Question Paper of MS-02:Manging Men Dec-2003

Q.1 What are the advantages and disadvantages of the various external recruitment sources? Why is it significant for organisations to have an effective job of recruiting?

Question Paper of MS-02:Managing Men June-2003

Q.1 Why should an organisation introduce a grievance procedure? Explain the pre-requisites of a grievance procedure. Briefly outline the features of a grievance procedure and the steps in grievance handling.

Question Paper of MS-02:Managing Men June-2002

Q.1 Briefly outline the features of a grievance procedure and the steps involved in grievance handling. Discuss why an organization should have a formal grievance procedure.

Q.2 Explain how and to what extent industrial democracy can be achieved through workers’ participation. Explain how can workers’ participation be made more effective at organizational levels.

Q.3 Explain the objectives and significance of labour welfare measures and social security benefits.

Q.4 Explain the need for a career plan and its relevance for an organisation. Bring out the merits and limitations of career planning. What are the determinants of success in career planning? Discuss.

Q.5 What are the objectives of personnel management? Explain the relevance of a personnel department in an organisation in the public sector.

Q.6 Write short notes on any three of the following:

(i) Career planning and Succession planning
(ii) Training and Development
(iii) Fringe benefits
(iv) industrial Tribunal
(v) Tripartite Wage Board

Q.7 Read the case below and answer the questions given at the end:

John and Peter are working in an engineering organisation - a reputed one where excellence goes hand-in-hand with every new imperative flexibility. By laying down its clear-cut policies and procedures and corporate plans, this organisation has earned the distinction of being one of the best managed companies, always striving for excellence by keeping itself abreast of the developments in the endlessly changing scenario.

During the recent review of the functioning of one of the departments headed by Peter, it was discovered that his department had been continuously showing declining trend in terms of meeting the targets fixed for them and the problems of high rate of turnover/absenteeism came to light. Majority of the subordinates working under Peter were dissatisfied with their job and were feeling frustrated and depressed over the way they were being handled by him.

There was a breakdown of communication and innumerable complaints about the rude behaviour of Peter started pouring in. Peter, on the other hand, had been in this department for the last so many years and was in the habit of treating his subordinates in the traditional style. The situation started aggravating day-by-day. The workers under Peter had to take the shelter of Unions for airing their grievances and the Management was naturally disturbed over the state of affairs and could no longer afford to be a silent spectator. Search for a suitable replacement of Peter was accordingly initiated and John was identified for the purpose.

John was selected for replacing Peter as he possessed the skills of managing different types of people under different situations. His acceptability and credibility have all along been of the highest order.
Initially, of course, this sudden change was a painful surprise for John and as it always happens any change in status quo affects people and John was no exception.

However, John moved into the department and was soon able to overcome initial difficulties. With his concerted efforts and sincerity of purpose, he was soon able to create a strong trust-bond with his subordinates. He gave (hem a free hand in setting time-bound goals for themselves. The subordinates were by then participating in arriving at the vital decision in regard to their production and productivity. A very cordial and harmonious atmosphere prevailed upon in this department under John. All this naturally resulted in “a blessing in disguise” both for the Management and the workers in as much as that this department paved the way in improving the climate and culture of IM organisation.

Questions

I. Identify the issues involved in the above case.

2 What, in your opinion, could be the causes for replacement of Peter and the secret of success of John in the so-called difficult department?

3. Do you agree with the statement that “a true manager should know the art of managing his people"? Comment.

4. “Developing an effective team having healthy interpersonal relationship is the need of the hour.” Please comment.

Question Paper of MS-02:Managing Men Dec-2002

Q.1 Briefly explain the role of a Personnel Manager. State the skills required to perform these roles.

Q.2 Explain the essential pre-requisites for a good training programme and evaluate various types of training programmes prevalent in the organisational set-up.

Q.3 What is Job Analysis ? What is its importance in the management of human resources ?

Q.4 Distinguish between motivation and morale. Discuss the significance of morale and its relation to productivity.

Q.5 What are the features of a trade union? How can trade unions be made an effective tool of industrial relations? Discuss.

Q.6 Write short notes on any three of the following :

(i) Wage boards
(ii) Collective bargaining
(iii) Employers associations
(iv) Job enrichment
(v) Career planning

Q.7 Read the following case carefully and answer the questions given at the end:

The background of the company

Messrs K.M.T. Ltd. is a government undertaking, situated near Cochin, manufacturing textile machinery and other machine tools, and has about 4.000 employees. The company had a good record of business particularly during the last 10 years. The company started showing declining results because of the competition from four new similar industries in the private sector. This setback was further aggravated because of the competition from I I.M.T. and P.M.T. in the area of manufacture of machine tools. Messrs K.M.T. Ltd. had also not diversified into other areas Though it had enough capacity, particular I) with regard to variety in machine tools and textile machinery. It was also! noticed -that the costs of textile machinery and other machine tools produced by K.M.T. Ltd. were quite high compared to those of the other companies.

