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Tuesday 25 September 2012

IIBM Examination Paper MM.100 Human Resource Development & Training: contact us for answers at assignmentssolution@gmail.com



Examination Paper: Human Resource Management

1

IIBM Institute of Business Management

IIBM Institute of Business Management

Examination Paper MM.100

Human Resource Development & Training

Section A: Objective Type (30 marks)

· This section consists of Multiple Choice and Short answer type questions.

· Answer all the questions.

· Part one questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

Multiple choices:

1) Who used the term ‘Intellectual Capital’ for the first time?

a. Alvin Toffler

b. Tseng and Jiao

c. J K Galbraith

d. Rouibah and Ould-al

2) Organizational behavior is a:

a. Micro perspective

b. Macro perspective

c. Neo perspective

d. Latent perspective

3) Ethics in H R Development means:

a. Accepted behavior

b. Rejected behavior

c. Unexpected behavior

d. There is no term like, in HRD

4) What does ‘s’ stands for in COPS for conducting a detail HR analysis?

a. Shell

b. Swap

c. System

d. Site

5) In generic HRD model, training and development lies:

a. At bottom level

b. In middle level

c. A top level

d. Not a part of this model

6) Under the development part, the instructors use to focus on:

a. Skills of the learner

b. Process of the learner

c. Concepts of the learner

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

d. No focus

7) Gap is:

a. The difference between competency model and current state

b. The difference between ideal state and current state

c. The difference between ideal state and competency model

d. None of the above

8) According to Hamblin there are …… levels at which evaluation can be made.

a. 3

b. 4

c. 5

d. 7

9) Norm reference tests are:

a. Tests designed to measure degree of learning

b. To maximize the individual differences an for comparing them with externals.

c. To test the learner has mastered the taught one or not.

d. None of the above

10) David Kolb gave the idea that learning is a:

a. Linear process

b. Slow process

c. Unlimited process

d. Circular process

Part Two:

1. Explain PCMM (People Capability Maturity Model) approach for HRD.

2. Write a short note on ‘HRD Strategy model’.

3. Explain the utility of ‘Training Process Pyramid’.

4. What are ‘on-the-job’ and ‘off-the-job’ techniques of training and development?

END OF SECTION A

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

Section B: Caselets (40 marks)

· This section consists of Caselets.

· Answer all the questions.

· Each Caselet carries 20 marks.

· Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1

Introduction to the organization:

XYZ Company was established 20 years ago, to manufacture gearbox components for diesel

engines. It employs around 250 people, having a head office, which employs a wide range of

personnel who are generally well educated and enthusiastic about their work, and a factory, which

employs semi-skilled local people who are generally disinterested in the products of the company

and who have an instrumental attitude to work, seeing salary as the only reward.

Brief Description of the Problem:

The performance of the Company has not been good and the records revealed the following facts:

· Wastage within the factory was costing the Company approximately Rs. 100,000 a month.

· There was wide spread differences in individual work standards

· Processes were non-standardized resulting in repeated problems

· Management made all decisions and cascaded the result down to employees

· The top management became concerned about the performance of the factory and they hired Mr.

Tanmoy Deb, an OD consultant to study the problem and suggest specific changes to

relationships and tasks with the following objectives:

· To review and improve communication systems.

· To restructure the organization and to review teamwork and quality practices.

· To review leadership issues across all levels.

Mr. Tanmoy Deb carried out discussions, interviews and surveys and made the following

observations:

· There’ and ‘us’ attitude was widely prevalent between head office and factory personnel

· Production personnel lacked technical skills

· Factory employees felt alienated from sharing the Company’s success

· Production systems were adhoc and defective because of frequent variations in standards set

· Many times raw material was found to be of inferior quality

· Rigidly defined job descriptions

Questions:

1. What in your view are the central human resources issues involved in this case?

2. What strategy should Mr. Tanmoy Deb develop and implement for improving the present

system?

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

Caselet 2

Introduction to the organization:

XYZ Company is an existing profit making FMCG Company. The company has 600 personnel

and has branches all other the country. It has a separate training department with a Training

Manager, Mr. A.P. Mohan as its head who is supported by two qualified training officers. Mr.

