MU0012 Employee Relation Management 4 Credits (Book ID: B1230) Assignment Set 1 (60 Marks)

Q.1. What are the reasons for maintain good industrial relations in an organization?
Ans.

As we all know that IR (Industrial Reaction) is the key for increased productivity in industrial establishments. For example, at the Alwar plant of Eicher Tractor, productivity went up from 32% between 1994 and 1996 to 38% in 1997.This increase was possible because of peaceful IR. On the flip side are the painful stories and past records of firms that become history due to industrial relations or labour militancy. Vijay Mallya had to sell Best & Crompton due to chaotic and restrained relationship with IR. Industrial relation has more dimensions and layers. Its absolutely unethical on the part of management to take the undue advantages of the helplessness of workers and exploit them. Unemployment compels

workers particularly illiterate and unskilled- to accept jobs, inhuman working conditions and niggardly wages, notwithstanding. IR assumes relevance in this context. One of its objectives is to protect workers interest and to improve their economic conditions. IR seeks to protect the rights of managers too. Managers expect workers to observe codes of discipline, not to join legal strikes, not to indulge in damage to organizations property, not to assault supervisors or peers and not to come inebriated to the workplace. Where workers behavior deviates from expected lines or rules and regulations, its the managements right to take appropriate action. There is set procedure for handling any act of indiscipline or indiscretion on the part of an employee and if the management satisfies the procedure, it is justified in taking action or even removing the employee from service. Little do all of us realize that it is the people who create problems everywhere and it is only they who can be successful achievers of sorting out the problems or find out the most necessary solutions. If there is problem for employees, there is solution also. Viewing every problem seriously and restoring to manipulative style of IR which emphasis the need to keep labour in check by floating stooge unions, buying up union leaders, and striking clandestine deals with powerful politicians do no good to manager or to the organization they represent. The field of IR needs a look- a look which is free from suspicion, biasness or prejudices and ill towards the workers.

Q.2. What are the provisions of the Factories Act 1948 that ensure social security measures of workmen in a factory?
Ans. The Factory Act regulates labour employed in Factories. It applies to whole India. This act applies to all factories which use power and employ 10 or more workers and applies to factories not using power and employing 20 or more workers, on any day of preceding 12 months. The social security provisions are as follows as per The Factory Act 1948:

 Facilities: It specifies the minimum requirements regarding health (cleanliness, ventilation and temperature, lighting and control of glare, etc.) safety (protection of eyes, handling of explosive and inflammable materials etc.) and general welfare of workers (first aid, canteens, shelter rooms, crches, urinals, drinking water etc.) Safety: Fencing of machinery needs to be done. Adequate fire fighting facilities must be provided. Hoist and lifts have to be in good working condition. Stairs and passage have to be free from obstruction. Safety appliances to protect eyes from dangerous dusts, gases and fumes have to be provided. Pressure plants have to be checked at regular basis. Working Hours: The working hour cannot be greater than 48hrs in a week. Weekly holiday is mandatory. Compensatory holiday have to be given if the workers work on holidays. A worker cannot be made to work for more than nine hours in a day. Half an hour rest is to be provided after five hours of work. Overlapping shifts have not been allowed or permitted. Overtime Wages: A worker has to be paid overtime wages at double the rate of regular wages if the worker works beyond the nine hours of a day or 48 hours within a week. Leave: A worker is permitted a leave of one day for every 20 days of work performed in the previous calendar year provided that the worker had worked for 240 days or more in the previous calendar year. Child Employment: Children below age of 14 years cannot be employed. Children between 14 and 15 years of age can be employed only for 4.5 hours per day or during the night. Adolescents cannot work between 7 pm and 6 am. Obligation regarding Hazardous Process and Substances: Provide information about hazardous substances and processes and the dangers and the health hazards involved. Ensures safety measures and make emergency plans. Appoint safety committees.

Q.3. What are the four strategy levels in an organization?

Ans.

Organizations have various levels and layers of strategic decision making. Although these levels are interrelated to each other still each one of them has its own purview and reach. The different levels of strategy within an organization are corporate level, business unit level, functional level and people level. Lets have inside glance over all the four levels within an Organization: Corporate level Strategy: Corporate level usually divided at the broad level. It defines the overall mission, game-plan, management of the business portfolio, priorities of each business unit regarding resource allocation, structuring of the business, methods and financing of the business, alliances to be made acquisitions or mergers to be performed in an organization. Corporate strategy is influenced by the external environment, the people and the system within the organization. The corporate vision influences the business mission. A good mission should be clear achievable and challenging. According to Johnson and

Scholes, corporate strategy can be evaluated by Suitability, Feasibility and acceptability respectively. Business -Unit Level Strategy: Business-unit level strategy mainly concerned with how the organization gain advantage over its competitors. It deals with the methods the organization uses to compete in the particular markets, new opportunities that the organization sees and creates, products and services to develop, customers that the organization targets. Functional Level Strategy: Functional level strategy is concerned with how various units of the business (marketing, finance, manufacturing, personnel) transform corporate and business level strategies into operational goals. According to Johnson and Scholes, functional strategy describes how the component parts of an organization in term of resources, processes, people and their skills are pulled together to form a strategic architecture which will effectively define the value. People Strategy: People strategy aims to match the activities of an organization with its human resources. An effective strategy for people management is vital to the success of an organization. People strategy aims to ensure that the employees are satisfied with their jobs, working environment, rewards and career prospects, develop employee commitment by motivating them to move beyond contractual obligations to emotional commitment, manage organization culture by concentrating on the important cultural aspects of the organization.

Q.4. What are the benefits that an organization enjoys by implementing employee participation?

Ans. -

For any successful conglomerate it is important that their workforce is willing to participate in organizational activities. Employee participation implies that management of an organization advocates employee involvement in execution and improvement of various business processes. Companies like IBM, HP and many more have various fruitful employee participation programs. Employee participation benefits both the employee and the employers. The advantages of employee participation are as follows: Enhance Employee Performance and Productivity: Employees clearly understand their tasks as there is no ambiguity in their communication with managers. It helps employees perform in a better way. Enhanced Organizational Excellence and Efficiency: Employee participation: Employee participation reduces the number of inconsistencies .Knowledge of the tasks enables employees to make intelligent decisions and this increase the overall efficiency. Enhanced Employee Commitment: Employee become more dedicated and work toward achieving the objectives of the organization. Reduced Absenteeism and Employee Turnover: When employee suggestions are valued and rewarded, the job satisfaction increases. It helps in retention of employees and reduces absenteeism.

 Reduced Labour Conflicts: Employee participation builds trust and mutual support. Employee aligns their goals with that of the organization, and conflicts within the organization reduce. Improved Communication within the Organization: Effective communication is essential for building employee participation. Managers develop their communication skills in order to inform their subordinates of their intentions and perceptions. Employees too communicate better with their superiors through suggestions and joint meetings. Reduced Resistance to Changes: Employee participation enables them to quickly adapt to Organizational changes as there is a clear understanding of employee expectations. Enhanced Morale: Employees desired to be actively involved in their work and make significant contribution to their organization. It satisfies many of the psychological needs of the employees and thus increases the morale. Increased Innovation and Creativity: Employee participation enables employees to suggest and implement novel idea which help in decision making and problem solving.

