M.B.A.
Executive
Batch 2021-2023
IV Semester
HR Specialization
Subject: Talent Acquisition and Management
Assignment – 1
Read the case carefully and answer the questions given below:
Jennifer, the owner and manager of a company with ten employees, has hired you to take
over the HRM function so she can focus on other areas of her business. During your first two
weeks, you find out that the company has been greatly affected by the up economy and is
expected to experience overall revenue growth by 10 percent over the next three years, with
some quarters seeing growth as high as 30 percent. However, five of the ten workers are
expected to retire within three years. These workers have been with the organization since the
beginning and provide a unique historical perspective of the company. The other five workers
are of diverse ages.
In addition to these changes, Jennifer believes they may be able to save costs by allowing
employees to telecommute one to two days per week. She has some concerns about
productivity if she allows employees to work from home. Despite these concerns, Jennifer
has even considered closing down the physical office and making her company a virtual
organization, but she wonders how such a major change will affect the ability to
communicate and worker motivation.
Jennifer shares with you her thoughts about the costs of health care on the organization. She
has considered cutting benefits entirely and having her employees work for her on a contract
basis, instead of being full-time employees. She isn’t sure if this would be a good choice.
Jennifer schedules a meeting with you to discuss some of her thoughts. To prepare for the
meeting, you perform research so you can impress your new boss with recommendations on
the challenges presented.
Questions:
1. Point out which changes are occurring in the business that affect HRM.
2. What are some considerations the company and HR should be aware of when making
changes related to this case study?
3. What would the initial steps be to start planning for these changes?
4. What would your role be in implementing these changes? What would Jennifer’s role
be?
Assignment – 2
Read the case carefully and answer the questions given below:
Jennifer was getting frustrated. With only a few employees, the company kept a paper-based file for
each employee with personal information, benefits forms, and so on. She and Pierre had decided to
outsource payroll, but she still had to spend several hours every two weeks gathering payroll
information, such as regular hours, overtime hours, vacation time and sick time that had been taken,
and so on, to send to the payroll company. The benefits information and calculations were supposed
to be carried out by the payroll company, but there had been several instances where mistakes had
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been made. Jennifer and Pierre discussed the issue and decided that as a high-tech company, they
should investigate the possibility of computerizing their employee files and information. Even with a
very small number of employees, they both thought it might be easier for them to use HRIS. They
have asked you, their management consultants, to provide answers to the following questions.
Questions
1. What data should be stored for each employee? How would the company use these data?
2. Conduct an HRIS needs analysis for the company.
3. Would you recommend an HRIS to Jennifer and Pierre? If so, what kind of system?
Assignment – 3
Read the case carefully and answer the question given below:
Is a multi-division, multi-locational largest department stores based in New Delhi. The stores directly
sells to its growing number of customers, variety of consumable goods and electronics items of
household requirements.The proprietors have decided to start in about a year’s period from now on
(4) four more departmental stores in the cities of Mumbai, Chennai, Bangalore, Kolkata. The Director
In charge of this expansion plan is not aware of the planning recruitment and selection techniques of
the modern time. you must make a manpower plan for this project. The requirements of experienced,
fresh personnel in various activities of the departmental stores to start in the cities may be assured .for
large store. The departments will include, HR, accounts, finance, purchase marketing, sales, stores,
security, go down keeper,. warehousing and transport (by their own trucks).
(a) Draw a manpower plan for each store m each city.
(b) Mention sources of manpower to be recruited, and the type of employees to be
engaged, giving their specification.
Read the case carefully and answer the questions given below:
When Adite Technologies Ltd. (ATL) moved one of their divisions to Bangalore, the branch manager
in Mumbai decided to transfer those employees who did not wish to go to Bangalore to other local
divisions. Ten of the thirty chose to stay and be transferred to another division. Madhuri was one of
those. She was assigned to the computer moving head division. When Madhuri reported to the new
job, Narendra Kumar, her new supervisor, told her he did not know whether or not he would have a
permanent position for her. For three days Madhuri sat and watched other employees at their work.
On Friday, Narendraannounced that their division had received another big contract and he would
brief Madhuri on her new assignment on Monday.
Madhuri arrived at 9.00 a. m. Monday morning and waited anxiously to learn about her new job.
Narendra did not arrive until 10.30. He was being briefed on the new contract, he said, and would not
be able to meet Madhuri before lunch. At 1.30 p.m.
Narendra returned to show Madhuri the operation, “we are reworking model 10- D and it only
requires changing two spot welds. With this jig, you can turn one out in about three to five minutes.”
