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INTERNAL
ASSIGNMENT APPLICABLE FOR APRIL 2019 EXAMINATION
International HR Practices
1. You are a HR
Manager of SYSTEMS Pvt Ltd, an IT services company based in Mumbai. 20
employees of your company are going to UK for a 3 year project and you have to
plan for pre-departure training program. What would be the components of your
pre-departure training program?
2. LITI GROUP is a
leading Financial Institution based in USA and it has presence in more than 100
countries in the world. LITI GROUP is considering the overhaul of its existing
performance appraisal system to establish a full-fledged performance management
system across all the country units. What could be the possible challenges that
LITI GROUP may face in India?
3. In a recent Board
Meeting, Mr. Naresh, MD, said the following, “If employees need to be trained
to perform efficiently in a cross cultural environment and work appropriately,
they require a systematic training process.” You are asked to come up with this
process you being the HR Manager of the company. This company is a leading
Leather manufacturing organization in India. In this background, answer the
following:
a. Which steps will
you recommend for this process?
b. What will the
possible difficulties that you may face during this cross cultural training
program?
Employee Development & Talent Management
1. As the L&D
manager, you are expected to evaluate the effectiveness of the Negotiation
skills and managerial effectiveness training provided to employees. Suggest the
steps in developing a training evaluation process. How would you use the
Kirkpatrick model to evaluate the effectiveness of training?
2. An online digital
marketing firm is hiring extensively for the position of Business Developers
and Website developers. Suggest some talent assessment tools for the positions.
Describe any 2 modern performance management methods can they consider for
better Performance management?
3. Most of the
organizations indicate their interest in developing a good succession plan.
However, Succession plan requires a systematic approach.
a) Suggest the steps
involved in effective succession planning program.
b) How is succession
planning beneficial for organizations?
Strategic HRM
1. How to design an
effective Management Development Program for the senior managers of a
manufacturing firm? And explain in depth, how you would prefer developing your
midlevel employees as a Vice President -HR of a ten thousand employees
manufacturing firm.
2. In December 2018,
after the $3.8 billion Unilever-Glaxo SmithKline deal was announced, the two
sides are said to be forming teams to decide on the “integration or Separation
“of GSK consumer Health care’s 3,800 employees. The merger of GSK Consumer into
Hindustan Unilever will give the Indian unit of Unilever rights to Horlicks,
Boost and Maltova malted beverages. Keeping the nature of deal please explain
the cultural issues in merger and acquisitions along with the effects on
performance of both GSK Consumer Healthcare and Hindustan Unilever.
3. Case study:
Assault case
For Bata, labor had
always posed major problems. Strikes seemed to be a perennial problem. Much before
the assault case, Bata's chronically restive factory at Batanagar had always
plagued by labor strife. In 1992, the factory was closed for four and a half
months. In 1995, Bata entered into a 3-year bipartite agreement with the
workers, represented by the then 10,000 strong BMU, which also had the West
Bengal government as a signatory.
On July 21st,1998,
Weston was severely assaulted by four workers at the company’s factory at
Batanagar, while he was attending a business meet. The incident occurred after
a member of BMU, Anup Dutta, met Weston to discuss the issue of the suspected
employees. Dutta reportedly get into a verbal duel with Weston, upon which the
other workers began to shout slogans. When Weston tried to leave the room the
workers turned violent and assaulted him. This was the second attack on an
officer after Weston took charge of the company, the first one being the
assault on the chief welfare officer in 1996.
In February 1999, a
lockout was declared in Bata’s Faridabad Unit. Middleton commented that the
closure of the unit would not have much impact on the company’s revenues as it
was catering to lower end products such as canvas and Hawai chappals. The lock
out lasted for eight months. In October 1999, the unit resumed production when
Bata signed a three-year wage agreement.
