Master of Business Administration- Semester I Subject Code MB0043 Subject Name Human Resource Management 4 Credits (Book ID:

D: B0909) Assignment Set- 1 (60 Marks)

Q.1 What are the functions that HR attempts to fulfill in any organization.

A. A human Relations Programme thereby attempts at enhancing employeemotivation and workplace morale through an improved three-waycommunications and through employee participation in the decision makingprocesses. Human relations seek to emphasise 'employee' aspects of work rather than technical or economic aspects. For example while it might be in the best interest of an organization to have a employee skilled andcompletely proficient in one job/ set or responsibilities, todays organization provides opportunities for employees to multi-skill and acquire knowledge of new yet related jobs/responsibilities. These acts as a motivator foremployees as they benefit by learning new skills / jobs and given an opportunity can perform and excel in another job. It also seeks to make employment and working conditions less impersonal. The human relations approach emphasises policies and techniques designed to improveemployee morale and job satisfaction. For example it is common place in organizations to provide for / encourage employee empowerment where-in the team brings about creative measures to reduce cost/ improve customer satisfaction. Such teams design and implement self-driven initiatives to bring about the business result. It is believed that this is accompanied by increased employee efficiency and reduction in employee dissatisfaction. An understanding of emerging workplace human behaviour can be summarised as: i) Assist the manager to develop a better realization of how his own attitudes and behaviour play a part in everyday affairs of the team and its morale; ii) Assist the manager to develop a keener sensitivity towards the team

members and interpersonal dynamics. iii) Partner with the managers in helping him drive the business goals and take part ownership of work challenges and how best to resolve them . iv) Enable him to anticipate and prevent problems, or at least to resolve more effectively those that he cannot avoid; and v) Network with other teams with related dependencies and help resolve inter-team business impacting challenges. This Scope of Human Relations springs up from the problems which have many different causes and perspectives. Halloran has stated these as: Every person brings a unique set of talents, ambitions and work experience to a job. These personal attributes change over time, often as a result of the degree of success or failure the person experiences in the work world. Matching so many unique sets of personal qualities to a standardized technology can create problems. The organizational aspects of a company, such as its size, geographic location, economic health, and degree of automation, define the scope of work and the activity in each work division. These frequently arbitrary, structural definitions often cause difficulties in human relations. Innovations in technology and production methods generally require the restructuring of job roles and responsibilities. Radical changes in basicorganizational structure can cause severe strains between employees and management and create intense problems in human relations. Promotion of individuals to positions of greater responsibility and authority generally creates a need for changed behaviour patterns between the new supervisors and their former peers, which in time, can create human relations problems. Inexperienced employees may not be able to perform their roles or tasks in work groups in a competent manner. The time they take to

adjust can not only create problems with production schedules, but can also create particular kinds of human relations problems between them and their coemployees and supervisors. The variety of causes of human relations problems lead to the conclusion that no one programme or single approach can create conditions for good human relations. Therefore, as shared earlier it in common for organizations and individuals in organization to constantly innovate and resolve challenges that will benefit both the organization as well as theemployee. This helps understand the key HR objectives which can be best illustrated by understanding the functions that HR attempts to fulfil in any organization: i) Human Resource Planning estimating the need for resources in order achieve the desired business results. HR plans can be both short term/immediate as well as long term / strategic. The HR team partners with the line managers to understand the business goals and targets for the year and then together plan the HR needs in order to meet the goals. ii) Acquisition of human resources staffing the organizations with the right mix of skills and competencies at the right time. It also includes HR initiatives like promotions and internal job posting to fulfil this requirement for human resources. Staffing teams in organizations are usually a separate group of specialists who work closely with the line managers to understand the skills and competencies needed for the job and engage together to select the best talent for the open positions. iii) Training and employee development focuses on managing training activities to upgrade skills and knowledge as well as soft skills like team building and leadership. The training team is again a group of HR specialists who propose the training program and consult with the line managers to ensure that the program achieves the desired outcomes. iv) Building performance management systems focuses on the

rightprocesses to set goals for performance as individuals/teams and related measurement methods. This is a core HR activity and is supported by the HR generalist. v) Reward systems establishing appropriate compensation systems and reward mechanisms that would reward the desired outcome and results in accordance with the corporate values. This again forms a part of the HR generalists tasks. How employees progress in a organization how they are paid w.r.t. internal and external market factors, what employee benefits are offered, are some aspect that this function redresses. vi) Human Resources Information Systems that would take care of the operational transactions from the time an employee joins till the time theemployee exits, like personnel files, compensation administration, payroll, benefits administration and issuing letters and testimonials. This task is supported by as separate HR operations team who act as a HR helpdesk and provide information to the employees/managers.

