NMIMS Global Access
School for Continuing Education (NGA-SCE)
Course : Strategic HRM
Internal Assignment Applicable for December 2018 Examination
Assignment Marks: 30
School for Continuing Education (NGA-SCE)
Course : Strategic HRM
Internal Assignment Applicable for December 2018 Examination
Assignment Marks: 30
NMIMS
December 2018 solved assignments: Contact us at assignmentssolution@gmail.com
Q 1. How to design an effective career development system for the middle level managers of
a service organization? Describe in detail the concept of career anchors, career paths and
career planning for the middle level managers of a service organization with examples.
(10 Marks)
Q 1. How to design an effective career development system for the middle level managers of
a service organization? Describe in detail the concept of career anchors, career paths and
career planning for the middle level managers of a service organization with examples.
(10 Marks)
Q2: Explain how culture
assessment of an organization can be made prior to cross border
merger and acquisitions? Explain the challenges faced by any MNC when it goes for cross
border mergers and acquisitions. Substantiate your answer with examples from business
world. (10 Marks)
3. Case study: Siemens Builds a Strategy-Oriented HR System
Siemens is a 150-year old Company, but its not the company it was even a few years ago.
Until recently, Siemens focused on producing electrical products. Today the firm has
diversified into software, engineering, and services, and is also global, with over 400,000
employees working in 190 countries. In other words, Siemens became a world leader by
pursuing a corporate strategy that emphasized diversifying into high-tech products and
services and doing so on a global basis. With a corporate strategy like that, human resource
management plays a big role at Siemens. Sophisticated engineering services require more
focus on employee selection, training and compensation than in the average firm, and
globalization requires delivering these services globally. Siemens sums up the basic themes
of its HR strategy in several points. These include:
1. A living Company is a learning Company. The high-tech nature of Siemen’s business
means that employees must be able to learn on a continuing basis. Siemens uses its system of
combined classroom and hands-on apprenticeship training around the world to help facilitate
this. It also offers employees extensive continuing education and management development.
2. Global teamwork is the key to developing and using all the potential of the firm’s human
resources. Because it is so important for employees throughout Siemens to feel free to work
together and interact, employees feel they are part of a strong unifying corporate identity. For
example, HR uses cross-border, cross-cultural experienced as prerequisites for career
advances.
3. A climate of mutual respect is the bias of all relationships – within the Company and with
society. Siemens contends that the wealth of nationalities, cultures, languages, and outlooks
represented by its employees is one of its most valuable assets. It therefore engages in
numerous HR activities aimed at building openness, transparency, and fairness, and
supporting diversity.
Questions
a. Advice Siemens on how it should go in drafting a Training and Development Strategy
and show how it should be linked to other HR functional strategies (5 Marks)
b. Discuss key HR strategies an organization can formulate and show how linkages
between them influence organizational success in competitive scenarios (5 Marks)
NMIMS December 2018 solved assignments: Contact
us at assignmentssolution@gmail.commerger and acquisitions? Explain the challenges faced by any MNC when it goes for cross
border mergers and acquisitions. Substantiate your answer with examples from business
world. (10 Marks)
3. Case study: Siemens Builds a Strategy-Oriented HR System
Siemens is a 150-year old Company, but its not the company it was even a few years ago.
Until recently, Siemens focused on producing electrical products. Today the firm has
diversified into software, engineering, and services, and is also global, with over 400,000
employees working in 190 countries. In other words, Siemens became a world leader by
pursuing a corporate strategy that emphasized diversifying into high-tech products and
services and doing so on a global basis. With a corporate strategy like that, human resource
management plays a big role at Siemens. Sophisticated engineering services require more
focus on employee selection, training and compensation than in the average firm, and
globalization requires delivering these services globally. Siemens sums up the basic themes
of its HR strategy in several points. These include:
1. A living Company is a learning Company. The high-tech nature of Siemen’s business
means that employees must be able to learn on a continuing basis. Siemens uses its system of
combined classroom and hands-on apprenticeship training around the world to help facilitate
this. It also offers employees extensive continuing education and management development.
2. Global teamwork is the key to developing and using all the potential of the firm’s human
resources. Because it is so important for employees throughout Siemens to feel free to work
together and interact, employees feel they are part of a strong unifying corporate identity. For
example, HR uses cross-border, cross-cultural experienced as prerequisites for career
advances.
3. A climate of mutual respect is the bias of all relationships – within the Company and with
society. Siemens contends that the wealth of nationalities, cultures, languages, and outlooks
represented by its employees is one of its most valuable assets. It therefore engages in
numerous HR activities aimed at building openness, transparency, and fairness, and
supporting diversity.
Questions
a. Advice Siemens on how it should go in drafting a Training and Development Strategy
and show how it should be linked to other HR functional strategies (5 Marks)
b. Discuss key HR strategies an organization can formulate and show how linkages
between them influence organizational success in competitive scenarios (5 Marks)
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