Regn.

No- 66/21607/

Name- PABITRA PANIGRAHI

Question No- 1/ Response Sheet No-1- Paper-I (Organisational Behaviour) Question- 1. Define values. Critically evaluate Allen- Vernon classification of values. How values affect the business process? Answer- It is seen that values have a important influence on the attitudes, perceptions, needs and motives of people at work. Hence the study of values from an organizational behavior perspective is important. Personal values is defined as underlying and relatively stable dispositions which people use to guide their actions and decisions and to help them make judgments about what is right and wrong. This is a product of upbringing and socialization. Individual differences are the results of different personal values. It is also defined as a concept of the desirable, an internalized criterion or standard of evaluation a person possesses. Milton Rokeach, a noted Psychologist has defined values as global beliefs that guide actions and judgments across a variety of situations. He further has said, Values represent basic convictions that a specific mode of conduct (or end state of existence) is personally or socially preferable to an opposite mode of conduct (or end state of existence). In an adult life it is often a worthwhile process of self development to spend some time clarifying ones values: reviewing and reflecting on what is really important to us in an enduring way. Allport Vernon and his associates have categorized values into six major types as follows: 1. Theoretical- Interest in the discovery of truth through reasoning and systematic thinking. 2. Economic- Interest in usefulness and practicality, including the accumulation of wealth. 3. Aesthetic- Interest in beauty, form and artistic harmony. 4. Social- Interest in people and human relations. 5. Political- Interest in gaining power and influencing other people. 6. Religious- An individual with these values has an interest in unity and understanding the cosmos as a whole. Every individual has a system of values, relatively stable dispositions, ranking from the first to the sixth. Behavior of people in an organization form the bedrock of competitiveness a s are reengineering, financial restructuring, and strategic repositioning important means to corporate renewal. Business process is also affected by corporate culture or shared values. Ford Motors, Mark and Spencer, Tatas etc have their distinctive corporate culture established by their founders and cemented by their inheritors. Values affect Business Process. These values benefit the corporate as a whole. It is an organizational legacy, core ideology that exists as an internal element. Values give direction to the company and influence behavior. So, we find slogan like The Family Feeling by an Airline, Quality at Good Price by a Pharmaceutical Giant, Lifes Good by a Consumer Electronic Company. Co operation team work, effective managerial decisions, effective leadership styles, motivation, are depended on values. Identification of personal values with organizational values helps in achieving success for both individuals and the organisations. Strong values help sustain and withstand challenges and vice versa. No corporate values or shared values are static. They could be modified to suit to the changing environment and goals. ( Words Used- 480)

Regn. No- 66/21607/JANUARY-2012 BATCH -PABITRA PANIGRAHI

Question No- 4/ Response Sheet No-1- Paper-I (Organisational Behaviour) Question-4. Define Motivation. Critically evaluate contribution of McGregor to Motivation. Answer- Motive is based on the Latin word Movere, which means to move. Motivation is the
work behavior itself, a dynamic driving force which emanates from within. Robert Dubbin defines Motivation as the complex of forces starting and keeping a person at work in an organization. Motivation is something that moves the person to action, and continues him in the course of action already initiated. According to Dalton E. McFarland Motivation is the way which urges, desires, aspirations, striving or needs direct , control or explain the behavior of human beings. Rensis Likert has defined Motivation as the Core of Management. Edward B. Fillippo defines Motivation as the process of attempting to influence others to do your will through the possibility of gain or reward. Date Breathus defines Motivation as willingness to expand energy to achieve a goal or a reward. Albert Maslow treats it as the act of stimulating oneself to get desired course of action to push the right button to get the desired result The managements action of motivating human beings in the organisation, according to McGregor, involves certain assumptions, generalizations and hypotheses relating to human behavior and human nature. He put forward these in his book Human Side of Enterprise. He characterized these assumptions in two opposite points- Theory X and Theory Y. However it is to note that these set of assumptions were not based on any research, nut are intuitive deductions. Theory X- It states the following 1. Autocratic Manager often believes that the subordinates in general has an inherent dislike for work and will avoid it, if he can. 2. Subordinates need to be persuaded, rewarded, controlled, and punished in order to direct their activities in a certain way. 3. An average man lacks ambition, dislikes responsibility; is self centered, resistant to change and indifferent to organizational goals. Theory Y- It states the following1. Work can be a source of reward as well as punishment as it involves a lot of physical and mental effort. 2. Effort cannot be directed in an organisation only by threats or controlling people. 3. Self actualization and ego satisfaction needs can also be directed to produce efforts. 4. People usually accept responsibility and also seek responsibility, do not avoid it. 5. Solving of organizational problems using creativity and imagination is distributed widely across the organisation. 6. People are only partially utilized, their potential are still left partially untapped. McGregor denounced the first set of assumptions. As per him Theory X is traditional and he questioned its Carrot and Stick approach to motivation. He disagrees that threats of punishment and strict control are the ways to control the people. On the other hand Theory Y places greater emphasis on satisfaction of needs. It assumes that employees exercise self direction and self control in the directions of goals to which they feel themselves committed. They could be motivated by delegations of duty, job enlargement, management by objectives, and participative management. (Words Used-492)