Q.5. What are the different leadership styles that are adopted by managers as per Managerial Grid Model?
Ans. - Managerial Grid Model was proposed by Robert Blake and Jane Mouton, it is a behavioral leadership model it identifies the different leadership styles based on the concern for people and the concern for production. The below figure shows the graphical representation of the Managerial Grid Model

In the above portrayed graphical representation, the concern for production is represented by the X-axis and the concern for people on the Y-axis. Each axis is marked from 1 (low) to 9 (high). The different Leadership styles that are identified are as follows: The Indifferent or Impoverished Style (1, 1): Managers adopting this style have low concerns for both people and production. Managers are more concerned about preserving their jobs and avoiding getting into trouble. The managers do not want to be held responsible for any mistakes and are therefore less innovative. The Accommodating and Country Club Style (1, 9): Mangers using this style are more concerned about the people than the

production. Managers try to ensure security and comfort of the employees hoping that it will enhance performance. The workplace is pleasant but not necessarily productive. The Dictatorial Style (9, 1): Managers using this style are more concerned about production than the people. Managers do not consider the needs of their subordinates. Managers pressurize their employees to achieve goals by imposing rules and threatening them with punishments. The Status-Quo or Middle of the Road Style (5, 5): Mangers adopting this style try to balance employee needs and company goals. But in trying to compromise, the managers do not meet the needs of the company or that of the employees. The Sound or Team Style (9, 9): Managers using this style are concerned about the people and the production. Managers encourage teamwork and employee commitment. Managers make employees feel that they are contributing constructively to the company. The Opportunistic Style: Managers using this style exploit and manipulate their subordinates. This style does not have fixed location on the grid. Managers adopt the behavior which offers them the greatest personal benefit. The Paternalistic style: Managers using this style praise and support their subordinates but discourage their being innovative. This style alternates between the (1.9) and (9, 1) locations on the grid.

Q.6. Suppose you are the HR manager of a software company that is facing severe financial loss due to recession. What action would you take keep your employees positive and motivated?
Ans. If I am a HR manager of some XYZ company who is going through a recessionary phase The first and foremost activity must be that the workforce wont get affected or should say the ghost of Recession or Financial Crisis just wont be able to haunt and drag attention of them at all. I will make sure, being the

HR manager of the company, I lead by example so that the panicking aspect will be neutralized since I firmly believe in maxim saying A terrified King can never be the Torch Bearer of a Realm clouded and haunted by Darkness . Next ensuring that the employees of my organization must be positive and motivated by participating various engagement programs and through non monetary reward system. By adopting or conducting various workshops, orientation and training and development programs, the positive frame of mind of employees will get much needed booster, they rather find themselves in much relived position and refreshed through various session with these Employee Engagement programs compared to that of daily routine work schedules during the days of recession. By adopting various non monetary rewards like promotion, dual responsibility, a hand written note I will make sure the morale of my employee must be high and spirited. These are the variety of means and ways to keep the most precious asset of the management also known as Human Resources positive, motivated and spirited during the time of financial crisis or recessionary period.

MU0013 HR Audit 4 Credits (Book ID: B1231) Assignment Set 1 (60 Marks)

Q.1. What are the main objectives of Human Resource Planning?

Ans.

Human Resource Planning is the term used to describe how companies ensure that their staff comprise of Right person for doing the job. It includes planning for staff retention, planning for candidate search, training and skill analysis and much more. The main objectives of Human Resource Planning are as follows:

 To determine the number of employees to be employed: if organization has more number of employees than actually required, then the workforce will consist of underutilized staff. In contrast if the opposite management is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected. To retain highly skilled staff: In this competitive scenario it is very important for the organization to retain its skilled or experienced staff. Thus organization should monitor the extent of resignation, discover the reasons behind it, establishing hat is costing the organization and compare loss rates with other similar organization. To manage an effective downsizing programme: This is very common issue for managers but yet the most difficult one. A downsizing activity or strategy reduces the workforce for improving profitability or reducing costs. This is difficult to every manager because of business necessities and at the same time employee anxieties. To find out the procedure for recruiting the upcoming managers: Many senior level managers are troubled by this issue. They have seen traditional career path disappear. They have to bring in senior staff from elsewhere. But they recognize that while this may have dealt with a short term skills shortage. It has not solved the long term question of managerial supply: what sort, how many, and where will they come from? To address these questions you need to understand the present career system (i.e. including patterns of promotion and movement, of recruitment and wastage) the characteristics of those who currently occupy senior positions and the organization future supply of talent.

Q.2. Write a short note on the employee orientation programme?

Ans.-

Effectively orienting new employees to the campus and to their positions is critical to establishing successful, productive working relationships. The employee's first interactions with you should create a positive impression of your department and the campus. The time you spend planning for the new person's first days and weeks on the job will greatly increase the chance for a successful start. An effective orientation will foster an understanding of the campus culture, its values, and its diversity; help the new employee make a successful adjustment to the new job, help the new employee understand her role and how she fits into the total organization, help the new employee achieve objectives and shorten the learning curve, help the new employee develop a positive working relationship by building a foundation of knowledge about campus mission, objectives, policies, organization structure, and functions.

Q.3. Explain the different type of competencies with example?

Ans.

Competency is the ability of an individual to do a job properly. Some scholars see "competence" as a combination of knowledge, skills and behavior used to improve performance; or as the state or quality of being adequately or well qualified, having the ability to perform a specific role. For instance, management competency might include systems thinking and emotional intelligence, and skills in influence and negotiation.Dreyfus and Dreyfus introduced nomenclature for the levels of competence in competency development. The causative reasoning of such a language of levels of competency may be seen in their paper on Calculative Rationality titled, "From Socrates to Expert Systems: The Limits and Dangers of Calculative Rationality". The five levels proposed by Dreyfus and Dreyfus were: Novice: Rule-based behaviour, strongly limited and inflexible

Experienced Beginner: Incorporates aspects of the situation Practitioner: Acting consciously from long-term goals and plans Knowledgeable practitioner: Sees the situation as a whole and acts from personal conviction Expert: Has an intuitive understanding of the situation and zooms in on the central aspects The process of competency development is a lifelong series of doing and reflecting. As competencies apply to careers as well as jobs, lifelong competency development is linked with personal development as a management concept. And it requires a special environment, where the rules are necessary in order to introduce novices, but people at a more advanced level of competency will systematically break the rules if the situations require it. This environment is synonymously described using terms such as learning organization, knowledge creation, self-organizing and empowerment. Within a specific organization or professional community, professional competency, is frequently valued. They are usually the same competencies that must be demonstrated in a job interview. But today there is another way of looking at it: that there are general areas of occupational competency required to retain a post, or earn a promotion. For all organizations and communities there is a set of primary tasks that competent people have to contribute to all the time. For a university student, for example, the primary tasks could be: Handling theory Handling methods Handling the information of the assignment The four general areas of competency are:

Meaning Competency: The person assessed must be able to identify with the purpose of the organization or community and act from the preferred future in accordance with the values of the organization or community.

Relation Competency: The ability to create and nurture connections to the stakeholders of the primary tasks must be shown. Learning Competency: The person assessed must be able to create and look for situations that make it possible to experiment with the set of solutions that make it possible to complete the primary tasks and reflect on the experience. Change Competency: The person assessed must be able to act in new ways when it will promote the purpose of the organization or community and make the preferred future come to life.

Q.4. What are the trends in HR audit seen in Indian scenario?

Ans.

In India, the prevalence of HR audit has been quite popular since 1970. It is first promulgated by BHEL (Bharat Heavy Electrical Ltd.), a leading public enterprise, during the financial year 1972-73. Later it was also adopted by other leading public and private sector organizations in the subsequent years. Some of them are Hindustan Machine Tools Ltd.

