Ms-22 june 2008
MS-22 June, 2008
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Explain the concept of career. Describe different strategies for career development.
2. What is Human Resource Development ? Discuss briefly the various strategies of HRD.
3. Critically analyse the process which brings us from performance appraisal to performance management.
4 Discuss the ways and means of managing technological change in work organisation. Cite suitable illustrations.
5. write short nctes on any three of the following :
(a) Diversity management
(b) Socialization
(c) Induction Training
(d) Coaching
(e) Reward svstem
Ms-22 june 2009
MS-22 June, 2009
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Define HRD and discuss value-anchored processes of HRD. Explain how do these processes help an organization in achieving excellence. Explain with relevant examples.
2. What is Action Research ? How does it differ from OD ? Discuss the important factors to be considered in the development of internal self-renewal facilitators, with suitable examples.
3. Define and describe the objectives and disadvantages of Multisource Feedback and Assessment Feedback System (MAFS). Discuss what are the indicators of an organization's readiness to participate in MAFS ?
4. Discuss the means of managing technological changes in work organization. Briefly describe the factors which facilitate developing the change mind-set. Explain with suitable examples.
5. Write short notes on any three of the following:
(a) Need for competency mapping
(b) Diversity management
(c) Horizontal re-skilling
(d) Mentoring
(e) Role of Trade Unions in HRD
6. Read the csse and answer the questions giaen at the end.
ABC Food Limited, a multinational corporation dealing in consumer food products,
started its operations in India from 1965. Initially, the growth of the company has
been very slow, because of the limited market size in India for ready food items. However, during the last three years there has been a boom in the fast food market and many new companies have ventured into the same product line. ABC Food Limited, being an old company operating in India, has distinct advantages vis-a-vis its competitors who are of recent standing. The products of the company have enjoyed very good reputation in the market from the day of its inception. Over a period of time, the company has added many new products which have been successfully accepted by the market. In view of the recent competition offered to its existing product line, the company has launched a number of new products in the last three years. Based on the Market Research Survey conducted by the company regarding acceptance of their new products, the feedback has been excellent. There is ample scope for the company to penetrate into the existing rnarkets as well as expand the size of the existi.g market by introducing its products into areas in which the company does not have any marketing set-up till date.
The organisational set-up of the company in India consists of Marketing Director at the corporate level and four Zonal Managers Marketing, each in charge of East, West, North, South zone independently. The order of promotion in Marketing Department is Management Trainee – Marketing Officer - Branch Manager - Regronal Manager -Zonal Manager - Director Marketing. Mr. Khan joined the company in 1982 as a Management Trainee, Marketing and after completion of two years of rigorous Management Training in all the four zonal offices, he was placed in Bombay Zonal Office as Marketing Officer. Mr. Khan did his MBA in 1982 after graduating in Commerce. He was selected on the basis of Campus Interview by the company. Mr. Khan has been recognized as an outstanding officer based on his previous Performance Appraisal Reports throughout his career with the company by
different bosses with whom he had worked during the relevant time.
The company's performance appraisal system has been recently updated and modified with the cooperation and consultation of an outside consultant in the area of Human Resource Development. The thrust of the new performance appraisal system is on mutual consultation and fixation of target on the basis of joint discussion between the appraisee and the appraiser. Another distinct feature of the new system is that it has two-tier system of assessment, one by the immediate boss under whom the appraisee is working and second by the boss of the reporting officer.