Regn. No- 66/21607/JANUARY-2012 BATCH -PABITRA PANIGRAHI

Question No- 2/ Response Sheet No-2- Paper-I (Organisational Behaviour)
Question- 2. Define attitude. How attitude is formed in an organisation? How attitude can be changed in an organisation? Answer- An attitude represents several beliefs, focused on specific objects or situation. People generally have attitudes that focus on distinct objects, people, institutions, or ideas. Attitude is defined as a mental predisposition to act that is expressed by evaluating a particular entity with some degree of favour or disfavour. Schermerhorn et al have defined attitude as a predisposition to respond in a positive or negative way to someone or something in ones environment. It is also defined as the way a person feels about something a person, a place, a commodity, a situation or an idea. It expresses an individuals positive or negative feelings about some objects. In the opinion of Bain (1927), an attitude is "the relatively stable overt behavior of a person which affects his status." North (1932) has defined attitude as "the totality of those states that lead to or point toward some particular activity of the organism. The attitude is, therefore, the dynamic element in human behavior, the motive for activity." Attitudes vary in terms of direction, degree and integrity. Formation of attitudes in an organisation depends on the following factors: A) Psychological Factors- Psychological makeup of a person like perception, ideas, beliefs, values, information determines his attitudes. For instance people believe all bosses are exploitative, but it may not be true in all cases. B) Family Factors- Socio-economic status, family icons from attitude of an individual on issues like education, work, health, religion, politics, economics etc. C) Social Factors- Language , cultures, norms, values, beliefs in a society shapes a persons attitude as in India we are pro democratic and value family bond. D) Organisational Factors- These include nature of jobs, factory or office layout, fellow workers, quality of supervisions, rewards, recognition, trade unionism, informal groups, and organizations policy and practices. E) Economic Factors- Own economic status, rate of inflation in the economy, governments economic policies and the countrys economic conditions shape a persons attitude on pleasure ,works, marriage, working women etc. F) Political Factors- Established political system; ideologies of political parties, political stability and the behavior of the political leaders greatly affect attitudes of people in an organisation. Attitudes have a tendency to persist and are very difficult to change, further the resistance to change. However, there is constant effort to change of people in an organisation and the management can play an important role in this regard by: 1. Changing ideas and belief by providing sufficient information and practicing openness. 2. Changing feeling and emotions- When the first stated way fails as a result of some emotional involvement on issues, the people should be listened carefully. The complaint and suggestion box and public grievance redressal system, Lok Adalat are best examples in this category. 3. Changing situation or situational variables can also change attitudes that caused those attitudes to develop. 4. Changing behaviour- Though a complex job, the undesirable behavior can be changed by changing undesirable attitude by keeping a close watch on what is causing it. (Words Used-496)