(HMTL), Oil and Natural Gas Corporation (ONGC), NTPC, Cochin Refineries Ltd. (CRL), Madras Refineries Ltd. (MRL), Associated Company Cement Ltd (Acc) and Infosys Technology Ltd. (ITL). Adaptability of various models, especially Lev and Schwartz model and Flamholtz model and discount rate fixation and disclosure pattern i.e. either age wise, etc., in BHEL, SAIL, MMTC (Minerals and Metals Trading Corporation Of India Ltd.), HMTL, NTP, etc., made HR auditing even more popular in Indian scenario. All said and done though, lets mark the fact here despite this all, there has been no uniformity among Indian enterprise regarding HRA disclosure.

Q.5.- What are the reasons for implementing the Human Resource Score card?
Ans.

Nowadays, HR became extremely popular since business owners understood that their employees are the most valuable asset they have. Indeed, recent economic crisis demonstrated importance of having educated and motivated personnel. Some companies even managed to generate revenues during crisis thanks to innovative approaches and dedication of employees. That is why when companies develop strategies they should make sure that HR approaches are aligned with general strategy. Today, all big companies have HR departments. However, often HR managers deviate from company strategy. For example, HR department may overpay when hiring employees or do

nothing to improve organization climate. As known, it is very important that employees are satisfied with wages, managerial approaches, office environment etc. Stats show that satisfied employees can perform better. Thus, if employees perform better the company has better chances to implement strategy. The best way to align HR goals and company strategy is to use Balanced Scorecard which is a fantastic performance evaluation tool which is also used in strategy planning. Balanced Scorecard may be used only in HR departments. By the way, this is a popular way to test BSC. Sometimes, companies start using BSC in one department which does not require sufficient investments. Later on, if positive results are achieved, BSC is used in the entire company. In such a way, managers evaluate efficiency of Balanced Scorecard and acquire skills of using this framework. Besides, this is an excellent opportunity to analyze own mistakes in using BSC. The process of BSC implementation starts with discussion of company strategy. In fact, it is not recommended to star using BSC unless any company has a realistic strategy. HR department should identify goals. For example, it might be better to hire inexperienced employees and educate them. To the contrary, some companies are willing to pay much for seasoned professionals who know how to do the job. Moreover, HR managers must understand how achievement of HR goals will contribute to implementation of company strategy.

Q.6. Elaborate the need for Human Resource Audit?

Ans.

A Human Resources Audit is a comprehensive method (or means) to review current human resources policies, procedures, documentation and systems to identify needs for improvement and enhancement of the HR function as well as to ensure compliance with ever-changing rules and regulations. An Audit involves systematically reviewing all aspects of human resources, usually in a checklist fashion.

Sections of review include: Hiring and Orientation Benefits Compensation Performance evaluation process Termination process and exit interviews Job descriptions Form review Personnel file review

The purpose of an HR Audit is to recognize strengths and identify any needs for improvement in the human resources function. A properly executed Audit will reveal problem areas and provide recommendations and suggestions for the remedy of these problems. Some of the reasons to conduct such a review include: Ensuring the effective utilization of the organizations human resources Reviewing compliance concerns with a myriad of administrative regulations Instilling a sense of confidence in management and the human resources function Maintaining or enhancing the organizations and the departments reputation in the community Performing due diligence review for shareholders or potential investors/owners Establishing a baseline for future improvement for the function Because of the multitude of laws affecting each stage of the employment process, it is extremely important for an employer to regularly review their policies and practices to ensure regulatory compliance in order to avoid potentially costly fines and/or lawsuits. .

MU0011 Management and Organizational Development 4 Credits (Book ID: B1229) Assignment Set 1 (60 Marks)

Q.1.- What are the characteristics of Organizational Development?

Ans.

There are seven characteristic of organizational development. They are as follows:

 Humanistic Values: Positive beliefs about the potential of employees (according to McGregors Y Theory). System Orientation: All parts of the organization i.e. the organization structure, technology deployed, and people employed must be able to work together as a system to create a valuable organisation. Experiential Learning: Learning best happens when the learner experiences in the training environment focus should be on simulating the human problems encountered in real life work scenarios. Training should not all theory and lectures. Problem Solving: Problems are identified, data is gathered, corrective action is taken, progress is assessed, and adjustments in the problem solving process are made as needed. This process is known as Action Research. Contingency Orientation: action are selected and adapted to fit the need. Always have a few more back up plans because if something may go wrong. Change agent: Stimulate, facilitate and coordinate change. OD motivates employee to see the benefits of change. Levels of Interventions: Problem may occur at one or more levels within the organization so the strategy will require one or more interventions. There is no quick fix standard solution to any problem. Each situation is different and hence the treatment should be customized.

Q.2. What are the three levels of work groups?

Ans.

Work Groups can be defined as a group of two or more individuals who work together. These individuals work temporarily until some goal is achieved. They routinely function like a team but they interdependent in achievement of a common goal, and may or may not work next one another or in the same department. Teams definitely are forms of work groups, but not all work groups are teams. In fact, plain work groups are much more numerous than teams. Work groups function on three levels: Dependent level Independent level Interdependent level Here's the breakdown. Dependent-level work groups

Dependent-level work groups are the traditional work unit or department groups with a supervisor who plays a strong role as the boss. Almost everyone has had some experience with this work setup, especially in a first job. Each person in a dependent-level work group has his or her own job and works under the close supervision of the boss. The boss is in charge and tells the employees the do's and don'ts in their jobs. Helping each other and covering for one another do not occur often and do so mostly under the direction of the supervisor. In fact, most problem solving, work assignments, and other decisions affecting the group come from the supervisor. A dependent-level work group can perform well in the short term. But for the long run, because group members operate separately and mostly at the direction of the supervisor, such work groups don't seem to go anywhere. Maintaining the status quo and keeping operations under control are what they do best. Creating improvements, increasing productivity, and leveraging resources to support one another are quite uncommon with dependent-level work groups. Independent-level work groups Independent-level work groups are the most common form of work groups on the business scene. Like a dependent-level work group, each person is responsible for his or her own main area. But unlike the dependent level, the supervisor or manager tends not to function like the controlling boss. Instead, staff members work on their own assignments with general direction and minimal supervision. Sales representatives, research scientists, accountants, lawyers, police officers, librarians, and teachers are among the professionals who tend to work in this fashion. People in those occupations come together in one department because they serve a common overall function, but almost everyone in the group works fairly independently. If members of an independent-level work group receive the managerial guidance and support they need on the job, such a work group can perform quite well. Interdependent-level work groups

Members of an interdependent-level work group rely on each other to get the work done. Sometimes members have their own roles and at other times they share responsibilities. Yet, in either case, they coordinate with one another to produce an overall product or set of outcomes. When this interdependence exists, you have a team. And by capitalizing on interdependence, the team demonstrates the truth of the old saying: The whole is greater than the sum of its parts. An independent work group can often be brought up to speed faster than an interdependent group. It simply takes more time to get a group of individuals to work as a team than to set a group of individuals off on their independent assignments. Yet when teams move into a high-functioning and high-producing state, where they capitalize on interdependence, they can outperform all other types of work groups. So, if you want a quick fix, don't look to teams: but if you want to see strong results for the long term, do look to teams.

To call a group a team does not make them a team: wishing for them to work as a team doesn't work either. For a snapshot of the main differences between work groups and teams, take a look at Table 1. As you can see, work groups have a strong individual focus and teams have a strong collective focus. The individual is not lost on a team, but that person's work is coordinated to fit in with the greater good. Team concerns are much more focused on the outcomes of the overall unit rather than an individual's accomplishments.

Q.3. What are the five different types of OD practitioner styles?

Ans.