Inclusion of Industrial Engineering and Cost Accounting Departments

The company was managed by the Managing Director, Mr. Menon, under the guidance of the Board of Directors. The General Manager, Mr. Joseph, was inchargc of production. The company’s management thought of adding two new departments, namely Industrial Engineering and Cost Accounting. A few old hands were selected from within the organisation and were sent for training lo NPC. Madras and 1CWA. The section heads of these two departments. Industrial Engineer Mr. Srikumaran, and the Chief Cost Accountant, Mr. Nambiar, began their departmental activities. They were promoted as Sr. Industrial Engineer and Sr. Cost Accountant and subsequently to the Chief’s post. It was noticed that these two departments could neither cheek effectively i nor control the manufacturing cost with the available talents.

Outside Recruitment in Two Key Posts

The Managing Director, Mr Mcnon. in order to check the cost factor thought of recruiting well-qualified and experienced individuals for the senior-level posts of Industrial Engineer and Cost Accountant. An advertisement for the two posts was given and to attract qualified personnel, the salary offered was in the higher grade of ‘G4′ (Spl.)- The Officers Association’s (OA) office bearers approached the MD and requested him not to recruit outsiders for these posts, but instead, arrange for suitable training for the existing experienced officers of these departments and promote them afterwards. They , also objected to the recruitment of outsiders in a higher grade of’G4′ (Spl) instead of the usual ‘G4′ grade. Under pressure from the ‘OA’ the Personnel Department sent the interview letters indicating the correction in recruitment grade to ‘G4 A large number of outside candidates wrote back saying that they would be interested provided they were considered in “G4′ (Spl) grade as already advertised. Anyway, under the advice of the Managing Director, the telegrams were sent asking candidates to appear for the interview which also stated that the ‘G4* (Spl) grade would be considered.

Seven candidates, including two departmental, appeared for the Industrial Engineer’s post and eight candidates including three departmental candidates appeared for the Cost Accountant’s post. In each case, well-qualified and experienced outsiders (Mr. Gopalan as Senior Industrial Engineer and Mr. Nayaras Senior Cost Accountant), were selected in ‘G4′ (Spl) grade as per Un�original plan of the MD- The General Manager, the Chief Industrial Engineer, and the Chief Cost Accountant were not included in the Board for selection of candidates to these two key posts and Thus, they felt neglected.

Mr. Gopatan and Mr. Nayar joined the organisation and were asked to report to their respective Chiefs. The Chiefs allotted some minor assignments to them retaining major ones with either themselves or with some of their close associates (who had been recently promoted mainly on their seniority basis in the department).

Promotion of Junior Personnel as Chiefs of the Two Departments

The present volumes of work assignments were covering only a limited area of Industrial Engineering and Costing fields. Many other areas were not tried out and taken up; the modern and the latest techniques were also not being used. Later, there arose an opportunity for promotion of both Mr. Gopalan and Mr. Nayar as the Chief of Industrial Engineering was retiring and the Chief Cost Accountant had resigned. The departmental promotion committee, consisting of the MD, GM, Chief Personnel Manager and the Chief Industrial Engineer, selected and promoted two ‘G4′ grade officers to ‘G5′ grade on the basis of their duration of service in the organization. The cases of Mr Gopalan and Mr. Nayar [of ‘G4′ (Spi) grade] were rejected as they had only a year’s experience with the organisation. Both these new officers were dejected for not being considered for promotion. The two officers had joined the Officers Association, but after this incident (i.e., the promotion of two other officers frorrTG4′ to’051 grade), the two were also neglected by the ‘OA Mr. Gopalan and Mr. Nayar took the decision to quit the organisation, as early as possible, since they were not prepared to work under their juniors. The business of the company declined further. ‘Then. there came a sudden change. The Managing Director, Mr. Menon was replaced by the new Managing Director, Mr. Ramakrishnan. After reviewing the Company’s position, the new MD, Mr. Ramakrishnan called Mr, Gopalan and Mr. Nayar as well as their new Chief. He gave them new assignments and asked them (Mr. Gopalan and Mr. Nayar) to report back urgently through their Chief

Submission of Resignations

After ten days Mr. Gopalan met the M D and handed over his resignation letter instead of the assignment report. The MD enquired about the reason for the resignation. Mr. Gopalan explained as to how he was sidetracked for promotion to the Chief Industrial Engineer’s post, and how he had been treated in the department with respect to assignments. Moreover, he stated that he was not pleased to work under his junior (in his all factual consideration). He also said that he had got a very good offer for a divisional head’s post in a big (multiunit) private industry and would like to join them at the earliest. He further added that he was interested in utilising his potential and talent to the fullest. The MD asked him to think over his resignation, and particularly so before joining a private sector industry after serving a public sector industry. He asked Mr. Gopalan to take back his resignation and promised Mr. Gopalan to took into his case and promote him as the Joint Chief Industrial Engineer. After a lapse of another week Mr. Nayar also approached the new MD with resignation letter.

Questions

1. Is the recruitment policy of the organisation faulty? Why?
2. Why are Gopalan and Nayar demotivated?
3. Do you think that Gopalan and Nayar should have been selected to the! Chief’s posts enabling their effective utilisation?
4. if you are asked to advise Menon and Ramakrishnan about dealing with the problems of Gopalan and Nayar, what advice would you give?