Regn. No- 66/21607/JANUARY-2012 BATCH -PABITRA PANIGRAHI

Question No- 4/ Response Sheet No-2- Paper-I (Organisational Behaviour) Question- 4. Define Communication. What are the barrier of communication? Answer- The word communication has been derived from the Latin word communicare which means to impart, to share or to make common. It is the ability of mankind to communicate across barriers and beyond boundaries that has ushered the progress of mankind. According to Dance Communication is the process by which people seek to share meaning via the transmission of symbolic messages Newstrom and Davis have defined communication as the transfer of information from one person to another. It is a way of reaching others by transmitting ideas, facts, thoughts, feelings, and values. It is also defined as communication is giving or exchanging information, signals, messages by talk or gestures or writing. American Management Association defines, Communication is any behaviour that results in an exchange of meaning. Peter Little defines communication as, Communication is the process by which information is transmitted between individuals and/or organizations so that an understanding response results. Newman and Summer Jr. states that, Communication is an exchange of facts, ideas, opinions or emotions by two or more persons. According to Keith Davis, Communication is process of passing the information and understanding from one person to another. It is essentially a bridge of meaning between the people. By using the bridge a person can safely across the river of misunderstanding. Louis A. Allen defines, Communication is the sum total of all the things that a person does, when he wants to create an understanding in the mind of another. It involves a systematic and continuous process of telling, listening and understanding. Therefore, the main purpose of communication is to inform, or to bring around to a certain point of view or to elicit action. The barriers to effective communications are as follows: A) Semantic barriers- These include symbols with different meaning, badly expressed message, faulty translation, unqualified assumptions, and specialists language. B) Emotional or psychological Barriers- Emotional or psychological factors are the prime barriers in inter personal communications. Some emotional barriers are premature evaluation, inattention, loss by transmission and poor retention, undue reliance on the written words, distrust of the communicator, and failure to communicate. C) Organizational Barriers- The organizational Barriers include unsupportive policy, restrictive rules and regulations, status relationships, Complexity in organization structure, lack of proper organizational facility. D) Personal barriers- There are host of factors internal to the sender and receiver which are barriers of communication. Such barriers in the superiors are attitude of superiors, fear of challenge to authority, insistence on proper channel, lack of confidence in subordinates, ignoring communications, lack of time, lack of awareness etc. among the subordinates these can be unwillingness to communicate, lack of proper incentives etc. Most commonly the barriers of communication are physical /environmental, physiological, attitudinal, information overload, time pressure, cultural difference, trust level, perceptual difference, and absence of two way communication. (Words Used-462)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 1/ Response Sheet No-1/ Paper-II (Human Resource Development) Question-1. How do you identify the training and development need of an organisation? Answer- A thorough assessment of the organisations needs is the first step in the instructional
design process. Such an assessment provides information on whether training is needed, what the content of training should be and who within the organisation needs training. There were not any systemic approaches to identify the training and development needs of an organisation earlier. The growing importance of training and development in an organisation led to the following six approaches to identify the training and development needs: a) Training Need survey- Though it is the most common approach, it largely depends on the quality of survey. It helps to work out training and development strategies and objectives, and can also provide valuable input to decide the budget or justify the T& D activities. It also depends on some assumptions like: i) Openness in the organizational culture. ii) Size of the organisation. iii) Complexity of the job in question. iv) Opportunity to make a difference between population and area of excellence. v) The correctness of the resources. Survey should define the various needs like present, future, individual, and organizational; it should also specify the job requirement and job performance level, in house training, and managerial plan. b) Competence Analysis- It combines both the survey and study specifications. The views of self, superiors, or subordinates, about the skill, knowledge and attitudes are collected for a particular post or position. This approach is broad based and relatively inexpensive. This helps prioritizing the skills and knowledge training needs. c) Performance Appraisal Approach- It is a good source of information on procedure followed in an organisation. It is relatively accurate approach. Knowledge, skills, and the job requirement are analyzed. It starts with defining criteria, and the standards to measure or compare performance. Job description vs. Job Performance analysis provides sufficient data to identify the T & D needs. d) Task Analysis- This approach is used to expose out the weakness of an individual in dealing with others and his attributes to make him capable of running a group or performing a task effectively. Though most comprehensive, it is useful approach to identify HRD needs. Tasks specifications and the competence desired to perform the task precisely the training needs. While this is more objective and output oriented, it takes time and skills both. e) Feedback Approach- It is common approach used in most organisations. Annual reports, performance report, production report , comments of supervisors/managers, comments of the colleagues, etc. form the source of information regarding the necessity of training and development in a department for a group or individual. As these are routinely available, this approach is inexpensive and fastest to identify training needs. f) Management Decision Approach- The top management notes the future planning, career growth plan, or the deficiency in employees. Management report or the direct interaction form the source of information and on this basis organisations management decides who is to be trained and what is to be taught. (Words Used-490)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 2/ Response Sheet No-1/ Paper-II (Human Resource Development) Question-2. What are the strategic principles to adopt for the employee involvement and participation?
Answer- Employee involvement and participation creates a quality work life balance. When employee involvement becomes a part of the philosophy of the organisation, it becomes successful. Participative management has developed over a period of time. Practical decision making becomes easier when the employees at the helm of affairs are involved. In 1945 co-determination was started in Germany. It was a sort of industrial democracy. It is this concept of industrial democracy that gives birth to the concept of Workers participation and involvement in management. There are various principles or approaches to adopt for the employee involvement and participation. They are: a) Quality Circles- Originated in Japan after World War II as an effort to produce quality goods to import to the world, it still continues as quality improvement programme. They are small group of employees who meet regularly with their common leaders to identify and solve work related problems. Supervisor and workers are the members. They discuss topics like small group dynamics, leadership skills, and indoctrination in the Quality Work Life balance and Quality Circles philosophy. The creation of quality circles is usually preceded by in-house training. b) Socio Tech System- This principles of Employee Involvement is concerned with the interface and harmony between personal, social, and technological functioning. This approach leads to redesign of technological work process and the formation of autonomous self regulating work groups and teams. As a result of this employee performance and organizational productivity are maximized; it also gives rise to job enrichment, and self managed teams. Fatigues and boredom at work place are kept at the lowest level as care is taken in the area of ergonomics. c) Autonomous Work Groups- They are the group of workers in a department or unit having complete authority and responsibility to plan organize, direct and control their activities in keeping with the organizational goals. There is the facility of decision making and make use of the skills and knowledge