Narendra added, “By the way, you will be the quality control supervisor on this job. Just double check
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these six spots on the blueprint write on the blue .” He did not prints or mark areas in any way.
Madhuri was given no idea how important the checks might be. “Pleasewatch me”, said Narendra to
Madhuri, taking up the welding torch. “Anyone can do it easily,” He repeated the operation five or six
times. Madhuri tried it and experienced no difficulty. Neither of them checked their reworked pieces
with the blue r print to see if they would pass the quality control check and as a result, Madhuri never
checked any pieces after that demonstration. Narendra did not see Madhuri again until Friday. During
the week several things happened. More than half the motors did not work correctly by the time the
assembly. It y reached the final could not be determined whether the faulty motors were the result to
Madhuri’s work or the result of a lack of quality checks. A box of 20 parts had been approved by
Madhuri since her initials were on but she h the inspection card, had not made the necessary
alternations. That was when Narendra found time to talk to Madhuri again.
Questions:
(a) Identify the issues inherent in this case.
(b) What incidents showed that Narendra was not performing a good job as a trainer?
(c) If you were Narendra, what would you have done performance?
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Subject: Strategic HRM
Assignment-1
Q1. Explain the concept of Strategic Human Resource Management. Also discuss how organizations
can integrate human resources in strategic decision making?
Q2. Choose an organization of your own and explain how do they have followed up Organizational
Restructuring.
Q3. “Business level strategies affect have an effect in international market &its working.” Elaborate.
Q4. How are Mergers, Acquisitions & Joint Ventures contrasting from each other? Explain using
examples.
Assignment-2
Read the case & answer following questions
Based in Seattle, Washington, Amazon’s sales grew 14 percent to $4.65 billion in the second quarter
of 2009; the firm’s worldwide electronics sales grew 35 percent. CEO Jeff Bezos’s strategic plan for
Amazon is to make the firm the “Wal-Mart of the Internet” through heavily discounted prices and
expansion into more and more product offerings as well as free shipping. Amazon prides itself on
offering the lowest prices anywhere on any- thing, and the firm is charging ahead as brick and mortar
retailers falter, declare bankruptcy, and even liquidate. Amazon has no retail stores, just inventory
warehouses. Therefore the firm has low fixed costs. Its primary online rival, E-bay, is incurring
declining revenues and profits. Amazon is the largest online bookseller in the United States and is
making its Kindle e-books available for reading on Apple’s iPhone and iPod Touch devices. E-books
is a rapidly growing segment of the publishing business. Barnes & Noble recently acquired e-book
firm Fiction wise for $15.7 million, and Google is getting heavily in the e-book business. Sony
Electronics recently formed a partnership with Google to compete against Amazon in the growing
digital books market. Amazon’s Kindle electronic book reader is under attack from the partnership
that enables readers to use the Sony Reader device to access more than half a million public domain
books from Google’s digital book library.
Amazon sold about 500,000 Kindles in 2008 and expects the Kindle could bring $3.7 billion
in annual revenue by 2012. In July 2009, Amazon lowered the price of its Kindle product
from $359 to $299 in an effort to make Kindle a blockbuster hit.
What started as the planet’s biggest bookstore has rapidly become the planet’s biggest
anything store. The firm’s main Web site offers millions of books, music, and movies (which
still account for the majority of the firm’s sales), not to mention auto parts, toys, electronics,
home furnishings, apparel, health and beauty aids, prescription drugs, and groceries.
Customers can also download books, games, MP3s, and films to their computers. In addi-
tion to Kindle, Amazon provides other products and ser- vices too, such as self-publishing,
online advertising, and a Web store platform. The firm is capitalizing on a huge consumer
shift toward online shopping during a recession.
Some states are strapped for cash and are forcing retailers to collect taxes on online sales.
New York passed an Internet sales tax law in 2008. North Carolina, Hawaii, California,
Maryland, Minnesota, and Tennessee are close to passing similar laws. Amazon is fighting
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these laws. Amazon collects sales tax only in the state of Washington, where it has offices
and ware- houses. In mid-2009, Amazon ended business relation- ships with marketing
affiliates in North Carolina, Rhode Island, and Hawaii to avoid collecting sales tax in the
state. A marketing affiliate can be defined as a business that gets a sales commission by
featuring links to out- side e-commerce sites on their own Web site. There are mounting
tensions between online retailers and
cash-strapped states across the country. Amazon con- tends that it is unconstitutional to
require sellers with no physical presence in a state to collect sales tax on sales to buyers in
that state.