The immediate boss of Mr.Khan is Mr. Singh, who is in the grade of Branch Manager but placed at Zonal Office, Bombay. During the last three years, Mr.Khan and Mr. Singh have been given the assignment of conducting Market Research in various parts of the country with the help of an advertising company. In this connection both have to travel extensively to different parts of the country, being away from their families and permanent place of work at times for even more than 15 days in a month. Mr. Dutt, the Zonal Manager, Marketing in charge of Bombay division since 1985, was transferred on promotion as Zonal Manager form Northern Zane where he was working as Regional Manger. He has been observing the working of Mr. Khan as reviewing officer, being the immediate boss of Mr. Singh. During this period, Mr. Dutt had developed a fancy for Mr.Khan being smart, energetic and
dynamic in his approach to work. He has been talking good about him to Mr. Singh from time to time. However, during some of the trips to outstation which were jointly undertaken by Mr. Khan and Mr. Singh, Mr.Singh observed that Mr. Khan has started taking his work lightly as he tends to spend more time with clients in informal get-togethers instead of serious business discussions. Moreover, he has developed tendency of overcharging his expenses on such tours to the company. So far, all such expenses were authorized by Mr. Singh for payment to Mr. Khan. Keeping in mind Mr.Khan's excellent performance, Mr.Singh has been avoiding bringing it to Mr. Khan's notice. Mr. Singh has to fill up the Appraisal Report of Mr.Khan for the calendar year 1988. For the last three years, ever since Mr. Khan started working wit-h Mr.Singh, he has been getting excellent reports from Mr.Singh. In view of the above developments, Mr.Singh has not given an excellent report to Mr. Khan for the Appraisal Year 1988. He has also made certain adverse remarks about his integrity and honesty.
Mr. Khan is due for promotion and the Appraisal Report for 1988 is very important for him because as per the promotion policy of the company, promotions are decided on the basis of the last three years' appraisal reports.
Questions :
(a) Identify and discuss the core issue in the case.
(b) Was Mr. Singh justified in giving adverse remarks regarding Mr. Khan's integrity and honesty?
(c) How would you view the action of Mr.Singh, if you were the M.D. of the company?
(d) If you were the M.D. of the company, how do you solve the issue?
Ms-22 june 2010
MS-22 June, 2010
MS-22 : HUMAN RESOURCE DEVELOPMENT
1.Define HRD. Briefly discuss the changing boundaries of HRD and HRD trends in Asian Countries.
2.What is the concept of career ? Briefly describe the individual and organisational strategies for career development. Explain with suitable example.
3. What are the objectives of compensation cum reward system ? How is assessment done for rewarding employees, discuss with example.
4. What is Self-Renewal System ? Describe the important aspects of development of Internal Self Renewal Facilitators, with suitable examples.
5. Write short notes on any three of the following :
a) Competency Mapping.
b) The Coaching Process.
c) HRD Audit.
d) Knowledge Management in Organisations
(e) Managing Technological changes in work organisation.
Ms-22 june 2011
MS-22 June, 2011
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are the 3 Ss of Organisational Development ? Discuss the Competency based Organisational Development System. Explain with suitable examples.
2. What are the objectives of compensation cum- reward system ? Briefly discuss various components of compensation system, citing suitable examples.
3. How does HRD Audit contribute towards development process of an organisation ? Explain the process of HRD Audit in an organisation.
4.What are the issues in managing technological change in work organisation ? Briefly discuss the role and relationship of HRD in managing technological change.
5. Write short notes on any three of the following :
(a) 360 Degree Appraisal
(b) Mentoring
(c) Role of Trade Unions in HRD
(d) Career Transition and choices
(e) Diversity Management
6. Read the case and answer the questions given at the end :
The HRD programme was decided to be initiated in IOC as a totally fresh and uncontaminated idea. To introduce HRD as a fresh idea was in itself an innovative idea, since the Corporation had well - established Human Resources Management policies and practices. Yet, the very idea was mooted as a concept, accepted as a principle, presented to the top management in the company represented by the Directors and got cleared for introduction as a necessary intervention, considering the growth and development plans of the organisation.
To start with, the road -show of the concept comprised a wide campaign to create extensive awareness that HRD, as an issue, was everybody's baby and that it needs to be properly nurtured and cared for. When the whole objective was explained to critical senior management groups, the concept received wide acceptance. After all, any new idea should be worth looking into ! The top and senior management groups in the Corporation, thus backed and accepted in principle, the process of undertaking a company -wide campaign for the new-look HRD programme. This, no doubt, implied that the established policies will continue to be operated, but are liable to be tested for validity and modified for deficiency, wherever called for. The awareness campaign was set in motion with great vigour and gusto. The initial campaign was concentrated on executives at all iceek. This pre - supposed two things : top management commitment as a vanguard action and executive involvement as a lead group activity. Within a short time, conferences, seminars, workshops and training programmes were designed, drawn -up and delivered throughout the organisation to cover virtually every executive.