Question Paper of MS-02:Managing Men Dec-2001

Q.1 Define recruitment. What are the methods and techniques of recruitment! Explain the advantages and limitations of recruiting from internal sources and external sources.

Q.2 Discuss the significant processes of collective bargaining. What are thd objectives and functions of collective bargaining? Explain the different forma of collective bargaining. Is the scope of collective bargaining widening in lie] present scenario? Discuss.

Q.3 What is the use of job analysis in managing human resources? Explain iej methods that can be used to analyse jobs and discuss the advantages and limitations of them.

Q.4 Define the term discipline. Discuss different approaches to discipline. Explail the context in which disciplinary procedure is conducted.

Q.5 What is the process involved in selection? How does it differ from placemei?) Explain the steps involved in an effective selection programme.

Q.6 Write short notes on any three of the following:

(i) Motivation and Morale
(ii) Job evaluation
(iii) Job enrichment vs Succession planning
(v) Suspension

Q.7 Read the case given below and answer the questions given at the end:

Moksham Industries Ltd. (MIL) is an automobile manufacturing company in Bangalore. A subsidiary of a multinational company, it has a turnover of over Rs. 900 crores. It employs around 5000 persons, of which about 600 are in the supervisory and managerial cadre. The company is professionally managed and is well known for its sound business practices.

The management team is headed by a dynamic Managing Director. Performance of a high order and unquestionable integrity is expected at every level. This is more so at the officers’ and managers’ levels. Normally people of high calibre are selected through open advertisements, to meet the personnel requirements at these levels. Over a period of time, the company has built up a strong team of manpower, which excels in several fields.

The Purchase Department is headed by a Divisional Manager, Mr. Joshi. The activities of the Purchase Department have been broadly bifurcated into three groups, each of which is headed by a Group Manager.

Mr. Kulkarni, the Purchase Manager, heads the group in charge of procurement of castings, forgings and pressed parts. There are three purchase officers under him, each dealing with a particular category of items.

Mr. Kumar is the Purchase Officer responsible for planning and procurement of forgings. He joined the company in 1987 as a Purchase Assistant and rose to the position of Purchase Officer in a short period of eight years. He has a good track record and is known for his competence and hold on matters he deals with. After he was made responsible for looking after forgings around 1998, he had brought about several improvements and optimised the cost of procurement.

It is the normal practice in MIL. to develop and retain multiple suppliers for major items. The company believes that this practice would assure them uninterrupted supplies in any eventuality. Further, this would ensure healthy competition among the few suppliers for the same item. This is particularly in the case of forgings.

Mr. Kishen Singh established his company, ‘Singh Forgings Private Ltd. (SFPL)’ in 1990. He started his dealings with MIL as a small supplier around the same time when Mr. Kumar took over the charge of procurement of forgings. He has grown with MIL in the last four years and today he is one of their major suppliers. SFPL is rated high as a dependable supplier Mr. Singh and Mr. Kumar have an excellent rapport.

However, the Group Manager, Mr. Kulkami, does not see eye to eye with Mr. Kumar, particularly with respect to his dealings with Mr. Singh. The practice in MIL is that the concerned purchase officers are the suppliers from time to time. They decide the split up of the total quantity amongst the few suppliers for the same items. This is done generally on the basis of the supplier rating done by them.

The Problem

Mr. Gupte of M/s Gupte and Co. is another supplier of forgings to the company. One day Mr. Gupte informed Mr. Kulkarni that Mr. Kumar had taken some money from Mr. Singh. Mr. Kulkami called Mr. Kumar and inquired whether this was so. Mr. Kumar admitted that he had borrowed money from Mr. Singh when he needed it badly to arrange a religious trip for his parents. He further clarified that he had not approached Mr. Singh. When Mr. Singh came to know through a common friend that he needed money, he volunteered to help him. It had been a year since he borrowed the money, but he had not been able to return the amount so far. Mr Kulkami reported this matter to Mr. Joshi, the Divisional Manager. He complained that Mr. Kumar had entered into an unfair liaison with Mr. Singh. This was in bad taste and might lead to misunderstandings and complications. He emphasised that Mr. Kumar should have kept his superiors informed about his personal financial dealings with the supplier if it was inevitable. He recommended taking action against Mr. Kumar.

Mr. Joshi promptly called Mr. Kumar and asked for an explanation for what had happened. Mr. Kumar repeated his earlier explanation and further stated that Mr. Kulkami was using this as an opportunity to snub him. He told Mr. Joshithat Mr. Kulkami was in favour of releasing a larger order on Mr. Gupte as he happened to be his friend and relative, but Mr. Kumar was not in favour of this move, since Mr. Singh was rated comparatively better as a supplier. Mr. Gupte was given a much smaller order and this was not to Mr. Kulkarni’s liking.