of members, and thus maximize productivity by minimizing wastage. d) Industrial Democracy- It helps to create a sense of belongingness of workers to the organisation and improves sense of commitment as the psychological needs of employees are satisfied. By adoption of Industrial Democracy, industrial harmony can be maintained and productivity can be increased. e) Workers Participation in Management- This concept is considered as a mechanism where workers have a say in the decision making process of an enterprise formally. The quality Circles approach provides only informal involvement of employees. The objectives of WPM are to promote increased productivity, provide better understanding to satisfy the workers social and esteem needs, to strengthen labour-management cooperation, to develop a self management industry etc. The various forms of WPM are i) Works Committee, ii) Joint Management Councils, iii) Joint Councils, iv) Shop Councils. Co-determination and empowerment are also the other approaches to Employee Involvement. All the approaches aim to create a Quality Work life balance. ( Words Used-482)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 1/ Response Sheet No-2/ Paper-II (Human Resource Development) Question-1. What are the cross cultural issues in HRD and how do you manage such issues? Answer- Globalization has resulted in the exchange of culture across the globe. Global business employs the people from various countries and manages the people of multiculture and multi-skills. All HRD functions such as hiring, promoting, rewarding, dismissal etc. need to be tuned in accordance with the standard practices of the host country. These can be done on the basis of legal and value system prevalent in that country. The most important crosscultural issues in HRD are sensitivity, acclimatization, transparency, team work and understanding among employees. In case of recruitment issues a Global Company may include nationals from parent country, host country, or third country. We usually employ a local person as HR department manager as he is familiar with the host countrys HR practices. HRD department should focus on Think Globally and Act Locally approach in selection of man power. There are three approaches followed in selection process: a) Ethnocentric Approach, b) Polycentric Approach, c) Geocentric Approach. According to the geographical scope and cultural relatedness, a company has to choose the right approach. For instance for Coca Cola and P&G, Geocentric approach is good. Compensation in a global company is determined by national economic differences and payment practices. It is the duty of HRD dept to properly devise the expatriate pay, gratuity, allowances, and taxation. Women have started playing vital role in business now a day. But the role of women is not equal to that of men even today. For instance women have found a degree of equality in business, but they are seldom found in top management positions. So, HRD manager role is to see the emerging issues in gender in work organisation. To cope with cultural differences is a constant challenge for the expatriates and their families. HRD dept sees that such issues have no adverse effects on staff performance and well-being. In addition to managerial and technical skills, expatriates require cross cultural skills to operate in new environment. Such skill training include- cultural empathy, adaptability, diplomacy, language ability, positive attitude, emotional stability and maturity. Such training can enhance their competence. Hardship Postings are better managed by host country nationals. The cultural awareness training programmes are moulded according to assignment, duration, purpose of the transfer, etc. There are policies that are uniform across organisations and locations. They are performance appraisals, compensations, and career planning. The core issue is how to fit the expatriate into the value system of the employer. Value identification and classification are done by Indian companies. In Infosys, for instance, it is the CEO who does it himself. Such values include customer delight, leadership by example, integrity, and transparency, fairness and pursuit of excellence. Cultural sensitization programme and instructor led training programme can help to minimise cross cultural shocks. (Words Used-454)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 3/ Response Sheet No-2/ Paper-II (Human Resource Development) Question- 3. How do you plan and implement career development programme in your organisation. Answer- Career development is that personal improvement one undertakes to achieve a career
plan. Individual career planning assumed greater significance with the unparallel growth and speed of knowledge, phenomenal increase in educational and training facility and widespread increase in job opportunity. An organisation need to manage the career goals of employees by designing and implementing goals, plans, and strategies to enable the organisation to satisfy employees needs while allowing the individuals to achieve their career goals. A proper career development plan in an organisation has so many benefits. It attracts competent persons and retains them, provides suitable promotional opportunities, increases the utilization of managerial reserves, reduces employees dissatisfaction, turn over and improve motivation and moral. The following steps are taken in career planning and development: 1. Analysis of individual skills, knowledge, attitude etc. 2. Analysis of career opportunities both within and outside the organisation. 3. Analysis of career demand on the incumbent. 4. Relating specific jobs to different career opportunities. 5. Establishing realistic goals, both short terms and long terms. 6. Formulating career strategy covering areas of change and adjustment. 7. Preparing and implementing action plan including acquiring resources for achieving goals. We usually establish a career development plan the four steps as specified below1. Need- defining the present systems. 2. Vision- determining new direction and possibilities. 3. Action plan- deciding in practical first steps 4. results- maintain the change. An organisation is responsible for providing employees with needs to be successful in career planning. These resources include specific programme and as well as processes for career management. 1. Career workshops(seminars on such topics as how the career management systems works, self assessment, goal setting, and helping managers understand and perform their roles in career management) 2. Information on career and job opportunities 3. Career planning work books. 4. Career counseling. 5. Career paths. The career planning systems also needs to be monitored to ensure that managers and employees are using the system as intended and evaluate whether the system is helping the company meet its objectives. (Words Used- 338)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 4/ Response Sheet No-2/ Paper-III (Manpower Planning and Training) Question-4. Explain the sub systems of Human Resource Development. AnswerThe sub system or techniques or mechanisms of HRD determine the outcomes of
HRD. They are vital in HRD so as to develop the skills, knowledge and competencies of people. HRD is people oriented concept. Leonard Nadler, who formally introduced the concept in 1969 in an ASTD conference, defines HRD as those learning experiences which are organized for specific time and designed to bring about the possibility of behavioral changes. HRD is a systemic and planned approach, a continuous process for the development of technical, managerial, behavioural, and conceptual skills and knowledge. HRD outcomes are four fold- to the organization, to the individuals, to the group, and to the society. The sub systems of HRD are as follows: 1. Performance Appraisal- it is the systemic evaluation of individuals with respect to their performance on the job and their potentials for development. It helps employees in self appraisal, reviews his performance in relation to the objectives & other behavior; checks review done by superiors, and send summary information for central storage and use. 2. Potential Appraisal- It is thorough appraisal of the potential of employees usually done annually or every three years or so on. 3. Career Development and Planning- It involves mobility, transfer, promotion, demotion etc. effective Career Development and Planning involves identifying the career goals, and the paths to reach those goals. It helps in the increase of productivity and reduces employee turnover. 4. Employee Training- It is a planned effort by a company to facilitate employees learning of job related competencies. 5. Executive Development- It is the process of designing and conducting such programmes so as to develop managerial and human relation skills of employees. 6. Organizational Change and Development- Any planned interventions to change attitudes, values, organizational structures and managerial practices in efforts to improve organizational participation. 7. Social and Cultural Programmes- to enable employees to interact with each other and learn. 8. Workers Participation in Management(WPM)- to share their views and ideas, mutually learn and grow. 9. Quality Circles- to identify, analyze, and solve problems of their work field. 10. Employee counseling. 11. Team work. 12. Role Analysis- to design wider roles rather than mere jobs based on the organizations present and future needs taking into consideration the internal and external factors. 13. Better Communication Policies and Practices for the free flow of both upward and downward communications. 14. Rewards and Recognition to give employees an equitable and fair remuneration. 15. Grievance Mechanism to settle employees grievances promptly so as to increase job satisfaction. With the application of all these techniques or sub systems, the ground rules are provided to build an organization excelling in people, processes, products, and profits.( Words Used -447)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 1/ Response Sheet No-2/ Paper-III (Manpower Planning and Training)
