ASSIGNMENT (SET-1)

Ques.1 Define Strategy. Describe the different strategy levels in an

organization.

Ans. Johnson and scholes define strategy as the direction and scope of an
organization over the long-term; which achieves advantages for the
organization through its configuration of resources within a changing
environment to meet the needs of markets and to fulfill stakeholders
exceptions.

Different strategy levels in an organization are as follows:

Corporate Strategy- Single-business companies have the advantage of focus

and rapid response but are vulnerable to problems in their industry. Their
corporate strategy must demonstrate the advantages of remaining active in
only one industry while evaluating business opportunities in areas with
complementary activities. With a goal of optimizing company operations,
profitability and growth, the corporate strategy must compare the return of a
continuing investment in the single business with the acquisition or starting up
of complementary businesses.

Business Strategy- The business strategy of a single-business company is

similar to that of a business unit of a diversified company except that the
business strategy must support corporate strategic initiatives aimed at the
single business. The business strategy sets goals for performance, evaluates
the actions of competitors and specifies actions the company must take to
maintain and improve its competitive advantages. Typical strategies are to
become a low-price leader, to achieve differentiation in quality or other
desirable features or to focus on promotion.

Operational Strategy - is concerned with how each part of the business is

organised to deliver the corporate and business-unit level strategic direction.
Operational strategy therefore focuses on issues of resources, processes,
people etc.
People Strategy- It 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. A research proves that focusing on key people
management issues will improve productivity and profitability.

Ques.2 Write down the elements & dimensions of Organizational Culture?

Ans.

The following list outlines some of the key elements of organizational culture:

Values: The goals, views, and philosophies that an organization

shares. Example: The organizations mission statement.

Rites and Rituals: Celebrations, performances, and activities that foster and
reinforce teamwork, esprit de corps, and a sense of inclusion. They are what
make employees feel part of something bigger than themselves, that that
something is worth being a part of. These can include annual parties, sales
meetings, organizational retreats etc.

Heroes: Members of the organization who personify its values and

highlight its vision.

Communication Networks: Informal channels that relay both work and

social messages. These networks not only convey information necessary to
get the job done, but also provide for necessary social interaction among
employees. Even though the primary task in any organization is to do our
jobs, the organization is also a social outlet. It is important to acknowledge
and even nurture the social interaction that is part of any organizational or
organizational culture. Communication networks also indoctrinate new
members into the culture, and reinforce the cultural messages in the
organization.

Norms: The ways of doing things in an organization; the rules, tasks and
standards of the organization. Examples: Dress codes or ways of addressing
superiors/subordinates, leading ethics, etc.

Stories, Myths, and Legends: The organizational history and other stories
that embody the organizational culture and emphasize what the
organization values. .
 Organizational/Communication Climate: The atmosphere of either
supportiveness or defensiveness that people feel within the organization
itself. Do they feel safe? Protected? Appreciated? Are they confidant that
their opinions count? Do they know that when they have something to say,
they have a way to say it so that it will be heard, and that people will listen
and take their ideas or comments seriously? The overall organizational
climate also includes the organizations communication climatehow free
people feel to communicate at work, especially about bad news or negative
information. When people feel they cannot communicate bad news for fear
of reprisal, the organization loses valuable information about how it
operates.

Dimensions of organizational culture: National, religious and cultural

groupings affect the organizational cultures. The different dimensions of
organizational culture are as follows:

1. Power distance: this is the degree to which there are differences in levels
of power. A high degree indicates that some individuals have more or
less equal rights.
2. Risk avoidance: It reflects how much the organization is willing to take
risks.
3. Individualism versus collectivism: Individualism refers to the extent to
which people stand up for themselves . Collectivism refers to the
interdependence of individuals in a group.
4. Gender differences: it concerns the traditionally accepted male and
female values. For example. Male values include competitiveness,
assertiveness and ambition.
5. Long-versus short-term orientation: Perseverance is emphasized in long-
term orientation while immediate profits are emphasized in short-term
orientation.