Mr. Gupte has since the inception of MIL been supplying forgings to MIL. Till 1999 he had not faced much competition; he used to get far larger orders than at present. Later on, SFPL proved themselves to be a better supplier and as a result Mr. Gupte lost his share of the supplies. He was quite bitter that he had to lose his share to a later entrant in the field. His pride was hurt. His relationship with Mr. Kumar too, was lukewarm.

Mr. Joshi obtained the past records of both M/s SFPL and M/s Gupte and Co. and compared their performance as suppliers to MIL. The rating system maintained by Mr. Kumar showed that SFPL was a superior supplier. He then called Mr. Kulkami and appraised him about the counter allegations on him by Mr. Kumar and enquired from him whether he wanted to favour Mr. Gupte. While Mr. Kulkami admitted that Mr. Gupte was his relative and friend, he assured him that he never sought any favour from Mr. Kumar. This was evident from the available facts and figures.

Mr. Joshi, further, called Mr. Singh and enquired from him about this episode. The latter too admitted that he had loaned Rs. 6000 lo Mr. Kumar, after he came to know of his financial problems at that time, through a common friend. He had merely helped him as a good friend and did not have any ulterior motive.

Mr. Singh further admitted that there was no discussion with Mr. Kumar, either in regard to when the amount was to be returned or on the interest on the amount. He just assumed that he would get his money back whenever Mr. Kumar found it convenient to do so. He had never reminded Mr. Kumar about the amount during all those months. He begged to be pardoned if his gesture had resulted in any misunderstanding in the purchase department. Mr. Joshi is known for his high integrity and fair practices which are a common tradition of the company, at his level. He personally believes that anybody who works in a purchase department should be above any kind of suspicion and is known to act fast without fear or favour. However, in this case, he is still contemplating what mode of action he should take.

Questions

1. In view of the facts of the case, should Mr. Joshi take action against Mr. Kumar? Why?

2. Should the supplier, Mr. Singh, be blacklisted for having given money to one of the officers in the purchase department who has to directly deal with him? .

3. Should the supplier, Mr. Gupte, be blacklisted, for unnecessarily interfering in a matter which is of no concern to him and trying to play mischief?

4. Is Mr. Kulkami, the Group Manager overreacting to the incident?

Question Paper of MS-02:Managing Men June-2001

Q.1 Comment on the importance of performance appraisal in a manufacturing j organization. What are the Imitations of appraisal methods? How do you ] determine the effectiveness of Performance Appraisal?

Q.2 Describe the objectives of workers1 participation. Explain different forms of ] workers’ participation in management and their suitability to different j organizational contexts. Discuss.

Q.3 Define and discuss the relationship between job analysis, job descriptions and job specifications. Explain the objectives of job evaluation and the j procedure for evaluating jobs with suitable examples.

Q.4 Identify the similarities and differences between Maslow’s theory of motivation and Herzberg’s theory. Discuss critically.

Q.5 Describe the various kinds of punishment which are inflicted on a worker for misconduct and explain the procedure of domestic enquiry and the’ importance of it.

Q.6 Write short notes on any three of the following:

(i) Dismissal and Retrenchment
(ii) Induction
(iii) Manpower Planning
(iv) Employer’s Association
(v) Wage boards

Q.7 Read the following case carefully and answer the questions given at the end:

Kalyani Electronics Corporation Ltd., recently diversified its activities and started producing computers. It employed personnel at the 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. 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 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 incharge of Computer Division for some time, until a new General Manager is appointed. Mr. Sastry wanted to switch over to 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 performance of the Deputy General Manager, Joint General Manager and General Manager has to be appraised by the same group of the 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, promotion 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’s group, pro-Sastry’s 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 anti-Prakash wave in the company. But in view of the Politicalisation, there is no strong pro-Prakash’s group either.

Management administered the performance appraisal technique and the subordinates appraised the performance of all these three managers. In the end, surprisingly, the workers assigned the following overall scores-Prakash: 560 point, Sastry: 420 points, and Anand: 260 points.

Questions

1. How do you evaluate the worker’s appraisal in this case?

2. Do you suggest any technique to avert politics creeping into the process of performance appraisal by subordinates?

3. Do you suggest the measure of dispensing with such appraisal system?

4. How do you rate given such a situation?

Question Paper of MS-02:Managing Men Dec-2000

Q.1 Describe how one can identify training needs in an organization. Explain some of the training methods and their relevance. Discuss important considerations in evaluating training effectiveness.

Q.2 Distinguish between recruitment and selection Explain different sources of recruitment and their advantages and limitations.

Q.3 What is performance appraisal ? What are its objectives ? Discuss briefly the different methods of performance appraisal and the factors that can distort appraisals.

Q.4 What is motivation? Discuss how Maslow’s theory of motivation differs from Herzberg’s theory and describethe relevance of those theories.

Q.5 What is the importance of Collective Bargaining ? Explain the process of Collective Bargaining and factors essential for successful functioning of Collective Bargaining.