On March 8, 2000, a
lockout was declared at Bata's Peenya factory in Bangalore, following a strike
by its employee union. The new leadership of the union had refused to abide by
the wage agreement, which was to expire in August 2001. Following the failure
of its negotiations with the union, the management decided to go for a lock
out. Bata management was of the view that though it would have to bear the cost
of maintaining an idle plant (Rs. 3 million), the effect of the closures on
sales and production would be minimal as the footwear manufactured in the
factory could be shifted to the company's other factories and associate
manufacturers. The factory had 300 workers on its rolls and manufactured canvas
and PVC footwear.
In July 2000, Bata
lifted the lockout at the Peenya factory. However, some of the workers opposed
the company's move to get an undertaking from the factory employees to resume
work. The employees demanded revocation of suspension against 20 of their
fellow employees. They also demanded that conditions such as maintaining normal
production schedule, conforming to standing orders and the settlement in force
should not be insisted upon. In September 2000, Bata was again headed for a
labour dispute when the BMU asked the West Bengal government to intervene in
what it perceived to be a downsizing exercise being undertaken by the
management. BMU justified this move by alleging that the management has
increased outsourcing of products and also due to perceived declining
importance of the Batanagar unit. The union said that Bata has started
outsourcing the Power range of fully manufactured shoes from China, compared to
the earlier outsourcing of only assembly and come down by 58% from the weekly
capacity of 0.144 million pairs. These steps had resulted in lower income for
the workers forcing them to approach the government for saving their interests.
PS: Weston resigned
on January 30, 2001. This came as a severe setback to the Bata management.
Questions:
a. Maintaining good
industrial relations have always been a problem for Bata. Why? How do you think
Bata can maintain sound industrial relation practices?
b. The role played by
the Bata Mazdoor Union (BMU) seems to have been more of a destructive one than
constructive one in the state of affairs at Bata. Comment.
HR Audit
1. XYZ Enterprises is
a MNC which is taking over a small family owned enterprise called Usha foods.
You have been appointed to do HR audit with the objective of reducing potential
legal risks to XYZ post the merger. What type of HR audit will you do and what
are the steps you will follow to do the same?
2. XYZ Limited is a
software company with offices across India. They have well defined HR policies
and a competent HR team. Every year they conduct an Employee Satisfaction
Survey to assess the level of employee engagement. Last 2 years has seen the
satisfaction scores go down. The biggest drop was in Performance Management
section of the survey. Your firm has been appointed to Audit the PMS and
suggest appropriate steps. What aspects of PMS will you focus on while
conducting the audit?
3. Jahazi Company is
a company that is into operating boats for leisure cruises in Kerala. The owner
of this company, Mr. Nair, now wants to move into International waters by
setting up a base in Singapore, to provide these services in South East Asia.
He plans to have his existing operations head move to Singapore and hire a few
local employees to make up the team. Mr. Nair has appointed your consulting
firm to help him with his business plan. Your firm has suggested doing a HR
audit as part of the process.
a. As the HR Auditor
in charge of the audit, explain the benefits of doing this audit to Mr. Nair
b. What aspects of HR
should the audit focus on?
B2B Marketing
1. M/s Ultra Power
manufactures shoe shine machine named as “Shiny Shoes”. The company plans to
target organizations which has branches across India. Explain various types of
Marketing Communication mix that the company should use to sell “Shiny Shoes”.
2. M/s Surya doesn’t
use any latest technology to do business or to interact with customers or even
employees. The customers have complained about the same in the past. Explain
any five technologies that can be introduced in the organization to improve the
processes. The primary aim of the information technology should be to upgrade
the business and satisfy customers. Explain the importance of each technology in
brief.
3. M/s Sunflakes is a
pharmaceutical company having its production facilities in Pune, Bangalore and
Kolkata. The company is facing difficulty in distribution of its products.
a. Design and explain
the levels that will be involved in the distribution of pharmaceutical
products.
b. What techniques
should M/s Sunflakes use to keep its channel members trained and motivated?
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