Mohan has been in the company for the last 8 years and is very efficient.

Brief Description of the Problem:

Mr. Mohan wants to leave the organization. He is fed up with organizational politics. He is

dissatisfied and infact frustrated. There are several reasons attached to it. First and foremost is

that he is not paid adequately despite the fact that he has brought 12% growth in revenue to the

company. Second reason is that he is not consulted and constantly neglected while making

decisions on training aspects. Lastly, he considers himself to be a victim of politics played in the

organization. Production Manager is constantly hurting him and interferes with the work. Dr.

Ashok Sarao, boss of Mr. A.P. Mohan does not want him to leave the organization, as he knows

that the effectively will come down if he leaves. Dr. Ashok tries to convince Mohan that he

should adjust himself with the environment and also talk of how Mohan is constantly neglected.

He talks of how politics is played in the organization and strengths and weaknesses of Mohan but

does nothing to convince Mohan. Rather he says that they have to adjust, as they are part of

family run business. In this setting, personal equation rather than merit works. Mohan is not

convinced, and says he is leaving.

Questions:

1. Why a high performer like Mr. Mohan decided to leave the organization he has been long

part of?

2. Do you think Mr. A.P. Mohan took the right decision to leave the organization? What would

you have done if you were in his shoes?

END OF SECTION B

Section C: Applied Theory (30 marks)

· This section consists of Applied Theory Questions.

· Answer all the questions.

· Each question carries 15 marks.

· Detailed information should form the part of your answer (Word limit 200 to 250 words).

1. Trace out the changing paradigm of growth. Why has human resource development assume

greater importance in present time?

2. Training effectiveness is crucial for the success of the training department. How will you

ensure it?

END OF SECTION C

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

IIBM Institute of Business Management

Examination Paper MM.100

Industrial Relations

Section A: Objective Type (30 marks)

· This section consists of True and False & Short Answer type questions.

· Answer all the questions.

· Part One questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:

True and False:

1. Central Board of Workers Education (CBWE) was set up in 1986.

2. The joint Departmental Councils are encouraged to hold annual meetings, a scheme which

was initiated in 1970.

3. The lockout of the pilots was lifted from 3rd November, 1974.

4. The Employers federation of India formed in 1936.

5. Indian Jute Mills Association (IJMA) was formed in 1887.

6. All India Trade federation was established in 1921.

7. In India, the foundation of modern industry was laid between 1850 and 1860.

8. HMS stands for Hind Maha Sabha.

9. A feature of Indian trade unionism is not the multiplicity of unions.

10. Standing Orders may provide as to who should enquire.

Part two:

1. Who are ‘Blue Collor’ workers?

2. What are the basic causes of ‘Grievances’?

3. Write a note on ‘Payment of Gratuity Act, 1972’.

4. Explain ‘Walker’s Model’ for worker’s participation in management.

END OF SECTION A

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

Section B: Caselets (40 marks)

· This section consists of Caselets.

· Answer all the questions.

· Each Caselet carries 20 marks.

· Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1

(A)HISTORY OF THE FIRM:

Bombay Electricals was started in 1940 by Mr. Desai, a refrigeration engineer, as a proprietary company.

In 1941 he ran short of money and approached Mr. Khanna, Chairman of a large group of companies, for

help. Mr. Khanna decided to invest capital in the company and thereby obtained 75% control. The

company was later registered in 1945 as a Public Limited company but management was left all this time

in the hands of Mr. Desai. Until 1947 the company showed substantial losses because Mr. Desai started a

number of new product lines but did not stick to any long enough to establish either the production or the

markets. Nor did he make any study of the existing markets or production in the country before

introducing any of the products. This was a period in which the company launched and finally gave up a

number of products all of which resulted in severe losses. In 1947 two senior offices from the group were

brought into Bombay Electricals Company. Mr. Jain, an engineer by qualification, had served the Group

for twenty years and was appointed Works Manager. Mr. Sharma who had also been with the Group for