Q.6 Write short notes on any three of the following :

(i) Retrenchment
(ii) Dearness Allowance
(iii) Domestic Enquiry
(iv) Wage Boards
(v) Employee Grievance Handling

Q.7 Read the case given below and answer the question give at the end:

Jay Foundry Limited (hereinafter referred to as the Foundry), a subsidiary of Jay Enterprises {hereinafter referred lo as the company), was commissioner backward village of South India on 1st January 1983. This company, with turnover of Rs. 40 crores a year, was incorporated in the beginning of 1970. The company decided to expand their activities and by 1974 started a textile mill. In the beginning of 1982 it decided to start a foundry to manufacture top quality castings for use in Railways and by leading Automobile manufacturers in India with the technical expertise of collaborators from UK who were acknowledged as the leaders in the casting field. Both the parent company and the foundry are located in a backward district in South India.

The Management imported highly sophisticated equipments from abroad, at a cost of Rs. 2 crores and this was erected by leading engineering contractors I of South India. The total investment was around Rs 35 crores. The Foundry I took a policy decision to recruit all bargainable category of employees from I and around the village itself. An experienced Project Manager appointed and put in complete charge of the foundry. Two Deputy Managers, one for Product Development and another Deputy Manager for moulding, were recruited along j with thirty Engineering graduates to fill up the position of Supervisors. Nearly 50 employees in the bargainable category were selected locally for 1 manufacturing operations. The managers, supervisory personnel, and the bargainable category of employees were paid high salaries.

As the Foundry was located in an up-country village, the foundry Management provided housing for Managers and the Supervisory personnel i near the foundry itself. The Management started a recreation club and the Director incharge of the foundry took personal interest to motivate everyone for creating sense of belonging to the establishment. In fact, the director himself worked with the Managers and the Supervisors continuously for hours together, prior to the commissioning of the plant, and this created an | impact in the entire organization. The Director also informed the Project Manager, the Deputy Manager and the Supervisory personnel, that monthly meetings should be arranged to sort out grievances, if any.

The policy of the foundry was to recruit employees in a phased manner during a period of three years, since commissioning the plant. The complement of employees at present are as detailed in Annexure A. The organization chart at the end of three years will be as per Annexure B.

The Project Manager of the company had more than 15 years of experience in a reputed foundry in India. The Deputy Managers in service were also men with five years experience. However, the latter developed the feeling that they were really superior to the Project Manager in the technical field. The Director incharge of the plant felt the pulse of these Deputies and to remove bottlenecks in future, he requested the technical expert of the foreign collaborators to give an unbiased rating about the Project Manager and his deputies.

The technical expert gave the finding that the Management has taken the right decision in selecting the Project Manager and that his deputies definitely required more training to be able to meet the company’s needs. Based on this report the director told the Project Manager that he should always be careful about his deputies, and that they should be trained properly for the growth of the establishment. The Director also told the Deputies in an informal discussion that their hard work will be adequately rewarded in future and that the Project Manager will guide them for their growth.

The Foundry created a good image in business circles by its link-up with the UK firm and showed real promise immediately after the commissioning of the plant.

Shift System

The employees in the foundry worked in two shifts of eight hours duration, and it was also proposed to run only two shifts throughout the year 1983. The Management decided to switch over to three shifts sometime in the beginning of 1984. The capacity of the plant was 3,600 tonnes of S. G. iron, Malleable iron and graded iron castings per annum. The production in 1983 was estimated to be 600 tonnes per annum.

On 6th January 1983, the Project Manager instructed the two deputy managers, M/s A & B, to work in rotation in shifts’, for effective supervision in the initial stages and to handle all problems. Mr. A working in the night shift, gave certain instructions to the Supervisor Mr. C regarding a certain job. He refused to do the work and also insulted Mr A who immediately reported the matter to the Project Manager, who after enquiry asked Mr. C to apologise. Mr C refused to comply, and he was suspended from work forthwith.

The next day the Project Manager went to the plant on a surprise check in the night, at around 10 p.m. He found Mr. A in charge of the second shift, absent from the work spot. Accordingly, he entrusted work in the plant to a new trainee Supervisor. The young supervisor at the end of the shift, switched off the main switch of the foundry, contravening the normal instructions that the temperature of the furnace should be reduced gradually. As a result, sudden cooling caused heavy damage to the sophisticated machinery in the plant and entailing a loss of about Rs. 5 lakhs, on that day.

The contractors who erected the machinery, were upset over the damage to the machinery. They expressed the view that Mr. A the Deputy Manager was not vigilant in discharging his duties and that carefully handling was necessary to avoid losses to the company in future. This really irked the Deputy Manager.
The Project Manager immediately called for an explanation from Mr. A for 1 leaving the work spot without permission and leaving the plant to a trainee j supervisor and for causing heavy damage to the Management estimated at I around Rs. S lakhs, Mr. A was shocked at this allegation, but still did not admit the mistake committed by him.

The next day Mr. A arranged a get-together of the supervisory personnel in 1 the club without the permission of the Project Manager. The other Deputy I Manager also was present at the club. Mr A exhorted everybody to revolt I against the Project Manager and in the process, patched up the difference I with Mr. C, who again was suspended on his own complaint.

