IIBM Institute of Business Management Examination Paper

Examination Paper of Human Resource Management

Subject Code-B102

Section A: Objective Type & Short Questions (30 marks)

Part One Multiple Choices:

Q 1.It is a cultural attitude marked by the tendency to regard one’s own
culture as superior to others
Answer: Ethnocentrism
Q 2.It is the systemic study of job requirements & those factors that influence
the performance of those job requirements
Answer:Job analysis
Q 3.This Act provides an assistance for minimum statutory wages for
scheduled
employment
Answer:Minimum Wages Act, 1948
Q 4. _________ is the actual posting of an employee to a specific job
Answer:Placement
Q 5. Broadening an individual’s knowledge, skills & abilities for future
responsibilities is known as
Answer:Development
Q 6. Change that is designed and implemented in an orderly and timely
fashion in
anticipation of future events
Answer:Planned Change
Q 7. It is a process for setting goals and monitoring progress towards
achieving those goals
Answer:Performance Management system
Q 8.A method which requires the rates to provide a subjective performance
evaluation along a scale from low to high
Answer: Rating scale
Q 9.It is the sum of knowledge, skills, attitudes, commitment, values and the
liking of the people in an organization
Answer:Human Resources
Q 10.A learning exercise representing a real-life situation where trainees
compete with each other to achieve specific objectives
Answer:Management game
PART Two:

Q 1.What is the importance of Career Planning in industry?

Answer:Career planning is the continuous process of managing your
career. It involves gathering information and knowledge to help you make
Informed decisions about your future education, training and career choices.
It can help you toassess your skills and interests in order to find jobs and
career paths that are right for you. As most people today will change careers
several times during their working life, career planning can be used as a
lifelong process to help inform your choices and manage challenges as they
arise.Career planning can help you control the direction of your career,
determine the job skills andknowledge you will need, and how you can get
them. It can help you: • Manage your careerpathway, work towards your
target and monitor if you are on track • Identify your short-term andlong-term
career goals • Identify your skills, strengths and weaknesses, as well as
possible areaswhere training may be required • Discover suitable and
appropriate career options • Keep abreastof current industry trends,
developments and changes • Protect yourself against unemploymentby
ensuring your current skills match job demand and to take action to update
your skills ifrequired • Plan your career to help you avoid/cope with any
sudden or unexpected changes suchas the need to change fields • Get the
most out of your working life

in short the importance of career planning

Career planning can help you to

• Enter the workforce
• Plan for education
• Deal with changing workplace demands
• Anticipate trends or changes
• Plan to upgrade or maintain your skills
• Plan for career advancement
Career Planning: Definition, Features, Objectives and Benefits!
Definitions:
1. A career may be defined as ‘ a sequence of jobs that constitute what a
person does for a living’.

2. According to Schermerborn, Hunt, and Osborn, ‘Career planning is a

process of systematically matching career goals and individual capabilities
with opportunities for their fulfilment’.

3. Career planning is the process of enhancing an employee’s future value.

4. A career plan is an individual’s choice of occupation, organization and

career path.Career planning encourages individuals to explore and gather
information, which enables them to synthesize, gain competencies, make
decisions, set goals and take action.
Features of Career Planning and Career Development:
1. It is an ongoing process.

2. It helps individuals develop skills required to fulfill different career roles.

3. It strengthens work-related activities in the organization.

4. It defines life, career, abilities, and interests of the employees.

5. It can also give professional directions, as they relate to career goals.

Objectives of Career Planning:

The major objectives of career planning are as follows:
1. To identify positive characteristics of the employees.

2. To develop awareness about each employee’s uniqueness.

3. To respect feelings of other employees.

4. To attract talented employees to the organization.

5. To train employees towards team-building skills.

6. To create healthy ways of dealing with conflicts, emotions, and stress.

Benefits of Career Planning:

1. Career planning ensures a constant supply of promotable employees.

2. It helps in improving the loyalty of employees.

3. Career planning encourages an employee’s growth and development.

4. It discourages the negative attitude of superiors who are interested in

suppressing the growth of the subordinates.