Overview of Goals and Plans Overview of Goals and Plans Goal A desired future state that the organization attempts to realize Plan A blueprint specifying the resource allocations schedules and other actions necessary for attaining goals Planning The act of determining the organizations goals and the means for achieving them. Goals and plans have become general concepts in our society . A goal is a desired future state that the organization attempts to realize. Goals are important because organizations exist for purpose an... Chak De Factor - Boosting the HR Career Dear All I am working as Asstt. Manager HR and having around 2.5 years of experience . I got the exposure of basically all the functions of HR. Now i am thinking to boost my career. Prior to in HR from Panjab University I had done B.Tech in Computer Science. As most of you are experienced professionals in this field I want to know the boosting factor which you need to uplift your career. Is there any specific course or diploma which can fulfill the above factor. I have thought of SAP HR also f... STATUTORY REQUIREMENTS FOR NEW ESTABLISHMENT Hai friends I newly joined in one Construction based organization; right now here no any systems and procedures. They are concentration about the construction works only . First I want to fulfill all statutory requirements in this organization. In this regard please guide me what type of statutory requirements I should fulfill immediately? With regards Murali

How a non IT orgamization works? Dear Seniors/Members Can anyone tell how a non It organization works? or how does a non IT organization functions? Enterprise resource planning Enterprise resource planning It is not a question of how well each process works the question is how well they all work together. Enterprise Resource Planning refers to the broad set of activities supported by multimodule application software that helps an entrepreneur manage and co ordinate the important parts of his/her business. It attempts to integrate all departments and functions across a company onto a single computer system that can serve all those different departments' particular... What to highlight excpet fulfilled numbers, on recruitment performance Hi all I am an outsourced recruiter at an internet company. It s time for the management to review our performance and decide whether or not our contract will be renewed. As you can imagine most recruitment needs are toward to developers in a company like this. However I am not the tech sourcer. Mostly I cover other functions and some of which are relatively senior vacancies. It normally takes longer period of time to fulfill and close considering the fact that some give months notice to their p... use of psychometrics in varius functions of HR Dear All I would like to know does the use of psychometrics help in HR Functions. If yes to what extent and what are the applications do you use it for in your organization? Thanks n Regards Awesome message "Start working to fulfill your dream or else Some day someone will put you in work to fulfill their dreams " Can someone please help me and fast???? Can any one answer this for me? I am stumped :confused: Describe the relationship between HR and HRD functions in a large organization. How might a small organization handle the responsibilities of these two areas? HR functions hi I have recently join citehr and have many questions regarding the different functions of HRM in an organization. can anyone help me to find out the answer :idea: HR Generalist Hi Can someone explain in detail what would be the job profile of a HR Generalist. I went through some posts regarding the same topic but I am not very clear about the same. My organization is looking for someone who has skills in all functions of HR. Can I call that profile a HR Generalist s profile? Pls help. Regards Vasudha. Job opening for HR Manager in Hyderabad Our organization has been in existence since 2000 and has been engaged in training and education within Andhra Pradesh. Currently we are in need of an HR professional to effectively assist the Director Administration in handling the HR related functions of the Organization presently employing over 200 people. The candidate should possess an HR post graduate qualification with at least 3 to 5 years comprehensive experience in discharge of all HR functions in the service industry and should be co... HR Cycle

Dear All Greetings I would appreciate your suggestion regarding HR Cycle. Suppose in a company/organization there is no HR at all. What should be the beginning steps to initiate Human Resource functions in that organization? Your valuable suggestion will be appreciated. Ejaz ud Din HR Associate Vlook up Any one can help me to Understand "Vlook up" and its functions. How can an organization befitted from this? what s d different between Ms Excel and "Vlook up". HR in Indian Railways hi dear HR shall we have a chat about HR functions in Indian Railways? Since Indian Railway is the second largest organization in the sense of engaging largest personnels in the world. So we are all should have proud about it. Being a HR person i would like to know about the entire HR functions in Indian Railways. I hope your replies would be more useful to know about it. My querries are what is the key Feature HR policies in Railways.? What are the major problems faced by HR in Railway sector? ... HOW TO DO HR IN R ITS process of examining policies procedures documentation systems and practices with respect to an organizations HR functions. HOW TO UP ? New Organization and Responsiblities Dear All I have joined a new Organization in HR Department which is into IT Solutions. I recently finished my studies and this is my first job. Kindly let me know what all the stratergies Responsibilites and legal functions should be taken care for our organization. My Organization consists of 27 Employees. How can I initiate Provident fund Professional Tax and ESI Acts in our Organization and also let me know how should I be flexible enough to issue leave and Off s to an Organization Regards Pr... budgets hi all can any one help me with how bugets that are allocated to hr department are appropriated to the respected functions of hr. what is the of total budget that is allocated to hr in an service organization. Job Analysis and Job Design Explain the process of job analysis and job design. Discuss different functions related to recruitment selection and outsourcing in your organization or any organization you are familiar with. Describe the organization you are referring to.