Question-1. How does training differ from development and education? What is the role of training and development in learning? Answer-Training refers to a planned effort by a company to facilitate employees learning of job related competencies. Training increases knowledge, skills, for doing a job. It bridges the gap between job needs and employees skills, knowledge & behavior. It is job oriented process, vocational in nature, usually designed essentially for operatives as a short term activity. As training gives a competitive advantage to company, it is viewed as a way to create intellectual capital. Training and Development have some important difference differences between them though they seem similar that both involve learning. They differ in their focus, goals, use of work experiences, participation, and subject matter of learning. The basic differences between the two are as follows: 1. Training is focuses on enhancement of performance in current jobs; development helps prepare them for other position in the company and increases their ability to move into jobs that may not yet exist. 2. The participants in training are non managers/ operators, whereas Managers are the participants in a development programme. 3. Training tries to improve a specific skill related to technical-mechanical operations, whereas development aims at improving the total personality tom prepare them for future changes. 4. Training is short term aimed at a particular current skill requirement or enhancement; Development is an ongoing, continuous process, a long term process. 5. The management initiates the training process, it is the result of some outside motivation; development on the other hand is mostly the result of internal motivation. 6. Training is reactive process; development is a pro active process. Training and education: Education is the practice of teaching learning, training in a particular subject. It is much wider in scope and more general in nature and purpose when compared to training. Education is the process of increasing the general knowledge and understanding. It is person oriented, theory based knowledge whose main purpose is to improve the understanding of a particular subject or theme i: e: conceptual learning. Its primary focus is to develop a wholesome personality by improving talent and skills of a person for application to life. Education is formal and precedes training. On the other hand training is much specific; it is an act of increase in knowledge and skills of an employee while doing a job. It is job oriented i: e: skill learning. Training is practice based and company specific. Training, development and education are all a subset of learning. The role of training and development in learning is very significant. Training input related factors that play significant role in learning are selection of methods, programme content, the design and layout of training programme etc. transfer of training and trainee characteristics also help in maximizing learning. Management Development is a continuous process usually a long run process in a class room situation. An effective strategy involves individualization, learner control and support. Formal education, assessment, job experiences and inter personal relationship are methods for development and they contribute to learning and growth of individuals as well as companies. (Words Used-498)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 1/ Response Sheet No-1/ Paper-III (Manpower Planning and Training)
Question-1. What is Human Resource Planning? Identify its objectives and role in human resource management. AnswerHuman Resource Planning is strategy for acquisition, utilization, improvement, and preservation of the human resources of an organisation.HRP exists as part of the planning process of business. The major activities of HRP include forecasting (Future requirement), inventorying (Present Strength),. Anticipating (Comparison of present and future requirements), and planning (Necessary programme to meet future requirements). Geisler has defined HRP as Manpower planning is the process including forecasting, developing, implementing, and controlling- by which a firm ensures that it has the right number of people and right kind of people , at the right place, at the right time, doing right things for which they are economically most suitable. Geisler has laid emphasis on four important aspects- forecasting manpower needs, developing appropriate policies and programme for meeting those needs, implementing the policies and programmes, and controlling those programmes. From this definition we find almost all features of HRP. The ultimate objective of HRP can be outlined as following: 1. To recruit and retain the human resources of required quantity and quality. 2. To foresee the employee turnover and make the arrangement for minimizing turnover and filling up of consequent vacancies. 3. To meet the needs of the programmes of expansions, diversification etc. 4. To foresee the impact of technology on work, existing employees, and future human resources requirement. 5. To improve the standards, skills, knowledge, ability, discipline etc. 6. To assess the surplus or shortage of human resources and take measures accordingly. 7. To maintain congenial industrial relations by maintaining optimum level and structure of human resources. 8. To minimize imbalances caused due to non-availability of human resources of the right kind, right number in the right time and right place. 9. To make the best use of its human resources. 10. To estimate the cost of human resources. The following the different roles played by HRP which determines the action plan for all the functions of personnel management: 1. It defines the future personnel need. 2. It checks the corporate plan of an organisation. 3. It offsets un certainties and changes to the maximum extent possible and enables the organization to have right men at the right time and in the right place. 4. It provides scope for advancement and development of employees through training, development etc. 5. It anticipates the cost of salary enhancement, better benefits etc and all the cost of human resources facilitating the formulation of budgets of an organisation. 6. It helps foresee the need for redundancy and plan to check it. 7. It helps foresee changes in values, aptitude, and attitude of human resources and change the techniques of interpersonal management. It provides plan for physical facilities working conditions, and the volume of fringe benefits like canteen, schools, hospitals, conveyance, child care centers quarters, company stores etc. 8. It guides the selection process, drives the man power to increase productivity, sales, and turn over etc. 9. It facilitates the control of all the functions, operations, contributions, and cost of human resources. (Words Used-495)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 2/ Response Sheet No-1/ Paper-III (Manpower Planning and Training) Question-2. Explain Job Analysis, Job Description, and Job Specification. Explain the steps involved in Job Analysis. Answer-Job analysis is the fundamental process that forms the basis of all human resource activities. The US Department of Labour defined job analysis as the process of determining, observation and study, and reporting pertinent information relating to the nature of a specific job. It is the determination of tasks which comprises the job and the skills, knowledge, abilities, and responsibilities required of the worker of a successful performance and which differentiate one job from all others. It is a systematic process for gathering, documenting, and analyzing data about the work required for a job. It provides an objective picture of a job and as such, provides fundamental information to support all subsequent and related HR activities. These activities include recruitment, training, development, performance management, and succession plan. The aspects of job analysis can be broadly divided into two parts: Job Analysis 1.Job Description