5. It ensures that senior management knows about the calibre and capacity of

the employees who can move upwards.

6. It can always create a team of employees prepared enough to meet any

contingency.

7. Career planning reduces labour turnover.

8. Every organization prepares succession planning towards which career

planning is the first step.

Q2. List the various features of HRM.

Answer: Features

1. People Oriented:
Human resource management is concerned with employees both as
individuals and as a group in attaining goals.
It is also concerned with behaviour, emotional and social aspects of personnel.
It is the process of bringing people and organisations together so that the goals
of each are met.

2. Comprehensive Function:
Human resource management covers all levels and categories of employees.
It applies to workers, supervisors, officers, managers and other types of
personnel It covers both organised and unorganised employees. It applies to
the employees in all types of organisations in the world.

3. Individual Oriented:
Under human resource management, every employee is considered as an
individual so as to provide services and programmes to facilitate employee
satisfaction and growth. In other words, it is concerned with the development
of human resources, i.e., knowledge, capability, skill, potentialities and
attaining and achieving employee goals.

4. Continuous Function:
Human resource management is a continuous and never ending process.
According to George R Terry, “it cannot be turned on and off like water from a
faucet; it cannot be practiced only one hour each day or one day each week
Personnel management requires a constant alertness and awareness of
human relations and their importance in everyday operations”.

5. A Staff Function:
Human resource management is a responsibility of all line managers and a
function of staff managers in an organisation.
Human resource managers do not manufacture or sell goods but they do
contribute to the success and growth of an organisation by advising the
operating departments on personnel matters.
6. Pervasive Function:
Human resource management is the central sub-function of an organisation
and it permeates all types of functional management viz., production
management, marketing management and financial management. Each and
every manager is involved with human resource function. It is a responsibility
of all line managers and a function of staff managers in an organisation.

7. Challenging Function:
Managing of human resources is a challenging job due to the dynamic nature
of people. Human resource management aims at securing unreserved co-
operation from all employees in order to attain pre-determined goals.

8. Development Oriented:
Individual employee-goals consist of job satisfaction, job-security, high salary,
attractive fringe benefits, challenging work, pride, status, recognition,
opportunity for development etc.

Human resource management is concerned with developing the potential of

employees, so that they derive maximum satisfaction from their work and give
their best efforts to the organisation.

Q3. How can you explain the concept of Performance Appraisal?

Answer: Performance appraisal is the systematic evaluation of
employees with respect to their performance on their job and their
potential for development. A performance appraisal is an evaluation done
on an employee’s job performance over a specific period of time. The
works performed by the different employees differ in many aspects due to
the difference in their backgrounds, experiences, knowledge, skills,
abilities, and aptitudes. Such differences determine the need for training
and development activities. It is the equivalent of a report card on an
employee and how their manager assessed their performance over the
prior year. So, it is necessary for management to identify such differences
so that employees having better job performance ability, skills and
knowledge can be rewarded in one hand, and the wrong placements of
the employees may be checked through transfer or punishments on other
hands. In this regard, performance appraisal provides a measure in order
to know the level of performance so that the employee may improve his/
her performance. Performance appraisal could be taken either for
evaluating the performance of employees or for developing them. The
evaluation is of two types: telling the employee where he stands and using
the data for personal decisions concerning pay, promotions etc.
1) Compensation decisions:
It can serve as a basis for pay raises. Managers need performance

appraisal to identify employees who are performing at or above expected

levels. This approach to compensation is at the heart of the idea that raises

should be given for merit rather than for seniority. Under merit systems,

employee receives raises based on performance.

2) Promotion decisions:
It can serve as a useful basis for job change or promotion. When merit is the

basis for reward, the person doing the best job receives the promotion. If

relevant work aspects are measured properly, it helps in minimizing feelings

of frustration of those who are not promoted.