Q-2cultural dimensions of indian workforce

Cultural Dimension - Hofstede Greetings Its interesting to hear about your Mphil . Which vertical have you selected to focus ? Are you interacting with a Multilocation based organization for a live understanding ?I look forward to know more about your paper. Regards Nabomita Greetings Please consider the following links. Here s a question you are looking forward to implement it in your organization or you are preparing this as a project in your MBA . Hofstede s Cultural Dimensions Understanding Workplace Values Around... Discussion in CiteHR.com - 5 Replies - Dated: 04-08-2010 Global workforce management Managing a global workforce is one of the key issues that still perturbs the HRs of MNCs world over as well as Indian MNCs. Address this issue and provide your insights in managing the juggernaut uggestions and comments invited ?? Discussion in CiteHR.com - 3 Replies - Dated: 30-10-2009 Diversity among the Workforce?? Hello and Hi My Respected Seniors.... Greetings to you ALL I hear a lot these days about this thorny issue Should Indian companies encourage diversity among its workforce? In my observation Indian MNC s Infosys Wipro TCS Videocon Tata Motors etc. do not have a formal policy to encourage workplace diversity. A few companies have a policy to encourage women employees but nothing beyond that. Infosys has made a good start in having a concentrated efforts to hire from US & European universities ... Discussion in CiteHR.com - 2 Replies - Dated: 11-08-2006 cultural diversity Hi i am doinga research on cultral diversity in workforce but i need more sorces or sites or any literature for my make research excellent.pls help Discussion in CiteHR.com - 1 Replies - Dated: 26-11-2009 Organisation development issues in organisation Here are three questions for blog as a part of curriculum PLS. GIVE YOUR 1. Is existing culture related to time for new change implementation in the organisation .What should be done first ? change culture or change management? 2. Should there be a Strategy for downsizing to tackle human resource ? How? 3. Is there any Role of H.R. in change implementation especially cultural change implementation.How relevant is workforce contribution?Can everything be done with carrot and stick model? Sushan... Discussion in CiteHR.com - 1 Replies - Dated: 13-05-2010 cross cultural communication Dear All Kindly forward ppt or any information you have regarding the following topic highlighting the specific subpoints.It would be a great help Crosscultural communication LIST High mobility of workforce and changing cultural equations at workplace Introduction to culturally plural workforce Influence of culture on business communication Understanding of different values beliefs and practices Sensitivity to verbal and nonverbal behaviour in a plural environment Dealing with discrimination Gen... Discussion in CiteHR.com - 1 Replies - Dated: 06-10-2008 cross cultural communication Dear All Kindly forward ppt or any information you have regarding the following topic

Q-3Explain the human resource planning system? Answers. In simple words Human Resource Planning is understood as the process of forecasting an organization's future human resource demand for, and supply to meet the objectives such as the right type of people in the right number. After this process only the HRM department can initiate recruitment and selection process. HRP is a sub-system in the total organizational planning. Human resource planning is important for helping both organizations and employees to prepare for the future but you might be thinking "Are not things always changing?" Human resource planning is the process by which an organization ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing tasks that will help the organization achieve its overall objective.

Human Resource Planning System. A. Objectives of Human Resource Planning:Human Resource Planning fulfils individual, organizational and national goals; but, according to Sikula, "the ultimate mission or purpose is to relate future human resources to future enterprise needs, so as to maximize the future return on investment in human resources. In effect, the main purpose is one of matching or fitting employee abilities to enterprise requirements, with an emphasis on future instead of present arrangements." The objectives may be laid down for a short term (i.e. for one year). B. Estimating the Future Organizational Structure or Forecasting the Manpower Requirements:The management must estimate the structure of the organization at a given point in time. For this estimate, the number and type of employees needed have to be determined. Many environmental factors affect this determination. They include business forecasts, expansion and growth, design and structural changes, management philosophy, government policy, product and human skills mix, and competition. Forecasting provides the basic premises on which the manpower planning is built. Forecasting is necessary for various reasons, such as:

a) The eventualities and contingencies of general economic business cycles (such as inflation, wages, prices, costs and raw material supplies) have an influence on the short range and long run plans of all organizations. An expansion following enlargement and growth in business involves the use of additional machinery and personnel, and a reallocation of facilities, all of which call for advance planning of human resources. Changes in management philosophies and leadership styles. The use of mechanical technology (such as the introduction of automatic controls, or the mechanization of materials handling functions) necessitates changes in the skills of workers, as well as a change in the number of employees needed. Very often, changes in the quantity or quality of products or services require a change in the organization structure. Plans have to be made for this purpose as well. C. Auditing Human Resources: Once the future human resource needs are estimated, the next step is to determine the present supply of manpower resources. This is done through what is called "Skills Inventory". A skills inventory contains data about each employee's skills, abilities, work preferences and other items of information which indicate his overall value to the company. D. Job Analysis: After having decided how many persons would be needed, it is necessary to prepare a job analysis, which records details of training, skills, qualification, abilities, experience and responsibilities, etc., which are needed for a job. Job analysis includes the preparation of job descriptions and job specifications. E. Developing a Human Resource Plan: This step refers to the development and implementation of the human resource plan, which consists in finding out the sources of labour supply with a view to making an effective use of these sources. The first thing, therefore, is to decide on the policy should the, personnel be hired from within through promotional channels or should it be obtained from an outside source. The best policy which is followed by most organizations is to fill up higher vacancies by promotion and lower level positions by recruitment from the labour market. Currently Human Resource Management Systems encompass: The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial management systems.

The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labour distribution capabilities and data analysis features. Cost analysis and efficiency metrics are the primary functions. The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs. These typically encompass insurance, compensation, profit sharing and retirement. The HR management module is a component covering many other HR aspects from application to retirement. The system records basic demographic and address data, selection, training and development, capabilities and skills management, compensation planning records and other related activities. Leading edge systems provide the ability to "read" applications and enter relevant data to applicable database fields, notify employers and provide position management and position control. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Initially, businesses used computer based information system to:

Produce pay checks and payroll reports; Maintain personnel records; Pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to garner potential candidates for available positions within an organization. Talent Management systems typically encompass:

Analyzing personnel usage within an organization; Identifying potential applicants; Recruiting through company-facing listings; Recruiting through online recruiting sites or publications that market to both recruiters and applicants.