Organizational practitioners, also referred to as change agents, are directly involved in organizational functions where a change in policy, procedure, leadership or even business model are concerned. The primary objective of the organizational practitioner is to act as the liaison between upper tier management and employees or team members of the organization. It is the role of the organizational practitioner to work between both parties to ensure change is understood and put in to practice. Depending on the change being made, or the type of organization in question, different organizational practitioner styles are available to help suit the needs of each organization's unique make up.

 The Cheerleader Style The Cheerleader Style of an organizational practitioner is a variation which is the most enthusiastic in the practitioner's approach and personality when working towards change. This style is characterized by the practitioner remaining upbeat and motivated. Similar to a typical cheerleader, this style is used when the happiness of those being directed is deemed important, and is also helpful when change issues could affect morale. The Stabilizer Style Organizational practitioners operating under the guise of a Stabilizer Style work in a manner that is neither overt nor undercover. This style is highlighted by the practitioner's ability to work with teams and groups in a calm and rational manner, with the goal of causing as little disruption as possible. This style is preferred by upper management and larger organizations to assist with change in policy or procedure which may be viewed as negative or out of character for the organization. The 'Stabilizer' keeps a balance between the needs and goals of management and the layman's thought processes and feelings. The Analyzer Style Using the Analyzer Style, an organizational practitioner uses analytical techniques to work on problems, issues, concerns and logistics. This method places the overall goals and needs of the organization, as an entity, above the needs of individual members of the organization or specific teams. This method is useful in situations in which the organization is willing and able to handle backlash, while allowing the organizational practitioner to remain focused on solely working towards goals and solutions alone; without having to handle the input of others. This is a task-oriented style. The Persuader Style The Persuader Style works on maintaining harmony in situations where change or process and policy could have a negative impact on morale, work environment or thought process. This method requires the organizational practitioner to remain neutral in both thought and approach. Maintaining a low-key approach and staying on task is one of the ways in which this style is

unique. This is the least confrontational approach, as the organizational practitioner works independently on tasks and does not seek the input of others; but rather helps persuade others that the task is right on track. The Pathfinder Style The Pathfinder Style is the most team-oriented and focused method one can opt for. One of the primary functions of this style is for the organizational practitioner to lead a team by rallying team members to keep everyone focused on the same goal. The premise of this style is rooted in the theory that strength exists in numbers. The organizational practitioner leading the charge is referred to as a "Pathfinder," as it is up to the practitioner to keep everyone moving in the same direction and actively involved.

Q.4. What is the role of Power and Politics in the practice of OD?
Ans. - Organisations are made up of many different power elements; different interest groups, divisions with functional agendas, coalitions of special interests, the exercise of managerial power and various aspects of political behaviour exercised by individuals, teams and groups. With power so inherent in the makeup of an organisation it is important that the OD practitioner who is embarking on an OD programme understands what power exists, who holds the power and also the way in which power is used to influence the workings of the organisation. OD by its nature is political. Not because it wants to inherit the power within the organisation, but because organisation development is fundamentally about change, and change requires power to happen. What is more OD may upset the power boundaries and political landscape of the organisation recognising and harnessing the power within the organisation prevents resistance and supports the change process. Being skilful in our recognition and use of the power holders within the organisation will ensure that the change process is aided by those with power and supported by the political machinations rather than being used to create barriers for the OD practitioner to bump into.

The distribution of power is also useful to understand in the context of organisational diagnosis. For instance understand how many employees feel disempowered, and dont perceive themselves as having access to the sources of power within the organisation can inform the organisation development intervention design. Investigating and understand who holds power, but not necessarily authority will also inform key decisions, especially over who should be included on temporary diagnostic teams, or trained as change agents. The purpose of the OD intervention is not to eradicate power and politics within the organisation, since they are inevitable, and to do so would be to create a power vacuum which will disrupt the process of embedding the change programme. Rather, the role of the OD practitioner is to enable power and politics to become a healthy and transformational force for good within the organisation, dedicated to creating a positive environment and healthy organisational behaviours.

Q.5.- Distinguish between management and administration?

Ans. - According to Theo Haimann, Administration means overall determination of policies, setting of major objectives, the identification of general purposes and laying down of broad programmes and projects. It refers to the activities of higher level. It lays down basic principles of the enterprise. According to Newman, Administration means guidance, leadership & control of the efforts of the groups towards some common goals. Whereas, management involves conceiving, initiating and bringing together the various elements; coordinating, actuating, integrating the diverse organizational components while sustaining the viability of the organization towards some pre-determined goals. In other words, it is an art of getting things done through & with the people in formally organized groups. The difference between Management and Administration can be summarized under 2 categories: Functions: Usage / Applicability On the Basis of Functions: -

Management is an art of getting things done through others by directing their efforts towards achievement of pre-determined goals. It is concerned with formulation of broad objectives, plans & policies. Management is an executing function. Administration is a decision-making function Management decides who should as it & how should he do it. Administration decides what is to be done & when it is to be done. Management is a doing function because managers get work done under their supervision. Administration is a thinking function because plans & policies are determined under it. Technical and Human skills Conceptual and Human skills It is applicable to business concerns i.e. profit-making organization. It is applicable to non-business concerns i.e. clubs, schools, hospitals etc. The management decisions are influenced by the values, opinions, beliefs & decisions of the managers. The administration is influenced by public opinion, govt. policies, religious organizations, customs etc. Status Management constitutes the employees of the organization who are paid remuneration (in the form of salaries & wages).Administration represents owners of the enterprise who earn return on their capital invested & profits in the form of dividend. Practically, there is no difference between management & administration. Every manager is concerned with both - administrative management function and operative management function .However, the managers who are higher up in the hierarchy denote more time on administrative function & the lower level denote more time on directing and controlling workers performance i.e. management.

Q.6. Suppose you are an OD practitioner. What are the challenges that you have to be prepared for while carrying out organization development?
Ans. If I am an OD practitioner in some renowned ABC company There have been tons of impediments, hurdles, issues and challenges I have to come across. The strategy taken by OD to intervene in the ongoing activities of the organization and to carry out the processes to improve effectiveness are often blocked by the following challenges among others:

Methods of dealing with problems and/ or conflict. Decision- Making processes Trust within the organization Ownership of organizational goals. Communication patterns. Relationships Leadership/Follow ship

Other than these, in organizational development (OD), a performance problem is found any time there is a discrepancy between he sought after results and the actual results. It can occur at various levels:

Individual performance problems Team performance problems Unit (e.g. department or division) performance shortfalls. Organizational performance problems.

MU0010 Manpower Planning and Resourcing 4 Credits (Book ID: B1228) Assignment Set 1 (60 Marks)

Q.1. What are the advantages of manpower planning?

Ans. -

Manpower planning ensures maximum utilization of available resources. It foresees not only the required number and type of employees, but it also determines a plan of action.

The major advantages of manpower planning are: Optimum use of human resources currently employed. Reduced manpower costs. Drive optimum productivity of employees which is beneficial both for the organization and the nation at large. Keep the business profitable and afloat. Provide controls to ensure necessary resources are available as and when required. Brings about fast economic developments. Ensure smooth organizational functioning post major expansion or retrenchment. Avoid build up of unnecessary employees and back up employees as there is a cost attached to manpower. Avoid unnecessary dismissals of employees. Helps in estimating salary costs and providing better benefits. Create healthy atmosphere of encouragement and motivation within the organization. Facilitates building competencies in the organization through training and development programs. Training activities are sharply focused. Enables employees to move up to jobs for which their competencies are best suited. Creates career paths for employees to get promotions.

Q.2. Explain any three demand forecasting techniques?

