people's car maker; over the past three decades Maruti Suzuki has changed the way people in India commute and travel. The Company employs over 9000 people (as on 31st March, 2012). Maruti Suzuki's sales and service network is the largest among car manufacturers in India. The Company has been rated first in customer satisfaction in the JD Power survey for 12 consecutive years. Besides serving the Indian market, Maruti Suzuki also exports cars to several countries in Europe, Asia, Latin America, Africa and Oceania. Continuous self and staff development are essential to continuous performance improvement. Ones own self-development needs to be related to your personal strengths and weaknesses and to the career aspirations. This requires planning of career progression and setting career goals. This can be achieved by identifying potentialities of employees with the help of potential appraisal and various methods involved in it viz. assessment centre. Potential Appraisal at MarutiU dyogLt d

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Visit www.myignou.in to download more solved assignments The Performance Appraisal form of Maruti Udyog Ltd. solicits information to assess the future potential and ability of its L8 and above categories of workers to assume a position of higher responsibility (L13) in the following format. Group effectiveness (Maintaining and improving morale of group and helping its identification with organisational objectives; optimal utilisation of available manpower resources; directing and co-ordinating efforts and effective follow up action to ensure accomplishment of planned objectives). Ability to develop subordinates (Sensitivity to develop subordinates mental skills; ability to provide professional guidance to produce group results)

Critically describe the experience the organizations have with respect to these concepts, their applicability, effectiveness and prospect. You may like to compare few organizations you have known or familiar with or even you can come out with your own experience in organizational context. Describe the context, and the organization you are referring to. Ans:

Ther ole, presence,n ecessity, and impact of Mentoring and Performance Coaching in organizational situations inI ndian contexti ng eneral is asun der:

Mentoring

Mentoring is the process where a person (the mentor) provides support, training, and guidance to a less experienced, usually younger person (the mentee, mentoree, or protege). Some benefits of mentoring are that it enhances productivity and teamwork, it encourages continued learning, it improves the self-esteem of the protege, and it improves the chances of success in the proteges endeavours. Levinson et al. (1978) have contributed the most to the understanding of the mentoring process. Levinsons concept of a mentor includes being a teacher, sponsor, counsellor, developer of skills and intellect, host, guide, exemplar, and most importantly supporter and facilitator in the realization of the vision the young person has about the kind of life he wants as an adult. Mentoring integrates characteristics of the parent-child relationship and peer support without being either. According to Levinson not having a mentor in

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Performance coaching is important as it helps the employees to realise their potentials, knowing their weaknesses and to grow and develop. There are few conditions associated with these developments and also for effective coaching. The process of coaching involves communication, influencing and helping and there are also phases of coaching. Mentoring is the process where a person (the mentor) provides support, training and guidance to a less experienced person. It involves two phases i.e. dependence and interdependence.

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Potential Capability (Overall rating for managerial capability to head a department based on your assessment related to the above two points). Q 4: How do you see the role, presence, necessity, and impact of Mentoring and Performance Coaching in organizational situations in Indian context in general?

Visit www.myignou.in to download more solved assignments formative years of a young person could be a great handicap to ones psychological and career development. Although young person during their professional journey, unknowingly research and discover appropriate mentors, organisations are increasingly paying attention to this phenomenon. Generally, more promising young managers are given mentoring experience. A young manager assigned to a mentor, who is senior in position and age sometimes several levels senior to the protege; not necessarily from the proteges department. Mentors are selected on the basis of their interest, availability, and mentoring competence (image of competence, empathy, and ability to provide emotional support). One mentor may have not more than five protege. Tata Iron successfully used this arrangement. There are two main phases in mentoring process: dependence and inter- dependence, although counter-dependence may in some cases be an intermediary phase between the two. During dependence phase admiration for the mentor is followed by identification with him, followed by approval (getting guidance and checking alternative action ideas). The inter-dependence phase is characterised by trust-building and mutuality when the mentor and the protege may begin to collaborate and provide emotional support to each other, If the mentor is experienced as overwhelming and overpowering, counterdependence may develop before inter-dependence. The protg may reject the mentor and may develop his own independence. Search of ones own identity may later lead to appreciation of the mentors role and relationship, leading to inter-dependence. Several well-known persons in the west having famous mentors passed through the counter-dependence phase, and some could not make much progress to interdependence. Mentoring process is quite similar to the counselling process. The dynamics of the phases discussed with counselling are also applicable to mentoring. The ultimate goal of both counselling and mentoring is to help an employee attain psychological maturity and effectiveness. PerformanceC oaching

Coaching is helping the employee to grow and develop in the organisation. Every manager is coaching his employee, knowingly or unknowingly, in his day-to-day work-life. An effective manager coach is one who helps his employees to become more aware of their strengths and weaknesses and helps them to improve further on the strong points and overcome weaknesses. By the process of mutuality and support, he helps the employee to develop, by providing the proper emotional climate. Mutuality involves working together with the employee and developing future plans of action for the employees growth and contribution to the organisation. Support involves acceptance of the employee as a total person, with his strengths and weaknesses, and encouraging him with warmth. Coaching requires certain interpersonal skills which can be acquired easily if a manager is genuinely interested in developing his subordinates. Coaching skills are important for a manager, particularly at the time of performance review.