3) Training and development programs:

It can serve as a guide for formulating a suitable training and development

program. Performance appraisal can inform employees about their progress

and tell them what skills they need to develop to become eligible for pay

raises or promotions or both.

4) Feedback:
Performance appraisal enables the employee to know how well he is doing

on the job. It tells him what he can do to improve his present performance

and go up the 'organizational ladder’.

5) Personal development:
Performance appraisal can help reveal the cause of good and poor

employee performance. Through discussion with individual employees, a

line manager can find out why they perform as they do and what steps can

be initiated to improve their performance.

Objectives of Performance appraisal:

• To review the performance of the employees over a given period of time.
• To judge the gap between the actual and the desired performance.
• To help the management in exercising organizational control.
• Helps to strengthen the relationship and communication between superior –
subordinates and management – employees.
• To diagnose the strengths and weaknesses of the individuals so as to
identify the training and development needs of the future.
• To provide feedback to the employees regarding their past performance.
• Provide information to assist in the other personnel decisions in the
organization.
• Provide clarity of the expectations and responsibilities of the functions to be
performed by the employees.
• To judge the effectiveness of the other human resource functions of the
organization such as recruitment, selection, training, and development.
• To reduce the grievances of the employees.
Performance appraisal is a process of identifying, measuring, and managing
employee’s performance in order to enhance organizational efficiency and
effectiveness. Anyone who has worked in more than one department or at
more than one organization can attest to the fact that not all performance
appraisal processes are the same. It is a merit rating that denotes the
appraisal of the performance of the employees in an organization.
Performance appraisal systematically evaluates the personality and
performance of each employee so that the productivity can be measured in
terms of efficiency and effectiveness. The varying systems and processes
are all over the map. Unfortunately, some are done so poorly that they are
not only designed to fail, but also to create a negative experience for both
the manager as well as the employee. The primary purpose of performance
appraisal is to facilitate the orderly determination of an employee’s worth in
comparison to his/her fellow employees and expected level of performance.
It provides information relating to various aspects of an individual upon
which promotion, transfer and salary decisions can be made. It also provides
an opportunity to review employee’s work-related behavior. More precisely,
performance appraisal can be defined as a systematic evaluation of an
employee’s current, or past performance as well as future potentials by
supervisors or those familiar with his/her performance. It defines an
employee’s job-related behaviors and outcomes which help reward, motivate
and empower employees at work. It also helps to identify future potentialities
of an individual. However, performance appraisal is a more comprehensive
term for such activities because its use extends beyond ascertaining
eligibility for promotion. Such activities may be training and development,
salary increase, transfer, discharge etc. besides promotion

4. Differentiate between on- the- job and off- the- job training?
Answer: Now a days, training has become the core needs of the
organization to develop specific skills in their existing and prospective
employees. There are two methods for imparting training in workers are
on-the-job training and off-the-job training. As their name suggests, the
former refers to the training imparted at the actual job location involving
‘hands-on’ training, whereas the latter method involves giving training to
the employees at a place other than the real job location.
While on-the-job training is provided at the workplace itself, the trainees
produce things while learning. In off-the-job training, the trainiees are
away from the work environment, that eliminates stress, frustration and
bustle of day-to-day job. Check out the article presented to you, to learn
the differences between on-the-job-training and off-the-job-training.
·On-the-job training methods: include job rotation, apprenticeships, under
study assignments, and formal mentoring programs.·Off-the-job training- the
fastest-growing training medium is probably computer-based training, or e-
training. On the positive side, e-training in creases flexibility because
organizations can deliver materials anywhere, at any time. On the other hand,
it’s expensive to design, employees miss the social interaction and online
learners are more susceptible to distractions.

differences between on-the-job and off-the-job training are

indicated below:

1. The training method used to impart training to employees while he is at the

workplace performing the

job is known as On-the-job training. Off-the-job training involves the training

of employees outside the

job location.

2. On the job training has a practical approach, whereas off the job training is
theoretical.

3. On the job training involves the hands-on experience of the trainees which
is not with the case of off the job training.