Ans .-For an organization to provide customer delight it is important that organization can understand what customer wants and how much does they want. If an organization can gauge future demand that manufacturing plan becomes simpler and cost effective. The process of analyzing and understanding current and past information to understand the future patterns through a scientific and systemic approach is called forecasting. And the process of estimating the future demand of product in terms of a unit or monetary value is referred to as demand forecasting.

The purpose of forecasting is to help the organization manage the present as to prepare for the future by examining the most probable future demand pattern. However, forecasting has its constraint for example we cannot estimate a pattern for technologies and product where there are no existing pattern or data. The common Manpower forecasting techniques are: Expert Forecast This is a group forecasting method in which experts present their independently developed forecasts to the group. However, the experts do not meet each other. The group keeps refining their forecasts until the group consensus is reached. This is called as the Delphi Technique. In this method managers estimate future manpower requirements based on their experience and judgment. Trend Analysis This technique requires studying the past data of an organization. Based on the past forecast, utilization and requirement actually experienced in the business, the future forecast is made. Past data is used to make future predictions. Work Study Technique It is the technique that can be used when it is possible to apply work measurements to know how long operations should take and amount of labor required. It is calculated in two ways: 1) Work Load Analysis One more method of forecasting is by evaluating the work load in a department or job role. This then enables deciding the numbers of employees required for doing the job 2) Work Force Analysis In workforce analysis a sufficient margin of absenteeism, labor turnover and idle time on the basis of past experience is made. This allows for completing the total job at and undertaken by an organization despite the challenges of labor turnover and absenteeism.

Q.3. Describe the major approaches of talent management?

Ans. - Talent management is a broad and contentiously defined discipline, so new approaches and tools are continually emerging. Staying on top of the latest definition or the newest enabling technologies can be overwhelming.

 Free time and Remote Work Flexibility Almost every firm needs to improve productivity, idea capture, and successful innovation. While many firms now offer flextime, a more effective mechanism is free time to think and innovate. Firms like Google and 3M are famous for offering free time, with Google offering up to 20%. A more common option is remote work or flexible scheduling options that allow employees to make their own decisions as to when and where they can that best produce. Flexibility is becoming increasingly important as next generation workers have come to expect the ability to work on the fly. When top-performing employees are allowed to control their own schedule, studies show productivity and innovation rates increase significantly. Managing Factors that Effect Productivity Many managers simply do not understand how to effectively improve productivity. Most think improving productivity is about getting employees to work harder, longer, and more like them, but more often than not its about skills, motivation, and removing barriers. Educating managers on the top 20 factors that impact productivity and providing simple tools to address each can dramatically improve performance. Removing Barrier to Productivity Identifying factors that limit productivity and eliminating them is one of the most impactful talent management actions an organization can undertake. Talent management professionals should begin by accepting their role as internal productivity consultants and develop a process that identifies true barriers to productivity. Through employee surveys and focus groups talent management professionals can uncover a vast array of conflicting process elements, antiquated policy, overlooked resource allocations, outdated organizational design, and routine system abuse. The premise is simple and highly effective; just ask: if we had to scale up productivity tomorrow, what factors would prevent our current team from doing so? Some political issues may emerge, but past experience demonstrates the vast majority of issues are extremely basic conflicts easy to address. Leverage Non-Monetary Motivation Most would agree that employee motivation is a huge driver/barrier to productivity, and that all

motivation isnt compensation tied. Unfortunately, rarely does any department in the human resource function offer up non-monetary motivation solutions. Focusing solely on monetary incentives is both costly and ineffective long term. Progressive organizations are now leveraging systems to ensure delivery of non-monetary drivers such as recognition, praise, and feedback. Successful approaches rely on employees completing how to manage me profiles that can then be used by managers to deliver individualized treatment i.e. adjusting the frequency of feedback, engaging socially, etc. Early stage adoption of CRM technologies to manage employee experience is demonstrating that the same systems use to ensure customer engagement (repeat conversion to buyer) and loyalty can work with employees. Work-Challenge Based Promotions If your engagement surveys capture perceptions about the fair awarding of promotions, you probably already know that it is a major issue in almost every organization. Most promotion processes are entirely subjective, and team members often feel that the wrong people get promoted, which has a dramatic negative effect on productivity, retention, and morale. One extremely effective solution is to promote employees based on their performance in a tournament, like series of challenges based on the duties of the job to be filled. Allowing team members from within and outside the department to participate if they desire the role. This allows individuals who feel they have not been given an adequate opportunity to demonstrate their abilities to do so. It also sends a clear message that ability to do the work the best is the only factor considered. The approach is proven to produce superior candidates, positively influence employer brand, and increase productivity. A second approach to consider is allowing employees to appeal when they consider a promotion to be unfair.

Q.4. Discuss between internal and external resources of recruitment.

Ans. - The different sources of recruitment are classified into two categories as follows

Internal: sources of recruitment are from within the organization. External: sources of recruitment are from outside the organization. The internal sources of recruitment are: Promotions: Promotion means to give a higher position, status, salary and responsibility to the employee. So, the vacancy can be filled by promoting a suitable candidate from the same organization. Transfers: Transfer means a change in the place of employment without any change in the position, status, salary and responsibility of the employee. So, the vacancy can be filled by transferring a suitable candidate from the same organization. Internal Advertisements: Here, the vacancy is advertised within the organization. The existing employees are asked to apply for the vacancy. So, recruitment is done from within the organization. Retired Managers: Sometimes, retired managers may be recalled for a short period. This is done when the organization cannot find a suitable candidate. Recall from Long Leave: The organization may recall a manager who has gone on a long leave. This is done when the organization faces a problem which can only be solved by that particular manager. After he solves the problem, his leave is extended. The external sources of recruitment are: Management Consultants: Management consultants are used for selecting higher-level staff. They act as a representative of the employer. They make all the necessary arrangements for recruitment and selection. In return for their services, they take a service charge or commission. Public Advertisements: The Personnel department of a company advertises the vacancy in newspapers, the internet, etc. This advertisement gives information about the company, the job and the required qualities of the candidate. It invites applications from suitable candidates. This source is the most popular source of

recruitment. This is because it gives a very wide choice. However, it is very costly and time consuming. Campus Recruitment: The organisation conducts interviews in the campuses of Management institutes and Engineering Colleges. Final year students, who're soon to get graduate, are interviewed. Suitable candidates are selected by the organisation based on their academic record, communication skills, intelligence, etc. This source is used for recruiting qualified, trained but inexperienced candidates. Recommendations: The organisation may also recruit candidates based on the recommendations received from existing managers or from sister companies. Deputation Personnel: The organisation may also recruit candidates who are sent on deputation by the Government or Financial institutions or by holding or subsidiary companies

Q.5. -What are the advantages of carrying out Human Resource accounting?
Ans. - Benefits of HRA can be listed thus: 1.) The adoption of the system of HRA discloses the value of human resources. This helps in proper interpretation of Return on Capital Employed. Such information would give a long term perspective of the business performance which would be more reliable than the Return on Capital Employed under the conventional system of accounting. 2.)The maintenance of detailed record relating to internal human resources(i.e. employees) improves managerial decision-making specially institutions like direct recruitment versus promotions; transfer versus retention retrenchment or relieving versus retention; utility of cost reduction programs in view of its possible impact on human relations and impact of budgetary control on human relations and organizational behaviour. Thus, the use of HRA will definitely improve the quality of management.

