Name of the Program EMBA (O&G)

Course Title - Managing Individuals & Organization

This question paper has 5 pages.


SECTION A
(Marks 20)

Q 1. Complete the following statements (Marks 10)
a) Coaching is a training method in which
b) BARS stands for .......
c) is principally the task of planning, coordinating, motivating and
controlling the efforts of others towards a specific objective
d) False negative error in selection refers to
e) Balanced score card is a method of..
f) Talent management means
g) KRA is an acronym for.
h) Sensitivity training is a method of
i) Spill-over effect in performance appraisal refers to..
j) Compensable factors are ......................................................
Q 2. Indicate whether the following statements are True(T) or False (F):
a) Maslows Theory deals with Leadership.
b) Recruitment is a marketing function.
c) Performance evaluation and feedback are two different things.
d) Grievance procedure is a channel of downward communication.
e) The term work force means people working at lower levels only..
f) Internal recruitment is always better than external recruitment.
g) Fringe benefits are given to the employees to reward them for their extraordinary efforts
h) Exit interviews may be used to know the grievances of employees
i) Management inventories are records of vendors available in a particular geographical
area
j) Vestibule training is mainly used in Management Development Programs

SECTION B

Attempt ANY FOUR questions) (Marks 20)

Q3- If you were an employee, would you want to be evaluated by traits, behavior, or results?
Why
Q4- Why is job analysis important for an organisation?
Q5- In the training process which step do you think is the most significant and why?
Q6- What can be done for successful HR planning?
Q7- In your opinion, is it more effective to buy or to make competent employees?
Q8- Explain briefly what is 360 degree method of appraisal.


SECTION C
(Marks 30)

Attempt THREE questions in all.
Question No. 9 is compulsory. Answer any two of the remaining questions

Q9. Distinguish between any three of the following: (Marks 12)
a) Recruitment and Selection
b) Base compensation and variable compensation
c) Performance appraisal and Job evaluation
d) Dismissal and discharge

Q10. A good manager may not be a good leader, however a good leader is also a good
manager. Your views on this statement? (Marks 9)

Q11. Grievance not handled at the lowest level results into highest inconvenience and problems.
So, as a manager what different ways you would use to discover grievances in your organization.
Also discuss the grievance procedure you would like to use to handle them. (Marks 9)

Q12-In what ways can the expectancy theory of motivation be used to improve compensation
systems? (Marks 9)

Q13- As a frontline supervisor what indicators would you need in order to decide whether a low
performing subordinate was a selection mistake or merely needs training? Outline an evaluation
procedure for a training program designed to teach sales principles and strategies. (Marks 9)



SECTION D
(Marks 30)

Please study the following case and answer the questions that follow:

It is now the end of Shilpa. Jains first year as regional manager for Jet Food Services. As
regional manager, Shilpa supervises a total of ten districts, each of which has a manager
responsible for sales and service to customers in that area.

Jet Food provides contract food services for hospitals, schools, colleges, business firms, and
other institutions that need meals prepared on site but that do not wish to be responsible for
operating such services. Jet Food Services hires all necessary kitchen employees, purchases all
supplies, and prepares meals in accordance with specifications agreed on with customers. The
district manager is responsible for coordinating all customer activities. This includes planning,
budgeting, hiring and supervising Jet's on-site representative (customer ser-vice manager),
customer satisfaction, and contract renegotiations.

Shilpa was recruited after years of experience as director of food services for a multi-campus
university. In that job, she had oversight responsibility for the food services at several campuses.
The Jet Food position offered an opportunity for continued growth and advancement.

In her first year, Shilpa has concentrated on getting to know the district managers and the cus-
tomers with whom they work. She spent more than a week with each district manager and visited
each customer with him or her. At this point, she feels comfortable with her job and the
knowledge she has gained of both operations and personnel, and it is time to appraise the
performance of the district managers and to schedule review meetings with these employees.