4. Off the job training is more time consuming as compared to off the job

training.

5. ‘On the job’ training involves learning by doing the task while ‘off the job’
training involves learning by acquiring knowledge.

6. In on the job training, there is no work disruption as the training and

production go hand in hand. Conversely, in off the job training, the work is
hampered because first of all training is provided which is

followed by the actual performance.

7. On-the-job training is carried out by the experienced employees. Unlike off-

the-job training which is provided by the experts.

8. On the job training is less expensive than off the job training.

9. On the job training is appropriate for manufacturing entities while off the job
training is suitable for non manufacturing

entities.

Content: On-the-job training Vs Off-the-job training

• Comparison Chart
• Definition
• Key Differences
• Conclusion
Comparison Chart

BASIS FOR
ON-THE-JOB TRAINING OFF-THE-JOB TRAINING
COMPARISON

Meaning On the job training refers to a When the employees are given
form of training which is training outside the actual work
provided at the work place location, such a type of training
during the performance of the is termed as off the job training.
actual job.
Approach Practical Theoretical

Active Yes No
participation

Location At the workplace Away from the workplace

Principle Learning by performing Learning by acquiring

knowledge

Work disruption No, because trainees produce Yes, because first training is
the products during learning. provided which is followed by a
performance.

Carried out by Experienced employees Professionals or experts.

Cost Inexpensive Expensive

Suitable for Manufacturing firms Non-manufacturing firms

Definition of On-the-job training

As the name suggests, “on the job” training (OJT) is a method of imparting
training to the employees when they are on the job at the workplace. The
aim of training is to make the employees familiar with the normal working
situation, i.e. during the training period, the employees will get the first-hand
experience of using machinery, equipment, tools, materials, etc. It also helps
the employees to learn how to face the challenges that occur during the
performance of the job.

On-the-Job Training Methods

The main theme of this training method is learning by doing where the
supervisor or the experienced employees demonstrate the trainees how to
perform a particular task. The trainees follow the instructions of the
supervisor and perform the task. Due to the simplicity, this method highly
used by the firms to train the current or future employees.

Definition of Off-the-job training

“Off the job” training is a method of training, which is undertaken at a site,

away from the actual workplace for a particular period. The reason
behind imparting training at a place other than the job location is to provide a
stress-free environment to the employees where they can concentrate only
on learning. Study material is supplied to the trainees, for complete
theoretical knowledge.

Off-the-job Training Methods

The trainees are free to express their views and opinions during the training
session. Moreover, they can explore new and innovative ideas. It is one of
the expensive training methods. It involves selection of the place of training,
the arrangement of facilities for the workers, hiring an expert to impart
training, etc.
Key Differences Between On-the-job and Off-the-job
training The basic differences between on-the-job and off-
the-job training are indicated below:

1. The training method used to impart training to employees while he is

at the workplace performing the job is known as On-the-job training.
Off-the-job training involves the training of employees outside the job
location.

2. On the job training has a practical approach, whereas off the job

training is theoretical.

3. On the job training involves the hands-on experience of the trainees

which is not with the case of off the job training.

4. Off the job training is more time consuming as compared to off the job

training.

5. ‘On the job’ training involves learning by doing the task while ‘off the
job’ training involves learning by acquiring knowledge.

6. In on the job training, there is no work disruption as the training and

production go hand in hand. Conversely, in off the job training, the
work is hampered because first of all training is provided which is
followed by the actual performance.

7. On-the-job training is carried out by the experienced employees.

Unlike off-the-job training which is provided by the experts.

