School Work

Assignment Mu0012 Mba 3 Spring 2014

Description
ASSIGNMENT DRIVE: SPRING 2014 SIKKIM MANIPAL UNIVERSITY-DDE Master of Business Administration-MBA Semester III MU0012- Employee Relations Management-4 Credits (Book ID: B1734)
Categories
Published
of 11
88
Categories
Published
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Share
Transcript
  1 ASSIGNMENT DRIVE: SPRING 2014   SIKKIM MANIPAL UNIVERSITY-DDE Master of Business Administration-MBA Semester III MU0012- Employee Relations Management-4 Credits (Book ID: B1734)   ---------------------------------------------------------------------------------   Q. No. 1 .  Define Strategy. Describe the different strategy levels in an organization   10 Definition of Strategy (  Unit 2)  2 Explain the different strategy levels in an organization   8 Ans: - Definition of Strategy    Johnson and Scholes define strategy as “The direction and scope of an organisation over the long-term; which achieves advantages for the organisation through its configuration of resources within a changing environment, to meet the needs of markets and to fulfil stakeholders‟ expectations.” 1   The main levels of strategy of an organisation are:    Corporate level strategy: It frames the overall business direction and goals.    Business-unit level strategy: It specifies the methods the organization uses to compete in particular markets.    Functional level strategy: It outlines the strategy of individual departments and divisions like finance, marketing, etc.    People strategy: It matches an organisation‟s activities with its resources.   Different Strategy Levels in an Organisation   Organisations have different levels of strategic decision making. Although these levels are inter-related, each one of them has its own scope and reach. The different levels of strategy in an organisation as follows. Let us now examine each level of strategy that exists in an organisation in detail.   Corporate Strategy : It is usually devised at the board level and defines the overall mission, the management of the business portfolios, the priorities of each business unit, the structuring of the business, the methods of financing the business, the mergers, alliances and acquisitions to be made. Corporate strategy is influenced by the external environment, the people and systems within the organisation, the organisation structure, and resources within the organisation, the current values of the organisation and the expectations and objectives of the organisation.   Corporate strategy examines internal (within the company) and external factors (competitors, clients, customers), frames a new vision for the organisation and aligns policies, practices and resources to achieve that vision. It provides an overall direction to the organisation.    2 According to Johnson and Scholes, corporate strategy can be evaluated by the following criteria:      Suitability, Feasibility, Acceptability Business Strateg  y : It deals with the methods an organisation uses to compete in particular markets, the opportunities that an organisation identifies or creates, the products or services to develop, the customers that an organisation targets . According to Porter (1985), the three basic factors that influence the decision-making process are:    Cost leadership: It aims to offer lower costs than the competitors without lowering quality.    Product differentiation: It tries to achieve industry-wide recognition that the different products and services of the company are superior in quality when compared to that of the competitors.    Specialisation by focus: It tries to establish a niche market.   Functional Strategy: It is concerned with how the different units of the business transform corporate and business strategies into operational goals. The different kinds of functional strategy are marketing strategy, production strategy, finance strategy, research and development strategy and so on . The different kinds of functional strategies are    Marketing strategy: It deals with pricing, selling and distributing a product.    Production strategy: It deals with what products to produce (issues like new products for existing markets or products for new markets), the production chain, etc.    Finance strategy: It aims to align the financial management of an organisation with its mission and goals. The decisions to be made are regarding budgets, liquidity issues, credits, cash flows, loans, capital investments, etc.    Human Resource Management (HRM) strategy: It deals with managing an important asset of the organisation –  its work force.    R & D strategy: It deals with issues like innovation and development of new products, and the addition of new features in existing products.   People Strategy: People strategy aims to match the activities of an organisation with its human resources. An effective strategy for people management is vital to the success of an organisation. It aims to   Ensure that the employees are satisfied with their jobs, working environment, rewards and career prospects. Develop employee commitment by motivating them to move beyond contractual obligations to emotional commitment. This develops a strong sense of loyalty to the organisation and its customers. Manage organisation culture by concentrating on the important cultural aspects of the organisation.  