3).The adoption of the system of HRA serves social purposes by identification of human resources as a valuable asset which will help prevention of misuse and under use due to thoughtless or rather reckless transfers, demotions, layoffs and day-to-day maltreatment by supervisors and other superiors in the administrative hierarchy; efficient allocation of resources in the economy ;efficiency in the use of human resources; and proper understanding of the evil effects of avoidable labour unrest / disputes on the quality of internal human resources. 4.)The system of HRA would no doubt, pave the way for increasingly productivity of human resources, because, the fact that a monetary value is attached to human resources and that human talents devotion and skill considered as valuable assets and allotted a place in the financial statements of the organization, would boost the morale, loyalty and initiative of the employees, creating in their mind a sense of belonging towards the organization and would act as a great incentive, giving rise to increased productivity.

Q.6. Mr. Aravind works at K&D Company. Recently two fellow members were shifted to another team and their work has handed over to him. This affected his performance and also left him dissatisfied. Finally, he forwarded his resignation to the HR Department. The HR manager decided to conduct an exit interview with Mr. Aarvind. What questions do you think that the HR manager would want to ask Mr. Aravind?
Ans. The following set of question or questionnaire has been asked by the HR Department to Aravind on the issue of his resignation it can also be addressed as Exit Interview - Employers ask exit interview questions verbally or in questionnaire form. These days, it's not uncommon for exit interview questions to be in electronic questionnaire form on computers. The set of Qs as follows: What is your primary reason for leaving? Did anything trigger your decision to leave? What was most satisfying about your job?

What was least satisfying about your job? What would you change about your job? Did your job duties turn out to be as you expected? Did you receive enough training to do your job effectively? Did you receive adequate support to do your job? Did you receive sufficient feedback about your performance between merit reviews? Were you satisfied with this company's merit review process? Did this company help you to fulfil your career goals? Do you have any tips to help us find your replacement? What would you improve to make our workplace better? Were you happy with your pay, benefits and other incentives? What was the quality of the supervision you received? What could your immediate supervisor do to improve his or her management style? Based on your experience with us, what do you think it takes to succeed at this company? Did any company policies or procedures (or any other obstacles) make your job more difficult? Would you consider working again for this company in the future? Would you recommend working for this company to your family and friends? How do you generally feel about this company? What did you like most about this company? What did you like least about this company? What does your new company offer that this company doesn't? Can this company do anything to encourage you to stay? Before deciding to leave, did you investigate a transfer within the company? Did anyone in this company discriminate against you, harass you or cause hostile working conditions? Any other comments?

MU0051 Legal Aspects of Business 4 Credits (Book ID: B1207) Assignment Set 1 (60 Marks)

Q.1. Discuss the nature and significance of business law?

Ans. Law, in its widest sense, means any rule of conduct, standard or pattern, to which actions are required to conform; if not conformed, sanctions are imposed. When we speak of the law of a State, we use the term law in a special and strict sense. Law is a body of rules These rules prescribed the conduct, standard or pattern to which actions of the persons in the state are required to conform. However, all rules of conduct do not become law in the strict sense. Law is for the guidance or conduct of persons both human and artificial The law is not made just for the sake of meaning it. The rules embodied in the law, so as to ensure that actions of the persons in the society conform to some predetermined standard or pattern. This is necessary so as to ensure continuance of the society. No doubt, if citizens are self enlightened or self controlled disputes may be minimized, but will not be eliminated. Rules are, therefore, drawn up to ensure that members of the society may leave and work together in an ordinary manner. Therefore, if the rules embodied in law are broken, compulsion is used to enforce obedience, and certain consequences ensue. Law is imposed Law is imposed on the members to bring about an order in the group, enabling it to continue and prosper. It is not something which may or may not be obeyed at sweet will of the members of the society. If you cannot impose a rule it is better to not to have it.

 Law s enforced by the executive Obviously, unless a law is enforced it ceases to be a law and those persons subject to it will regard it as dead. The State A state is a territorial division, with people therein subject to a uniform system of law administrated by some authority of the state. Content of law The law is a living thing and changes throughout the course of history. Law responds to public opinion and changes accordingly. Law can never be static. Therefore, amendments are made in different laws from time to time. Two basics ideas involved in law The two basic ideas involved in any law are (1) to maintain some form of social order in a group and (2) to compel members of the group to be within that order. Rules are made by the member of the group, so that the group doesnt wither away. Law is made to serve some purpose which may be social, economic or political Some examples of Law in the widest sense of the term may include (1) Moral rules or etiquettes, the non-observance of which may lead to public ridicule, (2) Law of the Land and non observance of which may lead to arrest, imprisonments, fines etc., (3) Rules of international law, the non-observance of which may lead to social boycott, trade sanctions, cold war, hot war, proxy war etc.

Q.2. Define contract of indemnity. Describe the rights of the indemnifier and the indemnity holder.
Ans. Meaning of Indemnity Secs. 124 and 125 provide for a contract of indemnity. Sec 124 provides that a contract of indemnity is a contract whereby one party promises to save the other from loss caused to him (the promisee) by the conduct of the promisor himself or by the conduct of any other person. A contract of insurance is a glaring example of such type of contracts. Right of the Indemnified (i.e., the indemnity holder) He is entitled to recover from the promisor : (1) all damages which he may be compelled to pay in suit in respect of any matter to which the promise to indemnify applies; (2) All costs of suit which he may have to pay to such third party, provided in bringing or defended the suit (a) he acted under authority of the indemnifier

or (b) if he did not act in contravention of orders of the indemnifier and in such a way as a prudent man would act in his own case; (3) All sums which may have been paid under the terms of an compromise of an such suit, if the compromise was not contrary to the orders of indemnifier and was one which it would have been prudent for the promise to make. Rights of the Indemnifier The act makes no mention of the rights of indemnifier. However, his right in such cases, are similar to the rights of surety under sec 141, viz., he becomes entitled to the benefit of all the securities which the creditor has against the principal debtor whether he was aware of them or not.

Q.3. What is Partnership? Briefly state special features of a partnership on the basis of which its existence can be determined under the Indian Partnership act?
Ans. A partnership is defined as the relationship between persons who have agreed to share profits of a business carried on by all, or by any one of them acting for all. These elements must be present so as to form a partnership and are discussed below: Partnership is an association of two or more than two persons There must be at least two persons who should join together to constitute a partnership, because one person cannot become a partner of himself. These persons must be natural persons having legal capacity to contract. Thus a company (which is an artificial person) cannot be a partner. Partnership must be result of an agreement between two or more persons An agreement presupposes a minimum of two persons. As mention above, a partnership to arise, at least two persons must make an agreement. The agreement must be to carry on some business The term business includes every trade, occupation or profession [Sec. 2(b)]. Unless the person joins for the purpose of carrying on a business it will not amount to partnership.

 The agreement must be to share profits of the business The joint carrying out on of a business alone is not enough; there must be an agreement to share profits arising from the business. Unless otherwise so agreed, sharing of profits also sharing of losses. But whereas the sharing of profits is an essential element of partnership, sharing of losses is not.