8. On the job training is less expensive than off the job training.

9. On the job training is appropriate for manufacturing entities while off

the job training is suitable for non-manufacturing entities.
Caselet 1
Uptron Electronics Limited, is a pioneering and internationally reputed firm in the electronics
industry. It is one of the largest firm in the country. It attracted employees from
internationally- reputed institute and industries by offering high salaries, perks, etc. It has
advertized for the position of an electronic engineer recently. Nearly 150 candidates applied
for the jobMr. Sashidhar, an electronics Engineering Graduate from the Indian Institute Of
Technology with 5 years working experience in a medium sized electronics firm, was selected
from among the 130 candidates who took tests and interview. The interview board
recommended an enhancement in his salary by Rs 5,000 more than his present salary at his
request. Mr Sashidhar was very happy to achieve this and he was congratulated by a number
of people including his previous employer for his brilliant interview performance, and wished
him good luck.

Mr Sashidhar joined Uptyron Electronics Ltd., on 21st January, 2002, with greater
enthusiasm. He also found his job to be quite comfortable and a challenging one and he felt it
was prestigious to work with this company during the formative years of his career. He found
his superiors as well as subordinates to be friendly and cooperative. But this climate did not
live long. After one year of his service, he slowly learnt about a number of unpleasant stories
about the company, management, the superior subordinate relations, rate of employee
turnover, especially at higher level But he decided to stay on as he has promised several things
to the management in the interview. He wanted to please and change the attitude of
management through his diligent performance, firm commitment and dedication. He started
maximizing his contributions and the management got the impression that Mr. Sashidhar had
settled down and will remain in the company.
After some time, the superiors started riding rough- shod over Mr Sashidhar. He was
overloaded with multifarious jobs. His freedom in deciding and executing was cut down. He
was ill treated on a number of occasions before his subordinates. His colleagues also started
assigning their responsibilities to Mr Sashidhar. Consequently there were imbalances in his
family life and organizational life. But he seemed to be calm and contented. Management felt
that Mr Sashidhar had the potential to bear with many more organizational responsibilities.
So the general manager was quite surprised to see the resignation letter of Mr Sashidhar along
with a cheque equivalent to a month’s salary one fine morning on 18th January, 2004. The
General Manager failed to convince Mr Sashidhar to withdraw his resignation. The General
Manager relieved him on 25th January, 2004. The General Manager wanted to appoint a
committee to go into the matter immediately, but dropped the idea later.
Questions:
1. What is wrong with the recruitment policy of the company?
2. Why did Mr. Sashidhar’s resignation surprise the General Manager? 

Questions:
Q1.What is wrong with the recruitment policy of the company?
Answer: There are deficiencies in the recruitment policy of the company for
resource. Staffing is not accurate in this regards. As per me the company
should have first looked the resources available within the company rather
than going out. There are many qualified employees are already available
within the company and they well know about the atmosphere, culture,
values, policies and process for the company. By not doing any internal
recruitment, employers will lose the opportunity to utilise the professional
network of existing employees and may spend time and resources
interviewing on new candidates when a perfect match may have already
been working within the company. Also the internal resources get
demotivated when the company does not recognize the existing talent pool.
Recruiting resource from international institutes for every job opening is not
necessary and not appropriate. For one candidate to be selected 130
candidates were interviewed and tested. If the Advert carried the right job
profile and description the result of receiving too many applications would
have not occurred making the short listing easer and selecting the right
man for the job leaving no room for mishaps and waste of human
resources. As a company , they cannot able to control and monitor the
performance of the employee, if in case company have properly organized,
then the authority of responsibility and work should flow from the
concerned department only , so overloading of work can be avoided. Over
loading an enthusiastic worker without judging the capacity or capability of
the job leads to job disasters and the staff member shattered. The roles and
responsibilities of each staff member should be clear and transparent
according to the designation and capability. This will enable them to
execute their assigned task in an efficient and effective manner.
Accountability and authority should be vivid without any ambiguity. The
company should have a strong recruitment policy to enable recruiting the
right resource for the right position at the right time. Finally all the process
and policies should ensure cost and time efficiency.

Q2.Why did Mr. Sashidhar’s resignation surprise the General Manager?