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Visit www.myignou.in to download more solved assignments Good managers, whenever the necessity arises, coach their employees in their jobs. Annual performance reviews provide formal opportunities for formal coaching. Such a formal coaching process passes through certain stages, which are important for the managers to note. The coaching process has the following three phases: rapport building, exploration, and action planning. In the rapport-building phase, a good coach attempts to establish a climate of acceptance, warmth, support, openness and mutuality. He does this by empathizing with the employee and his orientations, by listening to his problems and feelings, by communicating his understanding to the employee, and by expressing empathy with and genuineness of interest in him. Sequential Process of Performance Coaching Rapport Building

Rapport building is essential for any effective coaching outcome. This phase involves generating confidence in the employee to open up and frankly share his perceptions, problems, concerns, feelings, etc. The coach-manager should level himself with his employee and tune himself to his orientations. This can be done by adopting the employees frame of reference.

Listening

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Acceptance

It has already been discussed that listening is important for effective coaching. As already stated it is important to listen to what the employee says, as well as to his feelings and concerns. Physical posture (e.g., leaning forward) and keeping eye contact with the employee are indicators of listening.

Establishing a climate of acceptance is a necessary part of establishing rapport. The employee must feel that he is wanted and that his coach is interested in understanding him as a person rather than as a role or a position in an organisation. The coach communicates this to the employee by listening to all the problems of the employee and communicating back to the employee that he is listening. The coach can communicate back to the employee by paraphrasing or mirroring or reflecting what the employee says. For example, when an employee says, I am really mad. I have tried to do my best in the past year. I have worked twice as hard as anyone else in the office. But I never get promotion, he is expressing his anger. The coach may reflect back and say, You feel

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The opening phase of coaching is very important in rapport building. General opening rituals may communicate messages of attending to the employee and give importance to the coaching transaction. Inviting rituals like offering the chair, closing the door to indicate privacy, asking the secretary not to disturb or not to connect telephonic calls during the conversation, may indicate that the coach is attending to the employee. However, all such rituals should come out of the genuine concern for and full attention to the employee during the coaching session.

Attending

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Visit www.myignou.in to download more solved assignments that your superiors have not shown proper recognition for your hard work. Such a reflection or mirroring would help the employee feel that he is being understood and that his coach is interested in him. This builds a climate of acceptance and facilitates the process. Exploration Besides accepting the employee, listening to him, and establishing a climate of openness, the coach should attempt to understand as well as help the employee understand his own situation, strengths, weaknesses, problems and needs. Nobody would like to be directly told his weaknesses. Coaching skill lies in making the employee discover his own weaknesses, and identify his problem. At the most, the coach may use open and exploring questions. Exploring helps an employee to search various dimensions of the problems, or discover unidentified problems and bring to the surface unnoticed issues. Exploring can be done by using questions and suggesting to the employee to talk more on a problem he mentions. As already discussed, a variety of questions may be used. Problem Identification

Diagnosis

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Action Planning

Diagnosis of the problem is the next step in exploration. Explorations should lead to the diagnosis. Without diagnosis there is little scope for solving any problem. Open questions like Why do you think people are put off when you talk with them?, Can you recall occasions when you got full cooperation?, What do you attribute it to?, What personal limitations mainly bother you? may help the employee more towards a better diagnosis. The main attempt should be to generate several alternative causes of a problem.

Managers are expected to guide their employees and contribute to their development. Coaching interviews should end with specific plans of action for the development of the employee. Identifying a training need, job rotation, sponsoring for further training, increased responsibility, role clarity, etc., are some of the likely outcomes in such action plans. Three sub-phases can be identified in action planning.

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After general exploring, questions may be asked to help the employee focus on the problem. It is necessary for the coach to use questions, both to generate information on some concerns and problems and to narrow down focus to identify a more probable problem. For example, if an employee feels that his problem is that others do not cooperate with him, the coach may ask questions to narrow down the problem to the employees relationship with a few colleagues, and then questions may be asked to help the employee see what he does that prevents possible cooperation. Eventually, the problem may turn out as to how the employee may deal with competitive relationship, and yet collaborate. Identification of a problem is the necessary step in planning for improvement.

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Searching The main contribution of the coach to action planning is the help he provides to the employee in thinking of alternative ways of dealing with a problem. In addition to encouraging the employee in brain-storming such alternatives, the coach at a later stage can also add to this list of alternatives for further exploration. This should, however, be done only after some time. The employee should primarily take the responsibility of generating alternatives. Decision Making After the alternatives have been generated, the coach may help the employee assess the advantages and disadvantages of each alternative, raise questions on the feasibility of the various alternatives, and help finalise a plan to be implemented. This may, however, be regarded as a contingency plan, to be altered in the light of further experience. Supporting

Organizational Example: The Largest Car Rental Company in North America

Improving Program Quality

Increasing Employee Satisfaction

Enterprise Holdings, the parent company of the well-known Enterprise Rent-A-Car, Alamo Rent A Car, and National Car Rental brands, owns and operates the largest fleet of passenger vehicles in the world today - more than 1 million cars and trucks. It employs 68,000 people, and Forbes ranks it #21 in the Top 500 Private Companies in America.

