NMIMS Sept 2019 Assignments: assignmentssolution@gmail.com

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Customized assignments NMIMS assignments September 2019

Course: Organisational Behaviour

1. Rajesh and Karan are peers and they are working as sales executive in a pharma company. While Rajesh loves his work and find it very interesting but under same circumstances Karan detests his job, also finds it to be very taxing. Select the best school of thought on stress to explain that with the same working condition and same treatment why Rajesh and Karan are feeling so differently. (10 Marks) 

2. Sana is finding it very difficult to make friends at her workplace. She stays aloof and does not bond with anyone. Her performance is also not great. She proactively met a psychologist to understand herself better. The facts which unraveled were associated with her young age that she was raised by a caretaker who used to beat her from infancy. Also no one supported her for the decisions she took. Sana’s family never understood her and also her childhood friend betrayed. Imagine you are Sana’s psychologist and hence need to explain her the Freudian Stages of personality development and how it had impacted her. Conclude by giving your suggestion to Sana to overcome this issue. 
(10 Marks) 
3. Sameer is working as Vice President (IT) and Jatin is Advisor to the CEO. Sameer never arrives for any meeting on time and also delays the work given to his team. He likes to make people wait for him as he knows with the input of IT head the meeting would never be successful. 

Get at nominal fee NMIMS September 2019 assignments: Contact for solutions at assignmentssolution@gmail.com

Customized assignments NMIMS assignments September 2019

NMIMS Global Access

School for Continuing Education (NGA-SCE)

Course: Business Communication and Etiquette

Internal Assignment Applicable for September 2019 Examination

1. Give examples of the following types of Biases in a sentence: Gender bias, Racial bias, Age bias, Disability bias. How can they be avoided? (10 Marks)

2. FashionStation.com is an online apparel store. You are the Online Customer Service Manager. A disgruntled customer has written a rude email complaining that the chiffon blouse she purchased a month ago has torn and shrunk, after just machine-washing it  once. Your website clearly mentions that delicate materials like chiffon can only be hand-washed. She is asking for a replacement or a complete refund of Rs. 2000. How would you respond to this complaint? Draft an email. (10 Marks)

3 a. You’ve just finished the first document draft of a crucial proposal you are to send out next week. Explain the different tactics you may use to proofread it. (5 Marks)

b. You’ve been shortlisted for an interview at your dream company. What are the different common types of Interviews you should mentally prepare yourself for?

(5 Marks)

NMIMS December 2018 Assignments: Contact us for solutions at assignmentssolution@gmail.com

As a HR manager I will take the following actions to change the organization climate for motivation and performance

 

1. Employee Motivation By Building Satisfaction

In their book "The Service Profit Chain," James Heskett, W. Earl Sasser, and Leonard Schlesinger make a compelling case that regardless your business, the only way to generate sustained profits is to build a work environment that attracts, focuses, and keeps talented employees. In other words, they have to be motivated to show up, get committed and perform at a level of excellence.

Employee motivation as it relates to employees satisfaction is vitally important. And, it goes way beyond just a "happier workforce." Why?

Because there is an undeniable link between satisfied, motivated employees, and satisfied customers. In other words, focus on creating satisfied employees, focus on employee motivation, and those motivated, satisfied employees will take care of your customers.

2. Employee Motivation Through Genuine Appreciation

At times, managers unknowingly sabotage employee motivation by failing to recognize the positive behaviors and achievements of their employees. As a result, employees don't know whether or not they are doing a good job.

I recently had an employee of an organization tell me, "The only time we ever hear anything from management is when we do something wrong!"

Fortunately, savvy managers can improve employee motivation by rewarding employees with personal attention. This can include a pat on the back, a hand-written note, or a quick comment in the hall.

When showing appreciation, be specific. Instead of just saying, "We really are grateful for the good job you do around here," the approach might be, "I really appreciate how you handled the Franklin Industries account last week when we had to get their rush order out late Friday afternoon. Your effort really made a difference."

By being specific, the employer comes across as much more sincere, and the employee realizes their actions are truly being watched. And, a highly level of employee motivation is the natural result.