18 years was made Finance and Sales Manager. Within six months after Jain and Sharma joined the

company, Mr. Desai decided to retire. Mr. Jain was made General Manager (Works) and Mr. Sharma,

General Manager (Finance and Sales). At this stage management of the company rested with a part-time

Chairman, Mr. Khanna, who was also the Chairman of the parent Group, and with the two General

Managers. There were six superintendents for each of the manufacturing departments plus a sales

manager and an accountant. In 1949 the company took two decisions: (1) to suspend manufacturing all

products except those which could be manufactured by mass production methods, and (2) not to compete

with the small scale or cottage industry in any of its production lines. They agreed to concentrate only on

the manufacture of refrigerators and air conditioners. In the decade between1950-60, the company made

impressive progress and sustained a steady growth in production and in domestic and export sales. The

following figures show the employment and net income.

Year ending March Employment Net income in Lakhs

1947

1950

1960

500

750

3500

150.00

250.50

925.00

(B)FINANCIAL STATUS:

The company’s financial and cost position had deteriorated markedly between1958-1960. The rate of

equity divided declared was calculated by the company as 20% in 1956, 1957 and 1958; to 0.5 lakh in

1960. In 1960 if it had not been for 10 lakhs on profit on import entitlement and 18.50 lakhs on ‘other

income’, the balance available for equity dividends would have been a negative figure. The short-term

financial position of the company in March 1960 was tight and it faced a stringent cash position. The

costs on inventories too were high, imposing strain on the financial position. The finished stock levels in

March 1960 were equipment to a little over eight weeks production; in process stocks were equivalent to

about ten weeks production; and raw materials stocks were sufficient for about 15 weeks production. The

table below gives the expenditure on labour between 1958-1960:

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

Year ended

March

Salary and

wages per

employee

Profits bonus per

employee

Other

expenditure per

employee

Total per

employee

1958

1959

1960

5344

5131

5434

400

346

286

217

317

576

6021

5793

6296

Separating these figures for workers from clerical staff, the cost per worker was Rs. 6,000 per year. The

comparable figures of earnings in other industries averaged Rs. 1,400 in 1960. Thus workers’ earnings in

Bombay Electricals were nearly four times the industry average. Furthermore, the earnings of the

employees in the company increased at an average of 13% between 1958 and 1960.

During the same period the figure below compares the physical output and average real earnings

(the figure of the real earnings is reached by allowing for the shift in consumer price index for the period).

Year Index of physical output per

employee earnings

Index of average real earnings

per employee

1958

1959

1960

100

133

123

100

120

108

(C) TECHNOLOGICAL STATUS:

When, in 1948, Bombay Electricals Limited decided that the company would not compete with the small

scale or cottage industry and would manufacture only those products which could be manufactured

economically by mass production techniques, it suspended the manufacture of small tools, at that time a

profitable product. The exclusive products on which the company concentrated were refrigerators and air

conditioners. Consequent upon the technical decisions to manufacture on mass production lines, highspeed

and special purpose machinery was gradually installed in the plant. The decision resulted also in

the setting up of an industrial engineering (work study) department and a vast development department.


withdrawing the charge sheet.

(b) A peon was found asleep on his job and was charge sheeted. Repeated agitation led to withdrawal of

the charge sheet after top level discussions.

(c) At bonus time every year there were demonstrations. Workers left their departments, surrounded the

senior officers and indulged in drum beating until a settlement was reached.

(d) At the same time the company carried out a programme of expansion with all the attendant changes in

the departments. No serious difficulty was faced by the company in introducing technology change or in

increasing productivity per worker.

(F) THE STRIKE

In 1960 when the bonus was declared, the employees agitated in the same as they did in previous years.

The difference between the offer made to workers and the quantum demanded by them was about Rs. 30/-

(thirty) per employee. Unlike other years, the negotiations failed and the employees gave 15 days notice

to go on strike. The matter was taken up for conciliation by the State Labour Commissioner but the

dispute could not be settled. On the appointed day, the strike began and six anxious months went by

before a settlement was reached.