The significant cost incurred in maintaining an organized recruitment effort, crossposting within and across general or industry-specific job boards and maintaining a competitive exposure of availabilities has given rise to the development of a dedicated Applicant Tracking System, or 'ATS', module. The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a stand alone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticmanagers to

approve training, budgets and calendars alongside performance management and appraisal metrics.

Q.4 Elucidate the classification of wages in the Indian System.[10 Marks] ANS. WAGE IN THE CAGE What is a wage board.it is a commission which decides the pay of working and non working journalists... government regulation on journalists press freedom at stake these things may be sounding like a few heavy Volt words. But they hold a strong importance for them who earn their bread from working long shifts struggling to get comments and bytes. Media which is the fourth estate and pillar of democracy is today struggling to get its recognition. There have been Divisions amongst the press owners and journalists regarding the wage board and contract system. In words of senior reporter from STAR NEWS Mayur Parekh in those days journalists and reporters were been exploited a lot. They had limited salary, no job security . He says that was the need of that hour. Had it not been introduced nobody would care and take an effort to be in here. Where we two are standing today. Now allow me to take you through the history of WAGE BOARD it is not a foreign term or some rocket science it is something which is of utter importance to all those who strive to get truth through its roots yes you got it correct and no points for guessing its the journalists who play the role of detective, police, lawyer etc. they not only are the eyes and ears of the common man but also an essential medium through which they communicate. For instance the battle between Anna and government could attract such huge support only because people could actively participate through media. The wage board was first introduced in the year 1956 .But every time it was implemented with some or the other flaws or had some discrepancies in it. During the Narsimha Rao government trade and business were allowed open for foreign companies thus introduction and flourishing of MNCs thus leading to other markets in depression. With divided opinions on each issues the editors of old school think that wage board is against the freedom of press they think it will threaten the functioning.

Q.5 Ms. S. Sharma is the General manager HR of a private educational group. She is planning for the promotion policy for the faculty members. The norms are also ruled by the government policy and criteria. Moreover the options to promote are limited. Suggest Ms Sharma the alternative way to vertical promotion. What are the challenges in implementing that option? [10 Marks] Answer: In Vertical Promotion, employees are promoted from one rank to the next higher rank in the same department or division. This is based on the belief that this leads to effective utilization of experience gained in the same department. It also gives an opportunity to the employees to go up while increasing their specialization in their area of operation. However, it has got one disadvantage. The vacancies may be very few in a department. Me Sharma can promote Faculty member to a Professor, but In this Case a biggest challenge for Me Sharma is, a Lecturer working in a particular Department may not become a Professor or the Head of the Department unless his superiors die/retire/resign. This makes the person frustrated. Besides, this type of promotion limits a person's contact with other departments and does not permit him to enhance his knowledge/expertise with each year's experience. Because his experience would be one or two year's knowledge multiplied by 10 to 15 years rotation. If he does not get his promotion at the right time since the room at the top is limited he will also start disliking his job / organisation. As a result, he becomes counter-productive. As we can suggest to Ms. Sharma to consider the Horizontal promotions as an alternative way to vertical promotion. Under this policy, an employee may be transferred from a position in one department to a position of higher rank in another department or to the same rank in a different department if the transfer gives him an opportunity to acquire greater knowledge and wider experience. E.g. if a Senior Lecturer cannot get promotion in a particular Department for obvious reasons, he may be transferred as Registrar of the University or as Controller of Examinations or Director of Distance Education. However, there is one difficulty. Unless the person is quite dynamic and intelligent, he may find the new assignment a tough one and irksome. To some, it may be a cause for frustration. However, for many, Horizontal promotion even if it is only a paper promotion is a challenge since it allows them job rotation.

Q.6 ABC is an organization that wants to revise the HR policies. Before doing that it want to have some details about the following: What the emplyees think about the company? What do they think ,in the company is going well? What practices in the company they think are not doing well? Get the feedback on managerial effectiveness. Suggest the suitable method to collect the employee opinion and explain the method. [10 Marks]

Master of Business Administration-MBA Semester I Subject Code MB0043 Subject Name Human Resource Management 4 Credits (Book ID: B0909) Assignment Set- 2 (60 Marks)

Q.1 Discuss the factors affecting recruitment? [10 Marks] Ans A human Relations Programme thereby attempts at enhancing employeemotivation and workplace morale through an improved three-way communications and through employee participation in the decision makingprocesses. Human relations seek to emphasise 'employee' aspects of work rather than technical or economic aspects. For example while it might be in the best interest of an organization to have a employee skilled andcompletely proficient in one job/ set or responsibilities, todays organization provides opportunities for employees to multi-skill and acquire knowledge of new yet related jobs/responsibilities. These acts as a motivator foremployees as they benefit by learning new skills / jobs and given an opportunity can perform and excel in another job. It also seeks to makeemployment and working conditions less impersonal. The human relations approach emphasises policies and techniques designed to improveemployee morale and job satisfaction. For example it is common place in organizations to provide for / encourage employee empowerment where-in the team brings about creative measures to reduce cost/ improve customer satisfaction. Such teams design and implement self-driven initiatives to bring about the business result. It is believed that this is accompanied by increased employee efficiency and reduction in employee dissatisfaction. An understanding of emerging workplace human behaviour can be summarised as: i) Assist the manager to develop a better realization of how his own attitudes and behaviour play a part in everyday affairs of the team and its morale; ii) Assist the manager to develop a keener sensitivity towards the team members and interpersonal dynamics. iii) Partner with the managers in helping him drive the business goals and take part ownership of work challenges and how best to resolve them . iv) Enable him to anticipate and prevent problems, or at least to resolve more effectively those that he cannot avoid; and