3. Employee Motivation Through Recognition

Many people will do for recognition what they will not do for money. And, this is the manager's secret weapon for employee motivation. Some people are motivated by the opportunity to get their name on the wall, receive a trophy at an annual banquet, or see their name in the company newsletter. It gives them an "emotional payoff" for their actions.

Look for ways to increase employee motivation by recognizing excellence in the workplace. Ring a bell every time an individual or team hits the production target. Put up posters with the photographs of team members who have had the most days without accidents. Give out awards for attendance records. Just do something. It is so inexpensive, yet highly effective in your efforts of employee motivation.

4. Employee Motivation Through Inspiration

Inspiration comes from leadership. This form of employee motivation includes the company's mission, purpose and goals. People want to be part of an organization that is going somewhere, that stands for something, and that provides a meaningful service to the marketplace.

If you want to lead an inspired, mission-guided organization, follow these steps and watch employee motivation improve dramatically.

1. Have a clear mission - in other words, know where you are going.
2. Be excited and passionate about your mission. After all, if you don't get excited, they won't either.
3. Be able to communicate the mission, it's value to the marketplace. In other words, why it's worthwhile.
4. Make sure everyone in the organization understands and can communicate the mission.
5. Be sure employees understand how they fit into the process of fulfilling the organization's mission.
6. Make the connection between the mission and the individual values and goals of your employees.
7. Keep your mission in front of everyone in the organization.

5. Employee Motivation Through Compensation

Some employees are motivated by money. In fact, most are motivated by money; at least for their basic needs. Employee motivation through compensation can come in the form of raises, performance bonuses, commissions, profit sharing, or any number of "extra benefits" like, automobiles, vacations, or other tangible items purchased and used as rewards.

Criteria for Effective Interventions: Solutions are provided for all NMIMS,SMU,IIBMS,AIMA IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

“A group of sequenced and planned actions or occasions intended

to assist the organisation increase its effectiveness”.

Within an od intervention the whole process of diagnosis, alternative generation and making action choices jointly conducted and od may also examine the entire process of such diagnosis, action planning and implementation.

Criteria for Effective Interventions:

In OD three major criteria define the potency of an intervention:

1. The Level that it (the Intervention) fits the requirements of the business.

2. The amount that it is dependant on causal understanding of intended outcomes

3. The level that the OD intervention transfers change-management competence to organization people.

Information-based Intervention

Interventions that comprise : Activities that specify or clarify the vision, mission, purpose, process, products, services, market position, roles, relationships, responsibilities, outcomes, expectations, and so forth. Examples: holding sessions to produce vision statements confirming market direction and market niche mutually setting performance goals. This intervention is delivered when individuals are unclear, disagree, and have different expectations you will find conflicting objectives or people don't possess a shared understanding.

Interventions that inform: Activities that communicate goals, objectives, expectations, results, discrepancies, and so forth. Examples: producing internal newsletters holding debriefing sessions giving feedback. This intervention is delivered when information has altered, the folks have altered, or even the individuals are naive, and also the consequence is poor performance or individuals don't obtain the information they require.

Interventions that document: Activities that codify information (to preserve it making it accessible. Examples: establishing libraries creating manuals, expert systems, job aids, and decision guides. This intervention is delivered when details are not accessible with time or perhaps is too complex job aids, manuals, help screens, and so on are missing or insufficient, inaccurate, or difficult to access.

Effects-based Intervention

Interventions that reward: Activities and programs that creates and keep preferred behaviors, eliminate undesirable behaviors, and reward preferred outcomes. Examples: holding public events and annual recognition occasions having to pay for performance. This intervention is delivered when current incentives either reinforce the incorrect behaviors or disregard the preferred behaviors or you will find couple of incentives that people-do beater, more, or differently.

Intervention that measure: Activities and systems that offer metrics and benchmarks so people can monitor performance and also have a basis to judge it. Examples: creating a scorecard tracking means and variance in performance with time. This intervention is delivered when individuals don?t understand what criteria are used to evaluate productivity, performance, value, and so forth, plus they could better control their very own performance when they understood exactly what the criteria were measures of excellent performance are missing or measures are inappropriate.