What was missed in the process was the large bulk of non- executives. Though there was
a plan to cover the non execuuive involment in the second leg of the campaign, the the very fact intial efforts were going only in the direction of executives created its own rustles amid rambles.
The HRD action groups, who were spearheading and controlling the HRD activities, naturally had to take notice or the message which had come too soon from the non --executive categories of employees. It was, therefore, only natural to recognise that . without waiting for the second leg of the campaign, the need was to advance the campaign schedule and initiate the HRD awareness programme for non- executives.
as well. After : all. the milk has to be given gladly to the baby which started crying ! But the process of covering the large mass of non- executive employees was not an easy task. The number as well as the spread of numerous locations throughout the company made the task to achieve coverage of maximum number of non-executive employees to a one-day "HRD) awareness programme". The programme outline was centrally designed but the specific inputs were left to be decided by the divisional and unit functionaries.
The programme design provided for executives as faculty, who would cover small non - executive groups in lecture and discussion sessions on the whole concept of new FIND programme that the Corporation is contemplating. When the executives speak to the non -executives on any projected company programme, needing involvement of non executives, a pinch of salt is always present ! This was true for the initial awareness programmes organised for non -executives as well. When it became clear that the message was not really going down to the participants, naturally the question arose whether it was worthwhile going ahead with the rest of the programmes covering the large majority of non-executives.
The HRD group stepped in and rolled back their campaign at least temporarily to review whether everything is going to be okay or not. It was the general view that there is a "receptability block" operating in the communication channel between the executive faculty members and the non -executive participants. This has to be overcome if the programme is to give the maximum possible return.
It was one of the ideas to try out the next few programmes with faculty drawn from among the non -executives themselves, rather than the traditional executive faculty. Employees from non - executive category with excellent communication, comprehension and influencing skills were identified and provided with a briefing as to what exactly is the inherent purpose of the awareness programme.
It was a revelation to find a sea - change in the receptability of participants. Although, the programme input was the same, the difference lay in the fact that earlier the executive faculty used to speak to the non - executive participants, whereas now it was the non - executives themselves functioning as faculty, speaking to their own colleagues in a language perceived as their own. We often tend to forget this and end up reaping a harvest much below our expectation.
Therefore, it is worth considering : why settle for a lean harvest when you can afford to have the full harvest ! It is small ideas that often bring big results.
Questions :
(a) What is the problem as you see it ? Elaborate.
(b) List the lessons learnt. What is your recommendation in this situation ?
(c) What is the "receptability block" ? Explain.
(d) What were the changes witnessed ? How did they occur ?
Ms-22 dec 2007
MS-22 Dec, 2007
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. Define and describe three Ss of organizational Development- Briefly discuss the process of formulating the Organisational Development Plan.
2. What is Compensation System ? What considerations are taken into account in designing a reward system ? Explain with example.
3. Define and describe Diversity and Power. Briefly discuis the cultural, structural and behavioural influences on Diversity and Power, with examples.
4. Enumerate and briefly describe the evaluation criteria against which 'HRD' is assessed for attaining the status of a 'Profession'. Explain with example.
5. Write short notes on any three of the following :
(a) Knowledge Management
(b) Developing Business Ethics
(c) Horizontal re-skilling
(d) Role of Trade Unions in HRD
(e) Basic processes of Coaching
6- Read the following case carefuily and answer the questions given at the end.