v) Network with other teams with related dependencies and help resolve inter-team business impacting challenges. This Scope of Human Relations springs up from the problems which have many different causes and perspectives. Halloran has stated these as: Every person brings a unique set of talents, ambitions and work experience to a job. These personal attributes change over time, often as a result of the degree of success or failure the person experiences in the work world. Matching so many unique sets of personal qualities to a standardized technology can create problems. The organizational aspects of a company, such as its size, geographic location, economic health, and degree of automation, define the scope of work and the activity in each work division. These frequently arbitrary, structural definitions often cause difficulties in human relations. Innovations in technology and production methods generally require the restructuring of job roles and responsibilities. Radical changes in basic organizational structure can cause severe strains between employees and management and create intense problems in human relations. Promotion of individuals to positions of greater responsibility and authority generally creates a need for changed behaviour patterns between the new supervisors and their former peers, which in time, can create human relations problems. Inexperienced employees may not be able to perform their roles or tasks in work groups in a competent manner. The time they take to adjust can not only create problems with production schedules, but can also create particular kinds of human relations problems between them and their coemployees and supervisors. The variety of causes of human relations problems lead to the conclusion that no one programme or single approach can create conditions for good human relations. Therefore, as shared earlier it in common for organizations and individuals in organization to constantly innovate and resolve challenges that will benefit both the organization as well as theemployee. This helps understand the key HR objectives which can be best illustrated by understanding the functions that HR attempts to fulfil in any organization:

i) Human Resource Planning estimating the need for resources in order achieve the desired business results. HR plans can be both short term/immediate as well as long term / strategic. The HR team partners with the line managers to understand the business goals and targets for the year and then together plan the HR needs in order to meet the goals. ii) Acquisition of human resources staffing the organizations with the right mix of skills and competencies at the right time. It also includes HR initiatives like promotions and internal job posting to fulfil this requirement for human resources. Staffing teams in organizations are usually a separate group of specialists who work closely with the line managers to understand the skills and competencies needed for the job and engage together to select the best talent for the open positions. iii) Training and employee development focuses on managing training activities to upgrade skills and knowledge as well as soft skills like team building and leadership. The training team is again a group of HR specialists who propose the training program and consult with the line managers to ensure that the program achieves the desired outcomes. iv) Building performance management systems focuses on the rightprocesses to set goals for performance as individuals/teams and related measurement methods. This is a core HR activity and is supported by the HR generalist. v) Reward systems establishing appropriate compensation systems and reward mechanisms that would reward the desired outcome and results in accordance with the corporate values. This again forms a part of the HR generalists tasks. How employees progress in a organization how they are paid w.r.t. internal and external market factors, what employee benefits are offered, are some aspect that this function redresses. vi) Human Resources Information Systems that would take care of the operational transactions from the time an employee joins till the time theemployee exits, like personnel files, compensation administration, payroll, benefits administration and issuing letters and testimonials. This task is supported by as separate HR operations team who act as a HR helpdesk and provide information to the employees/managers. role while choosing the channel for distribution. It may include the buying pattern of consumer, type of the product is perishable, or auto mobile, weight and bulk and it also depends on the company's resources.

the main affecting factors are following.. Organization objectives - If company objective is to have mass appeal and rapid market penetration. type of product - Perishable products should have a short distribution channel, FMCG goods should have a wide reaching, intensive distribution channel. nature and extent of market- Distribution to consumer market or industrial markets would be different channel structures. existing channel for comparable product- company may chose it's existing channel of distribution for relative product. buying habit of customers- Understanding consumer needs and criteria for buying Channel Availability - Channels may not be available Consumption is the scale to measure the total ammount of goods bought for any one economy. There are various factors that affect it: - Prices. If prices are high then consumption will be low because consuming will use up a higher percentage of a person's income. - Inflation. If inflation is low but is rising, then people will want to buy more earlier, so that they get it for a cheaper price as opposed to having to pay for it when inflation is higher. The same applies but reversed when inflation is high but falling. - Taxes. If taxes are very high on goods then people may object to this and not buy goods out of protest or they may not be able to afford goods. Environmental factors can affect health in many ways. First one must recognize that what constitutes there environment is there surroundings. I will just list a few examples and situations. Beach Swimming Water;Dumping of car chemicals on the ground, or into stormwater drain. Using fertilizers that contribute to overgrowth of algae. Not picking up animal wate products. Over harvesting nature's filter feeders (oysters). AnimalsMosquito's; Malaria, West Nile Virus, Dengue Fever, Yellow Fever (must eliminate breeding grounds) Rodents-Hantavirus, Plague (eliminate harborage conditions i.e. excessive trash, open dumpsters) Domesticated Animals-rabies (must vaccinate our animals). Indoor; lead paint, mold in air ducts.Occupational; chemical exposure. There are way to many examples and situations to mention, but to get a better idea check out your local health departments website, and look under environmental health to see what they moniter. Q.2 Right Time is a watch manufacturing company. It has hired 20 people recently for the company. They will be involved in manufacturing, assembling of watches. They will be using different machines and tools for this. What type of training is best for them. What may be the advantages and limitations of the training method? [10 Marks] ANS. The assembly line is often described as a process that uses machines to move material from one place to another, but in practice, machines are not always needed. For instance, mass-market jewelers often use assembly lines in which materials are handed from one worker to another, without the benefit of machinery. At its most basic, an