This case raises some highly interesting and significant questions:

Examination Paper: Human Resource Management

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IIBM Institute of Business Management

Questions:

1. Similar problems which caused this strike in 1960 were satisfactorily resolved in the past in Bombay

Electricals. Why could not the differences be settled in 1960?

2. Inspite of high earnings by employees, why did they choose to go on strike for a relatively small

difference of Rs 30/- in their demand preceding the strike?

Caselet 2

THE ORGANIZATION

Thomson and Richards, two technocrats from Holland, both in the age group of late 30s came as

consultants to Calcutta with French Company on a project assignment in 1940. They were quite

impressed with Indian culture and decided to settle down in India. Upon completion of their project, they

started their own company under the name Thomrich Pvt. Ltd. which manufactured agricultural

equipments. Encouraged by the performance of the company, they ventured into the manufacturing of

fertilizer manufacturing equipments in 1944 under the same banner. Their entrepreneurial skills and

success promoted them to diversify their business into manufacturing of lubricants in 1951, and

subsequently to electrical gadgets for industrial use in the year 1970. In the same year, they pioneered the

manufacturing of hovers at Chennai. In 1992, Thomrich Pvt. Ltd. entered the tractor segment and

established its plant at Gwalior, M.P. It entered into the tractor segment when another company KCP had

already established its reputation as a sole reliable brand. Unaffected by the competition, they started their

brand of tractors and soon, after three years they started manufacturing cultivators too. So far Thomrich

had a smooth sailing. With the coming of liberalization and globalization in the 1990s, Thomrich did not

remain untouched by the surmounting pressures of MNCs venturing into the Indian market. This made

them sell one of their profit-making divisions, i.e., the fertilizer manufacturing to a leading Indian

business house, to concentrate on their core competency areas. To add to the woes, the rumours of

Elegators, the world’s No. 1 tractor manufacturer foraying into Indian market gave sleepless nights. Being

protective, the company decided to enter in a collaborative venture with Wooge of France, the world’s

No. 2 tracror manufacturer, and rechristened itself to Thomrich-Wooge Pvt. Ltd. In the year 2002, they

improvised the then existing model in terms of efficiency by reducing its cycle-time, thereby becoming

No. 1 in the country. The company considered this product as flagship product, although it had not been

takes the place of KCP Tractors, despite improvisation in its efficiency. The company was purely

technocrat in nature with an annual turnover of Rs. 10,000 crores. With

Thomrich-Wooge Pvt. Ltd. contributing Rs. 125 crores to it. The Gwalior unit had a total strength of 308


MNCs had 15-18 hours of working, but the changing orientation of employee made them feel that they

were handsomely compensated. S. Abraham apprehended further deterioration due to the influence of

Dollar Packages, which was unaffordable for Thomrich-Wooge Pvt. Ltd. The market conditions were

already tight with too many competitors, prices being down, customers becoming more demanding and

choosy, making the inputs scarce for the unit. Abhraham was considering the options of overcoming the

exodus of executives by increasing the efficiency with lesser input for which the company would have to

minimize its task force. This would tarnish its employee friendly image. The other was to increase the

profits by exploring new markets. The Indian market by now was already flooded with many players,

leaving the international market as the only option, which was equally a hard nut to crack. Abraham felt

trapped in a highly volatile situation, where he fumbled for a speedy and pragmatic remedy.

Questions:

1. Was the company’s decision to enter the tractor segment right, when KCP had already captured

the market?

2. Had you been Abraham, how would you tackle the present situation?

END OF SECTION B

Section C: Applied Theory (30 marks)

· This section consists of Applied Theory Questions.

· Answer all the questions.

· Each question carries 15 marks.

· Detailed information should form the part of your answer (Word limit 200 to 250 words).

1. What is inflation? Compare its role with money and the real earning of the Industrial workers.

Use appropriate data to justify your answer.

2. How can the bargaining affect the workers as well as the firm? “It is a method of wage fixation.”

Evaluate.

END OF SECTION B

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