This meeting was held during office hours at the club which was located outside the foundry. One of the unskilled workers of the foundry immediately I informed the Project Manager rushed to the Club and immediately, the I personnel present there expressed their desire to present a charter of demands I to him. The Project Manager refused tsso receive the same. M/s A & B ] requested the Project Manager to provide work to the suspended Supervisor, j Mr. C. The Project Manager did not agree to this either.

The Security Officer was instructed by the Project Manager not to permit the I suspended Supervisor, to enter the plant and on this the entire Supervisory personnel decided to remain outside the foundry. The bargainable category of employees decided to give the normal production as per the directions of the Project Manager, and the production was normal, inspite of the strike.

Mr. A immediately cintacted the Executive Director who was 150 miles away j from the foundry over the phone. The Executive Director instructed Mr. A to sort-out issues, if any, with the Project Manager and also promised to intervene if it was found absolutely necessary. The Executive Director went to the Foundry next day at 3 p.m. and met all the Supervisors outside the gate. They requested him to receive a memorandum. He told the striking supervisors that he would like to have a discussion with the Project Manager and that necessary instruction will follow. At 5 o’clock, the Director sent a message to the striking supervisors through the Security Officer of the company; they were asked to report for duty immediately. It was made clear that the suspended Supervisor C will never be taken pending department enquiry, and all supervisory personnel went inside and reported for duty immediately.

After two hours the Executive Director met the Supervisors and M/s. A & B individually and collectively. The Supervisors told the Director that they have abstained from work based on the request of M/s. A & B. They, However, gave the assurance that such instances will not be repeated in future. Subsequent to this, at 10 p.m. on the same day, M/s. A & B submitted their letters of resignation to the Executive Director and they were relieved immediately. This shocked both M/s. A & B. They admitted that they had no intention to quit. The Director informed them that he was not prepared to review the order, and gave them permission to leave the company’s colony, after a period of month as a very special case.

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Questions

(a) What were the options before the Director in the given situation?

(b) Would you recommend a penal approach or a positive disciplinary approach in the given situation ? If you follow the penal approach, whom would you punish ?

© Can you follow the positive motivational process in the case of some employees and if so, whom ?

(d) How can you build up good industrial relations in the given situation?

(e) Would you recommend taking back M/s. A & B if they make request after expressing deep regret ?

Question Paper of MS-02:Managing Men June-2000

Q.1 Discuss the process of negotiation and the skills required for effective collective bargaining. Explain why collective bargaining had not made a big headway in our country.

Q.2 Briefly outline the features of a grievance procedure and the steps involved in grievance handling. Why should organisations have formal grievance procedure? Comment.

Q.3 Distinguish between Training and Development. Explain the objectives and techniques of management development and its influence on the human resource strategy in an organisation.

Q.4 Briefly explain the role of personnel office in an organisation and its importance and the qualities required to be a successful personnel manager.

Q.5 Critically evaluate the role of performance appraisal in the achievement of organisational objectives.

Q.6 Write short notes on any three of the following:

(i) Dismissal and Discharge
(ii) Job enrichment
(iii) Industrial Tribunal
(iv) Career planning
(v) Gripe box

Q.7 Read the case given below and answer the questions given at the end:

Messrs K.M.T. Ltd. is a government undertaking, situated near Cochin, manufacturing textile machinery and other machine tools, and has about 4,000 employees. The company had a good record of business particularly during the last 10 years. The company started showing declining results because of the competition from four new similar industries in the private sector. This setback was further aggravated because of the competition from H.M.T. and P.M.T. in the area of manufacture of machine tools. Messrs K.M.T. Ltd. had also not diversified into other areas though it had enough capacity, particularly with regard to variety in machine tools and textile machinery. It was also noticed that the costs of textile machinery and other machine tools produced by K.M.T. Ltd. were quite high compared to those of the other companies. The company was managed by tbe Managing Director, Mr. Menon, under the guidance of the Board of Directors, the General Manager, Mr. Joseph, was in-charge of production. The company’s management thought of adding two new departments, namely Industrial Engineering and Cost According. A few old hands were selected from within the organisation and were sent for training to NPC, Madras and ICWA. The section heads of these two departments, Industrial Engineer, Mr. Srikumaran, and the Chief Cost Accountant, Mr. Nambiar, began their departmental activities. They were promoted as Sr. Industrial Engineer and Sr. Cost Accountant and subsequently to the Chiefs post. It was noticed that these two departments could neither check effectively nor control the manufacturing cost with the available talents.

The Managing Director, Mr. Menon, in order to check the cost factor thought of recruiting well-qualified and experienced individuals for the senior-level posts of Industrial Engineer and Cost Accountant. An advertisement for the two posts was given and to attract qualified personnel, the salary offered was in the higher grade of ‘G4′ (Spl). The Officers Association’s (OA) office bearers approached the MD and requested him not to recruit outsiders for these posts, but instead, arrange for suitable training for the existing experienced officers of these departments and promote them afterwards. They also objected to the recruitment of outsiders in a higher grade of’G4′ (Spl) instead of the usual *G4′ grade. Under pressure from the ‘OA’ the personnel department sent the interview letters indicating the correction in recruitment grade to ‘G4 A large number of outside candidates wrote back saying that they would be interested provided they were considered in ‘G4′ (Spl) grade as already advertised. Anyway, under the active of the Managing Director the telegrams were sent asking candidates to appear for the interview which also stated that the ‘G4′ (Spl) grade would be considered.