Q.4. What remedies are available to a seller for breach of contract of sale?
Ans. The available remedies to breach of contract are as follow: Suit for price (Sec. 55) Where under a contract of the sale of the property in the goods has passed to the buyer and the buyer wrongfully neglects or refuses to pay the price, the seller can sue the buyer for the price of the goods. Where the property in goods has not passed to the buyer, as a rule, the seller cannot file a suit for the price; his only remedy is to claim damages. Suit for damages for non-acceptance (Sec.56) Where the buyer wrongfully neglects or refuses to accept and pay for the goods, the seller may sue him for damages for non-acceptance. Where the property in the goods has not passed to the buyer and the price was not payable without passing of property, the seller can only sue for damages and not for the price. The amount of damages is to be determined in accordance with the provisions laid down in Sec. 73 of the Indian Contract act 1872. Suit for interest (56) When under a contract of the sale, the seller tenders the goods to the buyer and the buyer wrongfully refuses or neglects to accept and pay the price, the seller has further rights to claim interest on the amount of the price. The interest may be calculated from the date of the tender of the goods or from the date on which price was payable. Buyers remedies against seller The buyer has following rights against the seller for breach of contract. (a) Damages for non delivery (Sec. 57); (b) right of recovery of the price; (c) specific performance (Sec. 58); (d) suit for breach for condition; (e) suit for breach of

warranty (Sec. 59); (f) anticipatory breach (Sec. 60); (g) recovery of interest (Sec. 61)

Q. 5. Examine the rights of a consumer enshrined under the Consumer Protection Act, 1986.
Ans. - Consumer Protection Act of 1986 is an Indian federation law enacted in 1986 to protect interests of consumers in India. It makes provision for the establishment of consumer councils and other authorities for the settlement of consum-ers' disputes and for matters connected therewith. Under the Consumer Protection Act 1986, a consumer is guaranteed the following rights: Right to be protected against the marketing of goods and services which are hazardous to life and property? Right to be informed about the quality, quantity, potency, purity, standard and price of goods or services so as to protect the consumer against unfair trade practices Right to be assured, wherever possible, access to a variety of goods and services at competitive prices Right to be heard and to be assured that consumers' interests will receive due consideration at appropriate forums Right to seek redressal against unfair trade practices and unscrupulous exploitation of consumers Right to consumer education.

Q. 6. Write short notes on the following: a) Copyright b) License

Ans. a) Copyright - Copyright is a legal concept, enacted by most governments, giving the creator of original work exclusive rights to it, usually for a limited time. Generally, it is "the right to copy", but also gives the copyright holder the right to be credited for the work, to determine who may adapt the work to other forms, who may perform the work, who may

financially benefit from it, and other related rights. It is a form of intellectual property (like the patent, the trademark, and the trade secret) applicable to any expressible form of an idea or information that is substantive and discrete. Most jurisdictions recognize copyright limitations, allowing "fair" exceptions to the creator's exclusivity of copyright, and giving users certain rights. The development of digital media and computer network technologies have prompted reinterpretation of these exceptions, introduced new difficulties in enforcing copyright, and inspired additional challenges to copyright law's philosophic basis. Simultaneously, businesses with great economic dependence upon copyright have advocated the extension and expansion of their intellectual property rights, and sought additional legal and technological enforcement. Ans. - b) License - The term license or grant license means to give permission to anybody or anything. A license may be granted by a party ("licensor") to another party ("licensee") as an element of an agreement between those parties. A shorthand definition of a license is "an authorization (by the licensor) to use the licensed material (by the licensee)."

In particular, a license may be issued by authorities, to allow an activity that would otherwise be forbidden. It may require paying a fee and/or proving a capability. The requirement may also serve to keep the authorities informed on a type of activity, and to give them the opportunity to set conditions and limitations.

MU0050 Research Methodology 4 Credits (Book ID: B1206) Assignment Set 1 (60 Marks)

Q. 1. Define Research. What are the features and types of Research?

Ans. Research simply means a search of facts answers to questions and solution to problems. It is a purposive investigation. It is an organized inquiry. According to the Intent, Types of Research may be classified as: Pure Research It is undertaken for the sake of knowledge without any intention to apply it in practice, e.g., Einsteins theory of relativity, Newtons contributions, Galileos contribution, etc. It is also known as basic or fundamental research. Applied Research It is carried out to find solution to a real life problem requiring an action or policy design. It is thus the problem- oriented and action-directed. It seeks an immediate and practical result, e.g.; marketing research carried on for developing a new market or for studying the post-purchase experiences of customers. Though the immediate purpose of an applied research is to solution to practical problems. Exploratory Research It is also known as formulative research. It is preliminary study of an unfamiliar problem about which the researcher has little or no knowledge. It is ill-structured and much less focused predetermined objectives. It is usually takes the form of pilot study. The purpose of this research may be generate new ideas or to increase the researchers familiarity with the problem or to make a precise formulation of the problem or to gather information for clarifying the concepts or to determine whether it is feasible to attempt the study. Descriptive Study It is a fact finding investigation with adequate interpretation. It is the simplest type of research. It is more specific than

exploratory research. It aims at identifying the various characteristics of a community or institution or problem under study and also aims at a classification of the range of elements compromising the subject matter of study. Diagnostic Study It is similar to descriptive stud but with a different focus. It is directed towards discovering what is happening, why it is happening, and what can be done about. It aims at identifying the causes of a problem and the possible solutions for it. It may also be concerned with discovering and testing whether certain variables are associated. Evaluation Study It is a type of applied research. It is made for assessing the effectiveness of social or economic programs implemented or for assessing the impact of developmental projects on the development of the project area. It is thus directed to assess or appraise the quality and quantity of an activity and its performance. And to specify its attributes and conditions required for its success. Action Research It is type of evaluation study. It is a concurrent evaluation study of an action program launched by solving a problem for improving an existing situation. It includes six major steps: diagnosis, sharing of diagnostic information, planning, developing, change program, initiation of organizational change, implementation of participation and communication process, and post experimental evaluation. According to the methods of study, Research may be classified as: Experimental Research It is designed to assess the effects of particular variable on a phenomenon by keeping the other variables constant or controlled. Analytical Study It is a system of procedures and techniques analysis applied to quantitative data. It may consist of a system of mathematical models or statistical techniques applicable to numerical data. Historical Research It is the study of past records and other information sources with a view to reconstructing the origin and the development of an institution or a movement or a system and discovering the trend in the past

 Survey It is a fact finding study. It is a method of research involving collection of data.

Q. 2. How is a Research Problem is formulated? What are the sources from which one may be able to identify research problems?
Ans. The selection of one appropriate researchable problem out of the identified problem requires evaluation of those alternatives against certain criteria which may be group into: Internal Criteria: Researchers interest- The problem should interest the researcher and be challenge to him. Without interest and curiosity, he may not develop sustained perseverance. Researchers competence: A mere interest in a problem will not do. The Researcher must be competent to plan and carry out a study of the problem. He must have the ability to grasp and deal with int, he must possess adequate knowledge of the subject matter, relevant methodology and statistical procedures. Researchers own source In the case of a research to be done by a researcher on his own, consideration of his own financial resource is pertinent. If this is beyond is means, he will not able to complete the work, unless he gets some external financial support. Time resource is more important than finance. Research is a time consuming process; he should be properly utilized. External Criteria: Research-ability of the problem The problem of should be researchable, i.e., amendable for finding answers to the question involved in it through scientific method. Importance and urgency Problems requiring investigation are unlimited, but available research efforts are very limited. Therefore, in selecting problems for research, their relative importance and significance is considered. An important and urgent problem should be given priority over an unimportant one.

 Novelty of the problem The problem must have novelty. There is no use of wasting ones time and energy on a problem already studied thoroughly by others. This doesnt mean that replication is always needless. In social sciences in some cases, it is appropriate to replicate a study in order to verify the validity of its findings to a different situation. Feasibility A problem may be a new one and also important, but if research on it is not feasible, it can be selected. Hence feasibility is a very important consideration. Facilities Research requires certain facilities such as well-equipped library facility, suitable and competence guidance, data analysis facility etc. Usefulness and social relevance: Above all, the study of the problem should make significant contribution to the concerned body of knowledge or the solution of some significant practical problem. It should be socially relevant. This consideration is particularly important in the case of higher level academic, research and sponsored research. Research Personnel Research is undertaken by professors and by research organizations require the services of investigators and research officers. But in India and other developing countries, research has not become a prospective profession. Hence talented persons are not attracted to research projects.

