Indian Institute of Technology Madras (IIT-M) 2007 Terrn-End - Question Paper

MANAGEMENT PROGRAMME
Terrn-End exam
June, 2OOT
MS-Z : MANAGEIilENT OF
HUMAN RESOURCES
Time: three hours ximum Marks : 700
(Weishtage 70W
Note 3
(t) There ere 2 parts A and B.
(t$ Attempt any 3 qtuestronsfr om part A. Atl
ques. carry 20 marks every.
{iii)
2;r::r:,
is computsory for att and carries
part A
l. discuss the scope and importance of HRM in the current
day situation. Differentiate ranging from traditional personnel
function and HRD. 20
2. What is Human Resource Planning (HRP) ? explain the
process of HRP and the issues associated with it. 20
MS-2 P.T.O.
3. explain the concept of competency mapping. Briefly
discuss the methods of competency mapping . 20
4. What is HRD System? Enlistt he principlesi n designinga n
HRD system. 20
5. Write short notes on any 3 of the subsequent : 20
(a) Fringe benefits
(b) Trade Union recognition
(c) Grievance handling
(d) Outsourcing
(e) Importance of teams
MS-2
F*,
SECTIONB
6. Please learn the fdlowing case and' ans the ques.
provided at the end. 40
CASE
:. The Divisional Manager of a company attended a
seminar, on Managernent by Objectives. His enthusiasm,
'ltbrdled at that tlrne, tended to grow the more he thought
about it. He finally dectded to introduce the concept and
see what headway he could make at his next staff
meeting.
He recounted the theoretical developments in this
technieu€, cited the advantages to the division of its
application, and asked his subordinates to think about
;adopting it. However, it was not as easy as everwne had
thought. At the next meeting, several ques. were
raised.
"Do you have divisional goals assigne d by the
Chairman to you for the nelt yeaLr ?" the finance
manager wanted to know. "No, I do not," the divisional
manageT replied. "l have been waiting for Top
Management to tell ,me what is expected but they act as
if they will do nothing about the matter."
MS-2 P.T.O.
"What is the division to do then ?" the manager of
production asked, rather hoping that no action would be
indicated.
"l intend to list my expectations for the divisioo,"
stated the divisional manager. "There is not much mystery
about them. I expect Rs. 250 crores in sales, a profit on
sales before taxes of 12 percent, a return on investment
of 20 percent, an ongoing program in effect by 30th
April, with specific characteristics I will list later, to
develop our own future managers, completed
development work on our XZ model by the end of the
year, and employeet urnover stabilizeda t five percent."
The staff was somewhat surprised that their superior
had thought through these verifiable objectives with such
clarity and assurance.T hey were also surpriseda bout his
sincerity in willing to achieve them.
"During the next month, I want every of you to
translate these objectives into verifiable goals for your
own functions. Naturally they will be various for finance,
marketing, production. engineering and administration.
However, you state them. I will expect them to add up
to the realisation of the division goals." Thus, remarked
the divisional manager at the end of the meeting.
MS-2
ques. 3
(a) Identifu the problems of the case.
(b) Can the Divisional Manager develop verifiable
objectives, when they have not been assigned to him
\ by the Chairman ? How ?
(c) What type of info or help do you believe is
important for the Divisional Manager to have from
the top managemefit ?
(d) Do you justify the Divisional Manager's approach in
setting goals ? provide reasons for your ans.
MS-2 10,000

Earning:   Approval pending.