Seven candidates, including two departmental, appeared for the Industrial Engineer’s post and eight candidates including three departmental candidates appeared for the Cost Accountant’s post. In each case, well-qualified and experienced outsiders (Mr. Gopalan as Senior Industrial Engineer and Mr. Nayar as Senior Cost Accountant), were selected in ‘G4′ (Spl) grade as per the original plan of the MD. The General Manager, the Chief Industrial Engineer, and the Chief Cost Accountant were not included in the Board for selection of candidates to these two key posts and thus, they felt neglected. Mr. Gopalan and Mr. Nayar joined the organisation and were asked to report respective Chiefs. The Chiefs allotted some minor assignments to them retaining major ones with either themselves or with some of their close associates (who had been recently) promoted mainly on their seniority basis in the department).

The present volumes of work assignment were covering only a limited area of Industrial Engineering and Costing fields. Many* other areas were not tried out and taken up; the modern and the latest techniques were also not being used. Later, there arose an opportunity for promotion of both. Mr. Gopalan and Mr. Nayar as the Chief of Industrial Engineering was retiring and the Chief Cost Accountant had resigned. The departmental promotion committee, consisting to the MD, GM, Chief Personnel Manager and the Chief Industrial Engineer, selected and promoted two ‘G4′ grade officer to ‘G5′ grade on the basis of their duration of service in the organisation. The cases of Mr. Gopalan and Mr. Nayar [of G4 (Spl) grade] were rejected as they had only an year’s experience with the organisation. Both these new officers were dejected for not being considered for promotion. The two officers had joined the Officers Association, but after this incidence (i.e., the promotion of two other officers from ‘G4′ to lG5′ grade), the two were also neglected by the ‘OA’. Mr. Gopalan and Mr. Nayar took the decision to quit the organisation, as early as possible, since they were not prepared to work under their juniors. This business of the company declined further. Then, there came a sudden change. The Managing Director, Mr. Menon was replaced by the new Managing Director, Mr. Ramakrishnan. After reviewing the Company’s position, the new MD Mr. Ramakrishnan called Mr. Gopalan and Mr. Nayar as well as their new Chief. He give them new assignments and asked them (Mr. Gopalan and Mr. Nayar) to report back urgently through their Chief.

Submission of Resignations

After ten days, Mr. Gopalan met the MD and handed over his resignation letter instead of the assignment report. The MD enquired about the reason for the resignation. Mr. Gopalan explained as to how he was sidetracked for promotion to the Chief Industrial Engineer’s post, and how he had been treated in the department with respect to assignments. Moreover, he stated that he was not pleased to work under his junior (in his all factual consideration). He also said that he had got a very good offer for a divisional head’s post in a big (multiunit) private industry and would like to join them at the earliest. He further added that he was interested in utilising his potential and talent to the fullest. The MD asked him to think over his resignation, and particularly so before joining a private sector Industry after serving a public sector industry. He asked Mr. Gopalan to take back his resignation and promised to make used of his talent at K..M.T. Ltd. itself. He also promised Mr. Gopalan to look into his case and promote him as the Joint Chief Industrial Engineer. After a lapse of another week Mr. Nayar also approached the new MD with his resignation letter.

Questions

1. Is the recruitment policy of the organisation faulty? Why?

2. Why are Gopalan and Nayar demotivated?

3. Do you think that Gopalan and Nayar should have been selected to the Chief’s post enabling their effective utilisation?

4. If you are asked to advise on dealing with the problems of Gopalan and Nayar what advice would you give?

Question Paper of MS-02:Managing Man Dec-1999

Q.1 Discuss the concept of’Multiplicity of Unions’ and their impact on industrial relations. How can the problem of multiplicity of unions be resolved?

Q.2 Critically examine the essential are requisites for effective collective bargaining. Outline in brief, factors inhibiting collective bargaining in India.

Q.3 Briefly discuss the implications of changes in the context of people, technology and environment on managing people in organisations.

Q.4 “Prompt and effective handling of grievances is essential for maintaining harmonious or healthy industrial relations.” How do you account for this statement? In the light of this statement examine the procedural implications in relation to prompt redressal of grievances to the satisfaction of all concerned.

Q.5 Explain briefly important interview techniques use for selecting supervisory and managerial staff.

Q.6 Write short notes on any three of the following:

(i) Morale and Motivation
(ii) Retrenchment and Layoff
(iii) Performance appraisal and Job Evaluation
(iv) Registered and Recognized unions
(v) Minimum wage, Fair wage and Living wage

Q.7 Read the case given below and answer the questions given at the end:

Mr. Ravi Saxenapassed his B.Sc. in 1972 and joined a commercial bank in the clerical cadre. He served there for three years. He was not happy with the job prospects and wanted a better deal in life. He quit the job in 1975 and joined Xavier Labour Relations Institute, Jamshedpur. He obtained his postgraduate qualification in personnel management, and thereafter, took up a job with a large public sector organisation in Pune as a Trainee Officer in the Personnel Department. He was confirmed as a Personnel Officer after the completion of training with the company in 1978.