Microelectronics, a carifornia-based electronics defense contractor, has enjoyed a smooth growth curve over the past five years,' primarily because of favourable defense funding during the Reagan administration's build-up of u.s. military defenses. Microerectronics has had numerous contracts to design and develop guidance and radar systems for military weaponry. Although the favorable funding cycle has enabled. Microelectronics to grow at a steady rate, the company is finding it increasingly difficult to keep its really good engineers. Based on extensive turnover analyses conducted by Ned Jackson, the human resources planning manager, Microelectronics' problem seems to be its inability to keep engineers beyond the "critical,' five year point. Apparently, the probability of turnover drops dramatically after five years of service. Ned's conclusion is that Microelectronics has been essentially serving as an industry college. Their staffing strategy has always been to hire the best and brightest engineers from the best engineering schools in the United States.
Ned believes that these engineers often get lost in the shuffle at the time they join the firm. For example, most (if not all) of the new hires must work on non-classified projects until cleared by security to join a designated major project. Security clearance usually takes anywhere from six to ten months. In the meantime the major project has started, and these young engineers frequently miss out on its design phase, considered the most creative and challenging segment of the program. Because of the nature of project work, new engineers often have difficulty learning the organizational culture such as who to ask when you have a problem, what the general dos and don'ts are, and why the organization does things in a certain way.
After heading a task force of human resource professionals within Microelectronics, Ned has been designated to present to top management a proposal designed to reduce turnover among young engineering recruits. The essence of his plan is to create a mentor program, except that in this plan the mentors will not be the seasoned graybeards of Microelectronics, but rather those engineers in the critical three-to-five-year service window, the period of highest turnover. These engineers will be paired with new engineering recruits before the recruits actually report to Microelectronics for work.
According to the task force, the programme is twofold ' (1) it benefits the newcomer by easing the transition into the company, and (2\ it helps the three-to-five-year service engineers by enabling them to serve an important role for the company. By performing the mentor role, these .engineers will .become more committed and hence less likely to leave. As Ned prepared his fifteen-minute presentation for top management, he wondered if he had adequately anticipated the possible objections to the program in order to make an intelligent defense of it. Only time would tell.
Questions
(a) Identify the salient issues from HR point of view for this case.
(b) If you were to study this turnover problem, how would you conduct a needs analysis or evolve a counselling programme ?
(c) What are the causes of dissatisfaction and turn over in Microelectronics ?
(d) Do you find the mentoring programme suitable to reduce turnover ? Justify your answer.
Ms-22 dec 2008
MS-22 Dec, 2008
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are 3 Ss of Organisational Development ? Discuss the Competency Based Organisational Development System, with suitable examples.
2. What are the important guidelines fot implementing Organisational Development ? Discuss the process of Internal Self-Renewal Facilitator in the Organisation.
3. Which factors are importantin designing a Reward System ? Discuss the dimensions of "What to Reward" and "How to Rewatd", with examples.
4. Define globalisation, and global corporations. Discuss various Organisation Structures in the context of global operations of organisations, with examples.
5. Write short notes on any three of the following :
(a) Cognitive Age
(b) HRD in Voluntary Organisation
(c) Chief Knowledge and Chief Learning Managers
(d) Diversity and Membership
(e) Coaching Process
6. Please read the case and answer the questions glven at the end.
"AMBER PHARMACEUTICALS' In a pharma company manufacturing and marketing drugs and medicines, the research staff has developed a number of new products and formulations which are effective. But at the same time it has to meet severe competition from stalwarts with foreign collaboration. Mr. Shah, the Vice President Marketing, has a very successful Pharma Marketing background. He has been with the company for the past 4 years. Mr. Shah had made ambitious plans for capturing a sizeable share of the market in Gujarat. The company being medium sized, Mr. Shah had kept his marketing department and the marketing team lean and trim. The field sales staff was given aggressive targets and were virtually pushed to reach the respective targets. The field staff worked to their best abilities to complete their respective targets. Mr. Shah had himself been working almost 11-12 hours a day. There was no formal appraisal and reward system in the company. During last 5 years more than 60 Medical Representatives and Area Supervisors had left the company due to unsatisfactory increments and promotions. Those who left the company were star workers. But lvfr. Shah did not care for this high turnover. He was over confident that he would be able to hire freshers and also select candidates who were not happy with their remuneration in their respective companies. Mr. Shah had never communicated to the field sales staff about their performance or reasons for not recognising their outstanding performance in a few cases. There was on the whole great dissatisfaction and good perforrners were leaving the company.