Ques.3 Explain the reasons for grievances? List out the various points that
was considered as precautions while Handling Grievances.
Ans. There are number of causes of employee grievance. Some of the reasons
are as follows:

1. Economic: Issues related to wages like wage calculation. Overtime, and

bonus. Employees often feel that they earn less than what they deserve.
2. Working environment: Issues related to the employees work
environment like poor working conditions, defective equipment etc.
3. Supervision: Issues like behavior of the boss toward the employee,
perceived ideas of partiality etc.
4. Work group: Issues with co-workers like stressed peer relations or
inaptness with peers.
5. Work organization: Issues related to the organization like rigid and
unfair rules and lack of recognition.

Steps in Grievance Handling Procedure:

At any stage of the grievance machinery, the dispute must be handled by some
members of the management. In grievance redressed, responsibility lies largely
with the management. And, grievances should be settled promptly at the first
stage itself. The following steps will provide a measure of guidance to the
manager dealing with grievances.

i. Acknowledge Dissatisfaction:
Managerial/supervisory attitude to grievances is important. They should focus
attention on grievances, not turn away from them. Ignorance is not bliss, it is
the bane of industrial conflict. Condescending attitude on the part of
supervisors and managers would aggravate the problem.

ii. Define the Problem:

Instead of trying to deal with a vague feeling of discontent, the problem should
be defined properly. Sometime the wrong complaint is given. By effective
listening, one can make sure that a true complaint is voiced.

iii. Get the Facts:

Facts should be separated from fiction. Though grievances result in hurt
feelings, the effort should be to get the facts behind the feelings. There is need
for a proper record of each grievance.
iv. Analyse and Decide:
Decisions on each of the grievances will have a precedent effect. While no time
should be lost in dealing with them, it is no excuse to be slip-shod about it.
Grievance settlements provide opportunities for managements to correct
themselves, and thereby come closer to the employees.

Horse-trading in grievance redressed due to union pressures may temporarily

bring union leadership closer to the management, but it will surely alienate the
workforce away from the management.

v. Follow up:
Decisions taken must be followed up earnestly. They should be promptly
communicated to the employee concerned. If a decision is favourable to the
employee, his immediate boss should have the privilege of communicating the
same.

ASSIGNMENT (SET-2)

Ques.1 Discuss the Collective Bargaining Process and its issues.

Ans. The collective bargaining process involves five core steps:

1. Preparation Choosing a negotiation team and representatives of both
the union and employer. Both parties should be skilled in negotiation and
labor laws, and both examine available information to determine whether
they have a strong standing for negotiation.

2. Discussion Both parties meet to set ground rules for the collective
bargaining negotiation process.

3. Proposal Both representatives make opening statements, outlining

options and possible solutions to the issue at hand.
 4. Bargaining Following proposals, the parties discuss potential
compromises, bargaining to create an agreement that is acceptable to
both parties. This becomes a draft agreement, which is not legally
binding, but a stepping stone to coming to a final collective bargaining
agreement.

5. Final Agreement Once an agreement is made between the parties, it

must be put in writing, signed by the parties, and put into effect.

The major issues dealt with in collective bargaining are broadly categorized as
below:

Wage Related issues These include topics like how basic wage rates are
determined, cost of-living adjustments, wage differentials, overtime rates,
wage adjustments etc.

Supplementary economic benefits These include issues as pension plans,

paid vacations, paid holidays, health insurance plans, dismissal plans,
supplementary unemployment benefits etc.

Institutional Issues These consists of rights & duties of employers,

employees & unions, including union security, check off procedures, quality of
work-life program etc.

Administrative Issues These include issues such as seniority, employee

discipline and discharge procedure, employee health & safety, technological
changes, work rules, job security and training, attendance, leave etc.

Ques.2 What is a Trade Union and What are its activities? Explain the
functions of Trade Unions.