The Personnel Department was headed by a Manager. Next-in the management hierarchy was one Deputy Manager followed by two Assistant Managers and six Officers in the department. They were supported by a battalion of office and clerical staff. Mr. Ravi was assigned the task of maintaining certain statutory documents. He wui quite enthusiastic and wanted to bring about many improvements. His work, however, hardly provided any scope for originality. The bureaucracy!never permitted any change easily. Besides, at level in the hierarchy, he could not wield much influence on any matter. His salary and perks were, however, ,quite comparable to those in any other organisation and there was adequate freedom and security of job. Though he was not very happy, he tried to reconcile himself to his job.

When Sukhdev Industries Limited (SIL), Pune, advertised for the post of “Senio Personnel Officer", he decided to apply for the post. He had reasons to do so in spite of the fact that he was reasonably comfortable in the public sector organisation. Firstly, Sukhdev Industries was a leading company in the private sector; secondly, the Personnel Manager of the company was due to retire shortly and the incumbent of the new post was to replace him in due course, thirdly, he would have a much broaden span of work and would be able to implement many of his ideas which he could not do in the public sector organisation because of the bureaucratic element that prevailed there; and fourthly, the job was in pune itself and the problem of dislocation was minimum. He responded to the advertisement and got selected. He joined the organisation in early 1985.

SIL is an engineering industry engaged in the fabrication of heavy structural engineering works. It has a turnover of over Rs. 40 crores and an employee strength of over 2,000. The company has the reputation of being a high profit industry. It has a very low profile so far as personnel policies are concerned and maintained steady growth over the past decade. The company is managed by a family of industrialists which is known for their shrewdness and business acumen. The management had expressed their desire to professionalize their entire organisational structure.

The company had a work force of 1,700 out of which 1,000 were permanent employees and over 700 employees were temporary workmen. The Personnel Department was engaged, most of the time, in hiring these temporary hands on a continuous basis. The strategy adopted was to hire temporary persons, retain them for a period of 7 months and then terminate them. If a temporary person is retained for more than 240 working days in a year, he is deemed to have become a permanent employee as per rules. The temporary employee could be reemployed after a gap of a few months. Mr. Ravi a few relevant facts : the average efficiency of a permanent employee in the company was 48 per cent while that of temporaries was 85 per cent. The productivity of an employee came down as soon as he was confirmed on the job. There was hardly anything that the company could do in the matter in the them prevailing labour situation. This was proven with the cases of a few employees who were confirmed in the past few months. Hence, in the interest of the labour productivity, it was necessary to maintain the temporary operatives. The compan could manage the work quite well as the skill required was not of a high level in a majority of the cases. A temporary operator could pick up required skill level in a few days. It was only the will to work which was required.

As regards the self-education scheme, the Personnel Manager asked him to go through the personal docket of selected workmen. Mr. Ravi went through them and found a file of Mr. Ravi went through them and found a file of Mr. Jadhave whose case was as follow: He had joined the company canteen as a helper 16 years after his SSC. He worked sincerely and was confirmed in the regular service of the company 10 years ago as a Server. He was a sincere and bard working person. There was absolutely no problem with his work. He ensiled himself in an evening college in 1973 and completed his B. A. in 1978. He was extremely happy and immediately put up an application seeking a white-collar job as a clerk or an assistant in the commercial department. He felt that would be a more suitable job for him. The management looked into his case.

Mr. Jadhav was drawing a salary of Rs. 1,600 by virtue of his long service. The clerical job, which he was looking for, could be filled up by a fresh graduate on a salary as low as Rs. 700 to start with. His long service was not of any use in his new assignment. His application was rejected. There were no openings at the supervisory level in the canteen. Thus, there was no way in which he could be given a promotion or as white-collar job. This had very serious repercussion on Mr. Jadhav’s performance. In 1979, there were complaints of his misbehaviour with the supervisor and lack of interest of the job. He was suspended for 3 days in 1980. Today, he is a thoroughly disgruntled worker since his aspiration, linked to his new qualification, could not be met with. There were several other such cases of dissatisfied employees.

The company management rightly feared that the undue encouragement f< self-study may have grave consequences as their aspirations could turn o; to be unrealistic. This apprehension was confirmed by the feedback fro: other organisations which had encouraged such schemes and were having bitter experience with several cases of dissatisfaction among employees. Hence, keeping a low profile was better. The management, finally, maintained that encouraging employees to go in for higher courses was to invite trouble. Mr. Ravi was thoroughly confused and disillusioned. He wondered whether what is thought and taught to be good can't be so in practice. There were more and more instances providing to the contrary. He had come across several cases of managers who had made themselves redundant by developing their juniors, and had to quit the organisations. After all, who wants to pay a fat salary to a senior executive and retain him if a junior in the department can do his job? The end justified the means in many private and commercial organisations.

Questions