Questions:
(t) What do you perceive is the basic problem in 'AMBER'?
(b) What are the steps you will take serially to correct the situation ?
c) In the event of your suggesting a Performance Appraisal System :
(i) How will you decide a suitable system, of appraisal ?
(ii) Will your system include merit, rewards and promotions ?
Ms-22 dec 2009
MS-22 Dec, 2009
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. "With global economy and the world becoming a global village, the business enterprises have became extremely cautious of the need for hiring competent human resources and developing core competencies required for the organisation." Discuss the underlying concepts and processes in the light of the above remark with examples.
2. Why should organisations reward their employees ? Discuss how are the reward systems designed in an organisation and explain the ways in which employees are rewarded in an organisational set up.
3. Define HRD Audit. How can HRD Audit be used as an OD intervention in an organisation ? Briefly describe the significance of HRD score-card of a firm.
4. Explain the concept of Knowledge Management. Briefly discuss various approaches to knowledge management, with suitable examples.
5. Write short notes on any three of the following :
a) Re-organisation of work
b) Systems Theory and Human Performance
c) Vertical re-skilling
d) Career transition and choices
(e) Mentoning
6. Please read the case and answer the questions given at the end.
Kalyani Electronics Corporation Ltd. recently diversified its activities and started
producing computers. It employed personnel at lower level and middle level. It has received several applications for the post of Commercial Manager-Computer Division. It could not decide upon the suitability of the candidate to the position, but did find that Mr. Prakash is more qualified for the position than other candidates.
Now the Corporation has created a new post below the cadre of General Manager i.e. Joint General Manager and asked Mr. Prakash to join the Corporation as Joint General Manager. Mr. Prakash agreed to it viewing that he will be considered for the General Manager's position based on his performance. Mr. Anand, the Deputy General Manager of the Corporation and one of the candidates for General Manager's position was annoyed with the management's practice. But, he wanted to show his performance record to the management at the next appraisal meeting. The management of the Corporation asked Mr. Sastry, General Manager of Televisions Division to be the General Manager in-charge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted to switch over to the Computer Division in view of the prospects, prestige and recognition of the position among the top management of the Corporation. He viewed this assignment as a chance to prove his performance. The Corporation has the system of appraisal of the superior's performance by the subordinates. The perfomance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of subordinates. Mr. Prakash is a stranger to the system as well as its Modus Operandi. Mr. Sastry and Mr. Anand were competing with each other
in convincing their subordinates about their performance and used all sorts of techniques for pleasing them like promising them a wage hike, transfers to the job of their interest, promotions etc. However, these two officers functioned in collaboration with a view to pull down Mr. Prakash. They openly told their subordinates that a stranger should not occupy the 'chair'. They created several groups among employees like pro-Anand group, pro-Sastry group, anti-Prakash and Sastry Group, anti-Anand and Prakash group. Mr. Prakash has been watching the proceedings calmly and keeping the management in touch with all these developments. However, Mr. Prakash has been quite work-conscious and top management found his performance under such a political atmosphere to be satisfactory. Prakash's pleasing manners and way of maintaining human relations with different levels of employees did, however, prevent an anti-Prakash wave in the company. But in view of the politicisation, there is no strong pro-Prakash's group either. The management administered the performance appraisal technique and the subordinates appraised the performance of all the three managers. In the end, surprisingly, the workers assigned the following overall scores. Prakash : 560 points, Sastry : 420 points; and Anand : 260 points.
Questions :
a)How do you evaluate the workers' appraisal in this case ?
b)Do you suggest any techniques to avert politics creeping into the process of performance appraisal by subordinates ?
(c) What measures would you like to suggest in dispensing with such an appraisal system ?