Shilpas Assessment of Kundan Garewal: Kundan Garewal is the longest term district manager
in Shilpa's region. He completed less than one year of college, held several short-term jobs, and
then joined Jet as a shift supervisor of the company's services at a large college. At present, he is
completing twelve years of employment with Jet. He has been a district manager for three years.

In working with Kundan, Shilpa has observed strengths, along with some problems. Kundan has
talent for working with people, Jet employees customers alike. In fact, in his years with Jet, no
customer he worked with has ever switched to competitor. Many on-site supervisors recruited
trained, and supervised by Kundan have gone on become managers of other districts.

On the other hand, Kundan's unhealthful eating habits--despite doctors' warnings-have
contributed to some serious medical difficulties. During the past year, Kundan was out of work
for three months with gall bladder and heart problems, attributable' part to obesity. And Kundan's
behavior toward others can be overbearing. Shilpa kept track of her phone calls from district
managers during the year, there were more calls (or messages) from Kundan from the other nine
district managers taken together--calls to promote or advertise his own efforts.

Although Kundan can be charming, he has started to be loud and rude with regional personnel
whom he perceives as excessively rule-oriented. All in all, Kundan's style and appearance have
become entirely different from what Shilpa is accustomed to in colleagues and employees.

Further, it has been announced that Shilpa region is going to be expanded and that a new
position, that of assistant regional manager, will be created. Kundan has made it clear that as
Jet's longest tenured district manager in the region, he feels entitled to this promotion. However,
Shilpa does not feel she could work with Kundan as the assistant regional manager. She feels
that their management styles are too different and that Kundan's behavior might irritate regional
and corporate personnel.
As Shilpaa looks over Jet's performance assessment and management instrument, she realizes
that her honest assessment of Blake's performance in his current job is generally excellent. She
glances at the last page of the assessment and management form and the overall ratings from
which she will have to choose. Jet's overall rating system is on a 1-10 scale, with 10 as
outstanding; 7-9, different degrees of excellent performance; 5-6, satisfactory; 3-4, below
average; and 1-2, unacceptable. Shilpa is uncertain as to what overall rating to assign. If she
gives Kundan too high a rating, he will expect to be promoted. If the rating is too low, Kundan
will doubtless be angry, feeling that an injustice has been done.
Kundan Garewals self-Assessment Kundan sees himself m the other district managers. An
outgoing gregarious type, he loves to visit his customer locations and work with his company's
personnel. His idea of a successful day is one spent teaching a customer service manager a new
operator management technique. In fact, Kundan is known to roll up his sleeves and teach Jet
employees a new recipe or how to improve an existing dish.
Kundan has worked for several district managers and has always liked to keep them informed
about his activities, sometimes phoning two or three times each day. From discussions with
Shilpa, he is aware that she thinks many of these calls are not necessary, but he wants her to
know how things are going with his employees and customers. He is also aware of Shilpas
views rgarding his ignoring medical advice. Kundan is proud of his career and of what he has
without much higher education. He feels he is qualified to become a regional manager, and he
looks forward to the possibility of promotion to the new assistant regional manager position as a
step toward this ultimate goal.
Kundan's Assessment Rating In reviewing the situation, Shilpa decides to give Kundan an overall
rating of 6. She feels justified, given that Kundan did miss months of work as a result of
neglecting his health. She knows that Kundan will expect a higher overall rating, but she is
prepared to stand behind her evaluation. Shilpa then goes back to considering the separate ratings
she will assign and to making plans for their feedback review.

1. How would you describe Shilpa Jain's approach to the assessment and management
of Kundan's performance?
2. Are Shilpa's concerns with Kundan's performance legitimate? Will Kundan have
justifiable reasons for feeling dissatisfied with the assessment and management
results?
3. How could Jet Food's system of performance assessment and management be
improved? If you were Jet's vice president of human resources, what changes
would you suggest?