2. Job Specification Job Description is an organized, factual, statement of the duties and responsibilities of a specific job. It should tell what is to be done, how it is to be done and why. It is standard of function in that it specifies the appropriate and authorized content of a job. It forms the basis for wage and salary structure. Job description also facilitates work simplification. It forms basis for time study and method study. Job Specification is a statement of the minimum acceptable human qualities necessary to perform a job properly. In contrast to job description, it is a standard of personnel and designates the qualities required for acceptable performance. Job can be analyzed through a process which consists of seven steps. They are as follows: Job Analysis Process Company Strategy Benefits of Job Analysis Human Resource Planning Collection of Information Team Building Recruitment and selection Processing of Information Career planning and development Performance analysis & development Drafting Job Description Job Evaluation Job Analysis Wage and Salary Levels Drafting of Job Specification Internal Mobility Its Benefits Discipline and Grievances Work Scheduling Health and Safety. Job analysis which takes into consideration the social and psychological needs of an employee would be a basic guideline for HRM. ( Words Used-353)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 3/ Response Sheet No-2/ Paper-IV(Training Methodology-1) Question-3. Define Training and Management Development. What is the difference between the two? What are the benefits of training to the employee(s) and the Organisation? Explain Answer- Training refers to a planned effort by a company to facilitate employees learning of job
related competencies. It defined as any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. Training increases knowledge, skills, for doing a job. It bridges the gap between job needs and employees skills, knowledge & behavior. Dales S. beach has defined training as the organized procedures by which people learn knowledge and/or skills for a definite purpose Training and Development have some important differences between them though they seem similar that both involve learning. They differ in their focus, goals, use of work experiences, participation, and subject matter of learning. The basic differences between the two are as follows: 1) Training is focuses on enhancement of performance in current jobs; development helps prepare them for other position in the company and increases their ability to move into jobs that may not yet exist. 2) The participants in training are non managers/ operators, whereas Managers are the participants in a development programme. 3) Training tries to improve a specific skill related to technical-mechanical operations, whereas development aims at improving the total personality tom prepare them for future changes. 4) Training is short term aimed at a particular current skill requirement or enhancement; Development is an ongoing, continuous process, a long term process. 5) The management initiates the training process, it is the result of some outside motivation; development on the other hand is mostly the result of internal motivation. 6) Training is reactive process; development is a pro active process. The benefits of training to organisation are as follows: 1) Trained employees can deliver products and services of a higher quality and enhance organizational productivity. 2) Training develops necessary skills with consequent productivity improvement, which means optimum use and upkeep of equipment, time, and raw materials. Thus it ensures savings and return to the company by less accident, and no wastage .3) Better trained employees are assets to the company and can be used in various ways. 4) After training employees can be promoted to take higher level positions which improve employee motivation. 5) Overall culture and climate of the organisation improves. 6) Employee turnover is reduced thereby reducing the cost to the company. Training & Development offers greater stability, flexibility, and
capacity for growth in an organization.