Ms-22 dec 2010
MS-22 Dec, 2010
MS-22 : HUMAN RESOURCE DEVELOPMENT
Solutions of papers from ignou university
Ms-22 dec 2011
MS-22 Dec, 2011
MS-22 : HUMAN RESOURCE DEVELOPMENT
1. What are the important guidelines for implementing Organisational Development ? Discuss the process of Internal self Renewal Facilitator in an organisation.
2. Define Compensation System. Discuss in brief the characteristics which should be rewarded, and explain why ? Cite examples.
3. How do you see the roles of chief knowledge managers and chief learning managers different from that of traditional Head (HRD) at national and international levels ? Discuss critically with suitable example.
4. Define and describe globalisation and global corporations. What makes globalisation work ? Explain with example ?
5. Write short notes on any three of the following :
(a) Value anchored HRD Processes
(b) Need for Campetency mapping
(c) Reorganisation of work
(d) HRD in voluntary organisations.
6. Read the following case carefully and answer the questions given at the end.
The eleven workers whose annual increments were stopped made a representation to the management of XYZ Limited that the action taken was not justified and that they wanted to know what was their fault. The management which acted upon the recommendation of the department head concerned, Mr. Rog, felt guilty because such an action was taken for the first time in the history of the company. XYZ Limited was a large paper manufacturing company in South India. The major departments of the factory were:
1. Chemical processing : The raw material was mixed with certain chemicals for making pulp.
2. Pulp department : Pulp was mixed with other ingredients according to specifications for each order of paper.
3. Paper machine department : This was the heart of the factory where processed pulp was fed into the paper machines. Act first, a wet weak paper was formed which was subsequently dried and rolled.
4. Finishing department : The paper rolls were then moved to the processing department where the required coating was given.
5. Grading, winding and packing departments.
6. Quality control department. Twenty eight workers worked in the paper machine department in four groups-each group attending one machine. The nature of the work on each machine was such that all the seven workers had to
work in cooperation. Because no individual tasks could be specified, the group was
made responsible for the work turned out by them. All the workers working in the paper machine department had been with the company for over ten years. The company did not have any incentive wage system for any class of its employees. They were all given straight salaries with normal annual increments. The annual increments were sanctioned
each year in a routine way. It was the policy of the company that the increments should
not be stopped unless the department head concerned recommended such an action.
Mr. Rog was placed in charge of the paper machine department a year ago. Though Mr. Rog was a newcomer in the concerned recommended such an action. Mr. Rog was placed in charge of the paper machine department a year ago. Though Mr. Rog was a newcomer in the organisation, he proved himself to be a very competent man. The management noted that he was very aggressive and enthusiastic and that he know his job well. At the end of the year when increments were due to be sanctioned, he recommended to the management that the increments due to eleven men in his department should be stopped, for, in his opinion they were lazy and inefficient. The eleven men concerned belonged to all the four groups operating in the department.
The management, though puzzled about the action recommended by Mr. Rog, acted upon it and stopped the increments due to the eleven men concerned. The management were aware that such an action was the first of its kind in the history of the company. Most of the employees were with the company for a fairly long period and there was never an instance of strained relations between the management and the employees.
Soon after the action was taken, the eleven employees concerned made a representation to the management requesting them to let them know what was wrong with their work as to warrant stopping of their increments. The management were in a fix because they did not have specific reasons to give except
Mr. Rog's report in which he simply mentioned that the eleven men concerned were "lazy and inefficient." The management were naturally concerned about the representation and therefore, they tried to ascertain from Mr. Rog the detailed circumstances under which he recommended the stoppage of increments. When Mr. Rog could not pin-point the reasons, the management suspected that Mr. Rog's recommendation was based on his "impressions" rather than on facts. They, therefore, advised Mr. Rog to maintain a register from then on nothing the details of day to day incidents of "lazy and inefficient" workers and obtain the signatures of the workers concerned.
Mr. Rog was to make the final appraisal of each worker in his department on the basis of this register and recommend each case giving specific reasons why increments should be stopped. Mr. Rog started maintaining a register as suggested by the management; but he found it difficult to report satisfactorily any case of laziness of inefficiency for want of specific reasons.