Interventions that enforce: Activities that actualize effects and get compliance. Example: policing reviewing double-checking suspending removing withholding pay. This intervention is delivered when effects for poor performance or unacceptable behavior are hidden or otherwise enforced.

Design-based Intervention

Interventions that organize: Activities that alter the structure or arrange sections, reporting relationships, work processes, jobs, and tasks. Examples: reengineering processes merging functions reorganizing responsibilities. This intervention is delivered once the current structure is inefficient, leads to redundancy, adds excess costs, excessively burdens cycle occasions, and hides accountability.

Interventions that standardize: Activities that systematize or automate processes and standardize tasks, tools, equipment, materials, components, or measures. Examples: adopting ISO 9000 applying uniform standards. This intervention is delivered when deviations in equipment, materials, specifications, procedures, common practices, and so forth add extra costs, lead to low yields, and cause variance in the caliber of work.

Interventions that (re) design: Activities that lead to helpful, easy-to-use, safe, and ergonomically designed environments, workplaces, equipment, and tolls. Examples: building in complete safety features designing for easy installation, service, maintenance, and upgrading. This intervention is delivered once the current work area, equipment, tools, or materials encumber, lead to non-value adding activity. Or put employees? safety and health in danger.

Interventions that reframe: Activities and programs that generate new paradigms to ensure that people may feel new perspectives, find creative solutions, integrate new concepts to their behavior, and manage change. Examples: challenging assumptions participating in dialogue/ getting into new alliances brainstorming creating alternative futures. This intervention is delivered when old attitudes about work are stopping innovation or growth.

Interventions that counsel: activities and programs which help individuals, either singularly or with each other, cope with work, personal, career, family, and financial issue. Examples: offering on-site daycare, retirement workshops, on-site health and fitness canters, and worker assistance programs. This intervention is delivered when individuals are preoccupied with or depressed by personal and career issues, which is restricting productivity or adding unnecessary costs.

Interventions that develop: Activities and programs that expand skills and understanding. Examples: offering training, coaching, and structured on-the-job encounters. This intervention is delivered when current performance is suffering or future performance are affected because individuals lack skills and understanding

Process of repatriation : Solutions are provided for all NMIMS,SMU,IIBMS,AIMA IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

Repatriation is really a key difficult moment within the worldwide assignment of employees in global corporations. The final outcome of the assignment and also the change in the worker and theOrher family to the business and also to the house culture are frequently preceded by moments of high anxiety. Everything is frequently irritated because of the fact that lots of corporations don't have procedures and policies to organize for that return of expatriates as well as don't realize the repatriation time being an important duration of periodic the worldwide assignment (Yeaton & Hall, 2008). Expatriate workers are frequently a significant supply of understanding and expertise among global corporations their circulation among subsidiary offices could possibly transfer, absorb, and circulate business understanding between offices, thus enhancing learning and expertise at overseas offices throughout the assignment, at the headquarters office following the termination from the worldwide assignment (IA). Expatriates, however, are frequently probably the most pricey employees within the organization, with the all inclusive costs estimate from the worldwide transfer representing roughly 3 to 5 occasions the annual earnings of their domestic counterparts (Shaffer, Harrison, & Gilley, 1999). Global corporations don't always flourish in creating practices and policies to create use of these costly employees following the termination from the IA. Oftentimes, the understanding acquired through the expatriate manager doesn't broadly circulate among stakeholders in the headquarters organization when the manager returns home in the assignment (Stroh, Gregersen, & Black, 2000). The repatriation phase is frequently a time period of high stress for coming back expatriates as well as their families it's believed that between 20% and 50% of coming back employees leave the organization within twelve months of the go back to the house country (Yeaton & Hall, 2008).

Repatriation coverage is necessary to assure the adjustment and retention of expatriate employees. Organizations that be employed in the worldwide market cannot be put off by adopting repatriation practices and policies to make sure they retain their most significant asset - their cadre of worldwide managers. Coming back expatriates will probably leave their organization once they see it does not develop mechanisms and practices to reward, utilize and circulate their recently acquired understanding and skills. Structures and procedures have to be in position to be able to permit the repatriate’s understanding and expertise to become distributed to other and be baked into the business. It's the understanding possessed by these key individuals that's the primary asset for corporations to compete within the global market.