assembly line is a series of stations at which people or machines add to or assemble parts for a product. One of the values of the assembly line is its versatility: it can be simple, but it has the capacity to be very complex. An assembly line can begin as many different lines each devoted to a different component of a product, with the lines converging upon one another, becoming fewer until only one line is left for the final product. Automotive companies often have assembly lines that begin with raw materials and end five miles away with a completed automobile. A structure for a complex assembly line begins as one main line with stations along it that are fed by lines running perpendicular to it, with each of these side lines feeding components for the finished product. Although the assembly line has occasionally been considered outmoded, it has survived by repeatedly changing its form. Foundations of the Assembly Line The idea of the assembly line has many parents. In the scientific revolution of the eighteenth century, scientists, especially mathematicians tried to quantify what made an industry productive and tried to find ways to make industries more productive. The goal was to create an industry that functioned without human labor. The most important people of the time for the development of the assembly line were the Americans Oliver Evans and Eli Whitney and the Frenchman Gaspard Monge. Evans is known for his invention of the first motorized amphibious vehicle, but his most influential achievement was to design a flour mill. During the late eighteenth century, he used steam engines to power mills that used belt and screw conveyors, as well as moving hoppers, to move grain through the process of becoming flour and then to move the flour to where it could be packaged. While his equipment was not exactly an assembly line, all the basic components were there. Best known for creating the cotton gin, Eli Whitney also contributed to the development of the assembly line with his invention of interchangeable parts. Whitney created machine tools that could create parts so closely resembling each other they could be substituted for one another without harm. In 1798, the United States government ordered 10,000 muskets, and in a preview of the assembly line, Whitney set his employees to work on manufacturing parts that were assembled bit by bit into muskets. A Whitney musket could be repaired in the field with spare parts. Gaspard Monge made his contribution while in Italy during the Napoleonic era. He took the principals of descriptive geometry and applied them to machinery. By breaking a machine down into its component parts, Monge found that he could show how each part related to the others; this would evolve into technical drawing, which allowed people to make machines they had never seen, machines that would share interchangeable parts with any other machine made with the same diagrams. Henry Ford Making automobiles was a hobby for many Americans, and Henry Ford began as a hobbyist, but he brought to his hobby an unsurpassed ambition. In 1899, he started his

own automobile manufacturing company; he wanted to produce cars in large enough quantities to make them available to everyone. In 1908, he divided up the tasks involved in manufacturing an automobile; he broke these tasks down to the function of each autoworker, conceiving of each worker as a part of a machine that made cars. At first, he tried having chassis pulled along factory floors with towropes. Men walked alongside the chassis to stations, at each station parts were added. Manufacturing time for a single automobile decreased from twelve hours to five and one-half hours. In 1913, he installed conveyor belts in his factories. With these, workers stood at their stations, each doing the same repetitive task over and over again. Manufacturing time for one car fell to around an hour and a half. At such a pace, Ford could make a small profit on each car but could make much more money from selling the cars in the millions. By The end of 1914, his employees were the highest paid industrial workers in the world; a worker performing the simplest of tasks could, and some did, become rich. World War II When the United States entered World War II, its heavy industries were charged with manufacturing the matriel for the armed services. The assembly line was crucial to this production. In March 1941, Ford began building a factory and, by the end of 1942, was taking in raw materials at one end, processing them, and producing B-24 bombers. By The end of the war, Ford's factory was producing B-17 bombers at the rate of one every sixty-three minutes. General Motors made an impressive innovation with its production of chassis for combat tanks. Despite being a big and heavy machine, a tank needed to be tight in its joints and fluid in its reactions to the men operating it. With early tanks, the impact of an enemy shell might not breach the American tank's armor but would blow bolts loose in the interior, killing the people inside. The management at General Motors was not alone in realizing that the bolts had to be replaced by welds, but it was their engineers who came up with the assembly line innovation that helped make the welds succeed. Instead of using machines to do thewelding, they employed human welders as craftsmen; they created an enormous machine that could pick up a tank chassis and tilt it quickly to any angle the welders wanted. The assembly line station became a craftsman's shop, with the line responding to the workers rather than the workers just being parts of the machine. Decades later, the Japanese manufacturer Toyota would use a similar machine to weld its automobile chassis, and a similar concept for the work stations. General Motors did them both first. The assembly line affected the lives of American women. Women fit into many assembly line jobs previously only done by men. The assembly line was successful enough at relieving workers of the tasks requiring brute strength. Historians note the millions of American women who left their jobs when American servicemen returned to civilian life; not so often noted is that women workers were so good at their tasks that aircraft manufacturers and auto makers kept many of them employed to handle tasks such as wiring.