Questions:
1. How did Amazon use its strategies in various segments?
2. Pen down various Strengths & Weaknesses of Amazon with relevance to case study.
Assignment-3
Johnson & Johnson (J&J)
Founded in 1886 and based in New Brunswick, New Jersey, J&J produces a wide variety of
health-care products, ranging from baby powder to Listerine to joint replacement parts to
pharmaceutical drugs. J&J is a gigantic well-managed company that pays the fifth highest
dividend amount annually of any firm in the world.
Among all the corporations in the world, Fortune magazine rated J&J as number 5 on their
2009 “Most Admired Companies” list. J&J’s revenues for 2008 increased from $61 billion to
$63 billion when most firms endured revenue decreases. Also for calendar 2008, J&J’s net
income increased to $12.9 billion from $10.5 billion when most firms experienced dramatic
losses.
J&J’s CEO, Bill Weldon, says, “Our Credo, laid out by Robert Wood Johnson in 1943, still
governs J&J. Our Credo really sets our priorities. And our first priority is to the people who
use our products—to make sure we’re supplying them with quality products,” he says. J&J
applicants must read the credo before being hired, and Weldon says that anyone transitioning
into a leadership position in the company spends two days with him, J&J’s HR boss, and
general counsel talking about how the credo “has shaped our organization and decisions”
over 66 years.
If you get sick, you likely will begin using J&J products. The diversified giant operates in
three segments through more than 250 operating companies located in some 60 countries.
The J&J Pharmaceuticals division makes drugs (including schizophrenia medication
Risperdal and psoriasis drug Remicade) for an array of ailments, such as neurological
conditions, blood disorders, autoimmune diseases, and pain. J&J’s Medical Devices and
Diagnostics division offers surgical equipment, monitoring devices, orthopaedicproducts, and
contact lenses, among other items. The consumer segment makes over-the-counter drugs and
products for skin and hair care, oral care, first aid, and women’s health.
In mid-2009, J&J agreed to acquire the small cancer drug-developer Cougar Biotechnology
for about $894 million in cash. Cougar has an excellent drug for late stage prostate cancer.
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J&J’s purchase price of $43 a share was a 16 percent premium over Cougar’s closing stock
price.
J&J reported second quarter 2009 net income of $3.21 billion and sales of $15.24 billion.
During that quarter, sales of J&J’s Remicade treatment for rheumatoid arthritis rose 24
percent to $1.1 billion. In July 2009, the company acquired a minority stake in Elan
Corporation, which makes Alzheimer’s drugs.
Questions:
1. Analyse & Evaluate the case.
2. How was J&J doing great in weak economy? Explain.
3. What strategic measures were used to gain competitive advantage by J&J?
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Subject-International human Resource Management
Assignment-1
Ques1. Explain the six complexities faced by an HR ,when the organization
goes from Domestic level to International level?
Ques.2.What is culture?What are the main factors that formulates culture of any
Person?
Ques.3.Explain the main four cultural dimensionof Hofstede model ?
Ques.4.Explain the nature and steps involved in organizational structure?
Assignment-2
Ques.1.Write the name and explain various types of organizational structure
globally?
Ques.2.What are formal and Informal Control Mechanisms?
Ques.3.Explain the expatriate system? Also write about expatriate failure
situation.
Ques.4.Explain briefly about complexities of International Compensation
Package?
Assignment-3
Ques.1.Explain the concept and need of IHRM?
Ques.2.What are the types of training and development in IHRM (global
training)
Ques.3.Explain future trend and challenges in context of International human
resource management?
Ques.4.What are the various Approaches to international compensation
management?
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Subject: Organizational Development
Assignment 1
Q1) Explain the concept and process of organization development (OD)?
Q2) What is action research? What is its role in OD?
Q3) What is organizational intervention? What is the meaning of depth of
intervention? Explain with illustration.
Q4) Write note on: (a) system ramification (b) emerging trends in OD
Assignment 2
Q1) Explain how “change management” is useful in the present day business scenario
characterized by rapid changes?
Q2)State differences and similarities between Lewin’s model and Levitt’s model of
change management?
Q3) “Communication holds the key in any change management process.” Justify your
answer.
Q4) Write note on: (a) relevance of learning organization (b) environmental
assessment
Assignment 3
Q1) What is OD? How it is useful in changing business environment? Discuss main
characteristics of OD process?
Q2) (a) Differentiate between OD and HRD?
(b) Differentiate between OD and Organizational Transformation (OT)?
Q3) Explain issues involved in consultant client relationship and power politics in an
OD program?
Q4) Discuss intergroup interventions in detail.