System to Identify the Training Needs: Solutions are provided for all NMIMS,SMU,IIBMS,IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

Although the training need identification being active is transported out almost always out of all organizations, the machine to recognize the requirements change from organization to organization. A few of the standard systems by which working out need identification is performed is really as under :

1.Performance Management System

2.Technological Change

3.Quality Movements ( TQM / TPM / ISO)

4.Market Needs (Taken through Client Satisfaction Survey)

5.Strategic Business Plans from the Organizations

A lot of the organizations adopt the above mentioned systems to recognize working out needs for his or her employees. Though various systems have established yourself to recognize working out needs for that employees, the caliber of transporting out this being active is not acceptable. In the majority of the organizations, this being active is transported out being an activity completion neglecting the finish deliverable of the business.

Current Practices Winning the Organizations

Working Out and Development, like a process begins with Training Need Identification and ends with Training Effectiveness Evaluation and all sorts of stepwise sub processes are extremely crucial for meeting the objectives from the organization. To really make it very specific, working out Need Identification and also the Training Effectiveness Evaluation are carefully associated with one another and never mutually exclusive. No Training Needs Identification Product is complete with no good evaluation system in position. To really make it specific, both of them are integrated and can't be utilized individually. But, regrettably as the training needs are identified the managers aren't getting any clue or concept that how that require will cater the objectives from the organization, group and individual worker. Furthermore, the managers aren't keen to understand that how the potency of working out imparted towards the workers are evaluated inside a scientific manner.

The Organizations are budgeting large amount every financial year for Training and Development. More income, time, energy and human sources are invested for Training. Despite each one of these investments, the organizations couldn't see or otherwise even see any tangible outcome through Training and therefore Training rather becoming an effective tactic to enrich the potential for the workers is becoming a task completion for HR department also.

Recommendations for Improvement

1.Data Gathering : Grounds for identifying training have to be supported with a few critical occurrences at the office place, non performance or sub-standard performance from the worker or group and gap between your expected and actual result on the particular job. These records could be acquired by being able to access the certain data or discussing using the Manager or even the Supervisor from the worker. The worker might also assessed by discussing with him or administering an evaluation towards the worker about them matter to evaluate his understanding level. HR department should facilitate this exercise.

2.Module Design: Publish assessing the necessity, HR department needs to design a module defining the objective of the necessity, suggested nature of intervention or methodology, target group, resource person and also the deliverables.

3.Defining the deliverables and methodology to determine the deliverables are extremely critical while identifying the necessity. Quite simply, without it step training need identification to have an worker shall not arise.

4.Training Need Validation : After identifying their email list of coaching needs, exactly the same to become tabulated and discussed using the Core Committee from the Organization comprising all of the functional heads who're one level over the departmental heads. In this exercise, the relevance of every training need using the forthcoming financial year and also the business requirement to become validated. Before you take up this exercise for this committee, HR must have the entire Cost data for every training need recognized by the departmental heads.

5.Training Need Prioritization: Working out must be categorized as high-impact and occasional impact as well as the training needs involve rich in cost and occasional cost.

6.The deliverables from the training needs which might prone to create High-impact around the business with Inexpensive obtain first priority and all sorts of such training to become grouped in Priority 1 Grid. (High-impact Inexpensive).

7.Working out needs rich in Impact and Cost to become grouped in Priority Grid 2 and also the training needs (Low Impact Inexpensive) to become grouped in Priority Grid 3. Working out needs with Low Impact and Cost shouldn't be entertained.

8.Identifying Appropriate Trainer: Publish prioritizing the requirements, HR department should find out the appropriate trainer or faculty for every training need. The prosperity of any training depends upon identifying the best trainer. To recognize appropriate trainer, HR should follow very stringent process by administering the seller Enquiry Form in which the Trainer needs to furnish three references in which the HR can conduct the reference check about trainer concerning the abilities from the trainer on designing the program Content, Presentation and skill for connecting using the trainees effectively. Each criteria should carry minimum and maximum score and in line with the reference check conducted by HR department, the trainer that has got average and above score might be known as personal discussion to validate the information acquired with the reference check. When the HR department is content using the trainer, he is able to be empanelled like a trainer for that particular need.