Answer: Introduction of Mr. Sashidhar in the organization is with great
enthusiasm. He was very much comfortable in his job and felt quite
challenging. He had a lot of confidence and job satisfaction. He was very
proud to be part of the company. After one year, he observed a lot of
unpleasant happenings in the company. Interpersonal relationship between
the superior and subordinate was not smooth. Conducive atmosphere was
missing. Yet he had perseverance to continue in the organization as he
promised during the interview. He wanted to please and change the
attitude of management through his diligent performance, firm
commitment and dedication. He started maximizing his contributions and
the management got the impression that Mr. Sashidhar had settled down
and will remain in the company. After some time, the superiors started
riding rough-shod over Mr. Sashidhar. He was overloaded with multifarious
jobs. His freedom in deciding and executing was cut down. He was ill-
treated on a number of occasions before his subordinates. His colleagues
also started assigning their responsibilities to Mr Sashidhar. Consequently
there were imbalances in his family life and organizational life. But he
seemed to be calm and contented. Management felt that Mr. Sashidhar
had the potential to bear with many more organizational Responsibilities
without recognizing his true capability

 Caselet 2 

The contexts in which human resources are managed in today's organizations are
constantly, changing. No longer do firms utilize one set of manufacturing
processes, employ a homogeneous group of loyal employees for long periods of
time or develop one set way of structuring how work is done and supervisory
responsibility is assigned. Continuous changes in who organizations employ and
what these employees do require HR practices and systems that are well conceived
and effectively implemented to ensure high performance and continued success.
1. Automated technologies nowadays require more technically trained employees
possessing multifarious skills to repair, adjust or improve existing processes. The
firms can't expect these employees (Gen X employees, possessing superior
technical knowledge and skills, whose attitudes and perceptions toward work are
significantly different from those of their predecessor organizations: like greater
self control, less interest in job security; no expectations of long term employment;
greater participation urge in work activities, demanding opportunities for personal
growth and creativity) to stay on without attractive compensation packages and
novel reward schemes.
2. Technology driven companies are led by project teams, possessing diverse skills,
experience and expertise. Flexible and dynamic organizational structures are
needed to take care of the expectations of managers, technicians and analysts who
combine their skills, expertise and experience to meet changing customer needs
and competitive pressures.
3. Cost cutting efforts have led to the decimation of unwanted layers in
organizational hierarchy in recent times. This, in turn, has brought in the problem
of managing plateau employees whose careers seem to have been hit by the
delivering process. Organizations are, therefore, made to find alternative career
paths for such employees’
4. Both young and old workers, these days, have values and attitudes that stress
less loyalty to the company and more loyalty to oneself and one's career than those
shown by employees in the past, Organizations, therefore, have to devise
appropriate HR policies and strategies so as to prevent the flight of talented
employees
Question:-
1. Discuss that technological breakthrough has brought radical changes in
HRM.
 Question:-
1. Discuss that technological breakthrough has brought radical changes in HRM.
Answer: The caselet, in which human resources are managed in today's
organizations are constantly changing. Continuous changes in modern world
require HR practices and systems that are well conceived and effectively
implemented to ensure high performance and continued success.

Automated technologies nowadays require more technically trained employees

possessing multifarious skills to repair, adjust or improve existing processes.

Companies based on Technology, are led by project teams, possessing diverse

skills, experience and expertise. To meet the changing need of the customers,
organisation should be flexible enough and dynamic to produce the expected
result. Competitions are heavy in the market. To compete with the booming
competition Human Resource Management should develop skills

and expertise in technology. In the event recession impacts the organization

and leads to cost cutting, employees on bench are given pink slip.
Organizations’ are forced to make alternative arrangements for the employees
to ensure their career path is not distorted. HRM policies can be better
managed by introducing the better tools and software , this also help
management to know the productivity of employees so as to maintain and
trained well in a good manner. Social network & relationship and internal
activities, competition between the employees and motivation between the
employee levels, all these will keep remains the employees with in the firm.
Also keep ensure the activities are going with the best interest and co-
operation, proper monitoring and controlling helps to maintain the same in a
very good way. In this modern world young employees tend to switch over
from one organization to another looking for better prospects and career
growth. Therefore it is essential to have best HR practices to retain the talent
pool.
Section C Applied Theory
1Q. Several types of interviews are commonly used depending on the nature &
importance of the position to be filled within an organization. Explain the
different types of Interviews.

