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Strategic HRM
September
2023 Examination
1. MNCs while designing
& implementing human resource planning policies have a pervasive effect to
face difficulties due to a number of reasons as there are different regions
around the world who follow different approaches, people from difficult culture
and background are a part of their human resources. What challenges HR Director
of an MNC has to address his team to consider while planning human resource
planning process (10 Marks)
Ans :
Introduction:
In today's
globalized business environment, multinational corporations (MNCs) face
numerous challenges in designing and implementing effective, helpful human
resource planning rules. The innumerable nature of MNCs, running in
one-of-a-kind areas with varying cultural backgrounds, poses significant
hurdles for HR directors and their teams. This essay will delve into the
demanding situations that HR directors want to deal with while planning the
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2. You are one of the
Board Members at Creative Infotech firm. CEO of the oragnisation has been on
medical leave for an undisclosed condition, resigned as chief executive of
Creative Infotech, saying "He could no longer meet the duties and
expectations of the job." An organisation and Board member you should have
an adequate succession planning process. Discuss the same with news of
appointment of new CEO successor for Creative Infotech firm.
Ans
:
Introduction:
Succession
planning is a critical method for any organization, ensuring a smooth
transition of leadership and the continuity of operations. As a Board Member at
Creative Infotech, I recognize the importance of a vital succession planning
procedure to identify and develop potential leaders within the corporation.
With the recent resignation of our CEO because of undisclosed health issues, we
must act swiftly and effectively to employ a new CEO successor who can lead
creative Infotech to new heights. In this discussion, I can explore the idea
and application of succession-making plans, highlighting their significance and
outlining
3.
The
Reliance Communications was established in 2005. It had its plants in six areas
in the country. The company provided both in-company and out-companies
executive development programmes. In Company programmes included orientation
programmes for apprentice Assistant Executive Engineers. It had a staff college
at Bangalore Programmes were conducted at staff college for all types of
personnel. In-company programmes included quality management, participative
management, time management, etc. The best faculty was drawn from Indian
Institute of Management, Universities, and Professional Bodies etc. Apart from
the four permanent and internal faculty. At present all the four permanent
faculty positions are vacant. Evaluation of management development programmes is
done as a ritual rather than to make it a part of development process.
Evaluation of in-company programme is done at Staff College with the objectives
of knowing the participants learning and to know how far the participants have
found the programme useful. The staff college sends no formal feedback to the
functional heads of the departments and also to the corporate personnel and
administrative department. It appears to be no formal system that provides the
feedback from the participants and out company programmes to their respective
functional heads. There exists no evaluation model with pre-training and
post-training evaluation and no efforts are made to develop evaluation
techniques.
a.
Finding
out the reasons for the unsatisfactory conditions of evaluation of management
development programmes?
Ans
:
Title: Unsatisfactory
Evaluation Conditions of Management Development Programmes at Reliance
Communications: Exploring the Reasons
Introduction:
Reliance
Communications, established in 2005, performed a significant role in providing
executive development programs to enhance the skills and knowledge of its
workforce. Those programs encompassed in-company and out-company projects,
catering to various levels of personnel. However, evaluating those management improvement
programs at Reliance Communications desires greater satisfaction, needing more
formal feedback systems and
b.
How
do you improve the conditions of evaluation of management development
programme?
Ans :
Introduction
Practical
evaluation is crucial for the success of management improvement programs. It
provides valuable insights into the program's effect, enables continuous
improvement, and guarantees the development of competent leaders. This paper
proposes a comprehensive approach to decorate the evaluation process of control
development programs at Reliance Communications. By imposing a structured
evaluation model, incorporating pre-training and
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