The management were convinced that their action of stopping increments of eleven men on the strength of Mr. Rog's report was not a proper one. They realised that no similar action in future would be taken based on inadequate information. But, they were wondering whether the suggestion made to Mr. Rog was the proper course of action to prevent occurrence of similar situations.
Questions :
(a) Identify and discuss the core issue in the case.
(b) Was management of the company justified in implementing the recommendations of Mr. Rog, in the absence of proper report ?
(e) How would you view the action of Mr. Rog, if you were the M.D. of the company ?
Ms-21 june 2007
MS-21 June, 2007
MS-21 : SOCIAL PROCESSES AND BEHAVIOURAL ISSUES
1. Describe different sources of power and discuss its dynamics in an organisatioh, with relevant examples.
2. What is motivation ? Discuss the Maslow's and McClelland's theories of motivation and their relevance in the present day context.
3. Discuss the importance of counselling in organisations and discuss the ethical issues involved in counselling in organisations.
4- Describe various roles in group process and discuss how group effectiveness can be increased.
5- write short notes on any three of the following :
(i) Cross-culture differences
(ii) Role of leader in Team-Building
(iii) Halo effect and Stereotyping
(iv) Barriers to communication
(v) Process of conflict
6- Read the following case carefully and answer the questions given at the end.
Anju and Ria are two sisters and the daughters of Mr. o.P. Sharma and Shama Sharma. Mr. Sharma is a well known advocate practising in Surat (Gujarat State), while shama sharma is a housewife. Right from childhood, the two sisters had shown different personality traits. Anju was an introvert, quiet, did not express much
and was always involved in doing her own things. By contrast Ria was a typical extrovert always speaking her mind, bubbling with enthusiasm, sociable. Though Ria
was usually the centre of attraction at social events and gatherings, Mr. and Mrs. Sharma never differentiated or favoured any one child. Mr. Sharma was very busy in his professional life and so management of the house and family was totally Mrs. Sharma's priority/concern. Mrs. Sharma was very clear in her belief that if one wants anything, nothing is impossible and also nothing can come in the way of achieving that something. Mrs. Sharma was responsible in shaping her childrens' aspirations. She always encouraged her daughters to pursue their dreams by overcoming obstacles. Anju completed her M.Sc. in Microbiology and left for the U.S., to study as a research scholar in her area of specialisation. Ria after graduation, did her M.B.A. from one of the premier institutes and through campus recruitment was placed in an MNC 'TCOLEE LTD.' This company also had a competitive culture which suited Ria's personality. Her former colleagues used to say "Ria was unafraid to speak her mind and always had an inner drive to seek greater responsibilities and promotions." Recognising her talent, the company promoted her as a team facilitator, within one and a half years, and sent her to their Singap ore branch, where 150 persons were employed. Within a few months in her new position, Ria realised that her immediate superior Rajesh's personality was very different from that of her former boss. Rajesh believed that situations determined behaviour and in case of situational requirement would hire persons at random and then structure the situation accordingly. As a result, Ria noticed that members of her team were finding it difficult to work together. She realised that it was a classic case of personality conflict as they (team members) didn't like each other and this could prove to be disruptive
Ria called the team members and gave them a time frame within which they had to work things out. she was very firm when she spoke to the team members. "l have communicated to you all about the problems your behaviour is causing, but I hope you realise that the work has to be completed in the required time irrespective of how you get along." But even alter another six months,
Ria realised that the team was still not working well together, the productivity was inadequate and the morale was also low. Ria thought "l know I have to do
something because it is affecting their work. " After a lot of introspection, Ria decides that the best way of solving the problem was by simply dissolving the team and placing its members elsewh ere rather than trying to determine who was right or wrong.
Questions
(a) What could be the key determinants involved in shaping Ria's personality ?
(b) There is a popular saying 'When the going gets tough, the tough get going'. In Ria's case, what are the implications of the goal orientation exhibited, and why ?
(c) If you are asked to select candidates for developing a team at Ria's office, what traits will you look out for in prospective employees ? Why ?