Enterprise prides itself on promoting from within, so it's no surprise that the company embraced corporate mentoring early on since studies show corporate mentoring helps attract, develop, , and retain top talent. But in 2002, the corporation faced a crossroads in regards to its mentoring program.

Chris Tabourne, Assistant Vice President of Diversity & Inclusion, says, "In 2002, our Employee Opinion Survey revealed that too many of our employees weren't satisfied with the quality of mentoring they were getting."

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Creating a successful Mentoring Program for the Largest Car Rental Company in North America challenged:

The final and, crucial stage of coaching is to communicate support and plan for such support in implementing the agreed action plan. Psychological contract of providing help should emerge after considerable exploration and discussion. Support and help should facilitate in further increasing the autonomy of the employee, and not his dependence on the coach. A system for monitoring and follow up of the action plan may be prepared. This closes the coaching interaction.

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Visit www.myignou.in to download more solved assignments While Enterprise's continued research and employee feedback clearly pointed toward a need to increase the effectiveness of its informal and formal mentoring programs across many, if not all groups and regions, the question became how to accomplish this. Solution: Fostering "True" Mentoring, Designing a Goal-Oriented Program, Getting the Most Out of Technology Enterprise brought in several corporate mentoring vendors to discuss program design and implementation. Management Mentors eventually won the business. We selected Management Mentors because they did a nice job of identifying the opportunities that existed in our mentoring programs at the time, and then providing a fresh approach to improving their effectiveness. Management Mentors shifted our paradigm towards true mentoring by helping us to understand the difference between coaching, which is how most of our programs had always been run, and mentoring, which is what we really needed, Tabourne says. Enterprise identified four key goals it wanted its mentoring program to achieve: ! Provide leadership development ! Increase the diversity of management ! Help improve retention

The initial pilot program involved two groups with a total of six programs and 68 pairs. After Enterprise completed the 12 months of the pilot program, it started an annual roll out in North America that ran for the next three years and averaged about 14 groups per year. Tabourne notes, To date, we've had 44 local groups or about 2700 employees that have participated in the program over the last five years.

As the company's corporate mentoring program grew, so did the opportunities in integrating technology to help streamline the program managers' work. Petrin says, Multiple benefits exist for using an online mentoring system. First, it provides ease of management because everything from forms, reports, and so forth are all in one central place. It can be accessed 24/7. And it's a perfect solution for organizations that have multiple branches or locations." Tabourne remarks, "As we looked at and evaluated the time and effort it takes to manage a mentoring program of our size, the online option made sense. Having MentoringComplete manage the program has made a huge difference in the program's effectiveness. As the person responsible for overseeing a companywide program, having

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Management Mentors President Rene Petrin worked with Enterprise in designing and implementing a program that would meet these objectives. Petrin says, Working with a design team, we were able to transition into a true mentoring model and link mentoring to the four strategic goals while avoiding making the program a performance-based initiative, which had caused the previous programs to be unsuccessful.

! Increase employee satisfaction in the area of mentoring.

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Visit www.myignou.in to download more solved assignments all pairs' information at my fingertips via my computer saves me time and effort in following the progress and success of the program. The time our program managers spend managing the program has been reduced significantly since we added the online system, too. Results: Mentoring Success, Happier Employees, Fulfilled Mentors In Enterprise's current 12-month rolling report, it has 450 pairs at an over 89 percent pairs' retention percentage. Its mentee retention percentage is over 92 percent, including over 94 percent for both women and minorities. In addition, the overall promotion percentage for mentees participating in the program has continued to exceed expectations. As for the "buzz" from employees? Tabourne says, "Both the feedback from the mentees and mentors continues to be terrific. The feedback on how much the program has benefitted our mentors has been a nice surprise. We weren't expecting the great feedback from the mentors on the impact of the program on their own development. In fact, we occasionally get mentors who say they may have benefited more from the program than their mentees. Also, the high retention rate of our mentee's exceeds our initial expectations." Petrin adds, It's always satisfying for me when a client has embraced a true mentoring model and begins to create a mentoring culture. The fact that Enterprise's mentors and mentees have commented they're significantly changed through mentoring supports the research that indicates corporate mentoring, when done properly, is truly transformational and makes a difference to the bottom line. In addition, the program has helped position Enterprise to compete more effectively for top talent. Tabourne remarks, Our formal mentor program is a great attribute to our company's recognition of the needs of our many Gen Y employees we hire. We recognize that today's generation places a high value on training and personal career development. They prefer daily contact with managers to ask questions and ensure they are meeting required expectations or goals. Having a mentor that they can speak with regularly about personal and professional goals is a good way for employees to enhance their access to career guidance. Because we promote from within our organization, our mentors all have been (professionally) where their mentees have been, so they are uniquely qualified to provide helpful advice, guidance, and tips.

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