Ans. A trade union is a combination of persons. Whether temporary or

permanent, primarily for the purpose of regulating the relations between
workers and employers or between workers for imposing restrictive conditions
on the conduct of any trade or business and includes the federations of two or
more trade unions as per Sec. 2 (6) Trade Unions Act, 1926.
The following are the activities that unions generally engage in:

Representations: Trade unions represent labourers when they have

crises at work. If employees feel they are being unduly treated, they can
ask their unions representative to help in solving their issues with the
manager or employer.
Negotiation: Unions discuss with employers issues which influence
people working in an organisation. There may be difference of opinion
and interest between organisation and union members.
Member benefits: Trade unions provide a variety of benefits to its
members. They insure against unemployment, ill health and funeral
expenses.
Collective bargaining: In this, union representatives hold discussions
with the employers and reach an agreement on employee rights and
duties.

Trade unions perform a number of functions in order to achieve the

objectives. These functions can be broadly classified into three categories:

1. Militant Functions :

One set of activities performed by trade unions leads to the betterment of the
position of their members in relation to their employment. The aim of such
activities is to ensure adequate wages, secure better conditions of work and
employment, get better treatment from employers, etc. When the unions fail
to accomplish these aims by the method of collective bargaining and
negotiations, they adopt an approach and put up a fight with the management
in the form of go-slow tactics, strike, boycott, gherao, etc. Hence, these
functions of the trade unions are known as militant or fighting functions. Thus,
the militant functions of trade unions can be summed up as:

To achieve higher wages and better working conditions

To raise the status of workers as a part of industry
To protect labors against victimization and injustice

2. Fraternal Functions:
Another set of activities performed by trade unions aims at rendering help to
its members in times of need, and improving their efficiency. Trade unions try
to foster a spirit of cooperation and promote friendly industrial relations and
diffuse education and culture among their members. They take up welfare
measures for improving the morale of workers and generate self confidence
among them. They also arrange for legal assistance to its members, if
necessary. Besides, these, they undertake many welfare measures for their
members, e.g., school for the education of children, library, reading-rooms, in-
door and out-door games, and other recreational facilities. Some trade unions
even undertake publication of some magazine or journal.
These activities, which may be called fraternal functions, depend on the
availability of funds, which the unions raise by subscription from members and
donations from outsiders, and also on their competent and enlightened
leadership. Thus, the fraternal functions of trade unions can be summed up as:

To take up welfare measures for improving the morale of workers

To generate self confidence among workers
To encourage sincerity and discipline among workers
To provide opportunities for promotion and growth
To protect women workers against discrimination

Ques.3 Write a brief note on the following:

a) Decision Making and its types.

Ans. A decision is a choice made between 2 or more available alternatives.

Decision Making is the process of choosing the best alternative for reaching
objectives.

Managers make decisions affecting the organization daily and communicate

those decisions to other organizational members.
Some decisions affect a large number of organization members, cost a great
deal of money to Carry out, or have a long term effect on the organization.
Such significant decisions can have a major impact, not only on the
management systems itself, but on the career of the manager who makes
them.

TYPES OF DECISIONS:

PROGRAMMED DECISIONS:

Programmed decisions are routine and repetitive, and the organization

typically develops specific ways to handle them. A programmed decision might
involve determining how products will be arranged on the shelves of a
supermarket. For this kind of routine, repetitive problem, standard
arrangement decisions are typically made according to established
management guidelines.

NON PROGRAMMED DECISIONS:

Non programmed decisions are typically one shot decisions that are usually
less structured than programmed decision.

b) Disciplinary procedure.

Ans. A disciplinary procedure is a process for dealing with perceived

employee misconduct. Organisations will typically have a wide range of
disciplinary procedures to invoke depending on the severity of the
transgression.

Disciplinary procedures vary between informal and formal processes. Informal

disciplinary procedures may not be codified and may be handled discretely by
a manager, while formal procedures are more likely to be codified in a
company handbook or employment contract and followed closely by the
employer because disagreement over handling could result in an employment
tribunal.

For serious transgressions, employees are likely to be suspended from work

while the disciplinary action is on-going.

Factors which need to be considered while disciplining are seriousness of the

problem, duration of the problem, frequency of the problem, extenuating
circumstances, degree of familiarization, history of the orgainsations
disciplining practices and management backing.