9.Course Content: After empanelling the trainer, HR should share the needs, data and also the deliverables expected from the training have to the trainer and advise him to create the program content. The program content should broadly cover the conceptual orientation with pre training exercise sheets, exercise to become done throughout training, plan of action for that student publish training and evaluation sheet for that Departmental Mind and HR Department.

10.Pre Profiling: Beforethe worker is nominated for that training, the program happy to get offers for to him and he'll be needed to carryout the pre training exercise. Publish completing the exercise, his Departmental Mind and HR Department should jointly facilitate the worker by discussing the information from the programme, purpose of identifying the stated training need and nominating him for that programme, key learnings expected from him and also the plan of action to translate the training into action at work

Conclusion

The critical step while Training and Development is evaluating the potency of working out. The goal of working out and Development can get accomplished only if there's a effective look at working out is within place. As mentioned earlier, within the context globalization and also the prevalence of vicious competition, the Roi (Return on investment) on Training shall become order during the day which is possible only when working out Need Identification being active is transported by helping cover their an established goals and particular deliverables.

Using Performance Management for Managing Change: Solutions are provided for all NMIMS,SMU,IIBMS,IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

Using Performance Management for Managing Change: The 3 step tactic to defining the expectations of the employees

The first step

Then have a blank piece of paper and write lower your solutions towards the following question:

‘What would you like out of your employees’?

Stuck? Here’s a couple of ideas (obtained from a current workshop)

• Good communicator

• Reliable

• Good attitude

• Motivated

• Doing the task to plain

• Honesty

• Confidence

• Effective Teamworker

• Enthusiastic

• Solution focused

• Trustworthy

• Committed

• Open to alter

• Creative

• Give and take

Now, around I personally don't like jargon, we demand for purpose of all of those other exercise, a reputation for that words or statements you’ve written. Let’s call these attributes

Second Step

Delete in the list all of the attributes that the individuals are presently demonstrating consistently and well

Third Step - Anything left in your list?

These can generally function as the attributes that you would like and want the employees to show but which (because they’re not presently demonstrating consistently and well) I’m guessing there’s too little clearness about.

Here’s the sensible application part

For each one of the attributes left in your list think about the issue - ‘have I described this attribute to my employees?’ and when the reply is ‘no’ just do this

Summary: Using Performance Management for Managing Change

A primary reason that change initiatives fail running a business happens because workers are left undecided about what individuals changes mean for them in the performance level. In a nutshell, it normally won't know what they desire to complete differently to help make the change work - what your expectations seem to be . Performance management starts with getting clearness with this employees about our expectations - about describing the attributes we want our employees to show

process of setting performance criteria: Solutions are provided for all NMIMS,SMU,IIBMS,IIBM,ISTM,XAVIER,KSBM,NIBM Exam papers, assignments and projects: Contact us at assignmentssolution@gmail.com

Steps for developing performance criteria which are relevant to both individual performers and groups. Each step will be described in greater detail.

Step One-Identify key stakeholders for that performance.

This task can be achieved by reflecting on the couple of fundamental questions

· Who's impacted by the outcomes or products created throughout the performance?

· Who definitely are most impacted?

· With whom perform the performers report?

· Who'll take notice of the performance?

· Inside the context from the performance, that perform the performers interact?

Step Two-Describe the performance expected by all stakeholders, such as the artist(s).

Each one of the various stakeholders identified in Step One could have a different group of expectations for that performance. Consider each stakeholder and, inside a couple of sentences or perhaps a narrow your search, describe the expectations for that performance by every individual or group. Analyzing these different perspectives will create a more truth from the performance and can allow it to be simpler to recognize the most crucial aspects of the performance. Taking multiple perspectives assures the performance criteria reflect an all natural perspective.