The benefits of training to the employee(s) are: 1) The employees gain in terms of increase in personal profile and market value. 2) With the increase in productivity the incentives, perks etc. are increased. 3) Career development goals are met as the HR department can now develop appropriate career chart. 4) There is an increase in employees confidence and smartness. 5) Enables employees to cope with organizational, social, and technological change. 6) Lesser on the job mistakes and accidents occur. Overall it is a gain gain situations for both the organisation and the employees. (Words Used-497)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 4/ Response Sheet No-2/ Paper-IV(Training Methodology-1)
Question -4 Explain Role Play method. As a trainer where would you like to use the method and what terminal objectives would the method achieve?

Answer- Role play is a simulation in which each participant is given a role to play. Trainees are given with some information related to description of the role, concerns, objectives, responsibilities, emotions, etc. Then, a general description of the situation, and the problem that each one of them faces, is given. For instance, situation could be strike in factory, managing conflict, two parties in conflict, scheduling vacation days, etc. Once the participants read their role descriptions, they act out their roles by interacting with one another. This method was used by J.L. Moreno in 1923 in Das Stegrit Theater, Potsdam , Kiepenhever. It is actually a spontaneous human interaction that involves realistic behaviour under artificial or simulated condition. Before the role play, the purpose of activity has to be explained to the trainees in order to make it meaningful and make the trainees well motivated to learn. the role play is clearly explained such as the characters role, and the time allotted for the activity. Short videos may also be used to show how the role play works .during the role play, the time, degree of intensity, and focus of the groups attention are maintained. At the conclusion of the role play debriefing is critical, debriefing helps trainees understand the experience and discuss their insights with each other. Trainees are also allowed to discuss their feelings, what happened in the exercise, what they learnt, how the experience, their actions, and resulting outcomes relate to incidents in the workplace. The basic training theory in role play includes four dimensions or ingredients like: 1. Learn by doing- Role is played by some participants, others observe. 2. Learn through imitation 3. Learn through Observation and Feedback 4. Learn through Analysis and Conceptualization- Role analysis and conceptualization of role behaviour dynamics and situations happen in role play. This results in learning for the trainees. Yes, as trainer I would use role play as it is useful in the following ways1. To practice behaviour in preparation for new roles as on anticipated problem situation. 2. To examine a problem situation in order to learn how it could have been handled better. 3. To learn insight into the motivation and roles of others or oneself. This method has some unique value. It helps achieve the following objectives1. Developing interpersonal skills and communication skills 2. Conflict resolution 3. Group decision making 4. Training a person to be sensitive to the feelings of others. 5. Enabling people to become aware of their shortcomings in dealing with others. 6. Enabling the role players control his behaviour by repeatedly enacting the role and thus eliminating or modifying adverse behaviour. This method is a very potent tool of developing some interpersonal skills and understanding about various characters, their attributes, needs, approaches, behaviours etc.( Words used- 464)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 3/ Response Sheet No-1/ Paper-IV(Training Methodology-1)
Question-3 Explain an In-Basket exercise. What are the expected learning outcomes? What is modus operandi of using an in- basket Exercise? Answer. An in-basket is a simulation of the administrative task of the managers job. The exercise includes a variety of documents that may appear in the in-basket on a managers desk. The participant is asked to read the materials and decide how to respond to them. Responses might include delegating tasks, scheduling meetings, writing replies, or completely ignoring the memo too. The method is very useful in developing analytical skills, managerial acumen in understanding of organizational process and decision making skills in the trainees. It is a practical method as there is learning by doing, and instantaneous feedback. This technique focuses on the following and these are the expected learning outcomes: 1. Builds decision making skills 2. Assesses and develops Knowledge, Skills and Attitudes (KSAs) 3. Develops communication and interpersonal skills 4. Develops procedural knowledge 5. Develops strategic knowledge 6. Assesses managerial ability of individuals. 7. Assesses ability to take on the spot decisions in various functional issues related to jobs on hand. 8. Estimates the ability of persons to understand the dynamics of organizational equations, IT solutions, superior subordinates relations, communication process, and work culture. 9. Enables the trainees to identify his/her ability to adopt the role of the manager or head of department and take decisions. 10. Imparts training to the trainees to anticipate different expected roles one has to play on the job These skills are mainly cognitive to a certain extent than behavioral The mode of operation in this method is as given below: 1. Two trays are placed on an executive table- in-tray and out-tray. The In-tray contains sheet of papers, each requiring attention of the trainee in terms of solution to problems highlighted and immediate decision taken. The Out- tray is empty. 2. The trainee is made to sit on the chair placed in front of the desk and expected to dispose of the papers in the In-tray, one by one. He is to analyze the situation given in the papers as a regular manager would handle it. 3. A specified time is allotted to the trainee and he/she is required to deal with all the papers in the specified time. 4. The trainee records his observations and necessary instructions and places them in the Out-tray. The trainee exercises his judgment on each issue, and takes the decision. After all the trainees complete in-basket, a discussion with the trainer takes place. In this discussion the trainee describes the justification for the decisions. The trainer then provides feedback, reinforcing decisions made suitably or encouraging the trainee to increase alternatives for those made unsuitably. `A variation on the technique is to run multiple, simultaneous in baskets in which each trainee receives a different but organized set of information. It is important that trainees must communicate with each other to accumulate the entire information required to make a suitable decision. ( Words Used-478)