Wounded But Still Alive The wear and tear on workers created by relentlessly repetitive physical motions on assembly lines became increasingly public after World War II. Further, factories that relied on an assembly line seemed to have become inefficient. When Japanese automakers began to make inroads into American markets in the 1970s, American industry seemed less than up to the challenge. Toyota had introduced a concept called kaizen, meaning "continuous improvement." The idea was to have assembly line workers participate in the development of a product and to suggest changes even during the production process. This idea harkened back to when Ford and Chevrolet encouraged worker suggestions, back in the late 1910s and early 1920s, saving the companies millions of dollars by pointing out inefficiencies. By the 1980s, it was known as the Toyota Production System. Although General Motors began using robots on the assembly line in the 1960s, it was not until the 1980s that robots were extensively used on the industrial assembly line. Robots could be very efficient at doing certain repetitive jobs, and Japanese manufacturers soon led the world in using them on their assembly lines. Station workers' costs were cut, because fewer workers were needed. Yet, the overall use of robots was by 1990 becoming a failure. Many people were required to maintain the robots and program the computers that directed them. In the 1990s, Ford and Chrysler developed "value engineering," a process by which the basics of a design were kept simple, allowing them to be repeated for several different products; about 70 percent of the parts for a new car would be shared with a previous design. This allowed for quick responsiveness to the public's desires, since a plant did not have to completely retool for each different car model. This development was combined with ergonomic workstations. By Asking workers on the assembly line for ideas, manufacturers discovered that something as basic as moving a convey or belt from the floor to waist height could increase productivity and decrease injuries. With robots proving not to be complete substitutes for human beings, the comfort and care of workers became ever more important. By Creating work stations that were comfortable and by combining work stations into groups, communication among workers increased. Most manufacturers found this led to increased productivity and improvements in quality. The fundamental concept of the assembly line still remains the basis for the most efficient mass production of manufactured good.

Q.3 Write a note on 360 degree appraisal method.[10 Marks] Ans. AMEC is one of the first Federal agencies to use a 360-degree appraisal process. This approach gets its name from a view of performance that puts the performer at the center of a circle. Information about the performer can be collected from all directions around the performer, i.e., from all 360 degrees of the circle. Often this approach also includes self-rating as well.

In 1992, AMEC delayered its management structure and established six expert, selfmanaged work teams. AMEC adopted a multi-rater, 360-degree assessment process to enhance teamwork, emphasize participation, and use multiple perspectives. "The process is more credible, reliable, and valid," says Patrick Moylan, a human resource specialist at AMEC. "Employee confidentiality is protected because raters remain anonymous. Also, we've found that feedback from peers is a strong motivator for improving performance and is an excellent method for recognizing good performance. And, because ratings have been delinked from awards, assessments are used mainly for developmental purposes. This takes a lot of the pressure off the rating process."

Typically, performance appraisal has been limited to a feedback process between employees and supervisors. However, with the increased focus on teamwork, employee development, and customer service, the emphasis has shifted to employee feedback from the full circle of sources depicted in the diagram below. This multiple-input approach to performance feedback is sometimes called 360-degree assessment to connote that full circle. There are no prohibitions in law or regulation against using a variety of rating sources, in addition to the employees supervisor, for assessing performance. Research has shown assessment approaches with multiple rating sources provide more accurate, reliable, and credible information. For this reason, the U.S. Office of Personnel Management supports the use of multiple rating sources as an effective method of assessing performance for formal appraisal and other evaluative and developmental purposes.The circle, or perhaps more accurately the sphere, of feedback sources consists of supervisors, peers, subordinates, customers, and ones self. It is not necessary, or always appropriate, to include all of the feedback sources in a particular appraisal program. The organizational culture and mission must be considered, and the purpose of feedback will differ with each source. For example, subordinate assessments of a supervisors performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the teams or agencys results. The objectives of performance appraisal and the particular aspects of performance that are to be assessed must be established before determining which sources are appropriate. The following pages discuss the contributions of each source of ratings and feedback. In addition,

precautions are listed to consider when designing a performance management program that includes 360-degree assessment. Peer Internal Customer Subordinate Self Peer External Customer Superior

Q.5 Describe the emerging employee empowerment practices. [10 Marks] Ans. Empowerment Institute is a three-part professional training leading to certification. It is based on David Gershon and Gail Straubs world-renowned work on empowerment and their mastery of personal growth facilitation developed over the past thirty years. Their empowerment model is considered by many to be the state of the art in transformational technology. Each participant specializes in one of the six empowerment tracks and is assisted in developing a successful business or career application Part One The Institute begins with a 31/2-day training in which you learn the empowerment model, methodology and personal growth facilitation skills, and apply them to the project you have selected. Part Two In part two, you return home and work within your chosen track aided by Gail or Davids coaching and a master class. Part Three After completing your empowerment project, you reconvene for a final 41/2-day training to debrief your experience, learn from the groups best practices and develop your marketing plan. Finally, you participate in David and Gails acclaimed personal development training program, the Empowerment Workshop. You will benefit personally and professionally as you observe the empowerment tools skillfully applied. Certification