Q. 3. What are the types of Observations? What is the utility of Observations in Business Research?
Ans. Observation means viewing or seeing. Observation may be defined as a systematic viewing of a specific phenomena in its proper setting for the specific purpose of gathering data for a particular study. Observation is a classical method of scientific study. Observation may be classified in different ways that are as follow: Participant Observation In this observation, the observer is a part of the phenomena or group for which is observed and he acts as both an observer and a participant. For example a study of tribal customs by an anthropologist taking part in a tribal activities like folk dance. The

persons who are observed should not be aware of researchers purpose. Then only heir behavior will be natural. Non- participant observations - In this method, the observer stands apart and does not participate in the phenomenon observed. Naturally, there is no emotional involvement on the part of the observer. This method calls for skill in recording observations in an unnoticed manner. Direct observation This means observation of an event personally by the observer when it takes place. This method is flexible and allows the observer to see and record the aspects of events and behavior as they occur. He is also free to shift places, change the focus of the observation. Indirect observation This does not involve he physical presence of the observer, and the recording is done by mechanical, photographic of electronic devices, e.g. recording customer an employee movements by a special motion picture camera mounted in a department of a large store. This method is less flexible than the direct observations, but is less biasing and less erratic in recording accuracy. Collected observations This involves the standardization of observational techniques and exercises of maximum control over extrinsic and intrinsic variables by adopting experimental design and systematically recording observations. Controlled observations are carried out either in the laboratory or in the field. Uncontrolled observation This does not involve control over extrinsic or intrinsic variables. It is primarily used for descriptive research.

Use of Observation in Business Research: Observation is suitable for a variety of research purposes. It may be used for studying (a) The behavior of human beings in purchasing goods and services: life style, customs and manner, interpersonal relations, group dynamics, crowd behavior, leadership styles, managerial styles, other behavior and actions; (b) The behavior of other living creatures like birds, animals, etc. (c) Physical characteristics of inanimate things like stores, factories, residences, etc. (d) Flow of traffic and parking problems, (e) Movement of materials and products through a plant.

Q.4. What is Research Design? What are the different types of Research Designs?
Ans. - A Research Design encompasses the methodology and procedure employed to conduct scientific research. The design of a study defines the study type (descriptive, correlation, semi-experimental, experimental, review, meta-analytic) and sub-type (e.g.: descriptive-longitudinal case study), research question and hypotheses, independent and dependent variables, experimental design if applicable, data collection methods and a statistical analysis plan.

Different types of Research Design or Design types: There are many ways to classify research designs, but sometimes the distinction is artificial and other times different designs are combined. Nonetheless, the list below offers a number of useful distinctions between possible research designs. Descriptive (e.g.: case-study, naturalistic observation, survey) Correlational (e.g.: case-control study, observational study)

Semi-experimental (e.g.: field experiment, quasi-experiment) Experimental (Experiment with random assignment) Review (Literature review, Systematic review) Meta-analytic (Meta-analysis)

Sometimes a distinction is made between fixed and flexible or, synonymously, quantitative and qualitative research designs. However, fixed designs need not be quantitative, and flexible design need not be qualitative. In fixed designs, the design of the study is fixed before the main stage of data collection takes place. Fixed designs are normally theory driven; otherwise its impossible to know in advance which variables need to be controlled and measured. Often, these variables are measured quantitatively. Flexible designs allow for more freedom during the data collection process. One reason for using a flexible research design can be that the variable of interest is not quantitatively measurable, such as culture. In other cases, theory might not be available before one starts the research.

Q. 5. Explain the Sampling Process and briefly describe the methods of Sampling?
Ans In statistics and survey methodology, sampling is concerned with the selection of a subset of individuals from within a statistical population to estimate characteristics of the whole population. Two advantages of sampling are that the cost is lower and data collection is faster.

Methods of Sampling: Probability and non-probability Sampling - A probability sampling is one in which every unit in the population has a chance (greater than zero) of being selected in the sample, and this probability can be accurately determined. The combination of these traits makes it possible to produce unbiased estimates of population totals, by weighting sampled units according to their probability of selection. Simple Random Sampling - In a simple random sample (SRS) of a given size, all such subsets of the frame are given an equal probability. Each element of the frame thus has an equal probability of selection: the frame is not subdivided or partitioned. Furthermore, any given pair of elements has the same chance of selection as any other such pair (and similarly for triples, and so on). This minimizes bias and simplifies analysis of results. In particular, the variance between individual results within the sample is a good indicator of variance in the overall population, which makes it relatively easy to estimate the accuracy of results. Systematic Sampling - Systematic sampling relies on arranging the target population according to some ordering scheme and then selecting elements at regular intervals through that ordered list. Systematic

sampling involves a random start and then proceeds with the selection of every kth element from then onwards. In this case, k=(population size/sample size). It is important that the starting point is not automatically the first in the list, but is instead randomly chosen from within the first to the kth element in the list. A simple example would be to select every 10th name from the telephone directory (an 'every 10th' sample, also referred to as 'sampling with a skip of 10'). Stratified Sampling - Where the population embraces a number of distinct categories, the frame can be organized by these categories into separate "strata." Each stratum is then sampled as an independent subpopulation, out of which individual elements can be randomly selected.[1] There are several potential benefits to stratified sampling. First, dividing the population into distinct, independent strata can enable researchers to draw inferences about specific subgroups that may be lost in a more generalized random sample. Cluster Sampling - Sometimes it is more cost-effective to select respondents in groups ('clusters'). Sampling is often clustered by geography, or by time periods. (Nearly all samples are in some sense 'clustered' in time - although this is rarely taken into account in the analysis.) For instance, if surveying households within a city, we might choose to select 100 city blocks and then interview every household within the selected blocks. Quota Sampling - In quota sampling, the population is first segmented into mutually exclusive sub-groups, just as in stratified sampling. Then judgment is used to select the subjects or units from each segment based on a specified proportion. For example, an interviewer may be told to sample 200 females and 300 males between the age of 45 and 60. Accidental Sampling - Accidental sampling (sometimes known as grab, convenience or opportunity sampling) is a type of non-probability sampling which involves the sample being drawn from that part of the population which is close to hand. That is, a population is selected because it is readily available and convenient. It may be through meeting the person or including a person in the sample when one meets them or chosen by finding them through technological means such as the internet or through phone. The researcher using such a sample cannot

scientifically make generalizations about the total population from this sample because it would not be representative enough. For example, if the interviewer were to conduct such a survey at a shopping center early in the morning on a given day, the people that he/she could interview would be limited to those given there at that given time, which would not represent the views of other members of society in such an area, if the survey were to be conducted at different times of day and several times per week. This type of sampling is most useful for pilot testing.

Q. 6. What is Research Report? What are the contents of Research Report?

Ans Research report is a means for communicating research experiences to others. A research report is a formal statement of the research processes and its results. It narrates the problem studied, methods used for studying and the findings and conclusions of the study. Contents of Research report as follows for the Prefatory items: Title page Declaration Certificates Preface/Acknowledgements Table of contents List of tables List of graphs/figures/charts Abstract or Synopsis

Body of the Report: Introduction Theoretical background of the topic Statement of the problem Review of the literature The scope of the study The objectives of the study Hypothesis to be tested Definition of the concepts.

Models if any Design of the study Methodology Method of data collection Method of data collection Sources of data Sampling plan Data collection instruments Filed work Data processing and analysis plan Overview of the report Limitation of the study Results: findings and disclosures Summary, Conclusions and recommendations

Reference Material: Bibliography Appendix Copies of data collection instruments Technical details on sampling plan Complex tables Glossary of new terms used