Regn. No- 66/21607/JANUARY-2012 BATCH/ Name- PABITRA PANIGRAHI

Question No- 4/ Response Sheet No-1/ Paper-IV(Training Methodology-1) Question -4. How would you react to the statement as trainer-Computer Based Training has greatly reduced cost of training and enhanced effectiveness of training in a big way? Explain how does CBT reduce cost of Training and how does it enhances the effectiveness of Training? AnswerIt is a fact that CBT has greatly reduced the cost of Training and also enhanced the effectiveness of Training by its path breaking innovations. As a trainer I feel it very convincing and acceptable; the use of CBT has revolutionized the way training is delivered now. CBT is an interactive training experience in which the computer provides the learning stimulus, the trainee must respond, and the computer analyses the responses and provides feedback to the trainee. It includes interactive videos, CD-ROM, and other systems when they are computer driven. With the development of laser discs, DVDs, CD-ROMs and with the increasing use of internet CBT has become more sophisticated. CBT has a number of benefits that makes it more effective than any other method of training. They are: 1. It supports the companys business strategy and objectives. 2. It is accessible at any time and at any place, training can be delivered to geographically dispersed employees and it can be delivered faster and to more employees in a shorter period of time. 3. Learning is enhanced through the use of multiple media (sound, text, videos, graphics etc) and trainee interaction. Practice, feedback, objectives, assessment, and other positives features of learning environment can be built into the programme. 4. Updating is easy. 5. It can link learner to other content, experts, and peers. The audience can include employees and managers as well as vendor, customers, and clients. 6. Standardized delivery is possible supported by good design and development. 7. Standardized feedback is also provided each time a student responds to a situation. 8. Individualised student programme can be made within a module or segment of a course based upon the students performance. 9. Increased performance practice is one of the most important contributions of CBT to effectiveness. It gives a student sufficient time and opportunity to practice a skill until proficient. It is very difficult in an instructor delivered programme. Another important benefit of CBT is it is cost effective due to the following reasons: 1. Cost is reduced as there is reduction in travel and living cost as it delivers training to geographically dispersed work force from a single location because of it capability of extended reach. 2. The length of training is reduced by about 30% as each trainee is allowed to proceed at ones own speed and not constrained by the slowest trainee in the class. 3. More timely training is possible as it can be provide as and when required, even at odd times of the day or night rather than in the prescribed time of the class. 4. There is an increase student to instructor ratio as there is equal result in every circumstance in the class room situation or students scattered across the country. 5. Reduced amount of operational hardware by the use of computer simulation is made possible by CBT. 6. As the practice is made in simulated condition, there is no danger of equipment damage. (Words Used- 497)

TO THE PROGRAMME OFFICER DIPLOMA PROGRAMME INDIAN SOCIETY FOR TRAINING AND DEVELOPMENT TRAINING HOUSE, B-41 QUTAB INSTITUTIONAL AREA NEW DELHI-110016 PHONES- 26857175, 26867710

TO MR. PABITRA PANIGRAHI (Regn. No- 66/21607) QR. NO- B/07, CWS COLONY, MCL BANDHABAHAL, BELPAHAR DIST- JHARSUGUDA ODISHA PIN-768211 PHONE NO- 9437947042, 9668178154, 06645-233645 TO MR. PABITRA PANIGRAHI (Regn. No- 66/21607) QR. NO- B/07, CWS COLONY, MCL BANDHABAHAL, BELPAHAR DIST- JHARSUGUDA ODISHA PIN-768211 PHONE NO- 9437947042, 9668178154, 06645-233645

TO MR. PABITRA PANIGRAHI (Regn. No- 66/21607) QR. NO- B/07, CWS COLONY, MCL BANDHABAHAL, BELPAHAR DIST- JHARSUGUDA ODISHA PIN-768211 PHONE NO- 9437947042, 9668178154, 06645-233645

TO MR. PABITRA PANIGRAHI (Regn. No- 66/21607) QR. NO- B/07, CWS COLONY, MCL BANDHABAHAL, BELPAHAR DIST- JHARSUGUDA ODISHA PIN-768211 PHONE NO- 9437947042, 9668178154, 06645-233645

To The Programme Officer Diploma Programme ISTD, New Delhi-110016 Date- 06-10-2012 Sub Submission of Response Sheets of the four second Semester Papers (Paper-V to VIII) Dear Sir I submit the response sheets of the four part one papers herewith as per the guidelines stated in the instruction booklet provided by your good office. All the answers are neatly typed in A4 paper. Answers are written in less than 500 words and the words used are specified for easy reference and information. The details like Registration No, Name, and Paper no, Response Sheet no, and Question no. are mentioned at the top of each answer sheet. Four self addressed envelopes of 8``x 10`` size affixed with Rs.20/ postal stamp are also sent with each papers as per the instruction. Kindly do the needful at your end, please. Regards With thanks

Pabitra Panigrahi (Regn. No- 66/21607)