University of Delhi 2010-2nd Year M.Com Commerce HUMAN RESROUCE DEVELOPMENT UNIVERSITY - Question Paper
[This question paper contains 12 printed pages ]
Your Roll No
6473
M.Com./II
J
Course 435 - HUMAN RESROUCE DEVELOPMENT
Time 3 Hours 7W 3 W?
Maximum Marks 75
wnfor 75
cs
(Write your Roll No onjhe top immediately on receipt of this question paper)
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Note - Answers may be written either in English or in Hindi, but the same medium should be used throughout the paper
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Attempt all questions All questions carry equal marks
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Note ~ The maximum marks printed on the question paper are applicable for the candidates registered with the School of Open Learning These marks will, however, he scaled down proportionately in respect of the students of regular colleges, at the time of posting of awards for compilation of result
1 HRD roles hare changed over a period of time particularly more in the recent past Critically evaluate the statement with the help of suitable examples of different roles
Write the four most important knowledge, skills, abilities, and other characteristics that you believe your training and development program design must address and your reasoning for selecting these for the following jobs
(a) Financial Analyst m a Mutual Fund company
(b) HR Manager in a Cement Plant
(c) Area Sales Manager in FMCG company
(d) Accounts Manager in a Software Company
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2 Most of the organizations dont give* adequate
importance to Training Need Analysis and most
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of time they are m the reactive mode whenever an emergency arises Elucidate with suitable examples
Write|a brief note on various stages of HRD process model and explain it with the help of a diagram and suitable examples
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3 Distinguish between any two of the following
(a) HRD in FMCG company and Automobile company
(b) Strategic HRD and Traditional HRD
(c) Coaching and Mentoring
(d) GROW Model and BOOST Model of HRD
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4 Write short notes on any two of the following
(a) Challenges and Methods of HRD
(b) HRD in Pubjic Sector Organization with suitable example
(c) Balanced Scorecard
(d) Appreciative Inquiry as a recent trend in HRD
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5 Analyse the following Case Study and answer the questions given at the end
Toyota, valued at US$188 billion, is the worlds second biggest car maker, just behind General Motors of the US, but is expected to claim the top spot in 2010 The potential key competitors of the future are likely to be from South korea, China, and India where companies such as Hyundai, Kia and Tata are making cheap care of a good quality Toyota has been able to combine product quality and reliability with low pricing, fuel efficiency, and good design It has been successful at aligning its operational activities with strategic goals The company is driven by what it terms the Toyota Way rather than by cost reduction (which characterizes many Asian and Far East
manufacturing companies) The Toyota Way has been evolving since the company was originally founded in 1926 It is all about the culture of the company and emphasizes mutual trust and respect for everyone involved in and with the business
Toyota is regarded as one of the most efficient companies in the world because of the Toyota Production System (TPS) based on lean production and Kaizen (continuous improvement) principles These are at the heart of its approach to business strategy The approach adopted by Toyota has resulted" in the institutionalization of lean manufacturing skills and Kaizen Over 20 million suggestions in 40 years' have been generated by the companys suggestion system which is only one aspect of its approach to continuous improvement The company places great emphasis on teamwork that reflects a culturc characterized by collaboration, cooperation, and trust The company belieyes that teams are better at solving problems, and that people learn from each other
In terms of its approach to HRD the principal emphasis is on training The HR function'itself is viewed as playing a key leadership approach in the companys improvement processes and has a coordination role when it comes to training The training and development team is part of a broader
Human System which focuses on development, recruitment, and retention The aim of the Human System model is to make everyone a member of the Toyota culture In the US a corporate university (University of Toyota) has been created to provide training and consultancy on Toyotas business practices, particularly lean manufacturing , The principal strength of the company has always been its approach to on-the-job training although this has become increasingly supplemented with classroom training (although the latter was not greatly appreciated in the past) The company prefers the term on-the-job development because it is felt to be broader than training This approach includes methods such as job rotation which reflects this broader development Team leaders are trained as facilitators and instructors and do most of this classroom training It is a requirement that anyone in this role has production experience The increase in classroom training reflects the influence of globalization on the company Employees are able to identify personal training opportunities which are referred to as self-initiated development The training of general managers involves learning about business planning and policy, Toyota Business Practices, and several other related issues Most of this is handled by the Toyota Institute in Japan although job rotation is also a characteristic of this level
Toyota has always stressed the importance of recruiting people who not only have the capacity to learn but also possess the motivation and desire to do so The company is always trying to find ways to improve the training methods it uses because people are trained without slowing down the line This is a challenging situation for anyone new to the job This is because the TPS is so interconnected that to slow down one part affects the whole system Standardized instruction methods are used across the company Recently, the company has been trying to drive down costs and there are concerns that this is harming its long standing reputation for quality In the past it has found ways of realigning its strategy and operations to cope with issues such as environmental concerns without resorting to a cost reduction strategy It will be interesting to see how the next few years turn out
Questions
(a) How would you describe Toyotas approach to HRD 7
(b) To what extent do HRD activities appear to be vertically and horizontally aligned 9
(c) What are the advantages and disadvantages of Toyotas approach to HRD 9
(d) Discuss the concept ofself-initiated development in Toyota 9
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