3 Q. No. 2  Define Organizational Culture. Discuss the dimensions of organizational culture. Explain Charles  Handy’s classification of organizational culture   (  Unit 3)   Definition of organizational culture 2 Explain the dimensions of organizational culture 5 Explain Charles Handy‟s classification  3 Ans: - Definition of organizational culture : - Organisational culture describes the psychology, attitude, experiences, beliefs and values of an organisation. According to Hill and Gareth (2001 ), organisational culture is defined as „the specific collection of values and norms that are shared by people and groups in an organisation and that control the way they interact with each other and with stakeholders outside the organisation‟.   (Triece and Beyer, 1993)-   Organizational culture represents an ideology of the organization as well as the forms of its manifestation. The ideology of the organization includes beliefs, values and norms. It is manifested through symbols, language, narration and other activities (Wilkins and Ouchi, 1983).-   Organizational culture is the set of shared philosophies, assumptions, values, expectations, attitudes and norms which bind an organization together. It helps a company to implement its strategies effectively   Explain the dimensions of organizational culture : - National, religious and cultural groupings affect the organisational cultures. The different dimensions of organisational culture are as follows:    Power distance: This is the degree to which there are differences in levels of power. A high degree indicates that some individuals have more power than others. A low score shows that people have more or less equal rights.    Risk avoidance: It reflects how the much organisation is willing to take risks.    Individualism versus collectivism: Individualism refers to the extent to which people stand up for themselves. Collectivism refers to the interdependence of individuals in a group.    Gender differences: It concerns the traditionally accepted male and female values. For example, male values include competitiveness, assertiveness and ambition.    Long- versus short-term orientation: Perseverance is emphasised in long-term orientation while immediate profits are emphasised in shortterm orientation. Charles Handy ’s classification : Charles Handy (1972) classifiedorganisational culture as follows:    Power culture: Power lies in the hands of a few people. Few rules and a little bureaucracy are present, but decisions are quickly taken.    Role culture: A highly defined hierarchical structure is present. The position decides the power wielded.  4    Task culture: Teams are formed to solve problems. Expertise of a person decides the power of the individual. Such organisations have a matrix structure.    Person culture: Every individual believes that they are superior to the organisation. Such organisations cannot succeed. Q. No. 3  Define Disciplinary procedure. Explain the various factors to be considered while analyzing a disciplinary problem  ( Unit-6) 10   Definition of Disciplinary procedure 2 Explaining the factors in analyzing a disciplinary problem 8 Ans:- Definition of Disciplinary procedure : - Disciplinary procedure is a step-by-step process which an organization follows while dealing with indiscipline of any kind.   An action taken by an employer to correct serious performance issues. Disciplinary procedures are necessary in cases where the actions of the employee are habitual, dangerous, costly, or illegal. It is a good practice for organisations to establish a proper disciplinary procedure in order to ensure just decisions. A disciplinary procedure includes a formal system of documented warnings and hearings, with rights of representation and appeal at each stage. Disciplinary procedures have to be fair and transparent in order to avoid legal complications. Caution has to be taken as disciplinary procedures have to be directed against the employee‟s behaviour rather than the employee themselves.   Factors in analyzing a disciplinary problem:- All disciplinary actions have to be fair and impartial. The nature and the impact of the misconduct have to be analysed before any disciplinary action is taken. The following factors have to be considered while analysing a disciplinary problem:    Seriousness of the problem: Consider the severity of the problem. Insubordination is more severe than reporting late to work.    Duration of the problem: Analyse if there have been any past violations and the period over which it is happening. First-time violations are dealt with in a different manner compared to violations which have been repeated for the third time.    Frequency of the problem: Examine if the current problem is a part of a pattern of disciplinary infractions. Continual violations require more severe punishments.    Extenuating circumstances: Examine if there are any external factors which are leading to the indiscipline. Reporting late to work due to the illness of a family member has to be dealt with more leniently than reporting late to work because of oversleeping.

pepsi

Jul 24, 2017
We Need Your Support
Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

Thanks to everyone for your continued support.

No, Thanks
SAVE OUR EARTH

We need your sign to support Project to invent "SMART AND CONTROLLABLE REFLECTIVE BALLOONS" to cover the Sun and Save Our Earth.

More details...

Sign Now!

We are very appreciated for your Prompt Action!

x