After successfully completing the three-part certification program, you will receive a certificate recognizing your accomplishment as an Empowerment Practitioner in the track in which you have specialized. Track 1 Empowerment Life Coach: David Gershon and Gail Straub have applied their unique expertise to develop a state-of-the-art coaching program. Clients design their entire life over twelve sessions based on the successful Empowerment Workshop curriculum. It allows coaches to market an actual coaching product as well as themselves. Since clients sign up for a twelve-session coaching program, it makes marketing timeand cost-effective. And once a client has finished the twelve sessions, they are predisposed to continue working with their coach to manifest these visions and create the next ones. This coaching program is for both experienced and new coaches. It also lays the foundation for those who wish to transfer these skills to executive coaching. Track 2 Empowerment Workshop Trainer: Gail Straub and David Gershons acclaimed Empowerment Workshop is considered the most effective personal growth training available in enabling participants to envision and create their life dreams. You will learn how to lead this profound personal transformation training. This turn-key training can be used in both conventional personal growth settings as well as those where people face severe life challenges or systemic disenfranchisement. Track 3 Transformational Training Design and Empowerment Facilitation: David Gershon and Gail Straub are masters in the art of transformational training design and empowerment facilitation. The Institute will assist you in creating a transformational training based on your unique content or adding a personal development component to an existing program. A transformational design combined with empowerment facilitation will enable significant learning and growth outcomes unavailable through conventional approaches to education. Track 4 The Practice of Empowerment in Organizations: Developing Talent and Changing Behavior: In todays highly competitive talent marketplace, organizations that want to attract, retain and advance top talent must be skilled at developing people. And as the rate of change in the marketplace accelerates, organizations are constantly trying to help employees adopt the critical new behaviors necessary to keep pace. The Institute provides consultants and managers with a highly effective and proven methodology to enable talent development and behavior change in organizations. It is based on twenty-five years of research and practice and has been applied by hundreds of change practitioners in organizations throughout the world. (clic Track 5 The Practice of Empowerment in Society: As our social systems become increasingly unable to meet the stresses placed upon them, a need is arising in society for profound change. Over the past thirty years, Empowerment Institute has developed, tested and evolved a transformational social change strategy. It has successfully deployed it in the public and civic sectors of society and built the capacity of thousands of change leaders who have influenced millions of people. The

Institute provides social entrepreneurs, non-profits and public sector agencies with the tools, templates and design expertise to integrate this transformational strategy into their change initiative. Alternatively, you can get certified in leading one of Empowerment Institutes community transformation programs: Livable Neighborhoods, Water Stewardship or Disaster Resilient Communities. The Practice of Empowerment and Global Warming: The challenge of our time is how to help humanity successfully respond to the climate crisis. This will require nothing short of a fundamental transformation of our communities, businesses and personal lives. Empowerment Institute has developed a highly successful set of tools for environmental behavior change and community empowerment. Over the past two decades, it has used these tools to help several hundred thousand people in hundreds of communities throughout the world reduce their environmental footprint by 25%. These empowerment tools have now evolved into the Low Carbon Diet behavior change program, Cool Community Campaign and Global Warming Caf. For those who desire to help communities or individuals reduce their carbon footprint, Empowerment Institute offers two certification opportunities: our Cool Community Leadership Program and Low Carbon Diet Coaching Program.

Q.6 Write a note on directive, permissive and participative type of leadership. [10 Marks] ANS. Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority. Students of leadership have produced theories involving traits,[2] situational interaction, function, behavior, power, vision and values, [3] charisma, and intelligence, among others. Early history The search for the characteristics or traits of leaders has been ongoing for centuries. History's greatest philosophical writings from Plato's Republic to Plutarch's Lives have explored the question "What qualities distinguish an individual as a leader?". Underlying this search was the early recognition of the importance of leadership and the assumption that leadership is rooted in the characteristics that certain individuals possess. This idea that leadership is based on individual attributes is known as the "trait theory of leadership". The trait theory was explored at length in a number of works in the 19th century. Most notable are the writings of Thomas Carlyle and Francis Galton, whose works have prompted decades of research. In Heroes and Hero Worship (1841), Carlyle identified the talents, skills, and physical characteristics of men who rose to power. In Galton's Hereditary Genius (1869), he examined leadership qualities in the families of

powerful men. After showing that the numbers of eminent relatives dropped off when moving from first degree to second degree relatives, Galton concluded that leadership was inherited. In other words, leaders were born, not developed. Both of these notable works lent great initial support for the notion that leadership is rooted in characteristics of the leader. For decades, this trait-based perspective dominated empirical and theoretical work in leadership.[4] Using early research techniques, researchers conducted over a hundred studies proposing a number of characteristics that distinguished leaders from nonleaders: intelligence, dominance, adaptability, persistence, integrity, socioeconomic status, and self-confidence, for example.[5] Rise of alternative theories In the late 1940s and early 1950s, however, a series of qualitative reviews of these studies (e.g., Bird, 1940;[6] Stogdill, 1948;[7] Mann, 1959[8]) prompted researchers to take a drastically different view of the driving forces behind leadership. In reviewing the extant literature, Stogdill and Mann found that while some traits were common across a number of studies, the overall evidence suggested that persons who are leaders in one situation may not necessarily be leaders in other situations. Subsequently, leadership was no longer characterized as an enduring individual trait, as situational approaches (see alternative leadership theories below) posited that individuals can be effective in certain situations, but not others. This approach dominated much of the leadership theory and research for the next few decades. Reemergence of trait theory New methods and measurements were developed after these influential reviews that would ultimately reestablish the trait theory as a viable approach to the study of leadership. For example, improvements in researchers' use of the round robin research design methodology allowed researchers to see that individuals can and do emerge as leaders across a variety of situations and tasks.[9] Additionally, during the 1980s statistical advances allowed researchers to conduct meta-analyses, in which they could quantitatively analyze and summarize the findings from a wide array of studies. This advent allowed trait theorists to create a comprehensive and parsimonious picture of previous leadership research rather than rely on the qualitative reviews of the past. Equipped with new methods,leadership researchers revealed the following:

Individuals can and do emerge as leaders across a variety of situations and tasks.[9] Significant relationships exist between leadership and such individual .