Step Three-Brainstorm to obtain a listing of regions of quality that may be observed inside the expected performance

It's possible to define regions of quality inside a performance by considering tasks, products, processes, skills, or behaviors that should be produced or utilized throughout the performance. Each section of quality ought to be of an observable feature from the performance. Each section of quality ought to be understood by all the stakeholders, and every section of quality ought to be significant enough that inattention to the areas would considerably compromise the caliber of the performance. Each section of quality should obtain a short descriptive name. Ideally, the first list ought to be validated by different stakeholders.

Step Four-Minimize redundancy and overlap one of the regions of quality

At this time within the performance criteria development process, you should be sure that the characteristics listed aren't duplicative, which multiple descriptions nearly as good inside the performance don't create confusion. To make sure that their email list of characteristics is orthogonal or non-overlapping, you might want to think about these questions:

· Are the characteristics really subcategories of some other quality?

· Is each quality individually observable in the other characteristics?

· Does each quality add significant value towards the performance?

· Do all the characteristics fit inside the scope or limitations from the performance?

Once these questions happen to be clarified their email list could be revised by removing, mixing and/or renaming characteristics. Your final check up on the lower list can be created by asking, “Are all the characteristics of the baby or group performance still symbolized?”

Step Five-Select and describe critical regions of quality that many lead towards the preferred performance

When the performance continues to be parsed into its various parts of quality, it may then be examined to find out where you can focus performance analysis for optimum benefit. Quite simply, individuals regions of quality that lead probably the most for the expected performance have to be identified. Two ended up being to move so as to are to put a relative value, on the proportions of 1-5 on every quality area in order to estimate the percent contribution of every section of quality towards the total performance. This analysis or valuation from the regions of quality could be facilitated by answering the next questions in a nutshell phrases, therefore creating a summary of aspects within each section of quality that drive them to existence:

· What's happening whenever you observe el born area of quality for action?

· Why is all of your regions of quality unique?

· How does each section of quality lead to the prosperity of the performance?

· So how exactly does el born area of quality present itself?

· How's el born area of quality meeting the requirements of the stakeholders?

Whatever the method accustomed to rank the critical regions of quality, the key point would be to carry out the ranking without having to worry an excessive amount of concerning the “correctness” from the ranking itself. It's possible to always return to their email list later on and reflect on. Furthermore, one might want to revisit Step Four at this time. The amount of identified regions of quality should, however, rely on the dimensions and scope from the performance, along with the quantity of participating performers. For instance, a 2-week student project team assignment may need as couple of as three regions of quality while a campus-wide task pressure having a twelve months mission may need 7 to 10.

Step Six-Articulate connections among aspects within each section of quality when it comes to the way they interact to create the preferred outcomes

Once a place of quality continues to be explored and described, the ways that the constituents of this description interact to produce quality within the performance have to be understood. The connections between your aspects inside an section of quality can be created relatively rapidly by drawing an easy concept map connecting the aspects towards the section of quality. Possible schemas to arrange this type of map are consecutive, hierarchical, or spoke and wheel. A different way to describe connections inside an section of quality would be to list short phrases linking the terms and concepts you've identified. In almost any situation, one concept map or group of ideas connecting aspects inside the section of quality ought to be produced for each section of quality.

Step 7-Develop obvious statements of performance expectation by synthesizing the relationships among aspects within each section of quality

It's important in this step along the way to articulate some performance criteria that clearly defines the expected individual or group performance. Obvious the mind and check out some relationships from Step Six for any couple of moments to keep in mind its contents. Then, using individuals relationships, close your vision or use an empty piece of paper and visualize (from the purpose of look at an observer) how individuals relationships combine to produce a high quality level inside the context from the performance. Keeping this mental image, write an announcement by means of just one sentence that comes with the relationships to obviously reflect what goes on when that top-level performance occurs with this specific section of quality. Finally, briefly edit your speed and agility criteria statement for clearness or completeness as needed and repeat for every section of quality.

Step 8-Sequence the statements to create a logical set

Like a practice exercise with this step, place yourself becoming an exterior observer who's watching a person or group perform and get

· Which regions of quality within the performance will you observe first?

· Which regions of quality would matter most within an look at the performance?

· Which regions of quality would be the most general or even the most specific?

You now should are in possession of developed some performance criteria which may be used in assessing and increasing the performance.