Answer:One-to-one Interview

This is the most common type of Interview. In the One-to-one interview the
candidate for employment meets directly with the interviewer.

Phone interview Phone Interviews are becoming increasingly popular among

large corporations who are conducting a mass-hiring of employees. These
interviews are conducted entirely over the phone and eliminate bias that may
arise from a candidate’s appearance, mannerisms, or ethnicity. Often times,
phone interview questions are structured and the question are behavioral in

nature; to further eliminate bias.

When preparing for a phone interview you should follow all of the steps listed
above including getting dressed for the interview. Studies have shown that
people who dress professionally for a phone interview will perform better than
those dressed casually.

Group interview

In the group interview style you will be interviewing simultaneously with two or
three other candidates all vying for the same position. In this interview style one
or more applicants may be asked the same question or the pool of applicants
can be broken into teams to determine a solution to a problem posed by the
interviewer. This style of interviewing is most common in the technology fields or
any field where group cohesiveness is of extreme importance. The best way to
prepare for a group interview is to follow the steps listed above.Panel Interview

A panel interview involves three or more members of the hiring organization

meeting simultaneously with the person being considered for the position. This
interview style is most common in academia or when hiring a senior level
corporate executive. The term “search committee” is commonly used to
describe a Panel Interview. In preparing for a panel interview it is best to
understand an organization from every point of view. For example, if you are
going to be interviewed by an organization’s Customer Service Manager,
Finance Manager, and Human Resources Manager; you should familiarize
yourself with current information about the organizations customer service
policies, finance policies, and HR policies.

Mock Interview

The Mock Interview allows prospective job candidates to practice their

interviewing skills in a simulated interview environment. Mock interviews provide
constructive feedback to the participants to enhance job prospects by
improving interview skills. Career fair interview
Q2.How would you explain organizational change and development?

Answer:Organizational Change
Factors such as improvements in technology, the need for business
diversification and expansion are all examples of driving forces of change in
organizations. These factors contribute to the onset of organizational
development by pushing business leaders and managers to take certain
actions which will lead to the desired outcome.There are several types of
organizational change. Some changes are planned and driven by innovative
thinking, while others are unplanned. Sometimes change in an organization can
affect the whole entity, and at other times it can have a direct impact on only
one segment of the business structure. When an organization experiences
change, it re-invents its overall strategy for success, and adds or removes
certain components in its current style of operations

Organizational Development
Business development is defined as "a planned organization-wide effort to
increase an organization’s effectiveness and viability," according to Noetic
Outcomes Consulting. One of the most widely known means of implementing
organization development is enterprise master planning. This process allows
an organization to choose the best business solution out of a multitude of
alternatives or options. Enterprise master planning involves a thorough
analysis of existing business processes and a good understanding of
opportunities available for improving those processes. Documentations and
resources are used to determine the most appropriate business options, and
to qualify and justify the master plan. The methods used for organizational
development will vary, and the steps taken to implement organizational change
is contingent on the scale of the project and the sort of results being sought.
The timeline for the plan development and integration will therefore depend on
the complexity of the enterprise and its starting point in the development
stage.
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Course - Master Program in Business Administration - 2 Years
1st seamiest
Semester______________________________

Subject Name ___________________________________________
Human Resource Management
Section Attempted A B C D (Please tick all the sections you have
responded)
Declaration Form Attached Yes No
18th march 2019
Date of Submission of Answer Sheet ________________________
Signature of the Candidate ________________________________
Important:
1. Please ensure that your Correct Registration number is mentioned
on the Answer Sheets. 


2. It is Mandatory to send dully filled Declaration form along with

the Answer Sheets. 


3. This sheet is MANDATORY to be attached with Each Subject

Answer sheet. (Please make 

photocopies of this form & attach with each answer sheet)