IMT 62 Strategic HRD M2

This document contains questions related to strategic human resource development, organizational development, organizational design, strategy, human resource management, performance appraisal, international human resource management, and case studies on incentive systems and work-life balance programs. It includes questions on environmental analysis, organizational change techniques, strategic implementation constraints, cultural change, determinants of organizational design, Mintzberg and McKinsey frameworks, making human capital a competitive advantage, organizational development steps, the difference between values and culture, issues with performance appraisal methods, the influence of economic and technological changes on HRM, the role of economic and technological change in HRM, complexities of international HRM, the relationship between strategic leadership and competitive advantage, and critical elements of corporate

Uploaded by

solvedcare

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as TXT, PDF, TXT or read online on Scribd

0% found this document useful (0 votes)

114 views4 pages

IMT 62 Strategic HRD M2

Uploaded by

solvedcare

We take content rights seriously. If you suspect this is your content, claim it here.

Available Formats

Download as TXT, PDF, TXT or read online on Scribd

You are on page 1/ 4

Contact www.solvedhub.com for best and lowest cost solution or email solvedhub@g mail.

com IMT 62 Strategic HRD M2 PART A

Q1. Describe environmental analysis. Enlist the steps involved in the process of environmental analysis.

Q2. How can OD intervention techniques be implemented in an organization.

Q3. List the constraints the organization may come across during strategic imple mentation

Q4. Elucidate how managers can facilitate cultural change in an organization.

Q5. An organizational design is intimately concerned with the way in which decisi on making is centralized, shared or delegated and with the way the enterprise is governed. What are determinants of organizational design?

PART

Q1. Differentiate between Mintzberg s and Mckinseys s framework of strategy.

Q2. How can HR professionals contribute towards making human resources an organi zation s competitive advantage?

Q3. Briefly explain the steps in organizational development.

Q4. Is there difference between value and culture? How can values be developed a mongst employees?

Q5. Discuss the issues related to performance appraisal methods. How can they be addressed?

PART

Q1. Explain in brief the influence of economic and technological changes in HR m anagement

Q2. Explain the role of economic and technological change in HR management?

Q3. Discuss the complexities associated with international HRM.

Q4. Explain the relationship between strategic leadership and competitive advant age.

Q5. For successful implementation of a strategy the history of an organization a nd the dominant values of the culture that exists must be taken into account. De scribe the critical elements of corporate culture in light of the above statemen t.

CASE STUDY

Vetements Ltee is a chain of men s retail clothing stores located throughout the p rovince of Quebec, Canada. Two years ago, the company introduced new incentive s ystems for both store managers and sales employees. Store managers receive a sal ary with annual merit increases based on sales above targeted goals, store appea rance, store inventory management, customer complaints and several other perform ance measures. Some of this information (e.g., store appearance) is gathered dur ing visits by senior management, while other information is based on company rec ords (e.g., sales volume).

Sales employees are paid a fixed salary plus a commission based on the percentag e of sales credited to that employee over the pay period. The commission represe nts about 30 percent of a typical pay cheque and is intended to encourage employ ees to actively serve customers and to increase sales volume. Since returned mer chandise is discounted from commission, sales staff is discouraged from selling products that customers do not really want.

Soon after the new incentive systems were introduced, senior management began to receive complaints from store mangers regarding the performance of their sales staff. They observed that sales employees stood near the entrance waiting for cu stomers and would occasionally argue over ownership of the customer. Managers were concerned that this aggressive behavior intimidated some customers. It also lef t some parts of the store unattended by staff.

Many managers are also concerned about inventory duties. Previously, sales staff would share responsibility for restocking inventory and completing inventory re corder forms. Under the new compensation system, however few employees were will ing to do these essential tasks. On several occasions, stores experienced stock shortages because merchandise was not stocked or recorder forms were not complet ed in a timely manner. Potential sales suffered from empty shelves when plenty o f merchandise was available in the back storeroom or at the warehouse. The compa ny s new automatic inventory system could reduce some of these problems, but emplo yees must still stock shelves and assist in other aspects of inventory managemen t.

Store managers tried to correct the inventory problem by assigning employees to inventory duty but this created resentment among the employees selected. Other m anagers threatened sales staff with dismissals if they did not do their share of inventory management. This strategy has been somewhat effective when the manage r is in the store, but staff members sneak back onto the floor when the manager is away. It has also hurt staff morale, particularly relations with the store ma nager.

To reduce the tendency of sales staff to hoard customers at the store entrance, some managers assigned employees to specific areas of the store. This also creat ed some resentment among employees stationed in areas with less traffic or lower priced merchandise. Some staff openly complained of lower pay cheques because t hey were assigned to a slow area of the store or were given more than their shar e of inventory duties.

Questions 1. What symptom(s) exist at Vetements Ltee which suggest that something has gone wrong?

2. What are the causes that led to these symptoms?

3. Suggest actions the organization should take to correct these problems.

CASE STUDY

Visit the website of two organizations representing different sectors (e.g. insu rance, medical, software, manufacturing, automotive, telecom, information techno logy etc.). Examine these sites and identify their family friendly programmes. V isit/Contact these organizations and compare their work-life balance practices. Conduct interview with HR manager and some employees of the firms to obtain the following information and enlist:

The firms s

work-life programmes and the reason for their adoption these programme

The reasons for adoption of the work-life programmes How well these pragrammes are being utilized in each of these firms Is there a gap between the design of work-life programmes in these organization s, their actual implementation and utilization? Are the employees satisfied with organizational support for their personal need s? Contact www.solvedhub.com for best and lowest cost solution or email solvedhub@g mail.com